High-Ticket Sales in Home Services: What Actually Works

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And today we are talking about high ticket sales.
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How to get them big, juicy tickets.
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Just like it's wrong to be incredibly pushy, it's also wrong to not present and only do expensive repairs that don't benefit the customer at all.
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Fixing it is not necessarily the end goal because sometimes there's better options.
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And that's how you also get to higher ticket sales.
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Why you?
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Why now?
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How can I afford you?
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I mean, sales is the system, and the system is solving those three questions and then training it into your team.
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Like, how do you change the culture around sales?
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I would highly recommend avoiding.
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Welcome back to Owned and Operated a Top 200 Business and Entrepreneurship Podcast.
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I'm your host, John Wilson, and on this show, we talk about growing your home service business.
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Today I'm joined by my good friend and co-host Jack Carr.
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What's going on?
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Frequent co-host, and today we are talking about high-ticket sales.
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How to get them big, juicy tickets.
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I've told this story before.
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It took me a long time to get here, longer than I'd like to admit.
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To big, juicy tickets?
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Well, I mean, just honestly.
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So my my background, right?
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And I was telling my gym about this yesterday because he hired a facilities maintenance guy.
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So we hired a technician who is a facilities maintenance guy, and I said, Hey, be careful.
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Yeah.
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Yeah.
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Um, because it's the opposite business, and it's the business I can't do.
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Opposite business.
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Uh opposite business, yeah.
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How to reduce as much spend as possible on these on whatever you're fixing.
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Yeah.
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And when I realized that click, like, oh, home services is a revenue generation game.
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It's not a band-aid Mickey Mouse as long as you can game like you do in facilities maintenance.
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Like fixing it is not necessarily the end goal.
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Um, because sometimes there's better options.
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And that's how you also get to higher ticket sales is through options.
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It took me about a year.
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I uh unfortunately didn't realize that's not that bad for a whole year.
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It's not that bad.
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It's like why there's why am I not growing up?
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For some people, it takes their entire career because they just misunderstand the business that they're in.
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There, there's that like Ray Kroc um thing where, like, hey, we're not the burger business, we're in the real estate business.
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And I think that's where people get tripped up here is uh home service is a marketing and sales business, like it's a consumer business, and like we happen to do plumbing H Factor Electric.
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It's a marketing and sales business, and like we bought we bought a lot of companies over the years, and we've seen I've seen this a lot just in the trades, is people not understanding maybe they don't like it.
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Like, there's people that are grumpy about the fact that it's a sales business, but like it's a sales business, like them being grumpy doesn't change what it is.
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But yeah, like we we bought a business that was a drain cleaning business, and they'd been around forever, and they didn't replace drains, all they did was clean it, and it it's exactly that mentality of like, oh well, just start offering the replacement, you don't have to force anything down anybody's throat, but just start being like, Hey, do you want to pay me twice a year to clean this drain, or do you just want to get a new one and be done with shit on your floor?
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And uh it wasn't like that complicated of a problem, but like they just could not get over it, they just couldn't get over it.
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They're like, Well, that's salesy.
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And I'm like, Yeah, you're a business.
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Like, that's exactly what this is.
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That line is called sales.
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Sales in in home services and with with home service technicians is is almost a bad word, and it's it's really discouraging because people have this mentality that sales is a bad thing.
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But that's uh one of the keys to starting a good sales program is actually the culture surrounding your sales program and getting your team and everyone on board with this idea that uh sales is I mean, there's obviously a version of like manipulation and like bad sales tactics that have ruined a lot of industries, but uh sales in itself isn't a bad thing, it's not a bad uh thing to give the customer options for the best possible outcome.
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And the only way you can do that is by giving them those options.
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If you are going to take over and say, hey, no, I'm telling you you're going to fix, fix, fix, but yeah, like you said, clean the drain twice a year.
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Um you're not giving them the option to repair, you're not actually allowing the sale, and you're not allowing the best outcome for the customer.
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Um, so I think that's the first big step is like how do you change the culture around sales, John?
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What what's I think this I'm gonna open this up as a question.
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It's like what where how are you focusing culturally on putting sales as a driver in your business?
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Uh, so yeah, we usually attack it from a couple different ways.
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The first one is from the customer side like what's what is the benefit to the customer?
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And you just said it.
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Like, we bought companies that uh it was honestly kind of manipulative.
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Uh, so that drain company, what they said is like, why would we want to replace it?
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We get two to five hundred dollars a year from them, and it's like because it's the customer's basement has sewage in it twice a year.
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Like, why would you like that?
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Feels wrong to me that we're not talking about that option.
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I've also had people who have done like four thousand dollar repair tickets on an air conditioner that was installed in the 90s, which also feels wrong to me.
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Like they don't want to have they're uncomfortable talking about new equipment because they don't want to seem like they're being pushy.
