How much Quote Follow Up is Too Much?
"Can you turn off my automations, your system is blowing me up?" I've gotten that a lot the last few months since I've set my system up. We basically text and email at day 1,2,3, 6,8,12,16,20,25,29 after the quote is sent unless they give us a "no". I feel like it can go two ways. The people that are going to accept but haven't gotten around to it are annoyed by it. The people that aren't going to accept usually don't say anything. I do get a "no" about day 12 though. The others, no response either way. What kind of nurture sequence are you guys setting up and how successful is it?Jobber users how are you handling new requests that don't respond after the first contact?
Do you leave them sitting in New until they respond, archive them, or have some kind of process for keeping the request list clean? I'm curious how other service businesses are handling this, especially when you have a lot of incoming requests. What does your process look like?
How Do Solo Operators Find Reliable On-Call Help When Jobs Get Too Big to Handle Alone?
I would like a better way to keep track of my time. Since I ran in one person operation with occasional aside helper, I sometimes get overloaded with jobs. I think I can do. As a small one person handyman type jobs. I may get out on a job and find its way too much for one person and then I have to stop and try to find someone to help me. So I’ve tried using workers day workers and sometimes they work and sometimes they don’t. But whatever I’m looking for as far as parts, I know I can go to Home Depot and find what I need so I always depend on Home Depot and now I just need a way to find a reliable worker that is willing to be on call.Strategies / Suggestions for hiring manual labourer for a niche Biz.
Fitness Equipment Service Technician - Rock & A Hard Place 26 yrs at this and I cannot find my A-Player. Sorry, this is quite the essay from the heart of frustration, so if you make it to the end and have some valuable suggestions I can implement, beers are on me at this conference. 🍻🍻🍻 It’s been beyond frustrating with people lying on resumes until you see they can’t do what they say. OR They can’t follow the simplest of instructions and policies like... If ever unsure about what you're doing or need help of any sort, contact me, I’m ALWAYS available. Then they decide to go Cowboy and try to figure it out themselves, which I certainly encourage as that's how I learn best. Trial and error where just getting your hands in there, coupled with some well-lubricated gray matter, and things start coming together and making sense. But not to the point of adding additional unnecessary "HRS" not MIN, to an invoice I can’t charge for, but they expect to be paid. In my instructions, I let them know, even when right beside them during training, if they get stumped on an issue and they ask for advice, I tell them to run through some process of elimination and try to figure it out themselves without me constantly telling them. I'll let them go for 10 to 15 minutes, and if the lightbulb isn't flickering, then I'll methodically walk them through what I would do. This way I'm not just jumping in and doing it for them, but they're actually learning hands-on. It's when they decide to go cowboy rogue and spend way too much time trying to figure it out instead of calling me, then they expect to be paid for these hours I can't bill back to the customer. How do I tell my customer that we're overcharging them because my guy doesn't know what he's doing and wants to learn on their equipment Then he'll make a note of whatever the issue is and what their diagnosis is, which can include needing to order parts. I'm thinking that they didn't have an issue with the diagnosis and it was a cut-and-dry scenario and, hands-down, this is what the customer needs. Then we'll order wrong parts... not only costing money—which will be either out of my pocket or the customer's pocket upfront if the quote is over $1,000—we have to wait usually about a week for parts to come in, set up another appointment, and head back out to the location to rectify the situation. - Part gets installed, doesn't fix the issue, and we're back to square one. Tech expects to be paid for travel & time for his mistake. So I put in the contract that I backpay my techs by two weeks with the clause that this will cover any potential damage to customer property due to their negligence. Residential customers get invoiced and are expected to pay more or less immediately, and commercial customers are net 30 for the most part in a perfect world. So it kind of evens out to cover their pay if something were to happen. So what do I tell my customers now? "Sorry, my guy effed up. Now I have to go out there and diagnose it properly, and if you're lucky—which happens more times than not—it's just a matter of some adjustments that need to be made, and no part was needed after all." But the other side of that coin is a part is actually needed, so we have to run through the process again and face another week's delay. Then I feel in good conscience that I need to discount my customer and hope this hiccup isn't enough to lose them and they're gracious enough to understand. OR Lack of communication in general. I can't stress enough and tell them it’ll make us or break us if honesty and just pure, actual communication isn’t kept up. I make it very clear that if they're not happy with how things are going, my door is open and I am more than happy to discuss what's going on so that we can make an adjustment that works for both of us. 