Author Archive

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hey Mike Kellen here wanted to come live
0:02
on a special edition of Kellan corner
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you asked a question answer him live
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right here on Facebook uh got Jack from
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Rambling Jackson uh right now and he is
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doing a whole lot of things along
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website development SEO and a whole lot
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other things we’re going to be diving
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into but as normal uh fashion I want to
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get in and get Jack over here to do some
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actual content provide some value um and
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he’s got a very special event coming up
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this Thursday we’re going to talk about
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as well um but Jack I know you work with
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a lot of the simple growth and simple
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estimate clients uh far as around SEO
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their website and a few other things as
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well I believe so if people haven’t met
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you heard of it um if you don’t mind
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kind of introducing yourself and kind of
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giving a little background of how you
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got into uh the green industry here yeah
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absolutely Mike thanks for having me my
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name is Jack Justice and I’m the CEO at
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Ramblin Jackson We Are the snow and
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Landscape marketing agency we’ve been
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around for about 14 years and I got my
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start in the in the green industry
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working at a plant nursery and garden
1:01
center in the Chicago area of Illinois
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where I grew up and um I started my
1:07
marketing agency I acquired a local SEO
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company that’s that’s been one of the
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core focuses for me from the beginning
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and we were getting a lot of great
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results for contractors for landscape
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contractors arborus Home Remodeling HVAC
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and I got hired to speak at a green
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Industry Show around 10 years ago and at
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that show I got a ton of landscap AP
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clients garden centers arborus and after
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a while that became 30% of our revenue
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and after a couple years we we decided
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to Rebrand so around eight years ago we
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went all in on the snow and Landscape
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industry we’ve have over 300 clients
1:45
around the country and I also run the
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landscapers guide podcast where I
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interview snow and Landscape leaders
1:52
about leadership sales and
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marketing awesome I know I’ve seen over
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the last few years the uh landscaper
2:00
sales survey where you dig into kind of
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what’s going on from last year to this
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year the different shifts and Trends and
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know one of the big things that myself
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personally um I love to look at a lot of
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non-emotional data in the industry and
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where the industry is at and where
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they’re going very similar to Wayne
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Gretzky’s hockey analogy he wanted to be
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where the Puck’s going to be and not
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where it actually currently is so I know
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you’ve been really attuned to where the
2:20
Market’s going and the different things
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um but really as you’re diving in I I
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know there’s a few things that you
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touched on before the show that you’re
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seeing are major differences from 2020
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to 2023 and now shifting in the
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2024 but one of the most notable things
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is you know what’s the difference
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between social right now as driving
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traffic versus SEO in our lawn care and
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snow removal companies see some yeah so
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so you know a couple years ago I
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realized that no one in the industry is
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currently benchmarking sales and
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marketing data for the industry so there
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are a lot of great industry surveys that
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come out and they usually have like one
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question around marketing and it’s
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usually like how much are you spending
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or something like that so I want I
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wanted to take it a step further and
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break this out by region what’s working
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in the Northeast how is that different
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from what’s working in the Southeast
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what’s happening in Central and how is
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that different from the West so last
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year we had 165 people take the snow and
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Landscape sales survey and we got some
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really great information and then this
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year we’ve had over 200 and I literally
3:25
just got the results yesterday and I’m
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finalizing my analysis of it to present
3:32
on Thursday so that’s one of the fun
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things is we have our landscaper Summit
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this Thursday it’s a virtual conference
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and I’m going to be doing a whole
3:40
presentation on this but one of the
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things that that stood out to me right
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away was one of the question was we ask
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which marketing works best for you and
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last year it was social media was was
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the top driver of which marketing works
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best for you and this year it’s search
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engine optimization SEO so I’m seeing um
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and and I’ve looked at this the size of
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the companies the revenue that they make
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is is comparable there’s no major
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difference in like who took the survey
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we just have more people but I’m seeing
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that search engine optimization is a is
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a better driver of lead generation for
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snow and landscape companies in 20 23
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and I see that continuing into
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2024 one of the reasons that I I think
4:37
that may be is that I I’m seeing an
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overall decrease in demand for landscape
4:44
services this year compared to 2020 2021
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2022 so we’re we’re a few years it can
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you believe that coid started like four
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years ago so it was it was weird right
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and that I feel like artificially
5:01
stimulated demand for landscaping and in
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some ways people were seeing Landscaping
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on social media and responding to it I
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think money was easier to borrow at that
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time and a lot of people just simply
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bought Landscaping sooner than they
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would and now we’re kind of back into
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prepandemic where you know people are
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searching for it when they need it and
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maybe maybe they’re not as influenced by
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social media to to buy it
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that’s my hunch on what’s going on but
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what what the data that’s my
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interpretation of it based on kind of
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conversations with clients and and
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people at trade shows but what I’m
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seeing is is again last year social
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media was the top driver this year SEO
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is the
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top interesting and I I I don’t think I
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disagree with you by any means uh we
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just got back from a conference actually
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two conferences Expo and Landscape
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Summit not to be confused with the
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landscaper Summit that you’re hosting uh
5:59
but Jim Houston one of the top Financial
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uh analysts or uh folks in the green
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industry actually gave a keynote and he
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actually talked and forecasted the same
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exact thing that you’re you’re talking
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about from the data he was looking at in
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addition I I literally not even planned
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this I got law and Landscape state of
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the industry so like you said great
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publication I write into it uh more than
6:20
occasionally um but not a lot of data in
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here around what you’re talking about
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Jack but but that in here if you did
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read it you take a look at it uh inside
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the publication um they are actually
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forecasting very similar results based
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on their data um so I think that
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correlation between Jim Houston who is
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the original gangster of finances um
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lives out a little bit up by you out
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west and L and Landscape who had um
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probably well over a thousand people
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that responded uh it’s interesting that
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you are confirming the perspective of
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two other private individuals uh sources
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that that that industry is starting to
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slow down um they’re seeing maintenance
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is starting to go up as well but um
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we’re seeing a lot of influx as well
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just in the social area because a lot of
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these businesses are starting to become
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a little more educated so they’re
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pumping out a lot of more social content
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they’re pumping out uh paid on the
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social platforms but like you said when
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somebody’s ready to buy they’re going
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into Google with the SEO and trying to
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find you so um totally totally alignment
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there um so we kind of talked about the
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the SEO versus social role there and how
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that’s playing um but I’m assuming
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through there uh just like Lon landscape
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magazine your survey uh was really going
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in what is what are these challenges
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going into 202 for that the lawn care
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landscape is snow removal
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companies yeah you know so one of the
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things that that is consistent between
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the two
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years but but also has changed a little
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bit so last year 43% of respondents said
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that recruiting employees was their top
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challenge that was 43% it’s still the
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biggest at
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37% but what has doubled is generating
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the right quality leads so last year it
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was 177% now it’s SE it’s
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33% are saying that generating leads is
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their is their biggest issue so that’s a
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significant increase from 17 to 33% just
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in a year so I I again my my sense is
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that the the the the market for
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landscape Services was
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overstimulated by a number of things
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largely though the shift to working from
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home for many many people a lot of you
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know and that’s impacting commercial
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people who are doing you know Class A uh
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real estate Landscape Management I’m I’m
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hearing those those a lot of those
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businesses are really suffering because
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many people still haven’t returned back
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to the office and they’ve shifted to
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working from home I think that a lot of
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people spent more time at home than ever
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and invested in their yards and
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my my hunch is that there’s just a
9:02
there’s less Market meaning that the
9:04
people who were going to buy landscaping
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in 20124 2024 25 maybe they’re going to
9:10
put it off maybe their buying was
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accelerated into 2020 through 2022 and
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there’s just fewer
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customers and and also there’s a lot of
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economic challenges with inflation uh
9:24
with um interest rates with all
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different kinds of things what do you
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think I mean what’s your sense of is the
9:32
market for landscape Services down is
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that what you’re saying that Jim Houston
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was saying also or yeah as we’re going
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there a couple things that I’m thinking
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about it’s funny you mention that too so
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I don’t even I think I’ve got it my desk
9:42
here but um I don’t R not readily
9:45
available but what what I was going to
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pull out is actually the proposal so
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right during coid um I went out and
9:51
bought and um was Kyle Stevens from
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Stonewood and Waters a national
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contractor does design build designs for
9:58
all over the whole United States uh Kyle
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luckily enough is a local guy but Kyle
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came in I said hey Kyle uh working from
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home kind of got this Co thing going on
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um you know I need I want the front of
10:09
the house cleaned up and we’ve got a
10:10
pool in the back so I wanted to kind of
10:12
get some things built out but Kyle being
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the salesman IDs gave me a 3D design not
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only for the front of the house the
10:17
paper walkway the heart the softscape
10:19
replacing the fence and like a pergola
10:22
with the patio area but in the back on
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the other side of the pool he goes this
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will be phase three that I didn’t ask
10:28
for he goes I’m G to get you the pool
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house we’re going to throw in the fire
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pit I’ll run the lines and get you deal
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and by the way if you want to do all
10:34
three phases we’ll do it so originally
10:37
as a consumer not necessar an industry
10:39
consultant I had in mind up doing two
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phases Kyle came in phase three and you
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know we had a couple good years with
10:46
profit distributions in the company so I
10:48
had the money in the bank but as a
10:50
consumer I’m like well if I’m gonna be
10:51
here I’m gonna be stuck at home during
10:53
this Co thing know not knowing how long
10:55
it’s going to last I’m like I might as
10:56
well enjoy it so I will tell you from
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the consumer side
10:59
I probably spent an extra 70 80,000
11:02
probably more than that minimal up and
11:04
above the original job for the same
11:06
things you’re talking about so I can
11:07
tell you on the the contractor side yes
11:10
I think we sold or outs sold some
11:11
capacity in there money was a lot
11:14
quicker especially with um payroll
11:15
protection and different things that
11:16
we’re going through and then the
11:19
consumer is ready to buy but what Jim
11:21
Houston was saying and I completely
11:22
agree is the the hardscaping right now
11:25
if that’s what we’re talking about is
11:27
probably on a decline far as demand uh
11:30
in addition that was kind of outsold to
11:31
capacity but in addition we’re seeing
11:33
that um people are tightening up um and
11:35
I don’t know was maybe aging myself but
11:37
in 2008 that recession we had my lawn
11:40
care company that was the best year we
11:42
ever had but everybody that was doing
11:45
design build and construction projects
11:47
like literally dried up so if we’re roll
11:49
into another 20 2008 recession type
11:52
thing which a lot of people are
11:54
projecting um the contractors right now
11:58
at least with maintenance that are
11:59
creating that cash War chest that are
12:01
going to have the ability to double down
12:02
while everybody else contracts in my
12:04
opinion is going to win um design build
12:07
if it’s similar to 2008 you’re GNA see
12:09
those project-based companies shifting
12:12
hard into maintenance and it’s gonna be
12:15
competitive um if not more depending on
12:17
who actually uh learns from 2008 and has
12:20
that cash War chest but that was
12:21
something I learned from jonath pnik of
12:24
the lawn care millionaire co-founder
12:25
service autopilot I was able to meet him
12:27
prior to 2008 he said Mike you never
12:29
know when these Black Swan events come
12:31
up or recession you need to have at
12:33
least two to three months worth of
12:34
Revenue to support the business if
12:36
everything went out um but in addition
12:37
you need to be able to have a good chunk
12:39
of cash to double in when everybody else
12:41
contracts um and that has saved us twice
12:43
now we’ve had that during coid in 2008
12:45
um in my personal opinion there’s a good
12:47
chance after talking to the industry
12:48
experts in the last few weeks that if
12:50
that happens a lot of these businesses
12:52
are not ready to handle that um and
12:54
curious Jack as you’re looking at this I
12:55
know you were talking a lot about
12:57
Construction um do you specialize or do
13:00
you have data across both Industries is
13:02
it more maintenance design build uh even
13:05
like as you’re as you’re working with
13:07
these companies what is kind of that
13:08
sweet spot that you work with kind of
13:09
this perspective because we’re talking
13:10
about definitely design build part we
13:12
could on the flip side have a huge
13:14
upswing for maintenance companies to
13:15
double down for their SEO and paid
13:17
advertising yeah well so as far as this
13:20
survey goes um 69% of the people offer
13:25
Landscape Maintenance so the vast
13:27
majority are already offering
13:29
maintenance and then as far as my own
13:32
clients go it’s probably about that I
13:34
have I have some clients who are design
13:37
build only and I have very few who are
13:41
maintenance only most of the people I
13:44
work with i’ I’d say are full service
13:46
meaning they’re doing some level of
13:48
installation construction and then also
13:50
maintenance some of them also have
13:52
commercial as part of their mix and yeah
13:56
maintenance is suddenly becoming very
13:58
sexy again whereas you know in previous
14:01
years during you know the co boom it was
14:04
all about design build Hardscape uh
14:07
construction and and I think that work
14:10
is still happening I have a client who’s
14:12
been in business for over 30 years and
14:15
he’s very good at sales which is
14:18
important here because I have some
14:19
clients who are not very good at sales
14:21
and they don’t know you know what I mean
14:23
so this guy’s he he’s good at sales he’s
14:25
good at business he knows his numbers
14:27
and he’s saying
14:29
um that he’s still booked out they’re
14:33
booked out several months his pipeline
14:35
is good but they’re they’re as much as
14:38
50% smaller budgets than they were in
14:42
the past few years so for him they’re
14:45
going from $150,000 projects to 75 or
14:49
the $100,000 projects he’s now kind of
14:52
back into that 50 to $70,000 range
14:54
whereas there was a good threeyear
14:56
streak where it was $100,000 plus so
15:00
very very similar to uh Jason Cup’s
15:02
another really big industry financial
15:04
consultants I’ve been talking to Jason
15:05
cup a lot obviously Jim Houston there
15:07
last week but very interesting you said
15:09
that because you guys must have talked
15:11
to each other didn’t talk to each other
15:12
because what they’re seeing with their
15:14
client base is there’s a lot of guys
15:15
that are really good with sales they’ve
15:17
they’ve kind of extended that sales
15:19
pipeline into next year but the stuff
15:21
that’s going into next year is not big
15:23
dollar value so like you are literally
15:25
carbon copy of what I’ve been hearing on
15:27
the street in the industry
15:29
and then some of those folks that really
15:31
haven’t figured out the sales game
15:32
that’s where it gets scary because
15:33
traditionally those folks are looking at
15:35
really we call that about a stage three
15:37
business bottleneck or hurdle but sales
15:39
you got to fix that and and whether
15:41
you’re doing I talked about that at Mike
15:42
Andy’s event for the summit but
15:45
literally you do a lot of sales you do a
15:46
lot of work and this is kind of teeter
15:47
totter effect that’s the folks that are
15:50
gonna get in trouble we really need to
15:51
be able to go in and drive consistent
15:53
SEO consistent lead acquisition um
15:56
really track those marketing things that
15:58
you’re you’re driving with those
15:59
Services you’re talking about well I’m
16:02
you know I’m glad to hear that you’re
16:04
hearing this from some of the other
16:05
people in the industry I I’ve I’ve
16:07
talked to Jason cup but not in a while
16:10
and uh this is just you know I run a
16:12
mastermind for my top clients where
16:13
people are pretty open book about what’s
16:16
going on and what they’re seeing and
16:17
that’s that’s the trend I’m I am seeing
16:20
it worse off in the Northeast in the
16:23
midwest than I am in Colorado and in the
16:25
Southeast and in Texas so in the
16:28
southeast East I don’t know a lot of
16:30
guys are still doing great it seems to
16:32
have really slowed down in the Northeast
16:34
and in the you know upper east Midwest
16:38
yep and I think we service a lot of the
16:39
same clients without mentioning their
16:40
names I’ve seen the same thing with with
16:42
the overlap um one thing in Upstate New
16:44
York too which is is is actually a
16:46
Telltale sign and this is kind of how it
16:48
happened in 2008 as well is we don’t
16:51
usually get at least in my area we don’t
16:52
get hit as hard we don’t see the lows
16:54
and the highs as much it’s kind of we
16:56
see it but it’s not as extreme this is
16:59
very similar to what happened going into
17:00
2008 uh in in Upstate New York with that
17:04
um things started to slow down things
17:05
were still booming in the other areas
17:07
and then when it hit really hard we felt
17:09
it but it wasn’t as a big of his impact
17:12
so I guess uh really didn’t think about
17:14
it till you started talking about but if
17:16
that if that’s a Telltale sign um you
17:18
know this is really something that folks
17:20
would want to dive in on Thursday with
17:22
you understand the research understand
17:24
the data and like how are we going to
17:25
actually go out and outmaneuver our
17:28
competition um and I think that was the
17:30
key for me in 2008 um we were where it
17:32
was going on we had a game plan we had a
17:34
marketing plan we had a budget um we
17:36
were really particular we’re going to do
17:38
offline marketing and digital marketing
17:41
and go in and and at that point digital
17:43
marketing wasn’t uh as popular but
17:46
really we were casting that digital net
17:47
across the whole entire service area and
17:49
then we did offline marketing actually
17:51
to build route density through Every
17:52
Door Direct mailing send JY couple other
17:55
things but that
17:56
ability yeah so I’m really glad that you
17:59
mentioned offline marketing because I
18:01
really strongly recommend a combination
18:03
of online and offline marketing and I
18:06
believe that when you’re in a lower
18:08
Market you’re actually going to need to
18:09
spend more money on marketing so I’ve
18:11
got bad news for you in the sense that
18:14
in an up Market in a 20 like in a coid
18:17
boom Market you’re kind of just like
18:19
reacting to this demand and you may need
18:22
to you may need to do less marketing but
18:25
when when the market is a little lower I
18:27
love everyday Direct Mail uh you know
18:30
postcards you can Target the the zip
18:33
codes where you want route density you
18:34
can give your people postcards to pass
18:37
out you may need to Market more
18:39
aggressively and a key thing that I ask
18:42
every client is what can your client say
18:45
yes to now in this market and has that
18:49
changed from what they would say yes to
18:51
three years ago um so as an example I
18:54
had a client in Dallas Texas where in
18:57
2021 there was uh plant mageddon there
19:00
was this freeze that literally came and
19:02
killed all the plants Texas started
19:05
importing plants from Florida and like
19:07
it was just like demand up the wazo and
19:11
we literally put stuff on his website
19:13
like we can’t even reply to you within a
19:15
week because that was the truth I’m like
19:17
are you sure you need a whole week and
19:19
he’s like I am so drowning and