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But that literally would have paid for a new air conditioner.
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Um, so usually it's like, hey, this is why this is good for the customer, is because this is the customer's home, it's not your home.
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Like they have the right to choose the right thing for them, but they do need to know.
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Like, our job is to educate, um, and we don't get to make these decisions for them, and we're not here to be deceptive and like just try to steal money from them once a year, fixing a 30-year-old air conditioner.
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And to me, that's like that's theft.
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Like, that's that's just like wrong.
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But people think that it's right, which is like kind of silly.
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So we have to like educate them on like, hey, that's wrong.
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Like it if they switched, it would probably be better.
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And even if they don't switch, you do need to talk to them about it because you just like not presenting an option is pretty deceptive.
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Um, isn't that part of your pillars actually as well?
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Yeah, yeah.
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So one of our one of our core values is uh trans transparency.
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Actually, it's one of our core values.
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Let's go, buddy.
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Ironically, we stole that from you when I went up to the first breaking five, so it was actually one of our core values.
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Um, yeah, it's good.
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So we it's we educate, we sell through education, not fear.
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Not fear.
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So for us, we're like we're gonna come in, we're gonna educate, we're gonna explain your options.
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You can pick whatever you want, but just like it's wrong to be incredibly pushy and present the wrong stuff, it's also wrong to not present and only do expensive repairs that don't benefit the customer at all.
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So a lot of technicians, they think they're like doing the right thing, but honestly, like they're stealing from the customer.
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So we present it that way because that that's what I believe.
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I think that's a great point, though, is is you from a cultural standpoint is where all this starts.
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So I'm trying to like look at this how to how to generate sales as a framework.
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And the first thing is to destroy this idea internally that sales is bad.
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Yes.
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And to offer, right, you can't just say that you have to actually offer the the following solution.
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And the following solution is hey, we don't want you to do the manipulative thing either.
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We want you to come right in the middle of giving options and educating customers on exactly what is out there in the market, right?
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Um, I always try to give the the example to new employees, especially like right out of school, is if somebody's looking at my car and they're doing an oil change and they notice, hey, your fluid's low, or hey, your brakes have one millimeter left on them on them.
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I would actually like to know that.
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Uh, and then you can present the option, like, hey, we could fix this for you, or you can go do this somewhere else.
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We don't like we love we're here right now, like it'll be cheaper for you, better for you.
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Yep.
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But it's that education of like, dude, you're at one millimeter left on your brakes, or you have this much fluid left.
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Like, you should definitely change, get some steering fluid in here, and you probably have a leak somewhere.
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And if they didn't, and I left and then my brakes failed on the ride home.
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Like, that that's like the key example in HVAC is you you don't educate the customer on a new unit and you walk out of there after a maintenance or after like some small repair, and then the whole system blows up and they're going, Oh, it's you guys, you guys sabotage my system.
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And I and I have to explain them like we don't have time delay few sabotage tools on our truck.
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Sorry, buddy.
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Like, it's just an old system.
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But if you didn't do your due diligence, like it hurts the company, and it hurts the company.
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Not only that, you're actually you're actually legally.
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Yep, we're the last one we've touched on.
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So so the biggest um we've had people that have attempted to create insurance claims against us because the boiler went out, the furnace went out, there was property damage, and they're like, hey, you didn't tell me you didn't replace the system.
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Like, that's the actual line that they give us, as if I could force them at gunpoint to replace their system.
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Uh, so we've gotten letters from attorneys saying that.
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And we're we're always like very diligent about not only do we present the option, but we record that we presented the option.
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Because this has happened enough times where someone didn't replace their boiler and then the house froze because they were in Florida and there's a half million dollar claim, and they were like, You were there last.
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And it's like, absolutely.
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And we told them the boiler needed to be replaced.
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Uh we have that from the book.
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I mean, it honestly it happens four or five times a year.
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Yeah.
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And now, thankfully, the biggest one I'm concerned about, we've trained our team around this, but hey, like CO2 is like, you don't fuck around with that.
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Like, that can kill a whole family real quick.
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So if you're not talking about it, like you have to condemn it, you have to talk about it.
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Um, so again, like it's not pushy.
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Like, this is real.
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Like, this is real.
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And so that's a part of our education process, too, is we pull up the times that hey, we didn't talk about this unit.
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This is what happened.
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In this case, we did talk about this unit, this is what happened.
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Um, but often, like, the technicians get pulled in to talk to the attorneys on the other side to discuss what the findings were.
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Uh, so like we have to have good notes, we have to have good photos, we have to have good options.
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So that's most of it.
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It's like we're educating, we're protecting the health, we're protecting the house, uh, and we're offering real options.
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And honestly, we don't even use the word sales.
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Yeah.
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So, so once you get past that point, right?
