The 6 Trust Signals Homeowners Check Before They Ever Call You
Homeowners usually decide whether they trust you long before they ever pick up the phone. By the time they call, they've already formed an impression from what they could see online or from a neighbor's recommendation, and that impression is built on a handful of specific signals worth checking on your own business: Online reputation: what your reviews actually say, not just the star rating, and whether recent ones are easy to find. First impression: whether your website or profile reads like an established business or like something that was just thrown together. Responsiveness: how fast you typically get back to a new inquiry. Jobber's own Recent Homebuyer Report found 15% of recent homebuyers had to follow up repeatedly just to get a response from a contractor, and 9% never heard back at all. That's a lot of trust lost to something that has nothing to do with skill or price. Licensing and coverage: how easy it is for someone to confirm this if they ask. Evidence of real experience: photos of actual completed jobs, ideally similar to what the homeowner needs done. What happens if something goes wrong: warranty language, guarantees, or a clear answer to "what if I'm not happy with this." The same report found 42% of recent homebuyers said clear and upfront pricing or even a written estimate was the single most important thing they wanted before hiring anyone. It’s a small change in strategy with a big change on impact. If you had to guess, which of these is weakest in your own business right now? David
Handyman - how are you guys figuring out what a job actually needs to pay?
Hey guys, I'm a Handyman myself and got tired of pricing jobs by gut feeling, so I built something that calculates pricing using my actual income goal, overhead, billable time, travel, materials and markup. After the job, I entered what actually happened and it starts building my own personal price history and price booklet. I'm curious about what else eveybody else uses. If somebody has something that works better i'd love hear about it or switch to that system. I ran into some guys and they were still using spreadsheet, jobber/joist, a set price book, or mostly experience/gut feeling?
How do you make sure a job is still profitable before submitting a bid?
I’m curious how other contractors handle this. Before submitting a bid, what numbers do you always check to make sure the job isn’t underpriced? I usually think about labor, materials, overhead, break-even cost, and target profit margin — but I’d like to know what others actually use in the real world. Do you use estimating software, a spreadsheet, or mostly experience?
Curious what everyone is paying for book keeper and Accountant?
Just wondering what everyone is paying for Accounting and Book keeping. We're in Alberta and trying to compare/ see what is reasonable. Also curious what all your book keepers offer - we meet monthly right now with ours and bi-annually with our CPA.
Hiring Subcontractors: How Do You Screen and Vet to Avoid Costly Mistakes and Rework?
At our company located in Mansfield, Ohio, we provide the majority of interior and exterior services. We use all subcontractors, most who typically strictly work for our company. We have had many issues hiring subcontractors who have done bad work, which has caused us to spend more money/time sending other subcontractors back out to fix the mistakes. It is also pushing our schedule back completely. This issue has set back our company in the last year because of multiple different crews. We have a few good, reliable crews, but the workload is too much for them. What can we do/use to help us with the process of elimination when it comes to hiring? Are there any types of quizzes/tests that we should provide? Any specific questions that we should be asking? Are there any places we may not be thinking of to find reliable subcontractors?How Do You Roll Back a Major Change?
Have you guys ever made a major organizational change then needed to go back? This last year I tried to help buy back some of my time and created a Project/ Operations manager position so I could focus on sales and marketing. It's been a bumpy road to say the least. I first tried to hire two guys from outside the organization, I really thought I did my due diligence but it didn't work out with either of those guys. One guy I learned after a week (lol) the other took me a month and a half. On our third guy, I promoted from within and it seemed like it was working but here we are almost two full quarters in and we have less capacity because I haven't been successful in finding a replacement for him in the field, and we are making less money on jobs because ... well it's a combination of things but he might not be a fit for the position. I'm thinking I need a more decentralized approach since essentially we are at the same revenue number as last year when we didn't have his big overhead position. So the question is - how do you roll that back? Is it possible to make a change like that without alienating the person I'm demoting? Would it be easier to demote if I'm citing financial and structural changes for the company? What's ya'll take on that.How to Know Everything About Everything
Anyone else feel like this needs to be you? You need to know how to market, how to manage people, how to properly incentivize them, be well versed in finance as well as all the technical aspects of whatever trade you are in. We had a situation where we were installing a lighted niche, and the specific tile made it impossible to get the tiles perfectly flat while installing it on the wall, and my guys put the light too far back so it cast a very minor shadow in the niche. In hindsight we could have installed the tiles in the niche ahead of time so we could apply proper pressure to them so there's no lips (and also put the light more forward) ... we won't make that mistake again! As I sit in the office making meta ads, reviewing my financials, it get's super frustrating to have these technical curveballs while sorting through everything else it takes to run a business. This is why we need to build our own checks and balances: Who we call or who we hire (have a good process for vetting people that know what they are doing) What we double check and when Who's the second set of eyes (use your in field managers, make sure everyone is using Jobber for pictures and notes Which leads to what you document Now the niche issue won't ever happen again but we've definitely caught things BEFORE they are a mistake utilizing this system. How to you juggle all the responsibilities?
Electrical flat rate VS assemblies VS t&m
I’ve been using AccuPrice Lists for my material pricing since it syncs right into Jobber and saves me from having to constantly update material prices manually. I saw they’re adding flat-rate pricing and assemblies, and I’m curious which direction you guys have found works best for electrical service work. Do you prefer a true flat-rate price book, assemblies that build out the labor and materials, or some combination of both? For those of you already pricing this way, what’s been the easiest for your guys to use in the field and the most profitable? Trying to figure out which direction makes the most sense before I change up my current setup