0:00
questions we answer some live right here on Facebook got a User submitted
question here in our scale um coaching
0:05
group around service autop pilot uh does anyone do snow removal for sa work
uh
0:12
looking to see a rate Matrix setup for square footage for lots and
sidewalks to compare what I have set up in the system
0:18
uh feeling a little discouraged this year and I’m being told I’m way too
high in price and help our guidance
0:23
appreciated well sah good news is uh after 25 26 years in the snow removal
0:29
industry right for Lawn and Landscape magazine for Kahan corner for snow
removal um we have figured this out for
0:35
you so what I’m going to do is open up give you a basic example of how we
do this um and no matter your software this
0:40
is how we build up the framework of the estimating matrices so I’m going to
pop the screen open here uh first thing
0:47
we’re going to do Sarah before to answer your question is we’re going to
actually go into the simple growth blueprint and actually go in and set up
the snow
0:54
removal based on your Revenue hour your break even and your minimum amount
to show up if you have one um I’m assum
0:59
assuming you do based on the screenshot you provided in the scale group
here so
1:05
uh looks like there is a minimum for labor about 20 bucks on the sidewalk
removal and on
1:12
the commercial plowing uh looks like she’s got a $50 minimum so what I going
1:18
to do is build this out with some uh somewhat fictitious numbers but built
around a Sarah’s question so the first
1:24
thing we did in the blueprint here uh just like we do in our CRM setups or
deep Dives uh we set a revenue manh hour
1:30
goal of 175 in this instance and their Break Even per manh hour is $93.50
so that’s what we cost every time
1:38
we go out to do a snow removal job no matter no matter the service this is
how we’re going to break it up for setting
1:43
up a production rate based estimating system in your software so I’m going
to go to Sarah’s question here off the bat
1:49
right down to this snow removal I’m judging hers was a commercial to 1 to
four inch so I’m assuming this is a per
1:55
push per inch instance so this is how we would actually go in and dial this
out um mostly most common is a one to two
2:02
two to four four to six six to eight and then eight or above or nine or
above or
2:08
even 10 or above is an hourly rate so I’m going to walk through this
process here of what it looks like for Sarah’s
2:13
question so the first thing I’m asking Sarah is what is your base to show
up uh she says in her Market based on what
2:19
she’s given us here on the other screen on my phone from Facebook uh is it
looks like her base price is
2:25
$50 so we would pump that in there and I know based on an industry average
2:31
approximately uh 0 to 2 inch going to be right around 38 to 40,000 square
feet of commercial plowing for a parking lot
2:37
that’s what Sarah’s question was uh so we’d go in and say okay Sarah based
on your $50 minimum what is the biggest
2:45
area you cover and it looks like she threw in there $10,000 uh was her
minimum or maximum
2:52
area she’d cover for plowing um now obviously watching this each Market’s
different uh we’d have to dig in with
2:58
Sarah to see her financials he’s numbers I put up for hour per charge and
expense are based on an industry ballpark um
3:05
that’s in the in the area so um this would be going out plowing with a V
plow
3:10
um on average so uh the idea is in Sarah’s example I’m going to leave it
where it is but basically for the first
3:17
10,000 square feet s will be charging 50 bucks it should take about 0.26
manh hours uh so that is going to be equals
3:24
0.26 time 60 it’s about 15 and a half minutes ballpark for that driver so uh
3:29
production wise industry average on average I think that would be the
ballpark uh based on these costs it would cost her
3:35
$24.61 so she’d have a profit of $2.39 per push in a profit percentage of
3:41
50% each additional thousand here on the bottom over 10,000 every th square
feet
3:48
based on the production rate of a V plow obviously you need to figure out
your own production rates but this is would
3:53
be a ballpark average for a one to two inch push with a V plow um she would
have to charge based at 50 hour $3.95
4:01
per thousand it would take 0.26 about a minute and a half to three minutes
and it would cost her $246 cents and her
4:08
profit margin on every overage would be 36 or 376 37% net in a149 per
thousand
4:16
as we go down uh without giving all the secrets out this production rate is
going to drop uh probably about 20 to
4:22
25% ballpark we know the exact number based on industry averages and
numbers from Callahan’s lawn care but we’ go in
4:29
if we were at about 38 to 40,000 per thousand um production rate or an hour
so 38,000 to 40,000 square feet hour
4:36
production rate this is going to drop about 20 to 25% so we’ve done is
driven formulas in here uh based on that and
4:45
how much longer it’s going to take and based on Sarah’s hourly rate
projected here uh we built a formula to take the
4:52
budgeted time or a percentage that we’ve hidden here increase and bump that
up so we’ve
4:58
done is broken down uh 1 to two inches two to four and then four to five but
5:04
notice your base price is every 10,000 the incremental price for each inch
5:09
range above now has gone up and we’ve preserved our profit margin about 50%
on
5:15
top and 37 on the bottom as you drive down so this is what we do in our sa
setups or deep Dives or CRM setups um
5:21
but this is how we would tackle it and we’ve taken this all the way out
with industry Productions all the way up to
5:27
uh a foot of snow and then after that would be hourly so Sarah that’s how I
would tackle that we’d grab an average
5:33
um if you needed to sit down with us on the actual piece of equipment
whether it’s a V plow a wide out uh skid steer
5:40
with an 8 foot Pusher box plow on loader up to 18 feet uh those are industry
5:45
averages we’ve got all the way up to about 200 different Services uh not
just snow but all different longly land care
5:51
services so I’m going to show you how to build this out not say here in a
minute but next part of her question was uh
5:56
going in and figuring out the parking lot salting and sidewalk removal so
parking lot salting once again uh we’re
6:02
going to go in and figure out how many square feet can we handle in a
minute uh because the production rate on a v-box
6:08
Salter a two or three yard Salter has done that so at her rate here she
wants to be at 175 an hour for the parking lot
6:15
salting it’s cost under 9350 fictitiously we’ve gone in and figured it a
cost a $95 a ton how much coverage
6:23
and what’s the cost per thousand so in Sarah’s fictitious incidence here
we’d have a109 of mat material
6:30
cost for the rock salt so we’re going to build that in the system here so
9350
6:36
per man hour break even and we’ve got our cost per thousand at a109 we
drive that all together fall comes to play
6:44
Sarah is looking at $65 minimum for the first 10,000 obviously these
numbers are
6:49
fictitious you want to make sure that they’re fitting your Market profit
margins but I want to show the methodology um but not really give away
6:56
pricing from for different areas of the country because that’s a dangerous
thing to do so make sure you build be these on your your prices per charge
per man hour
7:03
expense per hour equipment costs things like that um but in this example
here she’d be running about $46.3 profit on
7:11
the first 10,000 square feet for rock salt and a 71% net margin every
thousand over the first 10,000 uh she be charging
7:18
$425 labor overhead and materials uh should take 08 man hours and it would
7:24
cost her $187 in overhead and product um we’re going to do the same exact
thing for shoveling here uh instead of going
7:31
in at 125 or 175 she’d be looking at $95 an hour Revenue she wants to
generate
7:37
and $65 now I would break this down here in her example um let pull up my
phone uh
7:44
she had she was looking at every thousand square feet which is
7:51
fine but I would recommend probably pulling that out to every 13 or500 uh
we find it a little bit easier more
7:56
consistent when we base it on the bag or ice melt the calcium chloride
sodium chloride mix there square foot wise so
8:02
what we’ve done once again is built out a production rate um based on a
8:08
shoveler for every 1500 square feet based on her hourly range and a labor
8:14
with snow blower 95 and 65 as well um and we built that consistent margin in
8:19
there so once we have this out we’re good with our profit margins for our
snow removal first thing we’re going to do is go into service autopilot um
and
8:26
go into something we call the gear icon and we’re going to build out a
production rate based estimating system
8:32
for a per push per inch snowplow contract or even per push it work in the
same exact manner which actually be a
8:38
little bit simpler so we’re going to go into custom Fields here and dial
into
8:43
the gear icon here so I’m going to go in and for our
8:49
example make our custom field start with a 33 so I can find them but this
is going to be our parking lot square
8:57
footage and this is going to be to the customer and the number so we can do
a mathematical equation and we’re going to
9:03
save a new and we’re going to go in and do sidewalk square footage so
Sarah’s going
9:11
to be capturing and working on her parking lots plowing and salting as well
9:16
as her sidewalk um clearing and eventually ice melt on there so once we’ve
got those in there we can now go
9:22
into the gear icon and we’re going to go into services and create some
Services I’m not going to make all of them up to 12 inches uh
9:29
but I’m going to go in and give you a quick ballpark idea how we do this
once again I’m going to add uh 33 in front of
9:34
the services so I can find them quick here on Facebook live and this is
going to be
9:41
our parking lot salting so we’re going to go in and copy that over once
again we’re building this out for Sarah here
9:48
um with industry production rate based on her Revenue per man hour break
even per
9:54
man hour and her product cost uh once again we’re going to want to put this
show in snow no dispatch so we can
10:00
actually dispatch these and we’ve got an income account and our estimate
10:07
description so we’re going to go into rate Matrix quantity rate times
visits and our custom field the parking lot
10:13
square footage now we’re going to go back to the simple growth blueprint 1
to 10,000 is 65 we’re just going to transfer these
10:22
over um after doing several hundred of these um this is exactly how we break
10:28
this out point and it it’s clost 1870 with the rock
10:38
Sal and every thousand over our first 10,000 Sarah is going to be charging
on
10:45
this one $425 and 088 if you’re joining us here um obviously some of these
10:51
numbers are a little fictitious we need to base them on your numbers and
your production rates but this is the methodology of how we would build this
10:57
out in a production rate based estimating system in service autopilot as
well as simple estimate um good news
11:05
is if you’re using simple estimate for on demand estimates from simple
growth we have conier service we actually do
11:11
this for you right now need to need virtually and help you set this up um
all right and we’ve gone in and hit save
11:17
and new so we’ve got our parking lot salting taken care of um we’re going to
11:24
go in and do our labor with a shovel just based on Sarah’s question then
we’re going to get into or per push per
11:30
inch contract to tackle Sarah’s second question this Sarah hopefully this is
11:35
helpful because this is how you’re going to actually build this out on your
own if you need some help simple growth or I believe you’re in the scale
plus
11:42
coaching where you get one one-on-one coaching your coach can actually help
you uh work through some of this as well
11:48
included in your monthly one-on-one Consulting where we help businesses
scale to a million and then with our
11:53
masterminds group we help them scale to eight figures um but once again
we’ve got the same exact thing going on
12:04
here and I believe that is our sidewalk square footage and we’re going from
our blueprint where we’ve actually
12:10
determined our profit profit margin we’re just copying these over here one
15,000 is
12:19
$19 obviously these prices are a little bit low this is a fictitious example
12:24
this is probably going to be at least 35 or 40 bucks uh depending where
you’re at in the country
12:29
um but this is a methodology if you’re going to do it if you need some help
feel free to hit us up at sgsc call.com
12:35
uh where we can actually work with you need to knee and get this built out
the way you need it then every 1500 square feet over is
12:43
another 19.2 and $13 cost I’m going to save and do now we’re g to get into
the
12:48
per push per inch for plowing this is where it gets a little tricky folks
once again uh this is literally um using
12:56
industry production rates uh we traditionally do this don’t go buy these
numbers because they’re not based on your Reven hour your break even or your
13:02
equipment or production rate with your guys or girls and piece of equipment
so uh we would not want to copy this for BA
13:08
I’m just giving you the
13:17
methodology we’re going to need a code in here we’re going to show in snow
dispatch per
13:25
unit service income we have our estimate description and our rate Matrix so
once
13:32
again we used an industry production rate for a V plow in this example
approximately 38 to 40,000 square feet
13:38
uh it’s going to be based on the parking lot square footage and every 1 to
10,000 in the example that Sarah gave us she
13:44
said she was charging 50 bucks uh if her Revenue per man hour was 150 and
break
13:50
even was 9350 this would how it would play out so26 man hours and 2461 is
what it took to actually get
13:59
this accomplished and then we’re going to be doing an overage of every
th000 Square ft over 10,000 now full
14:06
transparency we can go out to an acre bigger properties um and do a price
break model all the way up to an acre so
14:12
every thousand or 10,000 Sarah would be charging 395 and
14:21
026 and it would be costing her when she charges 3.95 her expense would be
$246
14:27
that’s her net profit all right so Sarah did not give us
14:32
anything outside of one to four but I’m going to go out just for this
example and build it out all the way up to a 9 inch per push per inch um
just so we
14:40
have
14:49
it going back in essay I’m putting the 33 in front just so I can find it
later because we’re going to have to do a little magic here and build out a
couple
14:57
things once we get in there there so once again you want to B base
15:04
this on your your Revenue per man hour and your equipment uh we’re basing
this on industry averages and uh some of the
15:11
stuff we did at Callahan Lawn Care here we’re working in uh WR the articles
for
15:17
kellam’s Corner in Lawn and Landscape magazine so uh from 1 to 10,000 now
at a two to4 inch trigger s to be charging
15:25
5263 in 0 28 man hours
15:37
and would be costing her 2590 in this example and every thou th000
15:44
over 10,000 is going to
15:53
be another 416 and 028
16:01
and it would be costing Sarah in this example $259 in total
16:08
cost all right we’re going to do one more here and then uh we’re actually
going to
16:14
pull this all together for per push per inch contract now uh actually what
I’m going to do is actually make this our
16:20
last option I’m going to make this hourly so
16:26
over six inches
16:31
hourly obviously you’d probably take this up to 10 to 12 inches but I want
to give you the idea of the full package how you put this together in
service
16:37
autopilot once again if you’re using simple estimate for live on demand
estimating we have a conier service that
16:44
to do this you need to knee with you um right now as you’re watching this
there is no additional cost for the coner
16:50
service usually runs about $500
16:55
um and I’m going to say it’s 175
17:03
per machine hour all right and save so what we’ve
17:09
got now is our final step is once we have this uh we’ve done
17:15
our parking lot salting we’ve done our plowing per push per inch and we’ve
also done our um sidewalk or parking lot
17:23
we’ve done the parking lot salting with material we’ve done our sidewalk
shoveling and then we’ve done it per per per push per inch that’s a
mouthful for
17:29
first thing in the morning here uh we’re going to go into Master packages
now and build out the way we actually present
17:35
this so um this is how we’re going to present this we are not scheduling
from the master
17:42
package but we have [Music]
17:47
our Facebook live snow example for Sarah um she is a part of our scale
group so
17:52
depending on what level she’s at Sarah you can definitely work with one of
our coaches um on
17:59
having them work with you on this all right so I’m going to go back to my
example here and I’m going to go
18:05
back up to my plowing at 1 to n inches and I’m setting up my
18:12
first
18:18
Serv and now I had my plowing from two to 4
18:27
inch and I have
18:38
my over 6 inches hourly obviously there be another Gap in
18:43
here but I’m just going in and giving an example what this would look
18:51
like we would have a four to six and then every six inches of that would be
18:57
hourly six Ines going to give you the basics how to
19:02
set this up then we’re going to set up a date range
19:13
here and our
19:22
end so we set up a master package to be able to display the price per inch
per push here and we’re going to save the
19:28
changes so last part is we’re going to bring this all together in the gear
icon
19:34
here and we’re going to build out a job estimate template and tie it into
our existing estimate document so estimate
19:41
email estimate document acceptance email uh we’re going to tie those all
together for
19:49
you and in this test account there’s a few of these let me see if I can
find our snow
19:57
removal [Music] um this may be the one we’re looking for
20:03
let’s see what we got actually so these are never mind so we’re going to
add a template we’ll build one right now right
20:08
from the beginning here so we’re going to call this our 33. [Music]
20:14
um Facebook live snow example per push PCH so Sarah last thing we’re g to
do is
20:20
go in and we’re going to add in
20:27
our sidewalk shoveling we’re going to add in our
20:32
parking lot salting and then we’re going to add in our Master package to
display per push
20:39
per inch right here and obviously this example here uh this guy ended up
out of
20:45
place so we’re going to go in and actually preview it that doesn’t make
sense so we’re going to do is go in um
20:51
and actually adjust that so let’s go in and delete that
20:56
package see where I got got shifted and we’ll pull that back in go to
Facebook
21:04
again and this is the final part but this is something when you’re building
them yourself obviously you’ve done hundreds of these uh these things can
21:10
happen so you want to make sure that you’re going in and and previewing
this stuff before you release it to your team
21:17
I got a pretty good idea what happened here uh yeah so the dates are a
little screwed up here so this should
21:27
be 10
21:36
10 let’s see if that did it if not we have to manually remove them over yep
all right perfect so we got one to one
21:43
to two two to four and then we’d have four to six and then over six so just
so you can see how it plays out um we’d
21:48
build that whole thing so add an item now once we’ve got that package we’re
going to add
21:54
in Facebook live snow example and there we go it that is a per push per inch
21:59
contract uh we’re going to go into both and tie that
22:05
into our snow document
22:10
and that may be one that’ll work and save and close so what we’re going to
do now is go in and pretend that uh we have
22:19
a commercial client or lead that’s coming in for snow removal so I’m going
to call this uh Facebook live
22:29
so first name last name and this is going to be our Facebook live Inc this
will be our
22:35
company our business name in
22:40
here and we’re going to put this in here as they
22:52
call and we’re going to get their email address and their phone
23:00
number under details commercial or residential and sales type HJ you here
23:05
about us and I’m G to say it was uh from Every Door Direct mailing and
we’re gonna hit
23:12
save so once we have that in there uh it is time to go in and actually
create this
23:19
estimate now the good news is you don’t even have to leave your desk um
with the way we’ve set this up so Sarah if you
23:24
don’t have Maps Pro recommend you get it property measurements we’re going
to go in and measure this property so we’re
23:32
going to hit satellite we’re going to go in and actually measure the
property here so this is for our snow removal
23:39
quote and this is how easy this
23:47
is so I don’t know about anybody else watching this but uh when he
commercial
23:52
client calls and you’re able to give a live quote in minutes here I’m going
to
23:57
go in in and type in Gross plow and then I’m going to go in and
24:04
grab the building and the sidewalks and remove them um but as I’m doing
this I’m asking
24:11
the folks hey if you ever hired a professional snow removal company before
uh how soon do you need the bid what are
24:17
the things you’re looking for what are the things that have happened um in
the
24:23
past that you’re looking for me you’re going to qualify and start hitting
those pain points so this is our negative area now this little plus area
I’m going to
24:28
hit once and now we’ve taken the 5400 or 54,000 square ft subtracted the
16,000
24:35
approximately for the um area here and subtracted that
24:43
from the main area so now I can go in and save that for my parking lot
square footage and then what I can do is add
24:50
the sidewalks because that was Sarah’s next question how do we go in and do
that so I’m going to go in and grab the side sidewalk
24:58
area now full transparency this is a parking lot or commercial property that
25:06
um we actually serviced at Callahan Lawn Care uh in the past before we
actually
25:12
sold so I’ve got a pretty good idea where this is at um but you can go in
and I’ll show you in a second and shift
25:18
the satellite imagery to get a good idea so what we’ve got here
25:26
is exactly what we’d be looking at and I will tell you those numbers are
pretty much dead nuts now if you wanted to
25:32
swing that around and take a look at it that’s pretty much what we’re
covering we may move this in a little
25:38
bit but that’s pretty darn close um so once we have that I’m going to go in
and
25:43
move these guys here to a null value zero value and then I’m going to save
my sidewalk square
25:50
footage and hopefully I grab the right sidewalk here in this test account
you’d only have one hopefully in your account
25:57
now we’re going to going to go in and actually create that estimate so um
feel free to hit us up at sgsc call.com if
26:03
you’re looking to get some help around any estimating especially your uh
snow removal estimates but we’re going to go
26:08
in and do a salting sidewalk clearing and a per push per inch contract so
we’re going to go
26:14
in and grab our Facebook live snow example and with any luck I grab the
26:19
right Square footages um so I did not on the area here but I can physically
type
26:24
that in so we’ve got uh let’s see here plus
26:31
minus zero our square footage is about 3749 so
26:38
this would have automatically came in here but for time of Facebook here
I’m going to put that in there and this is
26:44
this would automatically come in if I didn’t if I select the rate custom
field but being a test account there’s more
26:49
than a few of these in here um so what we’ve got is our price for $576 man
hours the cost of $39 so 31%
26:58
margin for sh the shoveling parking lot salting is 1843 man hours and 71
overhead break
27:05
even and as we came in here our plowing for the first inch is 160 a push
098 man
27:13
hours which is an hour and cost us 9349 I will tell you that that is pretty
darn
27:18
accurate based on that property there based on the industry average I used
um and two two to four inches was 169 and
27:25
then we’d have from four to six over six inches we did as an hourly so what
you’re going to see in here is over six
27:31
inches is $175 175 per machine hour so if we wanted to make it make sense in
27:37
this example we’d say anything over four so we’re going to hit apply and
we’re gon to hit save now we’ve got a
27:43
live per push per inch estimate uh we’re going to go in and hit email once
I remember to check these
27:50
check boxes hit quote and email these out and now I’m going to send out
this uh email to our
27:58
potential client we’ve got our previewed document right here all
pre-templated ready to go we’re going to hit send and
28:04
I’m going hop on the other screen and grab my email and show you what this
looks like but that’s how we would make a per push
28:10
per inch contract in service autopilot or the foundational pieces how we’d
actually build that out in the
28:15
background with you for simple estimate um so let’s just make sure we’re
working here
28:22
and once that sends we should have an email momentarily in my
28:27
email inbox now if you’re getting used to this you can hit preview um and
this will show you what it looks like but I’m
28:33
going to go in and just actually drive this into my personal email here so
you can actually see what this looks like
28:39
when you do it so we’ve got a pre-templated email we’ve sent to our lead we
have literally built a per push per inch contract salting with material
28:46
sidewalk clearing and did an on demand estimate all in about 12 to 15
minutes here folks that’s how easy it can be if
28:53
you follow the steps so as we open this up we’ve got our estimate and we’ve
got we probably add
29:00
some grids in here but we’ve got our labor with shling it’s 57 bucks per
visit parking lot salting at 84 and now
29:07
we have a Facebook live which be obviously written in here per push per
inch contract one to9 is 160 2 to 4 is
29:16
16911 and over 4 inches is 175 per machine hour um client can go in and
29:24
accept these notice they have to accept the whole purse prints per contract
and we
29:30
hit sign they sign with their name type their name in hit save and hit
accept
29:36
proposal and that is going to notify the business owner and the client that
will
29:41
be getting out to reach them up but that’s how we set it up uh for a live
version
29:48
of per per P per push per inch contract with overages hourly how would you
set
29:55
up the salting with a minimum with product included and then the labor so
Sarah I don’t think your numbers are too
30:02
far off if anything I’d love to know what your hourly rate Break Even is I
think that your price is actually may be
30:07
a little bit on the lower side so once again if you’re watching this in its
entirety folks uh don’t base your pricing on it we need to go in and dig
30:13
into an industry production rate or numbers you have based on your plow
whether it’s a straight blade V plow
30:19
white out skid steer with a box back the box or a loader with a box um those
30:26
production rates is well based on the shoveling or snowblower and
additional uh labor Mark uh costs and things that
30:35
are going to go in there some things you need to look at based on your
equipment overhead setup so Kellan corner you ask questions answer some
live right here in
30:40
Facebook we just built a live per push per inch contract um in Facebook and
30:46
with for your service autopilot and if you’re using simple estimate
remember uh we’ll build this KN to KN with you uh right now at no extra
cost for our cont
30:53
a service so SGS call if you want to learn more about how to do this inside
service autopilot or if you’d like this
30:59
done on an on demand estimating tool live on your website SG call.com for a
31:06
free um 30 minute call to see if it’s good fit for you