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I think that's the and if you disagree, I'm I'm I'd be open to it.
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Um, but I think that's the first big step in driving a sales program in your business.
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What's the next step that you you generally see or you generally recommend?
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Training them how to do it.
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Okay.
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And what does that look like?
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Are you doing any specific programs?
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Or I know we've talked about, you know, Nextstar and and um what's the other one?
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It's uh Certain Path.
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Certain path, thank you.
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Um, but there's a punch out there, right?
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Joe Krishna, um Chris era.
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Chris era, thank you.
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My my mind is over caffeinated and tongue is not working today.
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Um, but there's a series of programs out there that all work different sales techniques.
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Um, like where do you recommend people start or like what what's the next step, I guess?
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Yeah, I'll give some quick stuff to avoid.
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Um, so I would I would highly recommend avoiding one-time trainings.
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Uh, I think it's really flashy and it's easy.
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And um you you build a business by like building a system and building a process.
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So sales and training, uh, you know, the way some influencers on the internet talk about it, it's very rah-rot, it's very all that stuff, which are like that is a part of it.
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Like, you have to keep up motivation, you have to do all that, but it's also pretty systematic.
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Like, hey, we have to have training, we have to have ride-alongs, we have to have measurements.
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Um, and one-time trainings are really expensive and they don't drive long-term results.
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So, because what happens is if I send my entire company to a training tomorrow, but I don't have a system for them to come back to and continue to drive improvement from that training, waste of time, waste of money.
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But I see a lot of people send, like, yeah, we just sent five people to this training, and it's like awesome.
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Like, how are you gonna help support them when they get back?
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Well, I don't know, they're just gonna do better.
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And it's like, dog, you were just sold a bag of goods, man.
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Like, you uh, I get it.
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Some people are really like passionate or whatever, and you know, they can take advantage of people not thinking, but you should be thoughtful about how you're gonna um do it.
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So don't do big one-time things, um, and try not to make it overly complex.
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So the way we do it is like, hey, for I'm I think we're on like year 10 of this.
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We at least have one training a week, sometimes two, uh, depending on the team, where we're just we're talking about whatever's going on, like how to price, objection handling, um, financing updates, um option building, quote building.
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So once a week, we're diving into all of those things.
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In that sense, though, right?
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You you say these things, and and I think this is an example of where you start on step two, is you're saying, hey, yeah, you just train objection handling.
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But for a lot of people, what I've noticed is they don't even actually know where to start with objection handling.
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So, like where where did you start being like, okay, objection handling is this, and this is where we're getting data from and trying out different things.
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Like, where does that like each of those individual kind of items start to so there's a few places to start?
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Some of it's just asking your guys, like, what are you running into in the field?
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The others just going out and doing ride-alongs.
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But an example of an objection is like, I need to talk to my spouse.
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That's an objection.
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Anything that like if sales is a hallway and like there's open doors, which is a chance for the prospect to run out the door, you have to just be able to close the doors as you go through the sales.
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So if you go on a ride-along and you get a sense of like, hey, where are the areas that we don't make a sale today?
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Like, what happens?
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Maybe it's a financing rejection, maybe it's need to talk to my spouse, maybe it's this is too expensive, maybe it's I'm getting other quotes, like whatever the objection is, how to handle that objection is a really important part of the process because that otherwise that it stops there completely.
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So if you're not able to handle the why have to get other quotes, well, yeah, walk me through why.
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I mean, I felt like we had a good conversation.
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I think we're presenting what you want.
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The price seems to be within your budget.
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We have awesome financing options.
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Like, is there a reason that you want to find other quotes?
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So, how to handle each objection um is is helpful.
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So the best way to get that feedback is asking your guys, like, hey, what are you running into out there?
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And don't just take, oh, the competitor was cheaper.
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Like, that's not an objection.
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That's a lazy salesperson.
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Yeah, because I mean, right, sales is if you don't you usually run into objections.
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I I like the hallway, hallway metaphor because Yeah, your job is to close the doors.
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Your job is to close the doors, and that's where you need to be able to drive the training is what doors didn't you close and why?
00:17:09.359 --> 00:17:11.039
And usually it's a value.
00:17:11.200 --> 00:17:17.440
The door is a value door, whether that's internal value or actually cost, but it's generally almost never cost.
00:17:17.680 --> 00:17:25.039
Um, I shouldn't say almost never, I should say it's a very much lower percentage of the time than your technicians would have liked you to believe it is.
00:17:25.200 --> 00:17:35.920
Um yeah, they love to think that we we actually have an argument today about that because one tech lost a sale to another tech inside the business, and that guy came in hot as hell.
00:17:36.079 --> 00:17:38.480
You know, he's like, ah, this guy stole my sale.
00:17:38.640 --> 00:17:40.720
He you let him sell it for cheaper.