'Cause if I don't know, I don't know. And that goes two ways. I let them know I'll do the same for them. So it boils down to the fact that if they can't do it right, I might as well do it myself? PSA - common sense is not so common. LOL I refuse to drop my standards as we do charge a premium, and I would consider us to be a "boutique" service company as we have—or I should say I have—an incredible track record and can probably still count on one hand how many callbacks I've ever had. Even though we are the highest-charging company locally, if not regionally, I make sure that I add enough value to the customer so that they know they got their money's worth and then some. So how do I justify that when I have subpar techs going out and serving these customers with guarantees that I've made that don't get fulfilled? I tried doing the employee thing once and that was an absolute nightmare, so I only look for contractors now. I'm willing to pay good money for somebody who can prove themselves to me. If they have the drive and are willing to learn and be moldable, then they can increase their pay in a short amount of time. !!!!! So you can only imagine, after 26 years of working on the tools and without seeing any hope of getting off the truck in the near future, my drive, my mental, and my physical well-being are being stressed to the max! I even had a scare of a panic attack, so I was told. That kind of shit just is not in my vocabulary or in my DNA, but I was getting signs that were pointing towards a heart attack that did put me in a hospital for a day, but I checked out just fine. SO... FWD to today, things have gone from bad to worse. Financially, I can't even hire anybody in order to pay them as I can't even bring in enough to cover our own payroll, yet the hours that I work, no sane human should have to be exposed to. No word of a lie, I'm on the tools all day, usually starting at about 9–10 AM. I get home around 7–10 PM, just in time to kiss my favorite wife, give my teenage son a hug as he goes to bed, and then I'm on the computer catching up on the office work from the day and days past until usually around 5 AM seems to be the new norm. Up at about 8 AM—rinse and repeat my Groundhog Days. My loans & CCs are all maxed out constantly, and I just have no idea what happened to this dream drive I had to be the best in the industry and to truly make a change and grow this company to the vision I once had. UGH. I probably shouldn't even be coming to this event, but IDK, maybe there's something here that's going to allow for some transformation and growth to finally happen. AND GO000!!! I am all ears and moldable to learning and implementing any kind of positive criticism. MUCH appreciated! 👊What Should Home Service Businesses Automate First to Save Time?
Small manual tasks start stacking up, catching up on follow-ups, re-adjusting scheduling, invoicing, review requests, the list goes on and on. Sound familiar? What’s one task you’re still doing manually that you know could be automated? What’s stopping you from setting it up?How Fast Do You Pick Up a Phone Call or Call Someone Back After a Missed Call?
Curious how everyone here handles this, because a new Jobber survey of recent homebuyers turned up a stat that stuck with me: 15% had to follow up repeatedly just to get a response from a contractor 9% never heard back at all Losing potential business due to something that is not a pricing problem or a skill problem should be a wake up call. In a world where 75% of new homeowners hire a pro within their first two years of buying, being the one who calls back first might be the easiest job you win all week! So, what's your business standard? Do you answer within a certain time frame or let it go to voicemail and call back same day? Are there systems set up so nothing slips through the cracks? 👉 Recent Homebuyer Report: It's got homeowner quotes on what made them trust (or ditch) a contractor, plus a breakdown of how each generation actually finds a pro.Syncing Jobber to Google Calendar
Are any of you time blocking people? Well I'm an aspiring time blocking person and I just learned I can have Chat GPT do it for me instead of me slaving away on google trying to get everything dialed. What I realized was my tasks in jobber would have to get synced to google manually and that's super annoying. Wait - turns out Jobber quietly solved this and I didn't realize. I made a video showing yall how to sync you site visits, jobber tasks etc right on your calendar. https://www.loom.com/share/601da88e9b77434c84f7fa17ead4963c Hopefully that's helpful!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.Best ways to track material costs?
Tracking material costs in the electrical contracting industry is critical because supply prices (wire, conduit, breakers, panels, etc.) fluctuate frequently due to market demand, copper prices, and supply chain changes. A strong system protects profit margins, improves estimating accuracy, and helps maintain consistent pricing for customers. How does your company keep track?I Got a New Truck - Now Everyone Wants a Raise
This happen to anyone in here? haha man I tell you what. I've been driving second hand cars for basically my whole life. I sold a couple work vehicles and finally splurged on a nice pick up so I have something to pull a dump trailer then all of a sudden everyone wants a raise. This post is more about me thinking out loud but let me think through what's occurring for that kind of cause and effect. I always thought I paid well but first thought was ... do I pay well enough? My gross profit is mostly around our goals as a company (50%) so maybe I need to raise prices to help my guys out more. Or maybe: 1) My relationship with my team has become transactional. Everyone is always there for the paycheck but I've been neglecting the relational aspect of the company. Less team get togethers as of late. Less checking in with everyone to see what's up with their lives. From their perspective, well if I have to be here, I should be making as much as possible. 2) I don't have incentives in place so they can earn more outside their hourly. I've been wanting to do this for a while but this is a sign I need to do this now. Maybe we've reached a breaking point with this. 3) I'm doing something to embolden them to ask for a raise immediately after a big transaction Funny thing about it is I'm leasing and the lease payment isn't that much but I was curious if this happened to anyone before and how they dealt with it.