0:00
Mike Kalin here wanted to take a few
0:01
minutes here hopping on Facebook after a
0:04
whole lot of people over the last seven
0:05
to ten days uh have been asking me to do
0:08
another Facebook live regarding the
0:11
simple growth masterminds group and our
0:13
scal group through simple growth
0:15
coaching that gets you to a million uh
0:17
so I want to take a few minutes today
0:18
and really drop in and talk about what
0:21
simple growth coaching division is doing
0:23
and the simple growth masterminds
0:26
um so without any further delay I’m
0:28
actually going to open up the screen and
0:29
give you a quick preview of the
0:31
foundations of where the simple growth
0:33
masterminds group started about 18 to 20
0:35
months ago and where it’s at and as
0:37
we’re going to highlight uh literally
0:39
how we go out on a monthly basis and
0:42
work with business owners to get really
0:43
clear on a vision uh their mission and
0:47
the mission strategies their core values
0:49
and a whole lot of other things by
0:51
bringing the eight figure business
0:52
experts to get from a million all the
0:55
way to that eight figure Market that’s
0:56
something where you want to go so
0:57
whether it’s three five ten million
0:59
we’ve got business owners and coaches
1:01
that have actually done that and they’re
1:03
here in the room teaching with you
1:04
virtually and live at our live events uh
1:07
before I turn the uh the video on and
1:09
pop into this
1:10
um if you are looking to make some
1:12
massive shifts in your business our live
1:14
November event if you’re part of the
1:15
group uh is going to be headlined by
1:18
some master uh some massive people that
1:20
are national leaders outside of the
1:22
simple growth group that you know and
1:24
love we got John patoshik of the lawn
1:25
care millionaire Josh Latimer Debbie
1:28
sardone Libby delucian EJ McCoy
1:32
um and a whole lot more coming down at
1:34
each quarterly live event and complete
1:35
with a shop tour and a tour with a live
1:39
event at the Dallas Cowboys stadium so
1:40
without any further delay I’m going to
1:42
drop in
1:43
um
1:44
and show you what this is all about
1:52
once again this is an overview of we
1:56
know how it is to start and run a
1:57
business and that’s why I’m making this
1:59
special video to introduce you to the
2:00
simple World masterminds group as we all
2:03
live and die for our businesses and
2:05
hopefully get close to or just beyond
2:07
that million dollar Mark if you’ve been
2:09
running a business for any amount of
2:10
time you understand that it can feel
2:13
absolutely cluttered chaotic and
2:16
honestly a little bit of a train wreck
2:17
and we don’t admit that to each other
2:18
when we’re small business owners we just
2:20
kind of say everything’s great but when
2:22
we like lift up the hood we see
2:23
underneath all these companies we
2:25
recognize man it is kind of a mess
2:26
because we haven’t learned how to
2:28
simplify our business
2:31
hey Mike Kellen here uh 2023 shop tour
2:35
with Supergirl with masterminds at
2:37
Dallas Casa Landscape Management I want
2:39
to give you a quick preview of the shop
2:41
tour that we’re currently on here one
2:42
thing you’ll notice here is the
2:44
standardization of these trucks
2:45
absolutely pristine before the rollout
2:48
here as we go in we’re going down uh
2:49
right around their nursery and the
2:51
design build layout area like I said
2:53
about 20 22 acres is what we were told
2:55
quite the shop to tour here we’re gonna
2:57
go into the actual shop a little
2:59
breakfast set up here for the master
3:01
men’s group provided by delicasa I think
3:03
I said once again just the first class
3:04
organization so as we walk into the
3:06
office here right down into CSM customer
3:08
service managers it’s Tony one of the
3:10
founders of de la casa Peter was just in
3:11
talking equipment app set management
3:14
um thankful enough for Tony to allow
3:15
both of us here to uh take out uh
3:18
telecast so everyone thank you again
3:21
right down to the area we’re walking out
3:23
of the shop a little cafeteria area here
3:26
I don’t think we’re out front here at
3:27
balacasa the HR department
3:29
um is breaking down HR processes how to
3:33
interview the process onboarding can’t
3:35
thank Tony Peter and Jeff of keyserve
3:38
for this shop tour enough super growth
3:40
masterminds 2023 Charlotte North
3:43
Carolina Mooresville here at Dallas
3:47
I’m like he was a phenomenal speaker
3:49
first of all and he keeps everyone
3:51
involved the whole time
3:52
and uh
3:54
I really liked uh when we were setting
3:56
up our organizational chart for a three
3:58
to five year plan so you could kind of
4:00
see what you’re looking like now where
4:03
everyone’s wall is at and then where
4:05
you’re going to be in three to five
4:06
years and what hires you need to make my
4:08
name is Brandon I’m the founder of the
4:10
plantner this is my first in-person
4:11
simple growth Mastermind meeting it’s
4:13
been incredible between the shop visits
4:15
but one of the biggest takeaways for me
4:17
is all the brain power we’re doing
4:19
together as a group that make dreams
4:20
that felt very foggy and distant
4:22
something that I could accomplish but
4:24
not too distant future
4:27
so we’re looking for a November event
4:29
we’re gonna have the live update here of
4:31
our live uh folks but this is what it
4:34
looks like at our live events and the
4:36
After parties where we Network and grow
4:37
and work on each other’s businesses live
4:40
November event coming up
4:43
John potos Nick of the lawn care
4:44
millionaire Libby dilution a group
4:47
recruit
4:50
Josh Latimer of honor and Fire
4:54
DJ McCoy
4:56
and also hosting a shop tour Debbie
4:59
sardone the leader in the cleaning
5:00
industry
5:02
and the after party networking event at
5:04
the Dallas Cowboys Stadium
5:07
so if this is something you’re
5:08
interested in
5:11
we’re going to be going over the SG
5:13
silver growth masterminds and if you
5:15
haven’t broke that million dollar Mark
5:16
yet uh we’re gonna be diving in and
5:18
talking about what it looks like to get
5:20
that million dollar market the things
5:21
you need to be doing
5:23
um and how the simple growth coaching
5:24
team can assist so hopefully we thought
5:27
that was pretty cool but um as we’re
5:29
diving into it this is really what we’ve
5:31
got in my seven figure businesses I was
5:34
going through I was out there searching
5:37
for all of the things
5:39
um that I was going to run into as
5:40
growth hurdles along the way from
5:42
literally starting running and then
5:44
scaling my business to seven figures and
5:46
Beyond
5:47
um there was a lot of information out on
5:49
the internet of what the bottlenecks of
5:50
growth hurdles were like for a business
5:52
that hadn’t
5:54
um basically there was no information
5:56
around a seven-figure business there was
5:58
a lot of information around a business
6:00
it literally hit 100 million Beyond but
6:02
as lawn care business owners unless
6:05
you’re on the top of the top 100 uh this
6:08
is even applicable to you so when I
6:09
found this chart here here created by
6:13
keep click mask and Scott Martino we’ve
6:17
actually gone out and license the
6:19
material around the five stages of
6:21
business so as you’re looking at the
6:23
five stages of business this is probably
6:25
going to
6:27
um
6:28
literally resonate of where you guys are
6:31
girls are going to be at at least it did
6:33
for me here so I’m going to go in and
6:35
see if I can’t pop this out here to
6:38
present
6:39
and that looks like it does not want to
6:41
allow me to do that so I will explain
6:43
this as we go but basically across the
6:46
top we’ve got our five stages of
6:48
business so
6:49
um these are the different stages if you
6:51
go across the left you’ve got the number
6:53
of employees number of sales number of
6:55
companies in the US your team size and
6:57
yes the biggest hurdle that your lawn
6:58
care business is going to tackle so
7:01
through our simple growth coaching
7:02
division we’re going to systematically
7:04
walk through these areas and help you
7:06
break through these hurdles so as you’re
7:08
looking at area number one here I like
7:10
to call this one a and one b as a screen
7:13
here with the cursor 1A is really you’ve
7:16
got a full-time gig
7:18
and your biggest and you’ve got your
7:20
lawn care business on the side your
7:21
biggest hurdle is time
7:23
um so how do we get the time to actually
7:24
work on the business eventually you’re
7:26
going to go and probably quit that job
7:27
and go become a full-time lawn care
7:29
company and your biggest issue is leads
7:31
how do you get enough leads in the door
7:33
to actually keep the lights on your
7:35
family your friends people at church uh
7:38
kids friends and parents uh there are
7:40
not going to be enough people in your
7:42
ecosystem to keep the lights on so your
7:44
biggest issue now is your stage one
7:45
business is lead so as you’re looking at
7:49
the screen it’s kind of crazy there’s
7:50
about 24 million or small businesses uh
7:54
including lawn care companies inside
7:55
this group now these are only the
7:57
businesses have actually registered with
7:59
the government to pay taxes so my guess
8:01
is there’s probably 35 to 40 million of
8:03
these businesses in stage one a and one
8:06
B now once we get past that we start
8:09
bringing on team members we got two to
8:11
three employees running sales about 100
8:13
to uh 300 000 a year and there’s about
8:15
1.7 million of these small businesses
8:18
your biggest issue here is sales how do
8:21
we go in and create predictable systems
8:22
so what we find in most service
8:24
businesses is the owners doing all the
8:26
sales and also in the field so they’re
8:28
going to sell a lot of work they’re
8:30
going to do a lot of work and it says
8:31
teeter-totter effect we don’t have
8:33
consistent sales now
8:35
you may not completely solve this growth
8:37
hurdle as we scale to stage number three
8:40
but at this point in order to get past
8:42
this we need to have somebody full-time
8:44
or part-time coming in and in that block
8:46
of time all they’re doing is going in
8:48
and selling the whole time and trying to
8:49
hit a specific sales goal now I’m gonna
8:54
hit on the area that you’re tying your
8:56
leads sales and all the other girl
8:58
turtles we’re talking about here don’t
8:59
ever go away the bigger you get and the
9:02
less you actually lock it down and
9:04
create a processed system around that so
9:06
our simple growth coaching team and I’m
9:07
going to show you on the next screen to
9:08
how we tackle these areas with
9:10
one-on-one coaching once you evolve to
9:13
our stage five that’s where we go into
9:15
the simple growth Mastermind so I’m
9:16
going to give you the evolution of how
9:17
this actually goes but in that sales
9:20
um hurdle on stage number two between a
9:22
hundred thousand three hundred thousand
9:24
we need to have predictable sales with a
9:26
dedicated sales person part-time or
9:27
full-time in addition we also need to go
9:30
in and have a predictable sell system
9:33
with it can be delegated to a production
9:35
rate estimating system in job costing
9:38
reporting just to hit on a few things
9:39
once we evolve to our stage three
9:42
business we’re about 300 000 a million
9:44
and we’re going in and literally running
9:46
about four to ten employees now the
9:48
scary part of this here is the business
9:50
owners going out hiring people that they
9:52
don’t know and those people they don’t
9:54
know are actually doing the work by
9:55
themselves with four to ten people we’ve
9:57
got two to three crews here biggest
9:59
growth Hurley you’re gonna find in your
10:01
lawn care business is literally
10:02
marketing and service so along the lines
10:05
of hiring those people who don’t know
10:06
how do we create Sops and predictable
10:08
service and quality levels and in
10:11
addition how do we have predictable
10:12
marketing that feeds that Sales Machine
10:14
which is our hurdle in area number two
10:17
so can we go in and create predictable
10:20
client acquisition models so we know how
10:22
many people came from each lead source
10:24
how many pers people on a percentage
10:26
convert into a client from each lead
10:28
Source our client acquisition costs from
10:30
each lead source and eventually a client
10:32
lifetime value once we figure that out
10:35
hopefully before we get past that point
10:37
get to stage four whereas our million
10:39
dollar Mark
10:40
um like I said again these growth
10:41
hurdles do not disappear as you get
10:43
bigger if you have not fixed them they
10:44
will be there forever until we fix them
10:46
that’s with a simple growth coaching
10:47
team comes in at our scale and then our
10:49
masterminds Million Dollar Plus to dial
10:51
in these areas
10:53
if we’ve got the stage four you’ve
10:55
broken a million dollars congratulations
10:56
you’re in the top three to five percent
10:58
of all business owners small business
11:00
owners in the United States uh you are
11:03
an elite business owner um but your
11:05
biggest issue here at stage number four
11:06
is going to be people and systems uh and
11:09
once again now we’ve hired people that
11:11
we don’t know uh that are out there
11:13
doing the work now to compound that at
11:16
this size between one and three million
11:18
to people you’ve hired that you don’t
11:19
know are going out hiring people they
11:21
don’t know so we need to get our systems
11:23
around people uh and basically operating
11:26
systems standardized so this is where we
11:29
go in for our seven figure plus business
11:30
owners in the simple growth masterminds
11:33
you got to be at least seven figures to
11:34
get into the masterminds but get really
11:36
clear on a purpose why we do what we do
11:39
that’s our North Star we go into a
11:40
mission not the typical Mission you’re
11:42
thinking but literally imagine Mount
11:44
Everest work base camp and Mission our
11:47
mission over the next three years is get
11:48
to the summit but stage one base camp
11:50
one what does that look like base camp
11:52
two and then the summit and they’re
11:55
clearly defined metrics that are going
11:57
to get this there that we rally our team
11:58
behind an example would be number of
12:00
clients annual revenue number of Crews
12:03
but we know what winning looks like we
12:05
know how we’re going to get there
12:05
driving down into quarter and annual
12:07
planning that we help build out and uh
12:11
work with you on your annual quarterly
12:13
planning getting your team to get
12:14
aligned around core values that we’re
12:17
going to eventually hire train and fire
12:19
to we get really really clear and as you
12:21
go to stage five from three to ten
12:23
million with the eight figure business
12:25
experts we brought in we need to get
12:27
really clear on our leadership and
12:29
really Define that culture because now
12:31
we’ve got yourself as a leader getting
12:33
into a role that you are a leader that
12:35
you’re not ready to be your skill set is
12:36
not ready to be the leader at three
12:38
million or five million or 10 million so
12:39
we’re going to go in and work with you
12:40
to become the leader you need to be and
12:42
as well as we’ve got a leadership team
12:44
the people on your team probably are not
12:46
the leaders they need to be the lead at
12:48
that scale and we’re going to do that
12:50
through culture clarity
12:53
tied in the performance of literally
12:55
setting a purpose Mission goals and core
13:00
values and a whole lot of other things
13:01
around a big three in methodology so
13:05
when we have a players on our team they
13:06
know what winning looks like and they
13:07
know if they’re winning and if they’re
13:09
not we know what we need to do to coach
13:10
them up to that winning status so with
13:13
the simple growth masterminds and
13:14
coaching we’re going to walk through
13:16
these growth hurdles that you’re going
13:18
to see in your business and if you
13:19
haven’t fixed the growth hurdles of time
13:22
leads sales marketing service people and
13:25
systems in leadership and culture they
13:27
are going to be with you on your journey
13:28
to a million and well beyond so you need
13:30
to get in pump the brakes and get really
13:32
clear build your business uh with some
13:35
files really solid foundations
13:37
so as we go in uh the simple growth six
13:41
simple steps to business to get to that
13:43
million dollar Mark
13:45
um is we’ve broken down at six very
13:47
basic steps and this is where we have
13:48
one-on-one coaching with accountability
13:50
we have monthly webinars we have a hot
13:53
seat where it’s six or seven businesses
13:55
you bring your problem we work together
13:57
facilitated to help you with those
13:58
problems kind of your own virtual
14:00
therapy session to help you with your
14:02
current problems month after month with
14:04
business owners are going through the
14:06
same exact things that you’re going
14:07
through in the same industry they’re
14:09
about the same size or a little bit
14:10
bigger than you
14:12
so if that wasn’t enough we have uh
14:14
quarterly live events for our
14:16
masterminds group in once annual live
14:18
events for the scale group or our
14:20
coaching division as we scale up to a
14:21
million and Beyond but as we’re doing it
14:23
foundationally whether you’re in the
14:25
Scout group scaling to a million or the
14:27
masterminds group we want to make sure
14:28
we’ve got six pillars of foundational
14:31
success on here’s the first thing we’re
14:33
looking about is time management do you
14:35
have four hours to work on your business
14:37
and not in it is Mike Gerber would say
14:39
and we don’t care if it’s four hours in
14:41
one sitting during the week if it’s one
14:43
hour for four days or if it’s broken up
14:45
and half hour 40 45 minute increments
14:48
but we need at least four hours it’s
14:49
uninterrupted that should not be
14:51
disturbed unless there’s an absolute
14:52
family emergency or a natural disaster
14:54
this is your time to work on the actual
14:57
strategy of the business it’s not doing
14:59
it in estimates this is not training
15:00
people we’re going to walk through and
15:02
show you what you need to be doing in
15:03
these four hours to be successful
15:06
uh in addition as your team grows to
15:08
that million Mark and Beyond time
15:10
management is something that’s not
15:11
usually taught to most business owners
15:14
or people in the lawn care and Landscape
15:16
industry so we’re going to show you how
15:17
to block your account and protect that
15:18
time and then be able to show your team
15:20
how to do the same thing to actually get
15:22
the Strategic work done in the business
15:26
step number two is we’re gonna get your
15:27
finances in order if you don’t know how
15:30
much you need to be charging per hour
15:31
per service if you don’t know what it
15:34
costs you to operate per hour break even
15:35
before you make a profit first of all we
15:38
need to get really clear on those in
15:40
that process in addition we need to go
15:42
in and make sure we’ve got our financial
15:44
books hopefully in QuickBooks in order
15:46
and by the 10th or 15th of next month
15:48
those books are in order we can sit down
15:50
and use a scorecard to make sure you’re
15:52
hitting your metrics for accountability
15:54
with the one-on-one coach or if you’re
15:56
seven figures Beyond hopefully with your
15:58
leadership team
16:00
in addition we need to get really clear
16:01
on your personal finance how they’re
16:03
affecting the business we’re not
16:05
stealing from the business for let’s say
16:08
your personal vehicle a car or a boat or
16:11
RV we’re running a clean set of books
16:14
that’s not getting blood dry by your
16:16
personal finances you’re getting paid a
16:17
fair market wage in addition we’re going
16:20
to go in how do we create production
16:22
rate based estimating to make sure
16:23
you’re insuring net bottom line profits
16:26
based on your business and your Revenue
16:28
goals just to hit a few but we’ll get
16:29
that Financial house in order on step
16:32
number two step number three we’re going
16:33
to build a simple business so a lot of
16:35
the businesses including mine in the
16:36
early days we were really good at 20 or
16:40
30 different Services what we needed to
16:42
do is get down to four or five core
16:44
services that we were great on that were
16:46
predictable that could be delegated it
16:48
did not revolve around the business
16:50
owner so we’re going to go in and build
16:51
a simple business and tap into the
16:53
financial stuff we didn’t step new to
16:55
step number two to create production
16:56
rate based estimating systems for a
16:58
simple scalable business up to a million
17:00
and a half to two million we’ll pull it
17:02
out and then start upselling across
17:03
selling around that
17:05
fourth we’re gonna hire a players so if
17:07
you remember the growth hurdles we just
17:09
talked about leadership and culture are
17:10
two big things how do we go and create
17:13
culture
17:14
and a way to create culture with
17:17
performance and align them to bring in a
17:19
players and retain a players uh you
17:22
probably heard the analogy before if
17:23
you’ve seen any of these videos but I
17:24
think it really hits home imagine going
17:26
to a sports game with no scoreboard and
17:28
no timer we don’t know how much time is
17:31
in the game or how much time we need to
17:33
get the job done we don’t know what
17:35
winning looks like
17:36
um we’re not told if we’re winning or
17:37
losing your a players if you’re lucky
17:39
enough to get them and now in today’s
17:40
labor market if there is not Clarity
17:43
around what winning looks like and they
17:45
don’t know if their winner or losing
17:46
right now your major risk of losing your
17:48
eight players we need Clarity with
17:51
culture
17:52
tied together and your eight players
17:54
need to know what winning looks like and
17:55
if they’re winning or losing on a daily
17:57
and weekly basis with public
17:58
accountability step number uh going in
18:01
number five is client acquisition model
18:04
we’ve got a really serious Foundation
18:05
now we’ve got our finances and our work
18:07
time management we’ve got a simple
18:09
business we got the key a players
18:11
working in your business time to go in
18:13
and put some gasoline on that fire and
18:15
literally take it straight up and hockey
18:17
stick that growth this is our client
18:18
acquisition model how to build that
18:20
Marketing System and alleviate uh one of
18:23
the final roadblocks to a million and
18:26
like I said we can break a million and
18:27
not have these things in place but we’re
18:29
going to go in and make sure they’re in
18:30
place but we’re gonna go out and scale
18:32
that business now to seven figures and
18:33
hopefully eight now as we’re on that
18:35
seven figure eight figure run step
18:38
number six is a Leadership Model how do
18:40
you become the effective CEO that you
18:42
need to be and build leadership
18:44
um skills within your other leadership
18:46
team and possibly if you’re not the
18:48
leader you need to be and you don’t want
18:50
to become that leader how do we go and
18:52
find leaders to go and drive your
18:54
business from the CEO level or the CFO
18:56
level so those are the six steps of
18:59
simple businesses by simple growth
19:01
coaching that is going to drive you to
19:03
seven figures and if you’ve broken seven
19:04
figures and you don’t have these six
19:06
steps of being having at least four
19:08
hours a week to work on your business
19:10
strategically your finances order
19:12
business and financial you don’t have a
19:15
simple business of four to five course
19:18
services at least up to a million and a
19:19
half to two million
19:20
they’re predictable that don’t need you
19:22
you don’t have a process to hire a
19:24
players and retain them with Clarity and
19:27
a scorecard uh you haven’t dialed in
19:28
your client acquisition model or you’re
19:30
not the CEO that you need to be at seven
19:32
figures
19:33
um this is absolutely instrumental that
19:36
we should have a call sgscall.com
19:39
um we need these six steps whether
19:41
you’re scaling a million if you’re
19:42
beyond a million especially uh give us a
19:45
call see if you qualify for a coaching
19:47
or a masterminds now cool thing is once
19:49
we broke a million uh We’ve turned down
19:51
probably about 20 to 25 businesses you
19:53
have to be the right fit for the
19:54
coaching and especially the masterminds
19:56
but the masterminds group here uh as
19:59
we’re diving in
20:00
we’ve recently revamped our agenda so
20:04
the actual five or six areas I’m going
20:07
to go over here now are actually remote
20:09
uh to exponential load and load time and
20:11
then we have Live Events once a quarter
20:14
to reassure you understand them and work
20:17
on them live need a knee uh but
20:19
basically right off the bat
20:21
we get really clear on your purpose
20:23
values Mission and Mission goals and
20:26
dive into that uh after that we’re going
20:29
in and setting the mission strategy so
20:30
the mission strategies is hey in three
20:32
years we want to be at five million how
20:34
are we going to get there each year and
20:36
what does that look like we involve your
20:39
team and people actually take ownership
20:41
of the different executables it’s not
20:43
just the business owner anymore it’s the
20:45
whole entire team uh next thing is we’re
20:47
going in is we go in and teach you how
20:50
to hire lead and Fire to the vision and
20:53
get the right people contributing to
20:54
your business and how you can lead and
20:57
hire to the actual vision of the
20:58
business uh we go in and create a future
21:01
org chart so what does it look like in
21:03
three years what are the key areas that
21:05
we need to hire and responsibilities so
21:07
we have the idea of what are we looking
21:09
for in key uh hiring before we actually
21:11
need them so that’s key where we’re
21:13
actually setting a road map to scale
21:16
from seven to eight figures with all the
21:18
key hires and the uh different areas so
21:21
you then we’re going to take a look back
21:22
at what are you currently doing and
21:24
who’s wearing the most hats and
21:25
strategically where do we need to start
21:27
hiring from that
21:28
uh and then the final part uh is we’re
21:31
going to go in and look at your
21:32
quarterly annual Rhythm and work with
21:35
you how to execute that with your team
21:37
and if you need be we have certified
21:38
coaches that can actually fly out to
21:41
your organization and help Implement
21:43
your quarterly and annual planning and
21:44
walk you through this whole entire
21:46
process so I wanted to take some time
21:48
today uh to really just talk about how
21:51
the simple growth masterminds
21:53
um
21:54
has allowed me to take the elite content
21:57
that we’ve licensed to actually bring
21:59
you the clarity of setting a vision a
22:01
mission with Mission strategies core
22:03
values to hire train and fire to them
22:05
how to get your annual quarterly
22:06
planning together big three methodology
22:08
and a whole lot more to be able to give
22:10
you the skill set to become the leader
22:12
that you need and your leadership team
22:13
needs to go do seven to eight figures if
22:16
you haven’t broken the seven figure Mark
22:18
or you’ve broken the seven figure Mark
22:20
and you have not gone in and solidified
22:23
the six simple steps to scale your
22:26
business uh we can actually come in and
22:28
help you
22:29
um but really ethically at this point it
22:31
was is part of something that I wanted
22:33
to give back to the industry
22:35
and I wanted to bring in the elite
22:37
methodology and in addition tap into uh
22:41
the national network of leaders that I
22:43
have uh in my network for these Live
22:45
Events we’ve got the same simple growth
22:47
masterminds team that speak of the live
22:49
events every time that you know and love
22:51
uh but we are tapping into my network of
22:53
about 28 to 30 industry leaders uh
22:56
starting this January the live event
22:57
including jonathoshnick Josh Latimer
23:01
Debbie sardone Libby delucian and EJ
23:03
McCoy complete with a shop tour and a
23:06
live networking event out there so I’m
23:08
going to wrap this up if you’re watching
23:09
the end of this and you haven’t seen it
23:11
um I’m going to play the video real
23:12
quick but for sure you want to take a
23:15
look at it it is SGS
23:19
call
23:21
um to see if you qualify so
23:24
questions comments dropped below uh
23:26
we’re getting clear on the six steps to
23:27
get to Seven figures and Beyond and then
23:30
uh we’re going in to the elite
23:31
methodology getting clear building the
23:33
culture and Leadership you need to get
23:35
to Seven figures and Beyond in your lawn
23:37
care business next live event is going
23:39
to be uh in Dallas Texas the beginning
23:42
of the month and we’ve got three days uh
23:45
there complete with shop tour and live
23:47
event in addition to that uh we just had
23:50
our monthly webinar for our masterminds
23:53
group Greg Gillian came in and talked
23:55
about how the how to have the perfect
23:57
onboarding for that a player and how to
23:59
get them acclimated because you really
24:01
first chance is your only chance to
24:03
actually make a first impression for
24:04
that new employee and then coming in
24:06
October is our live webinar event that
24:08
you’d be able to make
24:09
um Jason cups coming in talking
24:11
legalities of hiring handbooks uh
24:14
performance Improvement plans and um if
24:16
you have to let somebody go how to do it
24:18
legally as well as severance package so
24:20
all these things if you don’t have them
24:21
place your business seven figures and
24:23
beyond for sure
24:24
sgscall.com to see if you qualify for
24:26
the simple growth masterminds looking
24:28
forward to seeing you guys on October’s
24:30
webinar and the live event in Dallas
24:32
Texas SGS called