00:17:41.039 --> 00:17:44.079
And uh turns out that was actually not at all what happened.
00:17:44.319 --> 00:17:50.960
He sold it for$2,000 more dollars, but he walked through value, spent more time on it, and presented financing.
00:17:51.200 --> 00:17:53.440
And those were things the first guy didn't do.
00:17:53.759 --> 00:17:57.039
And it's like, okay, well, here you go, buddy.
00:17:57.119 --> 00:17:57.839
What do you want to do?
00:17:57.920 --> 00:17:59.440
How about you just get better?
00:17:59.680 --> 00:18:04.160
Yeah, and and so it ends up being value, and there's a few pathways for value.
00:18:04.319 --> 00:18:09.279
Uh, it ends up being trust, they don't trust you, they don't trust the company, um, which is a great one.
00:18:09.359 --> 00:18:14.000
That that's the the the typical, hey, I need to talk to somebody else, or we need to go get more quotes.
00:18:14.079 --> 00:18:22.720
It's because you didn't spend enough time building rapport and and building trust in who you were personally and the company as a as a whole, and then there's a series of pathways to go down there.
00:18:22.880 --> 00:18:25.119
And so these trainings, I think there's one more or two.
00:18:25.279 --> 00:18:26.240
I'm I'm missing something.
00:18:26.480 --> 00:18:32.079
Well, it's it's why you, yeah, why now the three whys can I afford you?
00:18:33.119 --> 00:18:35.359
Like, why you, why now, how can I pay you?
00:18:35.519 --> 00:18:37.920
So those are the like, hey, why Wilson?
00:18:38.000 --> 00:18:39.039
Why would you work with Wilson?
00:18:39.119 --> 00:18:40.480
Well, our installers are the best.
00:18:40.559 --> 00:18:42.720
Uh we installed the best equipment, whatever.
00:18:42.960 --> 00:18:45.200
Why now we have this special promo?
00:18:45.440 --> 00:18:47.759
You want to get your AC in before whatever?
00:18:47.920 --> 00:18:49.839
You want to do this before property damage?
00:18:50.079 --> 00:18:51.200
Can you can I afford you?
00:18:51.359 --> 00:18:51.920
Absolutely.
00:18:52.079 --> 00:18:58.799
Here's the our awesome price, here's the guarantees that make this super protected, here's the 20 different ways to finance this.
00:18:59.119 --> 00:19:00.240
So, why you?
00:19:00.400 --> 00:19:00.880
Why now?
00:19:00.960 --> 00:19:02.400
How can I afford you?
00:19:03.039 --> 00:19:06.319
Most home service companies don't stall because of demand.
00:19:06.480 --> 00:19:08.480
They stall because they run out of good people.
00:19:08.640 --> 00:19:12.880
Finding solid help fast is hard, especially in this industry.
00:19:12.960 --> 00:19:14.960
And that's where Quick Staffers comes in.
00:19:15.119 --> 00:19:21.039
They help home service companies build reliable virtual teams that actually understand how the trades work.
00:19:21.200 --> 00:19:29.839
Quick Staffers provides vetted, remote staffed who are already trained on Service Titan and use proven SOPs, the same as the ones that I use at Wilson.
00:19:29.920 --> 00:19:37.519
These are VAs you can plug in from day one to handle customer service, lead follow-up, scheduling support, and a ton more.
00:19:37.599 --> 00:19:41.359
They've been a huge help in scaling my team without the usual hiring headaches.
00:19:41.519 --> 00:19:43.440
Check them out at the link below.
00:19:44.000 --> 00:19:54.880
Yeah, I think that's a huge one that a lot of people miss is they they take everything at face value rather than trying to step back and frame it from a psychological and sales perspective.
00:19:55.039 --> 00:19:56.000
Is he Yeah.
00:19:56.079 --> 00:19:57.440
I mean, sales is a system.
00:19:58.559 --> 00:20:04.400
Like, and the system is solving those three questions and then training it into your team.
00:20:04.480 --> 00:20:07.519
Because the those three questions is every objection.
00:20:07.680 --> 00:20:08.160
Why you?
00:20:08.319 --> 00:20:09.839
Well, that's the three quote thing.
00:20:10.000 --> 00:20:11.440
That's the you're too expensive.
00:20:11.599 --> 00:20:12.720
That's the whatever.
00:20:12.960 --> 00:20:13.599
Why now?
00:20:13.680 --> 00:20:16.480
That's the let's create some urgency and get the sale today.
00:20:16.640 --> 00:20:18.000
And how can I afford you?
00:20:18.079 --> 00:20:19.680
Is all of the value stuff.
00:20:20.240 --> 00:20:22.079
You know, like, hey, do you have financing?
00:20:22.240 --> 00:20:23.599
Is your install stuff the best?
