At What Point Does “More Revenue” Stop Being the Goal?
As business owners, we’re constantly encouraged to grow. More clients. More employees. More service areas. More revenue. But eventually, growth comes with more management, more overhead, more complexity, and sometimes… not that much more profit. We’ve hit points in our business where the question shifted from “How do we make more?” to “How do we make what we already have work better?” Better margins. Better clients. Better systems. Better retention. More revenue per client. Less dependence on the owner. I think there’s a huge difference between growing a business and just making a business bigger. For those of you who have been at this for a while: how do you decide when to keep pushing for revenue growth versus optimizing the business you already have? And has anyone intentionally decided NOT to grow past a certain size?
What are you doing right now to make the phone ring for your business?
what is your go to advertisements or sales tactics to get lead generation? We have been in business for over 17 years now servicing the Tampa bay area and this year has hit us the hardest. I am an isa certified arborist and I do engage in networking and community events but despite our best efforts we are still experiencing a lack of leads. I don't want to just throw money at the wall but we are running out of options. what are some things that are working for you?At what point do you hire an agency?
I'm at the point in my business where I really need to not be doing stuff that I'm not good at and I have enough money to invest in different areas of the business to improve the operations. I'm actually rebranding as well so I'm changing our website then it got me thinking - My old website was good, I put a lot of work in to the back links, SEO optimizing it myself, but it does look a little DIY. I got to thinking, this would be a good time to do it correctly and potentially have a professional do it, and maybe I've been missing out on potential traffic because of the website. Has anyone hired an agency with success? What about failures? What things should I be thinking about when approaching this?
Marketing for a Growing Landscaping Company (When You’re Still Wearing All the Hats)
For those running small-to-mid size landscaping companies (especially maintenance-heavy businesses), how are you handling marketing as you grow? I’ve been managing ours in-house due to my convenient design background, but between operations and crew management it’s becoming unsustainable—especially when it comes to SEO and lead generation for higher-value projects (which I have less experience with) Are you outsourcing to a freelancer/agency, or hiring in-house? And at what point did that investment start to make sense for you? Do you have any recommendations for Canadian companies?Any tips for making YouTube videos that actually bring in customers?
If you're creating videos for your business (or thinking about it), what's one thing you've learned that makes a difference? In this Masters of Home Service episode, Jacob Palmer (Palmer Electrical) talks about how simple YouTube videos became one of his biggest lead generators. He shares practical advice on filming real jobs, building trust before the first phone call, and using video content to win more local customers without relying on paid ads. Never miss an episode of Masters of Home Service. Subscribe on YouTube, Apple, Spotify, or wherever you get your podcasts.
Is a Salesperson Different from the Person Who Makes The Quotes?
I had an interesting discussion with my mentor lately. Some background: I promoted a team member from carpenter to operations manager. I gave a base salary plus a percentage of gross profit above a certain mark. We didn't hit that mark so he basically just got his base salary for the quarter and was really disappointed, came in and just asked for a really high base instead. I was talking to my mentor about how our sales flow is structured and he mentioned I need to be thinking of the sales person as a lead generator, then the person who would be managing the execution as the person who needs to put the estimates together. That kind of blew my mind a little bit but the more he talked about it, the more it made sense. Keep in mind our projects are all custom essentially so there's different details for everyone, even if it's kind of the same thing. If I go and make the job walk, make the estimate then sell to the team, but then try to incentivize it based on a budget, it's not necessarily fair because the production staff had no part in making that budget. BUT if I'm able to create the "at bats", the foreman walks it with the client then assigns the amount of time and material it will take. Then there's less opportunity to miss details or something get lost in communication. I can give him a plaud unit to make sure to summarize everything. This would also solve the problem of clients treating me like the project manager even though I'm not supposed to be the project manager. I was the one that shook their hand and took their deposit so why wouldn't they send me the grout selections right? Anyway, if you read through all that - I'm curious what your opinion on this is.
How do I explain the value of my services without defending my prices?
What's one service that customers consistently underestimate the value of? For me, it's often the planning, preparation, and experience behind the work—not just the labor itself. How do you educate customers on the value you bring without feeling like you're defending your prices? I'd love to hear how others approach these conversations.