0:00
my calendar here want to make a quick
0:01
video been talked to a lot of people on
0:03
Facebook lately in our Live Events and
0:06
um they’re like going in and asking what
0:09
can we do in our business to literally
0:10
stop the chaos and get really clear on
0:13
what we need to do inside our business
0:15
to have the business run day in day out
0:17
without having to fight fires our team
0:19
members fighting fires and literally
0:21
have a business a business that’s simple
0:23
and can scale so what I’m going to do is
0:25
talk about the six simple steps of
0:27
business
0:29
um particularly the Civil growth six
0:30
steps of business and through this
0:32
process of working through these six
0:34
steps uh we have recently taken five or
0:36
six uh companies here in the last few
0:38
months uh from about a half a million up
0:40
to a million and now well beyond uh so
0:43
what we’ve done is created a simple
0:44
process of basically six pillars of
0:47
success
0:48
um that any lawn care business can go
0:50
through and we do this through
0:52
one-on-one coaching hot seats uh
0:54
one-to-many webinar each month
0:56
and a whole lot more but I want to dig
0:58
in and really talk about what are the
1:00
six simple steps and how they can be
1:02
implemented in your lawn care business
1:04
and what they’ll actually do for your
1:05
business and you as the business owner
1:08
yourself or manager if you’re watching
1:09
this so step number one is to work on
1:12
your business uh four hours a week so
1:15
very simple like Michael Gerber we want
1:16
to work on it not in it uh so what we’re
1:18
doing is going in and actually showing
1:19
you how to manage your calendar and
1:21
block out that time uh this is literally
1:24
not going out fighting fires unless
1:25
there’s an emergency in the family or a
1:27
death uh these are four hours that are
1:30
going to be protected for you the CEO to
1:32
work on the business the next thing is
1:34
what do we actually work on during that
1:36
four hour blocks we’re going to go in
1:37
and show you the particular kpis and
1:39
things you need to be working on that’s
1:40
not going out doing estimates it’s not
1:42
doing quality control it’s not training
1:44
your team uh this is actually setting
1:46
the strategy and vision to the business
1:47
and getting really clear about what
1:50
we’re doing in the business and how the
1:51
business is operating in addition as you
1:54
grow to seven figures and Beyond we have
1:56
other people in the business such as
1:58
your admin your managers uh not
2:00
necessarily your crew out in the field
2:02
but we need to actually be able to go in
2:04
and teach these individuals how to
2:05
actually manage their time because it’s
2:07
not just enough the business owner to
2:09
have good time management know what to
2:10
work on in these blocks uh we need to
2:13
actually go in and teach and Mentor your
2:15
team how to access have the same skill
2:17
set so number one we’re going to go in
2:19
and get you four hours a week I don’t
2:21
care if it’s one four hour block
2:23
if it is eight half hour blocks or one
2:25
hour blocks over four days we’re gonna
2:28
go and get four hours a week uh for you
2:30
and your management team to actually go
2:32
in and work on strategy and
2:34
implementation and show you exactly what
2:35
you need to be doing to work on it not
2:37
in as Michael Gerber would say step
2:38
number two we’re gonna get your finances
2:40
owner and it’s just not enough to get
2:41
your finances in order uh for the
2:43
business itself but really on your
2:44
personal end so uh if you’re watching
2:47
this and you do not have your QuickBooks
2:49
and finances reconciled by the 10th and
2:52
15th of every month with a very clean
2:54
chart of accounts
2:55
and it clearly defined cogs or cost of
2:58
goods account up top
2:59
um we may have an issue uh we need to
3:01
get in and get those finances uh dialed
3:05
in and have them ready to be an uh
3:08
basically analyzed the 10th and 15th of
3:10
the following month in addition once we
3:12
get the business finances together uh we
3:14
have another issue we traditionally see
3:16
people are basically robbing Peter to
3:18
pay Paul they’re bleeding their business
3:19
dry with their personal expenses or
3:22
they’re not paying themselves a fair
3:24
market wage so we go in and make sure
3:26
you don’t have 150 000 vote getting
3:28
sucked off the business finances believe
3:30
it or not we have seen this and multiple
3:32
uh boats RVs different things like that
3:35
so we’re going to get really clear about
3:36
the business finances personal finances
3:38
and at least the fair market wage for
3:40
the owner in addition we’re going to be
3:42
diving in and looking at how do we know
3:45
our break even numbers what it cost us
3:47
per man hour per division which Revenue
3:49
we should be charging what are the
3:51
metrics fires labor and labor burden and
3:53
how to create a production rate based
3:55
estimated system that lines up your
3:56
financial goals that is just some of the
3:59
things we hit on step number two step
4:00
number three is we’re going into
4:02
building a simple business so a lot of
4:04
businesses when they come to work with
4:05
the simple growth coaching division
4:07
come in with 20 or 30 Services they do
4:10
okay pretty good at but nothing great
4:13
and the problem is they’re doing a whole
4:15
lot of things that potentially are not
4:16
profitable or a distraction to the main
4:19
goal um and I am one to tell you we’ve
4:21
made this mistake once or twice and my
4:22
businesses as well
4:24
um and if we could have gotten really
4:25
clear and created a simple business
4:27
around three to five core services that
4:28
don’t revolve around the business owner
4:30
up to about a million and a half to two
4:32
million uh we could grow a lot faster
4:34
and the business owner would have a way
4:36
better work-life balance and
4:37
profitability so we’re going to take our
4:39
three to five simple businesses up to
4:40
about a million and a half to two
4:41
million and then once we spread it out
4:43
we can cross-sell into our existing
4:46
database and then we have the ability to
4:48
start building out separate divisions
4:49
with the finance as we set together to
4:52
actually support those divisions uh next
4:54
thing we’re gonna go is Step number four
4:55
we’re going to hire a players now
4:58
obviously the job market right now is
5:00
tough so how do we go out and get those
5:02
a players how do we create a job
5:05
description in onboarding process
5:08
how do we go out and hire train and
5:11
eventually coach up or coach out to our
5:13
core values but the other thing is our
5:15
system uh does not really go in and put
5:19
Clarity around this so culture and
5:22
productivity and how do we merge those
5:24
together because your a players are
5:25
going to want the culture merge with
5:27
productivity
5:28
um and they’re going to want to know
5:29
what winning looks like and they want to
5:30
know if they’re winning on a daily and
5:32
weekly basis so if your team members
5:34
right now are coming in on a daily basis
5:36
and they don’t know what winning looks
5:38
like and they don’t know what metrics
5:39
public have been shown to them if
5:41
they’ve won or lost you are at a massive
5:44
risk of losing your best Aid players
5:47
um it’s imagine going to a sports game
5:48
with no scoreboard
5:50
and these professional athletes don’t
5:52
know if they’re winning or losing
5:53
because there’s no score that’s exactly
5:56
what you’re doing your business if you
5:57
don’t have daily and weekly kpis uh
5:59
around a big three methodology to
6:02
basically let them know what winning
6:03
looks like and let them know if they’re
6:05
winning or losing if they’re not winning
6:07
how can we go in and help them right now
6:09
my guess is most business owners are
6:11
literally sending out a maintenance crew
6:12
or a lawn mowing crew uh with weed
6:14
whackers blower stick edges and
6:16
literally having them to cut 25 to 30
6:18
lawns
6:19
depending on the market and when they
6:21
get back
6:22
they don’t know if they want our laws
6:24
what does winning look like on that crew
6:26
and how can we show our a players if
6:28
they want or loss and how can we assist
6:29
them to win if they’re not winning but
6:32
if you’re not showing with perfect
6:33
clarity what winning looks like and if
6:35
they’re winning or losing on a daily
6:36
basis your major risk of losing your a
6:38
players so we’re going to go in and show
6:40
you how to get those a players how to
6:42
onboard them how to retain them and
6:44
create Clarity around culture and
6:46
production winning and losing step
6:48
number five is we’re going into a client
6:49
acquisition model after we’ve built out
6:51
a core fundamental uh basis for your
6:55
business we need to go in and literally
6:57
get deep in there and know what client
7:00
acquisition looks like so if you
7:02
currently are watching this and you
7:03
don’t know over your four or five
7:05
marketing resources how many leads have
7:07
come in for marketing lead Source on
7:09
percentage how many turn into a client
7:11
would it cost you to get a client on
7:13
average per marketing lead source and
7:15
how long they stay with you client uh
7:17
client lifetime value uh you need to get
7:20
really clear on this because this is
7:22
where business it’s really fun if we
7:24
built the time management in the
7:25
finances a simple business and eight
7:28
players now we need to go out and scale
7:29
and add the fuel to the rocket to take
7:31
off kind of hockey stick it up but
7:33
that’s what we’re looking at right here
7:34
we need to go in and create a client
7:35
acquisition model so if you have not
7:38
uh been able to delegate A system that
7:40
you can clearly go out and acquire
7:41
clients and you know how many leads will
7:43
come in on average per marketing Source
7:45
what they’ll close as a percentage you
7:47
become a client what your client
7:48
acquisition cost is and your client
7:49
lifetime value we need to get really
7:51
clear and put processing systems in here
7:53
that does this in addition we also need
7:56
to know on average
7:58
how many people are canceling throughout
8:00
the year and a cancellation percentage
8:03
per lead Source because each lead source
8:05
is not made equal and then once again
8:07
with those eight players if they’re
8:09
around your sales team at client
8:10
acquisition we need clear daily and
8:13
weekly kpis and goals to show your sales
8:15
team who what winning looks like and if
8:17
they’re doing it in addition if someone
8:19
is not clocking in either part-time or
8:21
full-time in this where their total job
8:23
in that time frame is to literally sell
8:26
and hit a sales goal we’re missing the
8:29
client acquisition model most service
8:30
businesses do especially in the lawn
8:32
care industry is they sell a lot of work
8:34
they start doing the work the work
8:35
starts to look loosen up and there’s not
8:37
as much work and then they start selling
8:39
it’s a teeter-totter effect we cannot
8:41
scale consistently without a consistent
8:44
dialed in client acquisition model
8:46
that’s number step number five then step
8:49
number six well you’ve broken seven
8:51
figures or haven’t broken seven figures
8:53
once you get to that seven figure mark
8:55
this is where most businesses fail and
8:57
start to work back backwards the
8:59
business owner actually has to build
9:01
different leadership skills to be the
9:03
CEO and the Visionary at a million two
9:06
million five million and 10 million just
9:09
a certain benchmarks so what we do is we
9:10
go in and teach you how to get really
9:12
clear and become the leader you need to
9:14
be at the next level in addition we’re
9:16
going to go in and help you set a
9:18
purpose that is your driving force in
9:21
addition we’re going to help you go in
9:23
and create core values that we can hire
9:25
train and fire to
9:27
or to create a mission and it’s not the
9:29
typical mission that you’re thinking
9:30
about but this is our mission of the
9:32
next three years imagine climbing Mount
9:34
Everest with clearly defined kpis of
9:37
sales number of employees and maybe a
9:40
number of clients but we know what
9:41
winning looks like and we know where we
9:43
need to be along that journey to our big
9:45
hairy audacious goal is Greg our Jim
9:47
Collins says on the top of that Everest
9:49
Mission but now everybody in your team
9:51
is in the same bus in the right seat
9:53
going in the right direction we know
9:55
where we’re at we’re know where we’re
9:56
going with absolute Clarity we’re taking
9:58
culture and production and driving a
10:00
system and that is going to be our final
10:04
step is how to lead as an effective CEO
10:07
of your business and as we start to
10:09
scale to a million to three to five to
10:11
ten how do we create many leaders
10:14
underneath you as the uh CEO that
10:17
replicate what you’re doing and are very
10:19
clear on these six steps the vision the
10:22
mission and the culture around those
10:24
core values these are the six simple
10:26
steps of business with simple growth
10:28
coaching office of sounds interest
10:30
you’re missing any of these core six
10:32
areas whether you’re scaling to a
10:33
million especially if you’ve broken a
10:35
million if these things are not in place
10:37
we need to get them in place to be
10:39
successful and not constantly be
10:41
fighting fighting fires and wanting what
10:43
the next headache is going to be in our
10:44
business uh labor issues tend to
10:46
disappear 99 of them after you get these
10:49
in place because the business is solid
10:51
the a players are there they know if
10:53
they’re winning you’ve created an
10:54
awesome culture that everybody’s
10:56
breathing toward breathing in loving it
10:58
drinking the cool ladies you may say so
11:00
if this sounds of Interest give us a
11:02
shout at sgscall.com to see if you
11:04
qualify we have specific coaching for
11:06
submillion and Million Dollar Plus
11:08
companies based around the six steps
11:10
here live quarterly events
11:12
hot seats where we go come in with
11:15
similar sized businesses where you can
11:16
discuss your problems and other business
11:18
owners uh with the facilitation the
11:20
simple World help you work through those
11:21
problems you have a one-to-many webinar
11:23
on a monthly basis and depending on what
11:25
level you’re at we have uh quarterly
11:27
shop tours or once a year shop tours uh
11:30
live with floral class speakers on a
11:33
national level including the simple
11:35
growth coaching team so sgscall.com if
11:38
you’re interested uh Mike Callahan I’m
11:41
excited to show you and be able to share
11:42
what is now going on three seven figure
11:45
businesses the tools and the resources
11:48
and the influential people Nate on a
11:50
national level that I’ve used to scale
11:52
my businesses and walk you through the
11:54
six simple steps of business business
11:56
doesn’t have to be tough and I will tell
11:58
you
11:59
as you walk through these areas having a
12:01
road map of what you’re going to see and
12:03
how to execute it with support and
12:05
accountability is the key so uh if you
12:08
want to see if you qualify for getting
12:10
some help of working your lawn care
12:11
business through the six simple steps
12:13
sgscall.com to book a time to see if you
12:15
qualify and unfortunately not everybody
12:17
qualifies you need to be serious about
12:19
your business you want to be able to get
12:21
the time to work on it and not in as
12:23
Michael Gerber would say and we want to
12:25
get really clear and committed on our
12:27
finances
12:28
um creating a simple business not one
12:30
that’s chaotic how to hire Aid players
12:33
and retain them how to create a client
12:35
acquisition model with production rate
12:37
based estimating that doesn’t revolve
12:38
around the business owner and then how
12:40
do you evolve as an effective CEO or
12:43
bring in an effective CEO to run that
12:45
portion of business if that’s a skill
12:47
set you don’t want to evolve into
12:49
sgscall.com looking forward to seeing
12:51
you book a call and we’ll see if you
12:53
qualify