00:20:23.680 --> 00:20:29.119
But like if you answer those three questions, that's how you design a sales program and sales training.
00:20:29.440 --> 00:20:37.519
And I think sometimes we get spoiled in this industry, by the way, because like those questions are a lot harder for like an e-commerce product, but for HVAC, it's like, why now?
00:20:37.680 --> 00:20:40.720
Because it's a hundred degrees out and my AC doesn't work.
00:20:40.880 --> 00:20:43.759
Uh sometimes I mean, right now we're in April.
00:20:44.000 --> 00:20:45.920
So like, why now is like a real question.
00:20:46.079 --> 00:20:47.440
It's gonna be 30 degrees this week.
00:20:47.759 --> 00:20:48.000
I agree.
00:20:48.079 --> 00:20:55.200
I'm just saying, like, the people that see like massive swings in their on and off season, a lot of it is due to a lack of a sales program.
00:20:55.680 --> 00:21:00.720
Because obviously there's a lead difference and there's a call difference, but at the end of the day, right?
00:21:01.039 --> 00:21:08.160
Um, like part of the reason that we get so spoiled is like my plumbing isn't working, my toilets aren't flushing today.
00:21:08.559 --> 00:21:10.799
I can't use the restroom in my house.
00:21:10.960 --> 00:21:14.240
Um, so we do get spoiled, but uh that's a that's a great point.
00:21:14.400 --> 00:21:19.519
So we do two trainings a week as well, or on and off, depending on the number of individuals we have.
00:21:19.759 --> 00:21:23.039
Um training one is numbers.
00:21:23.200 --> 00:21:24.640
Why are your numbers this way?
00:21:24.799 --> 00:21:30.559
Let's go over metrics, let's go over data, and then we or training two is role play.
00:21:30.799 --> 00:21:32.880
It's hey, this is how we handle these objections.
00:21:33.119 --> 00:21:34.960
We've seen a lot of price objections recently.
00:21:35.039 --> 00:21:37.200
That means we're not doing X, Y, and Z properly.
00:21:37.599 --> 00:21:40.640
Um, what what does your trainings look like?
00:21:41.599 --> 00:21:42.960
Yeah, what does your trainings look like?
00:21:43.119 --> 00:21:43.839
Is it kind of similar?
00:21:44.160 --> 00:21:50.640
When we started to build our first sales training program, we thought every single lesson had to be like totally custom and bespoke and all that.
00:21:50.799 --> 00:21:52.480
And we found out it really didn't.
00:21:52.640 --> 00:21:59.759
We're you're basically handling like the same five or six things over and over again at a slightly different angle, but you have to repeat it a lot.
00:22:00.319 --> 00:22:06.559
Maybe there's new hires, maybe a financing program changed, maybe they just forgot.
00:22:06.880 --> 00:22:09.359
So you just have to repeat it a lot.
00:22:09.519 --> 00:22:11.359
And that's why this is so systematic.
00:22:11.519 --> 00:22:16.240
If you send your whole team to a one-time sales training, you expect that to be your ticket to success.
00:22:16.400 --> 00:22:17.359
Like that ain't it.
00:22:17.440 --> 00:22:19.599
They're not going to remember that in six to nine months.
00:22:19.839 --> 00:22:28.160
You need to have a consistent program of driving improvement in order to like really drive a sales program.
00:22:28.480 --> 00:22:31.279
And it helps get them more comfortable to sell the big jobs.
00:22:31.440 --> 00:22:32.640
That's that's one of the huge keys.
00:22:32.720 --> 00:22:36.720
It's like it gets you more comfortable role-playing as much as they'll gripe about role-playing.
00:22:36.960 --> 00:22:37.680
Huge key.
00:22:37.839 --> 00:22:38.880
We role play like crazy.
00:22:39.200 --> 00:22:39.920
Huge key.
00:22:40.160 --> 00:22:50.319
Um, but also I think a big important part of this too is as you start these trainings, one of the mistakes we made is products don't generate sales.
00:22:51.279 --> 00:22:57.039
So what you'll hear a lot from your team members is hey Jack, if you buy this new jetter, I'll be able to sell jetters.
00:22:57.200 --> 00:23:04.000
Or hey, if you buy this laundry pro, we'll be able to sell laundry pros or AC Renew, we'll be able to sell AC Renew.
00:23:04.079 --> 00:23:05.599
And then you'll do a training on them.
00:23:05.920 --> 00:23:07.839
Like here's the product, how do you talk about it?
00:23:08.000 --> 00:23:10.559
But it ends up being in this one-time training category.
00:23:10.720 --> 00:23:21.440
It's unless you are going to take a product and really forefront it with training over and over and over again, people don't generally sell new things outside of their box.
00:23:21.599 --> 00:23:28.799
And so it takes a lot of work to actually understand how to sell something and the value proposition behind it.
