HVAC Service Call Revenue Case Study

April

18

Seminars and classes do not achieve permanent behavioral change. Permanent behavioral change starts with leadership setting the standard or expectation about the behavioral change. Then the new behavioral change sets s new standard and begins to form a new identity. However, we must implement a system of accountability which insures that the behavior happens, This system points back to the expectation of the leader. Without the boundary or expectation from leadership and a system of accountability behavior change is not maintained.

Case Study
6 Technicians

We measured the average invoice of six technicians over a three day period before and after training. The technicians attended a three day class and we taught them scripts of how to greet the customer and present a menu of 5 options on each repair.

Three days before the class
Calls – 37
Total Revenue – $9472
Average – $256.00

Three days after the class
Calls – 27
Total Revenue – $15,255
Average – $565.00

Average ticket after training
Week 1 – $565
Week 2 – $367
Week 3 – $426
Week 4 – $705
Week 5 – $483
Week 6 – $605
Week 7 – $547
Week 8 – $362
Week 9 – $433
Week 10 – $173
Week 11 – $165
Week 12 – $222
Week 13 – $225
Week 14 – $243
Week 15 – $352
Week 16 – $167
Week 17 – $219
Week 18 – $143
Week 19 – $232
Week 20 – $204
Week 21 – $291
Week 22 – $255
Week 23 – $291
Week 24 – $185
Week 25 – $186
Week 35 – $252
Week 36 – $224
Week 37 – $305
Week 38 – $239
Week 39 – $147
Week 40 – $160
Week 41 – $220
Week 42 – $243
Week 43 – $273
Week 44 – $268
Week 45 – $238
Week 46 – $318
Week 47 – $278
Week 48 – $265
Week 49 – $230
Week 50 – $440
Week 51 – $312
Week 52 – $364
Week 53 – $347
Week 54 – $459
Week 55 – $339
Week 56 – $450

The numbers show that we had an immediate increase in average ticket from $256 to $565. Notice that in the first three days after training revenue increased $5,783.This is a 61% increase in revenue. Notice also that this revenue was done with 27% fewer calls. (37-27)/37.

We left at the end of that week encouraged and pumped. Everyone was exited. The plan was to meet everyday and practice the scripts for 15 minutes and then go and execute. As you can probably see the momentum was maintained up until week 9. After week 9 the numbers bounced around to old levels. But notice what happened in week 50. The numbers went back up.

This is because we implemented a system of accountability called the Virtual Ride Along. A virtual ride along is a process where we record the technicians greeting and presentation and then give him feedback and correction in the form of a coaching comments embedded in the recording. We listen in a group setting so there is peer to peer accountability.

Let’s look at individual results of the VRA ( Virtual Ride alongs) six weeks before and six weeks after.

The numbers speak for themselves. The VRA accountability insured that behavior happened. In other words, they executed what we taught them over a year ago. The financial results were amazing. We generated an additional $42,648.00 in sales from 611 calls.

Notice that tech 6 did not improve and tech 5 only improved a little. Why did we give them more calls than anyone else? Our two weakest sales guys got more calls. This is nuts. I recommended that we send them home after three calls because they were wasting opportunities.

When we did this, tech 6 changed his behavior and did grow some.

Conclusion: The VRA process insures that the scripts are executed. When scripts are executed and process is followed, results increase. When people are expected to do something and you don’t verify that they do it it won’t happen for long. Old habits creep back in and progress stalls.

Your comments and feedback are welcome.

About the author, Roger Daviston

Roger Daviston is a personal growth consultant who gets measurable results. He facilitates and encourages individuals to change behavior and make different choices to achieve better outcomes.

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