0:00
here wanted to do a special Facebook
0:01
live this morning you may have seen the
0:03
announcements but uh brought our
0:05
on-demand simple estimate expert Josh on
0:09
here uh wanted to talk about the shifts
0:11
in buying habits and how consumers uh
0:14
Demand on online and on-demand shopping
0:18
um like they have uh basically from the
0:20
study that post covered shifts so uh
0:23
Josh if people haven’t heard about you
0:24
or uh haven’t seen you before if you
0:26
want to give a quick intro and we’ll
0:27
dive in but I’m really interested to see
0:29
what you’re seeing working me to knee
0:32
with a lot of lawn care and landscape
0:34
companies right now and what they’re
0:35
seeing in their office as far as sales
0:37
stats definitely yeah so my name is Josh
0:40
I owned a lawn care business up in
0:41
Michigan full service about eight years
0:43
sold about a year and a half ago jumped
0:45
on board with simple growth now I’m
0:47
heading up simple estimate it was
0:48
actually a simple growth client before I
0:51
sold
0:52
um so basically what I kind of start
0:53
telling people is with like you
0:55
mentioned the the buying shift that’s
0:56
happened since covet and just continues
0:58
to keep scaling and growing towards
1:00
getting work to be in more of an
1:02
on-demand search that people have I
1:05
phrase it to people this way if you were
1:07
to go to Amazon and if you saw let’s
1:08
just say a pair of shoes and if it there
1:11
was a button that says hey click here to
1:13
get more info we’ll give you a date you
1:15
can expect the shoes to be delivered how
1:17
much they are
1:19
to where Amazon wouldn’t be where they
1:21
are today you know are the whole thing
1:22
of Amazon has to go on there buy what
1:24
you’re looking for and then have it
1:25
delivered right to where in the green
1:27
industry we’re still stuck with hey fill
1:29
out this form
1:30
within one to two days we’ll get back to
1:32
you with a price for what service you’re
1:35
looking for this seems absolutely insane
1:37
the technology is out there it just
1:39
until now hasn’t really made it to the
1:40
green industry yet
1:42
yeah I couldn’t agree with you more and
1:43
so that’s one of the things that we’re
1:44
seeing obviously is a major shift and
1:46
the companies are winning are creating
1:48
the ability uh for the client to
1:49
basically gather choose their own
1:51
adventure so maybe they do want them to
1:53
come out and actually do an in-person
1:54
estimate but I’d say 95 of these clients
1:57
uh potential clients and leads are
1:59
looking to actually just check that
2:00
checkbox on their to-do list and get
2:02
that done and as we’re looking at this
2:04
there’s a lot of different ways that
2:05
we’re seeing uh to actually do this so
2:08
we’ve done a couple case studies on how
2:10
to actually use on-demand buying inside
2:12
your business uh the first of which is
2:14
literally having a widget on your
2:16
website where somebody can go in and
2:17
actually type their address the
2:19
satellite imagery comes up and they can
2:21
literally color the service area with
2:23
the finger or mouse off the laundry the
2:25
driveway area uh for a pavement ceiling
2:28
or snow removal um and it’s going to be
2:30
an online checkout where we can grab a
2:32
PCI Compliant credit card form depending
2:34
on the software connects with and
2:35
actually get that into the software uh
2:37
the second thing Josh that we’re seeing
2:38
is really going through estimate
2:40
estimate upsells basically so like
2:42
simple growth we’ve send out these
2:44
upsells on on a basically timed out uh
2:47
area throughout the year uh in the email
2:50
there’s a button traditionally to
2:52
request an estimate what we’ve seen now
2:53
is being able to supplement that button
2:55
to actually click the button and pull up
2:57
a live on-demand estimate for your
2:59
clients and uh really the time savings
3:02
here is is amazing for the actual
3:04
business owner and the client but with a
3:06
simple growth upsell we’re seeing an
3:08
average of 60 to 80 estimate requests in
3:10
the first 24 to 48 hours so a lot of
3:12
business owners will literally call us
3:14
and say hey we just don’t even have time
3:15
to do all these requests uh why don’t
3:17
you shut off the last uh basically reach
3:21
out but now we have the ability for them
3:23
to actually go in and click and get a
3:24
live estimate close and update their
3:26
card on file that’s required now the
3:28
third and final way Josh that we’ve done
3:30
and seeing this we’ve done some case
3:32
studies with a gentleman uh Tyler Grimes
3:34
at Integrity sealing uh based on the
3:36
ceiling
3:37
um area there but Tyler went in and sent
3:40
pulled out about three different
3:41
versions of these flyers here and you
3:44
can see the QR code over here maybe over
3:47
here where people can click and actually
3:49
get a live estimate but Tyler had a
3:51
total of three of these all different
3:53
copies that went out
3:55
um and we used a product called send Jim
3:57
to do that and with the send Jim
3:59
integration we’re able to go in and
4:02
highlight an exact neighborhood and with
4:04
that neighborhood we did a total of
4:06
three mailings uh drops and these were
4:08
probably the most expensive drops you
4:09
could do but we wanted to see how they
4:12
converted
4:14
um and the rough numbers not including
4:15
the estimating software is
4:18
um he had about an eight percent return
4:20
on a cold mailing had never talked to
4:22
him and he closed those estimates at 57
4:25
uh so with some rough math his client
4:28
acquisition costs would it cost him to
4:30
actually acquire a a new client through
4:32
that mailing was about thirty dollars so
4:36
I don’t know about you Josh but we were
4:38
we were running 125 to 150 for a client
4:40
acquisition model uh to be able to go
4:42
out and Target the exact neighborhood
4:44
that we’re already in the or the
4:45
adjoining neighborhoods to build route
4:47
density and have an on-demand system
4:50
where they could go in just in Tyler’s
4:51
here hit this QR code and literally uh
4:55
get live pricing and sign up and get a
4:57
credit card on file so they’re ready to
4:58
go
4:59
um has been a massive win
5:01
um and I know you’ve got a couple other
5:03
things you want to break into but I want
5:04
to put some other some interesting
5:05
things that have shifted in the market
5:07
as I’m sitting here and I wasn’t
5:08
planning on talking about this but
5:09
Tyler’s allowed us to be uh use them as
5:12
a case study
5:14
um so I don’t know if you remember these
5:15
guys here Josh but these are might be
5:17
dating myself these These are right out
5:18
of Valpak I remember so what you got is
5:22
basically an envelope about 15 to 20
5:25
different advertisers and I’m competing
5:27
uh so Tyler went in and tried Valpak and
5:29
at the honest I’m like I I don’t know if
5:31
that’s really going to work we didn’t
5:32
have much success with it
5:34
um but believe it or not I was talking
5:35
to Jonas Olson yesterday we’re on the
5:37
pest control millionaire podcast and
5:39
Jonas has actually seen the same
5:40
Resurgence of Valpak working but what
5:44
we’ve done with Tyler here is we’ve gone
5:45
in and added this QR code and to track
5:48
it to get you guys the stats we’ve had
5:49
two separate QR codes one for the
5:51
mailing I just told you it would send
5:53
Jim and one for
5:55
um the one in Valpak
5:56
and believe it or not the Valpak worked
5:59
just as good within a few percent as the
6:01
direct mail we did through senjin so if
6:04
you’re looking at ways to really push
6:05
that gas pedal going into the fall
6:08
season we’re making those bottom line
6:10
profits for a very small investment we
6:12
can go out and literally put this on our
6:14
website so it’s not eating up our
6:16
bandwidth instant estimates we can go
6:18
out and use a product like send Jim and
6:21
if you’re interested simple estimate has
6:23
a separate package
6:25
um that cost you nothing on Sim send Jim
6:27
where we have pre-templeted uh postcards
6:29
you can actually use they’re ready to go
6:31
for you and then in addition you can use
6:34
the on-demand buying on your upsells
6:36
when we click a button it pulls it up
6:38
and then the third and basically fourth
6:40
version would be going out and doing
6:42
some of these direct mailings as well so
6:45
Josh I know it was a lot but I want to
6:47
give people a quick overview of kind of
6:48
what this is all about because
6:51
um some of this is really not new it’s
6:52
just adding the ability to click with
6:54
your phone through a QR code or hit the
6:56
website and literally be able to buy on
6:58
demand and capture a credit card
6:59
yeah absolutely a lot of people I think
7:01
you know as a you know business owner
7:03
it’s like you think if you’re making
7:04
something more convenient for your
7:05
client it’s more of a strain on you it’s
7:07
more of a headache for the office which
7:09
it completely is the exact opposite it’s
7:11
more conveniently oh in Tyler’s case
7:13
with him closing 57 that is zero
7:15
interaction with his office staff so his
7:17
office staff can be focused on you know
7:19
higher tax items like you know Finding
7:21
good people that’s still an issue going
7:23
on you know kind of setting the division
7:24
for the company and really just driving
7:26
all the higher level task items that
7:28
need to be done
7:30
um you know another thing is you know
7:31
timing as far as like the timing of when
7:33
people are requesting these estimates
7:34
most of them are after hours when
7:36
they’re closed you know time there’s a
7:39
research shows that purchases online and
7:42
you know it’s a service estimate
7:43
requests they’re mostly follow people’s
7:46
timing in their General life right eight
7:48
nine o’clock at night they get the kids
7:49
down in bed finally you know Mom and Dad
7:51
have a couple minutes to chill out like
7:53
you said earlier they’re trying to check
7:54
items off their to-do list so if you’re
7:56
on the clock yeah right you’re doing
7:58
something right I’m struggling 9 9 30.
8:00
so
8:01
that’s for another that’s another topic
8:04
but you know it’s like if you can be
8:07
open 24 7 like Amazon is that’s what’s
8:09
going to change and set you apart from
8:11
your from your um competitors if I were
8:13
to go onto a website knowing what I know
8:15
and if there’s a website a that says hey
8:18
fill out this estimate request form or a
8:21
website B that says hey we can give you
8:22
a price right now and you can sign up I
8:24
would pick website Beach where I can
8:25
check that off my to-do list there’s
8:27
another study that research showed that
8:29
they’ll actually pay 70 of consumers
8:31
will pay more just based on convenience
8:34
so just being able to sign up when
8:36
they’re ready and actively looking to
8:38
sign up they’re willing to pay more so
8:39
it’s a win-win for convenience and also
8:42
for your bottom line
8:44
yeah I couldn’t agree more so that’s
8:46
what we’re seeing a lot with this
8:47
on-demand on-demand buying so
8:50
um really the idea here is that we need
8:52
to be able to go out in your service
8:54
business particularly lawn care business
8:55
right now uh as we’re ramping up for
8:57
snow removal or the continued season in
8:59
the southern markets uh the companies
9:02
that are winning are actually going in
9:03
and doing this so uh if you’re
9:06
unfamiliar uh simple growth is actually
9:08
uh purchasing existing software company
9:10
uh We’ve rebranded it it’s called Simple
9:12
estimate we’ve actually gone out and
9:14
invested about five and a half six
9:15
months uh refining the system and and
9:18
really getting the system to where it
9:20
can grow and scale and support its users
9:24
so a simple estimate it’s simple
9:26
estimatesystems.com with an S if you if
9:28
you want to look at more and actually
9:29
demo this uh but the idea is this this
9:32
was a missing piece in my business and
9:34
as the technology shipped we started
9:35
working with on-demand Bots the
9:38
technology with the AI was not there yet
9:40
so we actually went in
9:42
and bought a software platform called
9:44
Simple estimate now where we can
9:46
actually help business owners of lawn
9:48
care and snow removal payment services
9:49
drive off a satellite image uh we also
9:52
have invested heavily in AI artificial
9:54
intelligence
9:56
um and that shift is just starting to
9:57
come there’s the speed with some of the
9:59
AI especially in some of the existing
10:01
platforms it’s just not there but we are
10:03
investing in that we’re thinking the
10:04
next 10 to 14 weeks uh the AI itself
10:07
actually should be seasoned up for the
10:09
machine learning to give very
10:10
predictable estimates with a quick
10:12
fashion so we are as we’re looking at
10:15
simple estimate simple growth we’re
10:16
always looking for that next shift in
10:18
technology the next shift in buying
10:20
habits that was part of the reason why
10:21
Josh said hey Mike we really need to hop
10:23
on and kind of do some quick education
10:25
here kind of make people aware of this
10:26
because if you’re seeing some of your
10:29
sales flatliner if you’re seeing the
10:32
ability to get out in an estimate if
10:33
you’re doing it manually within you know
10:35
one business day or less that’s good but
10:37
people are demanding it a lot sooner
10:40
um an Amazon doordash Netflix X goes on
10:43
and on those Services right now are not
10:45
helping the service industry because
10:46
they need the service industry my
10:48
opinion Josh we need to adapt to that
10:50
on-demand buying habits so if you’re
10:52
interested in kind of seeing what this
10:54
looks like uh want to demo itself with
10:56
some of your actual clients uh feel free
10:58
to book a call with us at scecal.com
11:01
where Josh or one of the simple estimate
11:03
team members would actually join you the
11:06
cool thing is everybody on the simple
11:07
estimate team and most of the people on
11:09
the simple growth team have actually
11:11
owned Lawn Care businesses or still do
11:13
multi-seven figures or at least Beyond
11:15
seven figures we understand how things
11:17
have to work inside your lawn care
11:19
business or pavement services
11:21
and this is just really The Next Step as
11:25
we brought to you with simple growth on
11:26
the umbrella automations five or six
11:28
years ago that was kind of the bleeding
11:30
edge that we had experienced in my
11:31
company eight or nine years ago uh as
11:34
we’re continuing to go to bring these
11:35
products to help business owners take
11:36
their life back for the business and buy
11:38
that time back and have predictable
11:40
profits uh this is just the X Evolution
11:42
that we’re starting to bring to the lawn
11:44
care industry Josh so I don’t know if
11:45
you have any uh reflection on that but I
11:48
just kind of want to put some context to
11:49
that because this is really
11:51
um our passion is to help business
11:53
owners and to time management and create
11:55
that work-life balance and if you’re out
11:56
there doing these estimates and you’re
11:58
working all day and then instead of
11:59
going home with the family you’re going
12:00
to go out and do five or six or ten
12:02
estimates at night that’s tough but I
12:04
mean in Tyler’s situation he’s still on
12:06
the truck most the time so Tyler needed
12:08
a solution where how can I actually work
12:10
with the guys and manage the trucks in
12:12
the field but still have these estimates
12:13
getting done
12:15
um so I think it was last month he had
12:17
50 50 sales alone with credit card on
12:19
file that literally just had happened
12:22
automatically while he was out in the
12:23
truck managing or helping the guys in
12:25
the field so really it’s not just a a
12:28
large 750 to a million dollar Beyond
12:30
company you could be a two 250 000 maybe
12:33
even a little less if you have a website
12:35
for social media or door hangers that’s
12:37
driving traffic or even on the side of
12:39
your truck or trailer with a QR code
12:40
this is going to be a two of the time
12:42
buys time back and literally allows a
12:45
company 100 to 200 or 300 000 to compete
12:48
with the companies that are running
12:49
marketing budgets and advertising
12:51
um you know a five six million dollar
12:53
company because the the technology the
12:55
on-demand shift right now is literally
12:58
leveling the field for the smaller
12:59
companies allowing them to scale a lot
13:01
quicker than they normally would yeah
13:03
absolutely and the only thing I would
13:05
add to that with the Amazon part is
13:06
Amazon has already leaked into so many
13:08
different markets and different
13:10
um offerings you know they’ve got
13:11
pharmacies now it’s just all the
13:13
different things if we don’t take
13:15
advantage of the technology that’s out
13:16
there now Amazon will they’re always
13:19
looking to expand into different markets
13:21
of different verticals
13:22
um so it’s this is our chance to have a
13:24
little piece of that pie so we can kind
13:25
of you know possibly keep Amazon from
13:27
kind of coming in and taking you know
13:29
like what Uber did to the taxis right
13:30
and Josh I I hate to burst your bubble
13:34
but honestly this was not scripted
13:36
beforehand uh believe it or not in some
13:38
markets we’re actually seeing right now
13:40
Amazon home services so you can actually
13:42
go in in some markets uh actually buy
13:45
Lawn Care on demand from Amazon so if
13:48
you want to compete with the players
13:51
um and uh different National franchises
13:54
with fertilization and weed control the
13:56
the big players are already starting to
13:58
adopt this in some markets now uh one of
14:00
the big fertilizing companies that we’re
14:02
all aware of
14:04
uh does a lot of estimates in person but
14:06
like in my market and a few of the other
14:07
markets are actually doing on-demand uh
14:10
estimating just like we’re talking about
14:11
here with AI and color features uh
14:13
Amazon Home Services same exact thing
14:16
they’re starting to adopt some on-demand
14:17
buying as well
14:19
um and not just capturing the lead and
14:21
creating an estimated certified vendors
14:22
in these areas so uh the shift has
14:24
already happening Josh and I’m glad you
14:25
talked about that
14:27
um the taxi cab drivers so I mean when
14:30
you went to a taxi driver you know 10
14:31
years ago and say hey this this little
14:33
phone here is going to put you out of
14:34
business
14:35
um they thought you were nuts uh but I
14:37
tell you what it it has shifted so
14:40
um I think that if your own home home
14:42
service business especially Lawn Care
14:43
fertilization weed control for pavement
14:45
Services uh and snow removal this it’s
14:48
not if it’s when this shift’s gonna
14:51
happen on a wholesale basis so you have
14:53
the ability to be first to Market and
14:54
actually dominate your Market
14:56
um if this is something you’re doing
14:57
whether you do it with simple estimate
14:58
you do it yourself you do it with
14:59
somebody else yourself or somebody else
15:02
um this in my opinion is the next gift
15:04
that’s already starting to happen so we
15:05
really wanted to come on and just really
15:07
talk about how to be the early adopter
15:09
in your market and offer on-demand uh
15:12
shopping and Josh I know you’ve talked
15:14
to a lot of people
15:16
uh that have been utilizing simple
15:18
estimates signing up
15:19
um but one of the things that we’re
15:20
seeing is a lot of the consumers uh like
15:23
the ability to emotionally color in the
15:25
service area now we’re investing in the
15:27
AI we’re going to be releasing that in
15:29
the fall uh once we’re comfortable with
15:30
the speed with it but really a lot of
15:33
folks right now haven’t psychologically
15:35
shifted to the AI automated measuring
15:38
they like the confidence of coloring the
15:41
service area because they know their
15:42
property and they trust it um so Josh if
15:44
I don’t know if you want to speak to
15:45
that but I know you’ve been seeing a lot
15:46
of that with the college you’ve been
15:47
having
15:48
yeah absolutely it does it’s kind of
15:50
that psychological aspect to where it’s
15:52
like hey you know I I have that
15:54
experience it’s more of an experience
15:55
setup for them to where I colored in my
15:57
own property I got to see the square
15:59
footage that I colored in as it was
16:00
coloring it in it’s not just hey I
16:02
pushed a button it popped something up
16:03
and then here’s your prices right it’s
16:05
like there’s that emotional connection
16:07
to them that hey I literally prepared my
16:09
own estimate for myself it sounds crazy
16:10
and Goofy but that’s what it is it’s
16:12
like there’s such a
16:13
people wanting to be in in like kind of
16:16
contact in connection with the
16:18
technology instead of just pushing a
16:20
button and something happening you
16:21
actually have a little bit of input from
16:23
them personally and that ties them even
16:25
emotionally to your company
16:27
and Josh I know we did we weren’t
16:28
planning on demo in this but I don’t
16:30
know if you’ve got on your other screen
16:31
if you pull it up and maybe we could pop
16:32
it in here but I think a lot of people
16:33
probably are thinking about what does
16:35
this actually look like what’s the
16:37
consumer experience
16:38
um good news is obviously if you’re
16:41
interested you can hit us up at
16:42
scecall.com and do a live demo with Josh
16:44
you can put in some of your properties
16:45
see what it looks like how it operates
16:47
uh if you’re going to be out and about
16:48
uh in October landscape Summit sponsored
16:51
by Mike Andes uh the simple growth and
16:53
simple estimate team will be there I’ll
16:55
be actually giving uh two keynote talks
16:57
uh regarding dominating your market and
17:00
the five stages of automating your
17:01
business uh Josh and the team from
17:03
simple estimate will be there in a
17:05
separate Booth literally with a couple
17:06
giant TVs where you can actually see and
17:08
interact with this live if you’re going
17:10
to be in Dallas Texas in November we’re
17:13
also going to be at saa’s conference
17:15
serve Edge as well uh with the booth for
17:18
simple estimates you can actually go and
17:20
experience this live see what it looks
17:21
like but I’m telling you this is the
17:23
shift that I experienced with my lawn
17:26
care company with automations uh we
17:28
literally went in and dominated
17:30
neighborhoods and markets
17:31
um and the competition had no idea what
17:33
we were doing
17:34
um this is going to be the next shift so
17:36
uh if you’re if you’re worried about
17:39
um low ballers and people going out and
17:41
quoting and undercutting you uh like
17:43
Josh said the statistics and the studies
17:45
are showing right now that people are
17:47
going to buy uh more expensive Services
17:49
uh if they know like and trust you and
17:51
they can do it on their time and that’s
17:53
what we’re talking about here the
17:55
ability to give the consumer to buy on
17:57
their time when they’re ready and not
17:59
when it’s convenient for you as the
18:01
business seller so uh Josh gate a great
18:03
analogy but the other analogy that we
18:04
look at is like literally going into a
18:06
big box store like Best Buy and you’re
18:07
buying a big large screen TV around the
18:10
holiday season it’s cash in hand ready
18:11
to buy it and you go to buy it
18:13
and no one’s at the register there’s a
18:15
clipboard and it literally says put your
18:16
name your address your email and we’ll
18:18
call you back when we’re ready to sell
18:19
you the TV Auto about you Josh but I’m
18:21
going on my phone I’m hitting Amazon and
18:23
probably getting next day delivery for
18:25
that TV and probably getting to the same
18:26
price or better oh yeah the idea is that
18:29
that if you don’t have the ability for
18:31
someone to at least choose the option of
18:33
on-demand buying uh you’re literally
18:35
going to tell them to keep going down
18:36
the list in Google or Facebook to find
18:38
your competitor so Josh I know I kind of
18:40
put you on the spot there I don’t know
18:41
if you can share your screen off to the
18:43
left there’s a little screen share yeah
18:46
I can pull this up
18:50
foreign
19:01
and I’m gonna pop off and uh pull this
19:05
up so people can see this a little
19:06
bigger on the bigger part okay cool let
19:08
me know we’re good
19:15
all right we’re good A little Facebook
19:18
magic I got got us on the bottom I got
19:20
this on top
19:21
um I don’t think we’re going to be able
19:23
to ever to replicate this again but if
19:24
you’re watching you’re wondering what on
19:26
demand buying actually looks like uh
19:28
this would be a widget that would
19:30
actually be put on your website and this
19:32
is how we’re attacking on-demand buying
19:34
like your Amazon your Netflix your
19:36
doordash your Uber
19:38
um
19:38
and people are willing to pay a higher
19:40
price that they can do it on their terms
19:42
and check it off the check box so Josh
19:44
uh you’re the one who’s been kind of
19:46
running the show over here on this I’m
19:47
going to let you take the wheel and kind
19:48
of explain what’s going on here sounds
19:50
good all right so basically like Mike
19:51
said this gets installed on your website
19:53
this form here the form look is going to
19:56
be an HTML code that gets it right
19:58
installed directly on your website they
20:00
go through and to their address first
20:02
name last name all their contact info if
20:05
they want to if you want to display a
20:07
price that’s higher for gated Properties
20:08
or even just pre-qualify them I know in
20:11
my lawn care company I had to have a
20:12
gate that was at least 36 inches to get
20:14
in the backyard
20:15
um So based on their answers they say
20:16
hey I don’t have a gate or I have a gate
20:18
that’s larger than 36 inches we can show
20:21
different pricing for that if you guys
20:22
charge a higher price or gated property
20:25
so basically they’ll just go through
20:26
click continue after they enter their
20:28
information
20:29
we’ll show them a quick little demo on
20:30
what we want them to do just to clarify
20:32
what what we’re looking for them to do
20:33
color in the grass area and then save it
20:35
I will go through and it’ll actually
20:36
just start whether on desktop or mobile
20:39
and just do this a little haphazardly to
20:41
kind of
20:42
speed it up a bit but as I’m coloring
20:44
this in you can see the top right corner
20:46
is actually updating the square footage
20:49
that I’m measuring as I’m measuring it
20:52
so once this is that emotional tie with
20:56
the um client psychologically that
20:59
they’re like hey I actually helped
21:00
prepared part of my estimate
21:02
um we’re looking at about 3 264 square
21:04
feet right here they’ll go ahead and
21:06
click save or see estimate we actually
21:07
take a screenshot of this measurement
21:09
that was made and I’ll show you towards
21:11
the end of it where that comes back into
21:12
play to where you can verify the
21:14
measurement because a lot of people they
21:15
might just want the front yard service
21:17
if you’re a Fert company they might just
21:19
want the front yard they might not be
21:20
really concerned with the bag they just
21:22
want that front curb appeal from here
21:24
we’ll show them Services these are the
21:26
the basic services that people are
21:28
selling with it it’s the ones that
21:30
people are Googling most often right so
21:32
if somebody’s saying lawn mowing near me
21:34
fertilizing near me that’s what we want
21:36
to meet them where they’re at what
21:38
they’re looking for is what we want to
21:40
provide to them we can offer weekly or
21:42
bi-weekly services to where they can
21:44
only add one or the other to the cart
21:47
um any aeration overseeding Fert if you
21:49
guys have two three different packages
21:50
like a good better best we can
21:52
accommodate that show the seasonal
21:54
pricing or the the per app pricing
21:56
cleanups I know I did my cleanups were
21:59
priced out hourly with a minimum we can
22:01
accommodate hourly a rate Matrix price
22:03
or like a fixed rate
22:05
irrigation winterization and you know
22:07
startups we can also accommodate that
22:09
based on either the number of zones or
22:11
even the square footage we’ve helped
22:13
people derive pricing for number of
22:15
zones based off of the turf square
22:17
footage also once they go through and
22:19
click checkout
22:20
we’re going to take them to their
22:22
shopping cart show them what they’ve
22:23
added to the cart the billing terms the
22:26
if you’re using service autopilot it’s
22:28
completely integrated so they can come
22:30
through and use that secure Clear Credit
22:31
Card Capture form they go through they
22:34
update their credit card review the
22:36
terms and conditions all of this stuff
22:38
is customizable this is just a chunk
22:40
from what I had in my company of my
22:42
terms and conditions
22:43
um they go through the click order
22:46
it’s just going to show them an order
22:48
complement uh completion page it’ll show
22:50
them basically their confirmation number
22:51
and then when you get an order we will
22:55
actually send you an email that says hey
22:57
I really just went through and ordered
22:59
here’s my contact info
23:01
here’s that screenshot of the
23:02
measurement that was made that I
23:03
mentioned before along with the actual
23:06
square footage measurement and the
23:08
services that I purchased them for so no
23:10
matter what CRM you’re using if you’re
23:12
even using a CRM we have people that are
23:13
using this Standalone with no CRM and
23:16
people who are using service autopilot
23:18
job or you know a copilot is going to be
23:20
the next one
23:21
um even yard books you know people are
23:23
using this with the workflow can go from
23:25
here into any CRM obviously we fully
23:28
integrate with service autopilot but
23:30
your workflow would literally be to any
23:32
CRM is to have this email up on one
23:36
screen your CRM and the other and
23:37
literally copy and paste this info over
23:39
we have a little bit more detailed
23:42
um integration with service autopilot
23:44
obviously all of this info would already
23:46
be entered into essay as well as the the
23:49
purchase services that were purchased
23:52
with the prices
23:53
all of this stuff is completely pushed
23:54
into essay
23:56
um so that’s that’s pretty much the uh
23:58
the quick little rundown hope I didn’t
24:00
go too fast but I know uh people
24:01
watching has probably got other stuff to
24:03
do and listen to me blab on so no Josh
24:05
that was awesome so uh if you’re
24:07
interested in checking out more about
24:08
simple estimate on demand buying the new
24:10
shift and buying habits how to out learn
24:12
and how to adopt your your competition
24:14
uh hit us up at simplegrossystems.com or
24:17
if you want to book a free demo with
24:19
Josh or somebody on the simple estimate
24:21
team uh s g e call.com SGA call.com uh
24:27
and if you mention this live Facebook
24:28
live we will get you in for a free
24:31
concierge service uh to set you up
24:34
normally 597
24:36
um but if you mention this Facebook live
24:37
we’ll get you in uh and wave the 597
24:39
one-on-one setup fee where you can sit
24:41
knee to knee with one of our experts to
24:43
get your services matrices set in and go
24:46
live call so Josh thanks again brother
24:48
appreciate it SCE call.com and look
24:50
forward to talking to you guys and
24:52
explain the next shift in buying habits