00:23:29.039 --> 00:23:39.440
And so one of the big mistakes is we we give very little effort past that first initial thing, and then we'd sit there and go, Why aren't they selling this product that we bought 10,000 of that we need to move?
00:23:39.680 --> 00:23:42.799
And it's it's because we just we didn't do the training properly.
00:23:42.960 --> 00:23:45.119
And so training is a huge portion.
00:23:45.279 --> 00:23:51.279
Um, don't especially when bringing on new products or SKUs that you think that will will really drive the business.
00:23:51.519 --> 00:23:55.440
A lot of times it's like IEQ, water quality, big ones.
00:23:55.680 --> 00:23:58.160
The the third, so we've talked about two so far.
00:23:58.240 --> 00:24:01.599
So the first one was like the question was how do you do this?
00:24:01.680 --> 00:24:04.880
So the first is you explained your team why.
00:24:05.119 --> 00:24:08.240
Like, why do we do this and why is it good for the customer?
00:24:08.480 --> 00:24:17.759
And like uh, what are the like what's the real implications of uh not just presenting people with the honest truth about what they can do?
00:24:18.079 --> 00:24:20.880
Um, the second is training your team.
00:24:21.039 --> 00:24:27.680
So, like, hey, here's how you do this, here's how you talk about it, here's how you handle some of these objections, here's how you bring up options.
00:24:27.920 --> 00:24:30.960
And the third one is incentivizing them to do it.
00:24:31.279 --> 00:24:34.640
So that's commissions, that's bonus programs, that's contests.
00:24:34.720 --> 00:24:38.160
However, you want to think about that, a lot of different ways to do it.
00:24:38.400 --> 00:24:41.039
But that would be like the third step.
00:24:41.279 --> 00:24:48.559
Um, where, hey, you come up with a program where your team gets incentivized to be excellent at their job.
00:24:48.799 --> 00:24:55.359
So, like one of our key metrics is how what number of options did we give per job?
00:24:55.519 --> 00:24:57.359
And we want to see it at three or above.
00:24:57.519 --> 00:24:59.839
Usually we're like 2.8 to 3.1.
00:25:00.160 --> 00:25:08.000
But um it is a that's not as honestly more important than the sales number because that's gonna tell you what sales are gonna be.
00:25:08.160 --> 00:25:16.480
So that's our biggest indicator of like we have to be working with this team member is their options are too low because they're just not presenting what the customer could do.
00:25:16.640 --> 00:25:25.839
Yeah, because options options and packaging, right, rolls into closure rate, average ticket, closing rate, rolls into average ticket, and then which rolls into obviously if your average ticket goes up.
00:25:26.319 --> 00:25:31.359
Almost every sales problem in plumbing HVAC and Lutcherick can be boiled down to number of options.
00:25:31.759 --> 00:25:35.039
Number of options, quality of options, and packaging.
00:25:35.759 --> 00:25:36.880
Yeah, packaging is gonna be.
00:25:37.200 --> 00:25:38.000
But it starts with number.
00:25:38.160 --> 00:25:38.480
Yeah.
00:25:38.720 --> 00:25:40.720
Numbers the easiest to identify.
00:25:41.279 --> 00:25:42.720
What's your number of options?
00:25:42.960 --> 00:25:44.160
Are those options good?
00:25:44.319 --> 00:25:45.519
But it starts with number.
00:25:46.000 --> 00:25:54.559
I mean, so you say it starts with number, but again, I think that's for a lot of people that's a step, that's a starting on two, because well you don't just throw options.
00:25:54.799 --> 00:26:00.559
I mean, I guess that's not because if you throw options at the end, like yeah, you might hit, your team member might hit occasionally.
00:26:00.880 --> 00:26:05.920
Uh, it will obviously if you don't do options, like you'll never get the option to actually sell more.
00:26:06.319 --> 00:26:07.759
But yeah up front, right?
00:26:07.839 --> 00:26:19.039
It actually starts at how your discovery phase when you talk with a customer, because if you jam in a bunch of options at the end that they never asked for and were never interested in, like you're not gonna see any improvements.
00:26:19.200 --> 00:26:26.720
It's building report early on, asking questions, doing discovery, um, the thermostat discussion, yeah.
00:26:26.880 --> 00:26:28.079
Um, the whole nine.
00:26:28.240 --> 00:26:38.880
So you know, sales is such a big broad topic, it's really hard to do this framework in 30 minutes because like there's so many, like, oh, but you we're supposed to do this first, and you have to also make sure this is well.
00:26:38.960 --> 00:26:46.000
I think as you're thinking about spinning it off, like I think we gave a good framework, which is why is it important to the customer?
00:26:46.400 --> 00:26:47.759
How can the tech do it?
00:26:47.839 --> 00:26:49.279
And then why is it important to the tech?
