To achieve a measure of differentiation that really works, how you do what you do is equally important, and in many cases more so, than the actual deliverable it produces. I know that sounds absurd on the face of it, but think about it.
By extending homeowner relationships, you can introduce a recurring revenue model, building future equity in your company. A client-for-life business model builds company equity.
Normandy achieved a recommendation rate of greater than 90% from their customers, who were surveyed through GuildQuality.
As we discussed in my last column, the visual comes first. So, thinking strategically, you are being asked to pursue a strategic process. This starts with the visual reality of your company, proceeds to the emotional reality of your company, then proceeds still further to the functional reality of your company, and finally proceeds to the financial reality of your company.
Sometimes we don’t realize it at all because we are so busy trying to make an unsatisfied client happy, wondering why the gross profit of a job is off, or speculating why a project is delayed waiting on parts.
NARI offers tips in honor of National Home Improvement Month.
Effective strategies to increase your company’s bottom line.
The mere thought of turning down a job may seem out of the question. However, some remodelers turn down a job because they know it’s the best decision for their business. Professional Remodeler’s Tom Swartz talked to Paul Eldrenkamp and Ben Morey about turning down a job.
Years ago I thought the only people who knew about home performance were ponytailed hippie types who placed bricks in toilet tanks to conserve water, and performed cumbersome tests on homes using crude variations of what we now call a blower door.