0:00
the uh edition of Callahan’s Corner we
0:02
asked the questions we had some live
0:03
right here on Facebook had a User
0:04
submitted group in the service autopilot
0:06
users uh Facebook group about how can
0:09
you possibly create an installment plan
0:12
on an estimate document so uh most of
0:15
the responses in the user group was that
0:16
it was actually impossible and you
0:18
couldn’t actually show an installment
0:20
plan on a service autopilot estimate
0:22
document where the client could go in
0:23
and accept it sign
0:25
um and it doesn’t show how much
0:26
preservatives it actually shows the
0:27
monthly installment and how many
0:29
installments there are so I want to do
0:31
is open up screen here usual fashion
0:32
break this down over the next minute or
0:33
two uh to answer the questions submitted
0:35
yesterday
0:37
so I’m gonna pop this open here
0:40
and we are in service autopilot so in
0:42
order these are the things you’re gonna
0:43
need to do to actually show an
0:45
installment plan on your service
0:47
autopilot estimate document without
0:48
showing the prices of all the services
0:50
so first thing I’m going to do here is
0:51
go to the gear icon
0:53
um and every place we go here throughout
0:54
this video is going to be under the gear
0:55
icon but we’re going to go to estimate
0:57
settings and what we’re going to do is
0:58
go in here and set your amount of
1:01
default number of settings so in this
1:03
test instance I’ve got 12 but if you are
1:05
doing your installment plan over eight
1:07
installments that’s what you would do is
1:08
you’re going to set up your installments
1:09
and go in and hit save so this test
1:11
account here we’ve got 12 monthly
1:13
installments we’re going to show over a
1:15
landscape maintenance project per set
1:17
next step is we’re going to go to grid
1:19
so once again that is going to be under
1:20
gear icon
1:23
estimate grid so we want to actually
1:26
be able to highlight the grid in a
1:30
fashion that is not going to show the
1:31
granularity of each service but an
1:33
overall view of the installment so what
1:36
I’m going to do is go in in this
1:38
instance I would add the estimate
1:40
description and remove
1:42
all the other areas here now we may keep
1:44
the quantity we’re going to drag this
1:46
over but what we’ve got here is our
1:48
estimate description in the quantity of
1:50
visits and then we’re going to go in and
1:52
probably pull off our subtotal tax and
1:55
grand total so we’ve literally got the
1:57
estimate description and the quantity of
1:58
visits projected now you may not even
2:00
have the quantity here you may just go
2:02
in and actually list this in the
2:04
estimate description it’s including uh
2:06
your your weekly mowing during the
2:09
season going to the winter season
2:11
bi-weekly every three weeks shrub
2:13
turning up to x amount of times bed
2:14
maintenance but if you want to do list
2:16
of quantity to show us more value you
2:17
can do that so first up we’re going to
2:19
go into estimate settings we’re going to
2:21
set up our default installment second is
2:23
we’re going to gear icon estimate grids
2:25
and going estimate description with a
2:26
possible quantity turning off all the
2:28
rest of the granularity third piece to
2:30
the puzzle here is we’re going in now to
2:31
the gear icon estimate uh or the
2:34
document editor creating an estimate
2:36
document so this is a default document
2:37
we’ve got in our test account
2:39
main ideas we’d go in here click in and
2:42
grab the new template or estimate grid
2:45
we’ve made that’s considered Dynamic
2:46
content uh name two different things but
2:49
once again the same thing final part is
2:52
under invoice details here
2:54
we would probably add a couple areas and
2:57
go in and put in your
3:01
monthly payment
3:03
details or something to that effect
3:10
once you have that
3:13
um you can literally go in and put
3:15
number of
3:18
installments
3:21
once again this grid is not showing any
3:23
of the service and possibly the quantity
3:25
so I’ve got a number of installments and
3:27
then what I’m going to do is go into
3:28
merge tags and go in and find the
3:32
installment
3:35
mer tag
3:38
so
3:39
we’ve got here is we’re going to go in
3:41
and put the number of installments
3:43
and double click that in there so it’s
3:45
going to merge in the number of
3:46
installments is with margin 12.
3:49
for
3:52
uh with the monthly
3:57
payment amen of
4:03
once again we’d go into merge tags and
4:06
find the actual
4:08
um monthly installment amount so the
4:10
number of installments and now the
4:12
installment amount what it’s going to do
4:13
is take the total amount that they’ve
4:15
agreed to on the actual estimate and
4:17
divide that out by 12 installments and
4:19
actually show that as a monthly
4:20
installment amount so uh us questions we
4:23
had some Library here on Facebook
4:24
Callahan’s Corner how to create monthly
4:26
installments without showing the service
4:27
granularity and have that merge directly
4:30
into the estimate document for the click
4:32
and sign the monthly installment amount
4:34
so any comments questions drop below
4:35
we’re here to answer your questions
4:36
Callahan’s Corner us