00:26:49.359 --> 00:26:50.559
What's the incentive structure?
00:26:50.720 --> 00:27:03.440
And if you can solve for those three things and create a sales program on the why this company, yeah, why now, and how can they afford you, that is going to be that's going to solve most of your problems.
00:27:03.920 --> 00:27:08.640
And you can just create a sales program, honestly, with stuff off of YouTube.
00:27:08.880 --> 00:27:13.440
Like, hey, this video gave you the framework for how to create that program.
00:27:13.680 --> 00:27:25.039
But then objection handling is a comp like you can search objection handling and you can find how to handle the I need to talk to someone, I need more bids, like easy things to find on the internet.
00:27:25.359 --> 00:27:27.279
You know who surprisingly does it well too?
00:27:27.359 --> 00:27:35.920
I I will uh admittedly say I've watched my share of these videos is like the door-to-door knockers, whatever the case may be, they're monsters at objection handling.
00:27:36.240 --> 00:27:41.519
Dude, we we just moved, we actually just moved a canvasser to HVAC sales.
00:27:41.599 --> 00:27:41.920
Yeah.
00:27:42.480 --> 00:27:44.799
And his first week, he did 40 grand.
00:27:45.119 --> 00:27:46.079
Yeah, I believe it, man.
00:27:46.160 --> 00:27:47.359
That it's that was last week.
00:27:47.759 --> 00:27:49.119
Hard business to be in.
00:27:49.279 --> 00:27:50.880
Um, yeah, it's crazy.
00:27:51.039 --> 00:27:53.759
We're we're uh that was really cool.
00:27:53.920 --> 00:27:59.759
So we're thinking about like more because I think they're they're just good.
00:28:00.000 --> 00:28:00.799
Like they're good.
00:28:00.880 --> 00:28:04.640
So yeah, his his first week, he uh he killed it.
00:28:04.960 --> 00:28:05.599
Sweet.
00:28:05.759 --> 00:28:09.359
So okay, so we have the big three questions.
00:28:09.599 --> 00:28:11.839
We we've changed the culture and our business.
00:28:12.079 --> 00:28:17.279
Yeah, drive consistency through your training, explain why it's good, incentivize.
00:28:17.440 --> 00:28:20.240
And then you incentivize property.
00:28:20.319 --> 00:28:21.920
I think that's pretty straightforward.
00:28:22.160 --> 00:28:23.920
Um maybe it's not.
00:28:24.079 --> 00:28:28.960
Yeah, and there's a lot of programs out there Certain Path, Nextstar, Joe Cressera's got a great program.
00:28:29.279 --> 00:28:33.039
Uh, you can also like just look on YouTube if you're budget strapped.
00:28:33.279 --> 00:28:37.680
Um and I I know with Nextstar, I think Certain Paths this way too.
00:28:37.759 --> 00:28:39.519
Like you can join those programs pretty small.
00:28:39.839 --> 00:28:44.079
Yeah, and then and then I think a big one that's overlooked is community, right?
00:28:44.160 --> 00:28:47.440
I I'm not Nextstar, I'm not Certain Path, I'm not anything.
00:28:47.680 --> 00:28:55.759
I'm a product of Twitter and asking people and friends that I know around HVM ASC companies like, hey, how did you how do you handle this?
00:28:55.920 --> 00:28:57.119
Like we get a lot of this.
00:28:57.200 --> 00:28:58.640
Is this an actual issue?
00:28:58.799 --> 00:29:00.559
Um, or is it just me?
00:29:00.880 --> 00:29:07.279
And yeah, uh, a lot of times it's just me, and that you know, let's work out how to solve it.
00:29:07.359 --> 00:29:10.480
So uh now we have uh we have this thing.
00:29:10.640 --> 00:29:16.880
I have a group that shares KPIs from our sales teams, and it's kind of funny.
00:29:17.039 --> 00:29:20.079
And um, what are we called now?
00:29:20.480 --> 00:29:24.480
It's gone through like a few name iterations.
00:29:24.640 --> 00:29:29.599
I think it's called like the Thunderdome, but uh, but yeah, it's like 10 contractors.
00:29:29.680 --> 00:29:35.759
I think the smallest one's like 15 or 20 million, and the biggest uh is like 70 or something.
00:29:35.920 --> 00:29:42.160
And we we we share average ticket, number of jobs, conversion rate, like total sales, total revenue.
00:29:42.480 --> 00:29:44.559
And it's it's pretty interesting.
00:29:44.640 --> 00:29:55.599
So, like, yeah, talking to peers and like understanding, hey, what is another company doing and how can we drive to their performance uh is a very helpful part of the process.
00:29:55.839 --> 00:30:06.640
The bigger the company gets, what I found, the more they look externally to see, hey, how are all these other companies doing and how can I take those lessons into my business?
