Forum Discussion

AnthonySalazar's avatar
AnthonySalazar
Jobber Ambassador
26 days ago

What customer expectation caused you the most problems?

One expectation I wish I had defined earlier was arrival times.

When I first started, it was easy to tell a customer:

“I’ll be there around 10.”

Or:

“We should be there between 12 and 1.”

At the beginning, that felt like good customer service.

The schedule was smaller.
The routes were lighter.
I had more control over the day.

As the business grew, specific arrival times became harder to keep.

All it took was:

  • one chatty customer talking for 10 minutes
  • a locked gate
  • a dog outside
  • extra waste in a yard
  • traffic
  • road construction
  • an accident
  • a customer note that needed attention

Suddenly the whole route was pushed back.

And once you miss the arrival time you gave the customer, even if the work itself is done well, you’ve created frustration because the expectation was set wrong from the beginning.

That forced us to change how we communicate scheduling.

Now we set the expectation that we scoop from sunrise to sunset.

Customers know their service will happen on their scheduled day, and they’ll receive an “on the way” message 30–60 minutes before arrival.

That one change reduced a lot of unnecessary pressure.

It also made the route easier to manage because we weren’t trying to force the day into exact arrival windows that didn’t hold up once real life happened.

I think a lot of service businesses run into this.

You create an expectation early because it feels manageable, then growth exposes how hard it is to keep that promise consistently.

For us, the lesson was pretty simple:

If the business cannot deliver it consistently at scale, be careful promising it casually in the beginning.

What expectation did you set early on that later became hard to manage as the business grew?

13 Replies

  • Brand's avatar
    Brand
    Contributor 4

    Great question and one that always seems to be learned the hard way. Contract verbage that is descriptive but also gives allowances for us to avoid contreversy. Replacing a 10 ft. board turns into a customer wanting money off if we ended up installing 9 feet of it. terms like "up to" or "as needed up to" helps back-end discounts from being a thing. 

    Legal terms in contracts to avoid people that work the system against you is huge if you have have ever experienced it. 


    Just last week I corrected a homeowner who told me that he wanted the remaining material from his roof replacement. I explained that he paid for a new roofing system, not a surplus of materials. I buy extra so I'm not short and return what is returnable. Educating clients on the front end is best while managing expectations throughout the project, however, some people just want a deal however they can get it *smh 

    • AnthonySalazar's avatar
      AnthonySalazar
      Jobber Ambassador

      This is a solid point.

      A lot of customer expectation problems come from wording that feels clear to us, but leaves too much room for interpretation by the customer.

      I’ve had to learn this in my own business too.

      If the scope is vague, the customer will often define the scope for you after the work is already done.

      That creates problems fast.

      Your roofing material example makes a lot of sense.

      The customer hears “materials for my roof” and thinks anything left over belongs to them.

      You know the extra material was purchased to make sure the job could be completed properly without delays, and anything returnable gets returned as part of managing the project correctly.

      That’s the kind of thing that feels obvious to the contractor, but it may not be obvious to the homeowner unless it’s explained upfront.

      I think this is where wording matters a lot.

      Terms like:

      • “up to”
      • “as needed”
      • “as required to complete the scope”
      • “remaining materials may be returned”
      • “service includes X, does not include Y”
      • “access must be available at time of service”

       

      Those details can prevent a lot of awkward conversations later.

      In my business, we’ve had to do this with things like:

      • arrival windows
      • weather policies
      • locked gates
      • aggressive dogs
      • what counts as serviceable waste
      • what happens if a yard is inaccessible
      • what’s included in a standard visit

       

      I used to think some of that was overkill. Then you deal with enough misunderstandings and realize clear terms protect both sides.

      The customer knows what to expect.

      The business has something to point back to when someone tries to reinterpret the agreement after the fact.

      I also agree that educating the client upfront is better than trying to defend yourself later.

      Once someone feels like they were promised something, it’s much harder to walk that back.

      Clear expectations before the work starts make everything smoother.

  • apexstl's avatar
    apexstl
    Contributor 2

    We are experiencing this as well as we grow.  Helpful advice here on scheduling and always a growing endeavor of wording scope with details so customers do not try to squeeze more in!  Very grateful I found this thread.

    • KoehlerhomesNB's avatar
      KoehlerhomesNB
      Contributor 3

      Scope creep is a real frustration, I see it in my service blocks, half and full day. we get close to the end of their block and i am finishing up they always want to add something more. It's hard to turn down sometimes, especially during the growth phase but i have been standing up and putting my foot down, even got another half day scheduled because if that.

      • AnthonySalazar's avatar
        AnthonySalazar
        Jobber Ambassador

        That’s a good example of where the offer structure matters. If they bought a half-day block, then the boundary is the block of time, not an endless punch list. I like that you scheduled another half day instead of absorbing the extra work. That’s probably the cleanest way to protect the relationship and the margin.

    • AnthonySalazar's avatar
      AnthonySalazar
      Jobber Ambassador

      What's been some of the biggest challenges you've run into as you grow?

  • Scope creep clients, for sure. And that one lady who said that "leaf removal" meant that every leaf should be removed, including that handful behind the couch.

    • AnthonySalazar's avatar
      AnthonySalazar
      Jobber Ambassador

      That’s exactly where definitions matter. Customers can interpret simple terms way differently than we do. “Leaf removal” sounds obvious until someone expects every single leaf in every weird corner to be gone. Those situations are usually what force better wording into the estimate or service agreement.

      • lamadrina's avatar
        lamadrina
        Contributor 3

        Ain't that the truth?! My terms and conditions on my Jobber estimates also refer to a link of full terms on my website. That was helpful when a guy tried a chargeback on his scope creep charges. That little link "saved" me nearly $3k.

  • Hey Anthony, this is a spot-on breakdown. I think a lot of us fall into that 'arrival time' trap early on because we’re so focused on providing that personalized, small-business feel. You’re exactly right—what feels like great service in the beginning becomes a massive operational bottleneck as you start to scale.

    ​Moving to that 'sunrise to sunset' window combined with the 'on the way' notification is such a smart move—it’s really the only way to protect the integrity of the route while still keeping the customer informed. It's a great example of shifting from working in the business to working on the business. Thanks for sharing this perspective—definitely a lesson I’m taking note of as we continue to grow!

    • AnthonySalazar's avatar
      AnthonySalazar
      Jobber Ambassador

      I appreciate that! That’s exactly what happened. In the beginning, specific arrival times felt like better service because we could usually make it work. Once the routes got bigger, the promise became harder to keep consistently. The on-the-way message gave customers the communication they wanted without locking us into a time we couldn’t always control.

  • I've found that every "exception" eventually becomes a policy. Once the same situation happens a few times, it's worth documenting so the next customer benefits from the lesson.

    • AnthonySalazar's avatar
      AnthonySalazar
      Jobber Ambassador

      That’s a really good way to put it. Repeated exceptions are usually the business telling you a policy is missing. I’ve found that if the same situation causes confusion more than once, it probably needs to be added to onboarding, terms, or the customer communication process.