0:00
ask the questions we had some live right here on Facebook I had a pre-submitted question here once again from the
0:05
Facebook uh group here for service autopilot today uh Kyle asked sap
0:10
reports service autopilot custom reports can anyone point me in the direction how to add your own custom columns that
0:16
perform basic functions of math such as actual hours divided by budgeted hours
0:21
uh I just know I could get so much more functionality out of the reporting
0:28
um a lot of people answering or actually putting some notes on here regarding this and
0:34
um really the report Center is a very very powerful tool but uh we need to actually proceed with some caution and
0:39
figure out what we want before we get in there and actually create a game plan so what
0:44
I’m going to do is pop open the screen in natural uh form here as we normally do if you have any comments or questions
0:50
about the report Center anything around sa please drop these uh the notes in the
0:56
comments and we’re going to be coming on live pretty much every day here uh throughout the winter season answering
1:01
your questions pre-submitted either directly to simple growth um or in the Facebook groups that we
1:06
hang out in to help business owners scale and grow their business in the off season so without any further delay here I’m going to go in and grab the screen
1:13
of reports uh and share that out as I normally do once again composite questions drop them below here and I
1:20
just gotta flip this around here to make that view had it like that yesterday with a interview we did with Mike Andes
1:26
announcing his 2023 landscape Summit in Louisville Kentucky right before equipment expo which is now uh used to
1:33
be gie uh so the question once again if you’re joining is how to build custom reports and service autopilot submitted
1:39
on the Facebook User Group I’m going to dive in first thing on a high level I’m
1:44
going to show you some slides real quick to go over and overview and I’m going to dive into the reports Center Ansel Kyle’s question if you have never been
1:51
in the report Center and service autopilot we go into reports report Center it pulls up this screen
1:57
um essay has built out some really great canned reports if you’re not into building your own right here under the
2:02
little toaster oven icon it looks like here under reports what we’re going to
2:07
be building here is actually analyzes and analyzes you can see we’ve got quite a few here where we built out uh
2:14
production rates here for a bunch of our clients so they know how much time it takes to cut say a thousand square feet with a 60 inch mower or to mob blowing
2:21
Edge but we’ve got a lot of stuff in this test account here but the idea is Kyle wanted to Basics how to build
2:26
custom reports I’m going to show you the top three actually Four as a bonus uh reports that you should have inside your
2:32
service autopilot account then I’m going to show you some Basics how to build them out so hold tight here we go so I’m going to pop this open as we normally do
2:38
and the first thing that we’re looking at here once this loads is an automated report based around
2:45
automation so a little known fact most people think that you cannot build
2:50
reports around automations um even at one point in the early days sa did not understand that you could
2:56
actually go out and build these in here if you see the logo in the upper left hand corner of my screen this is our siblical scale group and scale plus
3:04
um these are a couple slides that I used in one of our previous talks where we get business owners together once a
3:09
month um and teach these Concepts and we also have two and a half hours a month one-on-one with one of our seven figure
3:15
coaches so most of those folks are growing by several hundred thousand dollars a year on their way to break a
3:20
million to our masterminds group but the first report that we’re looking at here is 20 days of close it’s an automated estimate follow-up report
3:28
and what this report does is it actually communicates on how many people are in
3:33
your sales pipeline so if we’re going towards the end of the month here we need to know uh what is active in our
3:39
sales pipeline under communicating it’s our status how many days have they been in our sales pipeline
3:46
here on the left and then we’ve got the actual estimate date the projected Revenue a really important thing that we
3:52
want to be looking at is the type is it a leader client because we’re gonna have different closing ratios versus new sale
3:57
versus an upsell expansion play estimate number for easy reference the status has it been sent or is in draft also
4:04
important uh we filter this out just so it is the sent estimates only uh the email of the client
4:10
the postal code and the source how do they hear about us because once again we could go in and iterate off this uh if
4:17
you’re doing lead Source tracking inside service autopilot or any other software you’re going to have very distinct closing ratios based on your client lead
4:25
source so these are things that we want to be able to do to empower the business owner to have a really good look diving
4:30
into their business of how many people are in their sales pipeline how long has it been the estimate value and the the
4:37
lead Source you know they are lead or client and this is going to give us some clarity here uh where to focus to drive
4:44
those sales to hit our monthly quarterly and yearly goals so report number one a automated report based on your sales
4:50
pipeline including estimate date value lead Source estimate status
4:57
um and whether they’re a leader client that’s going to be report number one that I’m looking at in my service business as we looked at Callahan’s Lawn
5:03
Care uh next thing we want to look at is doing a little homework so under the
5:09
payroll job costing tab on the right under the employee level we should be putting their hourly rate and their
5:14
labor with labor burden so not only Kyle I’m not going to talk about their supports but I’m going to give you some of the data you need because good data
5:21
and good data out what we’re finding here is no data in no data out so we need to have some good data in here to be able to drive those important
5:27
business decisions that Kyle wants to make in his report uh so we need to go in Kyle before we do uh one of the
5:34
second must-have report is we need to add in our labor burden now these are some fictitious numbers but the idea is
5:39
we got workman’s comp unemployment FICA some other things in there maybe health
5:44
insurance things like that don’t play in your business yet so you’d zero it out but what you’re going to have is uh down here on the left is a 19 labor burden we
5:52
plug in each employee’s number here in the simple growth blueprint it kicks out your labor with labor burden we put the
5:58
hourly rate here and the regular rate with labor burden any overtime with labor now you may ask Mike why would we
6:03
ever fill this data in uh well Kyle the question is why wouldn’t we because this
6:09
data is now flow going into a essay report of report number two that I think is essential so what we’ve got is
6:17
employee job costing data in report so whether you’re pulling this from a pre-canned report in a little toaster
6:23
oven and I’ll show you what report that is uh this data is going to uh flow in automatically this is one of our
6:30
customized reports and I’m going to show you how to build out some of this but we need to be clocking in and out of the drive mobile and we need to be clocking
6:37
into the drive time in and out and we need to hit the start and stop for the labor those are the data points that
6:42
when Kyle goes to build these or anybody else reports that we want in the system data in data out no data in no business
6:49
decisions out so once you fill this out with the labor and labor burden on the previous screen and we go into uh the
6:56
product called Low G it’s a third-party bolt-on Reporting System uh Enterprise Reporting System actually inside service
7:02
autopilot it’s going to give you your labor cost labor and labor burden and direct uh drive time direct costs at
7:10
non-billable time here um and honestly we probably could start backing in some inefficiency percentages
7:16
of downtime once we get this data in the report but the idea is whoever’s clocked into that job or drive time we get their
7:22
labor and labor burden per job so this is going to give us some ability to see uh if we’re winning on the site or if
7:27
we’re losing on drive time uh now three things that could happen with that drive time when you’re inferring from this report is a you have not created good
7:35
route density you’ve routed incorrectly for Route density or B or actually C your employees are making uh not
7:42
informed decisions and driving halfway across town for a gas station or cigarette break but these things can start to be inferred based on this data
7:48
by simply forcing the methodology of them clocking and clocking out so that’s report number two job costing data and
7:55
reports for labor costs and direct costs as we get that in there and that’s going
8:01
to be our clock time times our labor and labor burden that all happens automatically and I say that’s that’s a
8:07
report number two so once again good data in good data out not only am I going to show you how to manipulate
8:13
manipulate some of these reports but uh we want to be able to make sure we’ve got the system set up correctly to do
8:20
that so if you’re interested we do offer free audit 45 minutes of essay to make
8:25
sure or any software to make sure you’re using it correctly and getting the data you need to run your service business this is a closeout day screen in service
8:31
autopilot this is probably the most important screen in the entire system because it sets you up for success to
8:38
make sure we have all the data we need for invoicing and our reporting
8:44
so first thing we want to do is go on the far right hand side here under columns and we want to click close out
8:50
day screen we want to click variance and we want to put actual hours and what that’s going to do is get us all the
8:56
data we need on a daily basis for a quick two to three minute sweep per crew to make sure all the data is in there so
9:02
when we run those reports we’re going to show you how to build a minute we’ve got good data now that’s going to be under our
9:07
dispatch board we want to do is actually go to Resource filter to the crew and create a views we’re clicking through
9:13
moku one two three four five six and just making sure Cadence in each day and
9:19
we’re if there is not the drive time or there is not the clock and clock out time we are going to that crew leader at
9:24
the beginning of the day and ensuring that data is entered in that Cadence of probably once a week solid will get your
9:29
crew leader into shape if your crew leader is not still clocking in and out of the data after week week and a half to either coach up or coach out because
9:36
this is the essential business data that we need to run our businesses and if we’re doing paper performance or piece
9:42
rate pay uh this is the data that we can automatically pull in a piece rate pay system we do that for lawn care and home
9:48
cleaning at this point so close out day screen once we get those columns and the data we want to
9:54
make sure we have a a good start and stop time that’s over a minute
10:00
hopefully we have our variance is the over and under we want to make sure we have our so the
10:07
three things we’re checking really quickly starting stop times a rate and budgeted hours if those three variables
10:13
are there we are set up for some of these reports we’re gonna be diving into shortly in a second all right so raising
10:19
prices big big thing going into this season uh how do we know these customers are profitable so there is a total of uh
10:27
two reports I’m actually going to call it three that are essential under this umbrella so we’ve given you actually the
10:33
top three reports I’ve given you probably two bonuses in this talker I’m not going to show you how to build some of the stuff out uh so the first thing
10:39
is how to know when we’re raising our prices so this is an export from uh the
10:44
little toaster oven pre-built reports and the idea here is this is a manual
10:50
version which I’m not recommending uh we use the report Center which I’m going to show you how to use in a second but if
10:55
we did export it what this report does manually is shows you how much revenue we generated per mowing what our Revenue
11:02
our actual our price was per cut the revenue per Mano based on the guys on average 57.30 if our desired gold per
11:09
man hour and that crew is 60 we need the rate is the price by 2.56 the good news is this can all be automated in the
11:16
service autopilot’s report Center and if you have the automations you can actually automate that report up to five
11:22
of them to be emailed to you and your team members on a daily weekly or monthly basis so this is what we’re getting into here in a second
11:28
so new V2 kpi and accountability uh this is what we’re gonna be doing in the new report Center and how we build it out so
11:34
once this is built out that same exact report that was on manual extract a whole bunch of Excel or Google sheet
11:40
formulas uh we have now automated that and built that into service autopilot uh so what you’re going to see here as we
11:47
dive through is uh clock time is the data okay so you can build some logic in
11:52
these reports to make sure there’s actually data in here um is there billable hours is there
11:57
budgeted hours and is there a job amounts if you remember a few seconds ago I talked about the key element on
12:03
the service autopilot report or dispatch board or closeout day screen we need we need a start and stop time a budget time
12:09
and a job amount an automated report now if we build it customized can check to make sure that data is there and if it
12:14
isn’t uh you’ll see on one of the next screens it can actually tell you to check your data so what we’ve got here is a
12:21
a daily and weekly report that we’d want to run so I’m going to consider this one report but this should be in your Suite
12:28
of reports no matter the software you’re using so the assigned resource whether it’s a solo individual is Chad or our
12:34
cleanup crew number two what we’ve got here is an efficiency percentage of
12:39
budget uh so if they were at 125 they’re 25 percent under budget
12:45
um what they would do is we’d aggregate or average these up um to get a total I’m going to show you
12:50
actually how to do some aggregation and Counting inside the software uh but the idea is we know now not emotionally if
12:57
they’re on budget this is data we can share with the crew uh live time within a day the idea though is we built this
13:03
as percentages 100 we can go to you and say hey you guys gave 100 with quality now that’s important if you gave 125
13:10
today you kick butt you did your job uh but it it conversely if you only gave 85 and the difference between 85 and 100 is
13:18
the um is the over the timer over budget so if you were let’s just say it’s 75 for easy
13:24
math the difference between 75 and 100 is 25. you were 25 over budget obvious
13:31
that’s a non-emotional number we could stick on the shop wall on a TV or dry erase board it doesn’t show you how many
13:36
people were budgeted for each hour um but these reports will get you that data so we’re not creating animosity amongst the crews but we’ve got clear
13:42
accountability with quality for these Crews so we want daily and weekly reports that we can report out on each
13:48
Cruise efficiency and the entire company and we want a percent of budget uh in a
13:53
fashion whether it’s our version or your version that we can actually show to the cruise that doesn’t show the actual
13:58
budgeted hours so uh if you do show the budgeted hours someone’s going to complain that they got too many hours not enough hours they’re never going to
14:05
be happy percentage is the way to go especially um with our crew that came in from Mexico and Guatemala English is a secret
14:11
language sometimes they had a heart stand understanding um some of the things we were showing them on the wall but they did understand the percentages
14:17
100 giving 100 that was pretty common across all the cultures that we employed uh whether it was h2b or our normal
14:25
Workforce so that’s that would be my Pro tip so basically your third report there
14:30
uh that we’re looking at before we get to the bonus report is be able to daily and weekly accountability with a
14:36
percentage over or under budget um on a daily weekly report automated out and the final one here is automated
14:43
job costing so this is a report we should be running right now if we have not done this with Automotion but once
14:48
again we need that labor and labor burden connected on the employees which is good news if you don’t have it you can update it no update in in addition
14:56
we also need good data from the closeout day screen as we’ve already viewed on this video so if you’re joining me late make sure you watch the review of it
15:03
um but what we’ve got now is every client that we have serviced here and we
15:09
know the assigned resource the date and we have budgeted hours we have actual hours we have Revenue per man
15:16
hour and our total revenue so once again the sheet is checking do we have a start and stop time a budgeted time and
15:22
revenue we’re charging uh you can see here in this example we do not have some data so check the actual hours and check
15:28
the revenue per man hour this is going to force you go back to the closeout day screen and update good news that is once
15:34
you update it on the closeout day screen and refresh this automated report we’re going to dive into here in a second that
15:40
data will flow and you got good data so what we’ve got here is uh in this fictitious company
15:46
um actual Revenue confirmed how much we were making and what is our desired dollar per man hour so if you plug in
15:52
and told to say hey Mike I want to make 55 per man hour um the sheet is saying hey on this
15:58
account here you need to raise that average trip five dollars and four cents this says you need to raise it by 1200
16:03
but lo and behold we’ve got some red data in here that is inaccurate and missing data so we need to go back and
16:09
fix that assumption before we do such uh next job down here we’ve got all green data need to raise the price 12.18 or
16:16
12.80 and on the bottom one here we’re hitting our hourly goal of 55 bucks an hour so we don’t need to raise the price
16:21
if we’re going out and raising and doing contract renewals right now uh my suggestion is we raise the price to our
16:27
hourly goal on just the people not hitting the hourly threshold for making 100 bucks an hour and our
16:32
goal is 55 don’t go out and raise the prices by a percent to some of your most profitable clients because what they’re
16:38
going to do is go out and shop you and you’re going to lose your most profitable and best clients and what you’ve done is only incrementally raise
16:44
the losers and they are definitely losers for most the time because these are the people that complain they don’t
16:49
pay on time and are just not fun to work with um they already know they’re getting a deal so we want to go out and
16:54
not emotionally raise those prices so that is the third and final report uh
17:00
that we want to actually do and as an added bonus if we’re talking about reporting we want to have that crew
17:07
buy-in from those daily and weekly reports um for public accountabilities if you’re putting it on the shop wall or a TV this
17:14
is a great template to use we’ve got our 11 mowing Crews here percent of budget
17:20
across the board and the quality score and that’s going to be out of a 10 and
17:26
then we have our weekly results so now we have our non-emotional alignment of Revenue per man hour our production with
17:33
a quality score uh once again we want to use it as a percentage not the budgeted hours because we will create animosity
17:39
around the cruise so Kyle great question what I’m going to do now is dive into service autopilot report Center and give
17:45
you some Basics how to build the three plus the bonus report I showed you
17:51
um in there but there is an endless amount of opportunity here even going into figuring out how much production
17:57
rate it it is per thousand square feet based on the piece of equipment um so as we’re adding this data in we
18:04
can start to not use industry averages but we can actually Implement some time and motion studies based on the guys and
18:10
girls in the field in your actual equipment so once again this is the canned reports here we’re going to be living in uh an analysis and the packing
18:17
order of an analysis in a report is the data is held inside of analysis
18:23
and it is can be captured inside a report to um send out where people don’t actually
18:29
have access to this database so was on a call last night with uh very important customer for service autopilot we were
18:35
actually called into uh lend a hand um to help in these reports so the simple girl team uh really is taking the
18:42
reports to a Next Level we’ve spent thousands of hours over the last two or three years in here we were actually at
18:48
Service autopilot’s uh office in Dallas when they were actually building these when John and Jonathan the co-founders
18:55
the service autopilot flew out my whole development team to actually help them uh put some structure and some workflow
19:01
to the automations that you’re currently using so uh we’ve been seeing this as long as we’ve been doing automation so
19:06
there’s a lot here I suggest taking some baby steps start out with a toaster oven when you’re ready to dial in we’re going
19:12
in and we’re selecting some data sets here so uh there is a lot a lot of options here
19:18
um but let’s go in and we’re just going to go in and take a job cost details so this is the
19:23
foundation of a lot of the reports we’re doing start and stops dollar per hour now it’s going to select everything in
19:28
here um we probably want to go in let’s say we’ve got the number of men the actual hours that they’re on the job
19:35
and maybe budgeted hours per man hour and we would probably want the drive
19:41
time cost effect and then our labor cost and our labor cost of Revenue so I’m not
19:47
getting the exact I won’t get into the exact percentages but in our scale and masterminds group we talk about what a
19:52
healthy percentage labor percentage of Revenue is some of this can be actually built out automatically inside here and
19:58
then we’re going to go in and grab our service and this will probably be a good uh
20:06
starting point here so I’m going to go in now I can go in and select the actual clients so it’s a cast dating thing as it loads the data tables on stop so Kyle
20:13
had a great question here and we’re we’re going to get into this here um so let’s grab we’re going to do a
20:18
service address uh depending what data is in here I won’t do a client name
20:24
and we could go into custom Fields so let’s go in and
20:30
grab the date of the job and the budgeted hours as well so this is a good
20:37
start actual start actual stop time is probably decent and signed resources
20:43
so you can play with this once you hit OK uh you can drive this in once again you can pull those custom fields in to start maybe building production reports
20:49
as well um so as this loads in we’ve got all our data in here so these are drag and drop
20:56
Builders so as we’re building these here I would suggest starting to go in and dragging some things around so date
21:02
we would go in and put the service address we are going to go in and put our
21:09
service name our service and here a number of men I would probably say
21:16
actual start actual stop and
21:24
grab my assigned resources so I know what are the resources were how many men start stop time actual hours our
21:30
budgeted hours budget dollars per hour our drive time cost effect our labor cost effect so
21:36
those are some of the things that we would look at and man maybe labor as a percentage okay
21:43
so as we’re going in here now we can go in and add some uh filters so let’s go
21:48
in and do a date filter so we’re going to go in and filter and I’m going to do a date range here and I’m going to go in
21:55
to a specific date here
22:03
and we’ll grab on here so let’s do the month of June
22:19
we’re going to add that in
22:28
so what we’ve done is started a filter between the first and 30th of June and
22:33
now what we can do is go into the date and actually sort it from A to Z so growing from top to bottom and we can
22:39
filter down now there’s some additional things here we may want to do so and we’ll get into
22:46
some basic equations so we can go in now and actually go into service address or client name right now we did it
22:53
address so what I’m going to do is actually group all of our clients together so we’ve got all of the jobs we
22:58
did each location um per per visit
23:06
and we’ve got actual start times and we’ve got uh actual hours so actual verse budgeted so one of the questions
23:13
is Kyle said how do we start to actually run um data on some of these things here
23:20
so in this test account obviously we’re missing some labor and drive time cost effects but we could do now is go into
23:26
these formula and name this uh
23:33
over slash under the hours and the formula now would go
23:40
in and we’re going to take the column of budgeted hours
23:47
and subtract that from our actual hours
23:53
actually we would probably want to do that in the opposite order
24:04
and that date data tape is going to be a number and it is this display format
24:10
would be probably just a number so we would go in and actually add that out so this is how we start to Aggregate and
24:16
start building those additional Kyle those numbers that Kyle actually had now we can go in and you can see here
24:22
we’ve got the display format it’s kind of funky so if we click into that here
24:28
we can actually put our display format and
24:34
put it in there we’re not going to hit add we’re actually going to replace that and by replacing it that will update those values on there based on the
24:41
selection we made now we pulled them out to two digits so now that we have that the other
24:48
interesting thing here is we may want to know how many jobs we did for each person so based on the date
24:55
um or the service we can go in and say based on that service how many services did we actually do in
25:02
that month so we can go in and Aggregate and actually get a count and that’s going to go in and subtotal each one of
25:07
those jobs as we go in I probably could give you a 10 hour crash course here so I don’t want to go too deep but we have
25:14
a total of 1600 jobs done in the month and this is a specific count on each one
25:19
of those now what we’ve done here on our over budgeted hours is we’ve got our total
25:27
for each one so what we probably want to do now is go in and Aggregate and take an average now this can all be done in
25:33
the formulas up here but I’m trying not to overwhelm everybody in this video but this is some of the foundational stuff
25:38
like I said we’ve been doing this for a long time it’s not often it’s not uh uncommon that the software company will
25:44
actually call us to to get some insight how we build some of these reports we’ve got a team about 26 to 28 people
25:49
full-time now um that actually work on some of this um and we spend probably 20 to 30 hours a
25:56
month at least in the report Center building the reports and testing it so on average you can see now we’re over
26:01
under budgeted hours here now we got some over some under uh the
26:07
idea here is then we could probably go in and format those cells
26:12
and we’d want to say if the numeric value
26:17
um is
26:26
up to zero
26:35
and let’s see how this goes and hit OK
26:48
so if it is less than zero we are good now we can go in and add
26:54
additional data if it’s over zero over budget we could put it in Red so these are some of the things we could start to
26:59
format as visual Clues as well now if we’re looking at uh Kyle’s question of
27:05
dollars per man hour um Revenue we could also go in and
27:10
Aggregate and take an average and that’s going to be the easiest way of doing this we can also write custom
27:16
formulas up top right up here just like I did here and that is also a great way of doing it but now I know uh my average
27:24
value here um of my Revenue per man hour
27:29
so that’s how we start to then eventually take that data and say if the revenue per man hour is less than say 55
27:36
an hour what do I need to charge so these are some of the basics in the service autopilot report Center that I
27:43
would recommend um you start with on the basics and if anybody has their comments or questions
27:48
we want a more advanced video how to actually go out and build more custom formulas just like we did here I’m happy
27:56
to dive in that but that is um basically here is your your list of columns and there’s a list of formulas
28:03
that we can get in here and as well as the operators here we can also go in and write uh not if else statements but
28:10
actually case statements um so for most people watching this diving into a case statement would probably be extremely confusing so I’ve kept this actually
28:16
pretty pretty detailed but high level Not to cause confusion so comments questions dropping below uh top three
28:22
reports plus the bonus one report that we should be looking at um we are going to go in and I’ll give
28:27
you a quick overview and how to actually go go in and build also reports and logis the first report that we should be
28:34
looking at is a sales pipeline report based on your estimate automation follow-up
28:39
we want job costing data in here for Success we have good data in good data
28:45
out for our job costing data for Drive Time and um on the site with labor and labor
28:51
burden gotta clock in and out of those Drive times close out day screen we need all the appropriate information in there
28:56
start stop time budgeted timing and values and we need some save views to save the checking of this data for your
29:01
admin or virtual assistant as we’re going in this is another view of those three areas start and stop budget hours
29:07
and rate raising prices how do we do it we raise it on the prices just below our hourly threshold and this is our manual
29:14
export out of the Little Toaster icon that we can use into Excel but I recommend automating this report
29:20
through our V2 kpi and accountability so we’re going to have our daily and weekly reports telling is a percentage if
29:26
they’re over and under budget per crew for the day and summarize for the week and our job cost and report to raise
29:31
those prices not emotionally final piece that I do want to leave you with is when we go back to the home icon and this
29:38
loads how do we actually automate these reports to get them in your hands or
29:43
your managers or your team’s hand in there so the key thing remembers you have up to five reports we are working
29:49
with sa as of right now to get that number up up so you can actually automate these ports because who really
29:56
wants to go in here and find these uh we hit the green icon here of the schedule we put in all of the information who
30:04
it’s going to and hit done and once we do that if we come back there will be another
30:10
button here that we can hit run on or run now we can actually send that automatically to report that so that’s
30:16
how we send our analysis and if we want to build the analysis I can make another video how to take your analyzes and
30:22
actually bucket them up inside a report so Kyle great question how to build some formulas how to get some reports an
30:28
essay hopefully that helped Callahan’s corner you ask the questions we had some live right here