00:30:07.039 --> 00:30:16.799
Yeah, no, that that I mean, so the first breaking five where I saw your numbers, your average ticket on plumbing sent me down a rabbit hole for like two months on, oh, this is possible.
00:30:16.960 --> 00:30:22.799
Like people are driving average tickets in plumbing at$2,000,$3,000 at an average ticket.
00:30:22.880 --> 00:30:24.000
Like, how do you do that?
00:30:24.160 --> 00:30:24.960
What do you sell?
00:30:25.119 --> 00:30:26.960
What's the sales process look like?
00:30:27.119 --> 00:30:31.119
I think that that's a big portion of it is what is possible and how do you get there?
00:30:31.599 --> 00:30:36.559
We're about to turn that group into like an app, uh, which I think would be kind of fun.
00:30:36.799 --> 00:30:40.559
And because I what I what I want to happen, I think this will be exciting.
00:30:40.720 --> 00:30:42.960
So right now it's just the owners looking at it.
00:30:43.119 --> 00:30:48.480
So what we're gonna do is we're going to uh and we're doing this for like our own business.
00:30:48.559 --> 00:30:59.119
Like you're you're my business, Jack, because you know, we have that spreadsheet called King of the Hill, where we compare like branch sales, branch revenue, highest sales, highest conversion rate, all that stuff.
00:30:59.279 --> 00:31:01.599
We're gonna we're gonna turn that into an app.
00:31:01.759 --> 00:31:13.039
And then what we're gonna do is we're gonna blast each person in the company every every morning through like text, their score and like how they ranked, like who was ahead of them, who was behind them.
00:31:13.279 --> 00:31:18.079
And uh, and then we're gonna take that and we're gonna take it to this group, which I think is gonna be hilarious.
00:31:18.240 --> 00:31:26.880
So soon it'll be like a thousand uh a thousand people in the program, like getting a text every day on like their performance.
00:31:27.279 --> 00:31:35.759
Most marketing agencies will show you clicks, impressions, and maybe even traffic, but none of that really matters if the phone's not ringing.
00:31:35.839 --> 00:31:37.839
And that's why we partner with service scalers.
00:31:37.920 --> 00:31:46.240
They are built specifically for home service companies and they focus on one thing, which is driving real, high-quality calls and book jobs.
00:31:46.400 --> 00:31:47.440
This is a no-brainer.
00:31:47.680 --> 00:31:54.640
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00:31:54.799 --> 00:31:58.799
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00:31:58.880 --> 00:32:05.680
If you want more book jobs without the marketing headache, click the link below and book a free strategy call with Service Scalers.
00:32:06.559 --> 00:32:08.640
And like you mentioned, uh incentive, right?
00:32:08.720 --> 00:32:09.519
We talked about incentive.
00:32:09.680 --> 00:32:12.799
Incentive isn't always necessarily monetarily driven either.
00:32:12.880 --> 00:32:12.960
Yeah.
00:32:13.119 --> 00:32:26.960
Like, yes, most incentive is monetarily driven, but there's also an incentive, uh, which I've noticed, including myself, of like high-end type A personalities who are really focused at being the best in whatever business that they're trying to achieve.
00:32:27.039 --> 00:32:27.279
Yeah.
00:32:27.440 --> 00:32:32.559
Like they need something to chase, and that's an incentive, is I won King of the Hill today.
00:32:33.359 --> 00:32:35.599
Bragging rates, like huge.
00:32:35.680 --> 00:32:36.000
Hell yeah.
00:32:36.240 --> 00:32:36.480
Huge.
00:32:36.640 --> 00:32:37.039
Hell yeah.
00:32:37.200 --> 00:32:47.920
So I just wanted to be clear like it's not you don't need to go out and spend an extra, you know, 10% of X, Y, or Z to necessarily build a sales program for incentive.
00:32:48.000 --> 00:32:52.319
You just need to be creative and and see where the value is actually at.
00:32:52.559 --> 00:32:52.960
Awesome.
00:32:53.039 --> 00:32:54.559
Well, hopefully this was helpful to people.
00:32:54.799 --> 00:32:57.039
If you like what you heard, make sure you like and sub.
00:32:57.200 --> 00:33:02.880
If you want to join that group, uh, I think we're probably going to open it up soon because we're trying to get more people to compare to.
00:33:02.960 --> 00:33:03.839
So let me know.
00:33:04.000 --> 00:33:04.240
Yeah.
00:33:04.319 --> 00:33:07.759
Also, uh, if you have any sales questions, drop them in the chat because that'll be fun.
00:33:08.000 --> 00:33:10.720
That drives our our next uh conversations.
00:33:10.960 --> 00:33:11.359
Thanks.
00:33:11.519 --> 00:33:12.000
Peace.