0:00

you ask user groups uh Patrick wants to

0:02

know how are you coming up with your

0:04

hourly man rate when services are priced

0:07

per thousand in the rate matrices inside

0:09

the software would you just figure

0:11

expense plus product plus labor divided

0:14

by Machine hours question mark or do you

0:16

prefer paid hours

0:18

I have a huge difference in my job hours

0:21

and my clocked in and clocked out hours

0:23

so uh Patrick great question uh love

0:26

your approach on this uh might be a

0:28

little bit different approach than I

0:29

would take on it here so I’m going to

0:30

break down how we would tackle this here

0:32

uh for the business for job costing

0:34

accountability and budgeted time so uh

0:37

really looking at it uh to summarize

0:39

that question again how do you come up

0:40

your man rate

0:42

um for fertilization

0:43

when a price Matrix is based on uh per

0:46

thousand square feet so what I’m going

0:48

to do is open up the simple growth

0:50

blueprint here and I’m actually going to

0:52

tackle the pricing matrices first and

0:56

then I’m going to dive in how do you

0:57

actually come up with that hourly rate

0:58

but really uh there’s two parts of it

1:00

you need to come up with that hourly

1:02

rate of what are you charging per hour

1:04

and your Breakeven fully loaded uh labor

1:07

labor burden all your expenses and the

1:09

difference between your hourly rate and

1:11

your Breakeven is your profit and uh

1:14

with the fertilization If the product

1:15

cost of product markup if there’s any uh

1:17

so really we’ve got almost two questions

1:19

in one uh so I’m going to actually show

1:21

you how to tackle a price break matrices

1:23

for fertilization with a budgeted or a

1:26

desired Revenue permanent on a break

1:27

even with product costs

1:29

and then I’ll dive into how to show you

1:31

how to actually set up and come to do a

1:33

break even uh Revenue number so the

1:36

first part we’re going to do here is

1:37

we’re going to dive into the simple

1:39

growth blueprint here so no matter the

Simple Growth Blueprint
1:41

software you’re using this is where

1:42

we’re going to start we’re going to

1:43

blueprint it and then we’re going to

1:45

build it in your software so what we’ve

1:47

got here is our round number one for

1:49

fertilization and our custom field is

1:52

sure square footage that’s where we’re

1:53

measuring uh the Ariana satellite image

1:55

and then we’re going to go out and

1:57

actually uh estimate that so the first

1:59

thing we want to do Patrick is we want

2:01

to go in per service

2:03

or all the rounds probably and average

2:05

them together so I’m going to keep this

2:06

really basic and we’ll assume that we’re

2:09

just doing it for round one uh so let’s

2:11

assume round one

2:13

um or maybe round two has a uh a

2:16

granular product as well as a liquid so

2:19

if we’re uh going in and prescribing the

2:21

IPM integrated Pest Management we may be

2:23

doing a a broadcast of the fertilizer

2:25

fertilizer but doing a spot spray for

2:27

the areas we need treated for post

2:29

emergent uh so the first thing here is

2:31

we would go and get our chemical costs

2:33

or fertilizer cost of the year so our

2:35

cost per bag let’s say is 28 bucks it’s

2:37

a 50 pound bag

2:39

and that bag is going to cover 12 000

2:41

square feet

2:43

traditionally we are not marking the

2:45

product up occasionally we do an essay

2:46

setup or deep dive some clients like to

2:48

mark that up so I have that here but

2:50

really what is going on here is our

2:52

calculations of product hours our cost

2:53

for that bagged product is two dollars

2:56

and 33 cents per thousand square feet

2:58

now the question is if we’re doing a

3:00

post-emergent uh weed control but it’s

3:02

not a blanket application how do we

3:04

figure that out how do we actually get

3:06

that job costing in there well folks I’m

3:08

here to tell you it’s not going to be

3:09

100 perfect but we’re going to grab an

3:11

average and that’s going to work out on

3:13

average based on historical data so

3:14

let’s say we’ve got a jug of 120 dollars

3:19

and uh we could plug in the ounces but

3:23

let’s say that jug coverage now is going

3:25

to cover 110

3:28

000 square feet

3:29

and once we go in here

3:33

we have the ability to put in a coverage

3:36

so right now that’s zero dollars so if

3:38

it was a blanket application we could

3:39

put in 100 and it would be costing us a

3:41

dollar or nine but most of the time

3:43

we’re not doing a blanket application

3:45

for post-emergent weed control it’s a

3:47

spot spray scenario so every thousand

3:49

square feet what percentage are we

3:50

actually doing a post-emergent spray so

3:54

let’s say on average on the high side

3:55

we’re covering 30 percent of that

3:57

thousand square feet so what we’ve got

3:58

now is our blanket application of 233

4:01

per thousand and 33 cents per thousand

4:04

for our post immersion spot Sprint uh

4:06

add them together we get 266 is our cost

4:09

per thousand so what we’re going to do

Base Price
4:11

is really go in and say hey Patrick as

4:13

we’re building this out with you or

4:14

you’re building yourself uh what is your

4:16

base price to show up and Patrick says

4:18

you know Mike my price is uh 55 bucks we

4:21

plug that in and we say okay well how

4:24

many square feet does that actually

4:25

cover Patrick’s well maybe that covers

4:26

four thousand so we plug that in and

4:29

what happens here is if sheet starts to

4:31

actually calculate the the price

4:34

all the way up to almost an acre here a

4:36

little over an acre down here and we can

4:39

stretch this all the way out to two

4:40

acres if we need B now I would say for

4:43

most folks we would probably want to cut

4:45

this off and actually go up to about an

4:48

acre so that would be somewhere right

4:49

around this area here

4:53

and if we went in we could delete that

4:56

out

4:58

or actually just hide it

5:02

and we can say every

5:06

foreign

5:10

over 42 000 square feet is x amount of

5:14

more dollars time and cost so Patrick to

Dollar Per Hour
5:17

answer your question we really need to

5:18

have this dollar per hour in expense per

5:21

hour so I’m going to get into this in

5:23

the second part of the video but let’s

5:24

just say we know our Revenue per hour is

5:26

110 that is our goal per man hour for

5:29

the the licensed fertilizing technician

5:32

and let’s say that our Breakeven is

5:34

about 49 per man hour so after doing

5:37

several hundred of these a year uh

5:39

that’s probably where I’m seeing

5:40

ballpark in the average of the country

5:42

now we don’t want to base it on other

5:43

people second half of the video I’m

5:45

going to show you how we come up with

5:46

that break even in the hourly Revenue

5:47

goal but once we have that we figured

5:50

out our calculations for the product

5:51

based on the bag product 100 coverage

5:54

and our liquid post emerging at 30

5:56

percent coverage for spot Springer IPM

5:58

now we’ve set our base price at 55 and

6:01

that covers up to 4 000 square feet and

6:04

what we’ve done here is I’ve set a

6:05

production rate of 0.047 so maybe that

6:08

is going to cover our production for the

6:09

first four thousand square feet

6:11

for hose and reel push spreader or some

6:15

extra added time for unloading loading

6:18

in that dashboard time now in addition

6:20

we can do is go in and say hey if I’m

6:22

using a write-on spreader we’re probably

6:23

going to be closer to a 0.02 or maybe

6:26

somewhere in the middle of a 0.035

6:29

that’s our production rate per thousand

6:32

and you can see what the sheet has done

6:34

automatically says hey I’m based on this

6:35

base price that Patrick potentially gave

6:37

us we’re charging 13.75 per thousand and

6:41

what we’ve done is built a methodology

6:43

into the sheet here where we can

6:44

literally plug this in and say baits at

6:47

7.50 this is what we would charge based

6:50

on these price breaks but if we went in

6:52

and say Hey you know at ten thousand at

6:53

100 bucks it’s a little bit High not

6:55

where I want to be let’s plug that in at

6:57

seven and now the sheet drops it down to

6:59

97. so we’ve done is give me the ability

7:01

to to alter your production rates per

7:03

thousand and your charge per square feet

7:05

all the way down here now what happens

7:08

is when we go into service autopilot or

7:12

any other pricing softwares that you may

7:14

be using that we could uh build out with

7:16

you

7:17

you want the ability to actually go in

7:19

and take this so this is really your

7:21

blueprint

7:23

um good news is now none of the other

7:25

software that I know of actually give

7:27

you a profit and profit percentage

7:29

projection okay so if we go in and pull

7:33

up a product like service autopilot this

7:35

is going to be our blueprint this is

7:37

what we do with hundreds of businesses a

7:39

year uh we go in

7:41

we go into our services

7:44

and then we go in

7:47

and we pull up or create a fertilization

7:50

service

7:54

and see if we have on this test account

7:55

if not I can show you so we’ve got a

7:57

fertilization of weed control maybe

7:58

early summer treatment

8:01

and when we pull it in we go to the rate

8:03

matrices and the idea here is the the

8:06

top five lines here we’re going to line

8:08

up two

8:10

the top five lines here in this sheet

8:13

and we continue to add the lines all the

8:15

way down price breaking and say ten

8:17

thousand twenty thousand thirty thousand

8:20

wherever those breaks are where you want

8:21

and that every thousand over the last 42

8:24

000 is an additional 350.02 time and

8:27

it’s costing us 364. so based on the

8:30

cost that material we’re actually losing

8:32

money if we’re at 350. so we need to

8:34

adjust that and that’s something that’s

8:36

very very common because when we deal

8:38

with companies and work with them

8:40

they’re throwing numbers against the

8:42

wall and hoping they stick and they’re

8:43

assuming that they’re making money so

8:46

this is a non-emotional way um this is a

8:48

great example so I’m glad I added in the

8:50

post-emergent in there because this is

8:51

where folks get into trouble

8:53

um that 350 is not covering 3.64 cents

8:56

per thousand cost and a one minute

8:58

production rate per thousand so they

9:00

have to be charging at least three

9:02

dollars and 64 cents per thousand after

9:04

the first acre to at least break even so

9:07

this would probably have to be a

9:08

significantly uh jump so we’re at 450

9:10

that’s making sense this here is

9:13

probably got to be closer to four four

9:16

dollars and 25 cents on average to make

9:19

sense on your price per thousand so the

9:21

idea is we can now check our math of our

9:23

profit and profit percentage our hourly

9:26

wage that Patrick asked about that we’re

9:27

going to get into in a minute in the

9:29

hourly uh in the expense for manner so

Answer
9:31

to Patrick to answer your question

9:32

exactly

9:33

um the matrices does not

9:36

um determine your dollar per man hour

9:38

Revenue goal we need to have a dollar

9:41

per minute hour Revenue goal

9:43

um

9:44

determined and they break even number

9:46

would it cost you power to break even

9:47

before we ever go into the matrices so

9:50

we need a revenue hour a revenue per man

9:52

hour goal and a break even we need your

9:54

non-emotional product cost per thousand

9:56

with the coverage and once we bring the

9:58

revenue permanent hour the Breakeven and

10:00

the product with product costs and

10:02

coverage it all comes together into the

10:04

blueprint and then your top five cells

10:06

here are going to go into the top five

10:09

cells here and then you would continue

10:11

to add matrices and lines as we build

10:14

that out and we literally copy and paste

10:16

them in that’s then when you plug into a

10:18

square footage it’s going to calculate

10:20

the exact price so that is the way we

10:23

are going to tackle a price break model

10:26

in any software

10:27

um and if you’re using service autopilot

10:29

you take the top five lines and transfer

10:31

them in here we want to set our

10:33

calculation and our custom field to

10:35

probably per square footage so to answer

10:38

your question uh Patrick needed we need

10:40

to develop your charge per man hour and

10:42

a break even and we need to include your

10:44

product costs in the rate matrices in

10:46

service autopilot service autopilot

10:48

question second question is how do we

How to figure out your man hour rate
10:50

actually figure out what Patrick needs

10:52

to charge per hour and what’s it costing

10:54

him so the idea here is we’re going to

10:56

go into simple growth

10:58

um

11:01

average wage and overhead recovery

11:04

template so this is where we can use a

11:06

more system multiple overhead recovery

11:08

system to build out and figure out what

11:10

your cost per hour is and how to get

11:12

that cost per hour and desired Revenue

11:15

hour man hour in the matrices in

11:17

addition when we go out to schedule

11:19

those jobs on a fertilizing technician

11:21

in my company we’re running 12 to 1300 a

11:24

day for one technician so how how do you

11:26

know what to charge for that technician

11:28

so what we’ve done here is we go into

11:30

setup say Patrick’s fertilization

11:32

Division and we may not have tax and

11:36

crew leads

11:37

um but we may have

11:39

a series of technicians and they could

11:42

be making anywhere let’s say from 28

11:45

29 and maybe we got a couple veteran

11:48

guys at 38 and 34.

11:51

and if you’re in my market Upstate New

11:53

York you’re going to be running about

11:54

1800

11:56

1700 hours a year so we put the

11:58

projected hours in here and the Sheet’s

12:00

going to say hey we got 5400 hours of

12:02

projected payroll based on those wages

12:04

it’s going to cost you 182 857 and let’s

12:09

say that uh five percent of their

12:11

payroll time is in overtime so the

12:14

average wage now across all those

12:15

technicians is 33.86 we’d want to go to

12:19

our payroll company and get our labor

12:21

burden is a percentage of the dollar and

12:23

then each technician as we go in we

12:26

would plug their hourly wage so if the

12:28

gentleman that is making 34 bucks an

12:30

hour we plug that in

12:33

and that is our hourly wage with burden

12:35

and OT with burden those are budgetary

12:38

numbers that we need so that’s the first

12:39

step we figured out average wage and

12:40

labor and next step

12:42

we’re going in and building out our

12:45

truck and tank or truck and trailer

12:47

whatever that looks like in your company

12:49

uh so in this basic example we’ve got a

12:52

2500 pickup uh purchase price here’s

12:55

Finance interest rate years of use

12:57

salvage value what are we selling it for

12:58

work days per year and uh hours per day

13:03

licensing and miles per gallon uh fuel

13:08

cost

13:09

oil changes oil change interview oil

13:11

change cost tire change interval entire

13:14

change cost and additional maintenance

13:16

so that truck if we were running a 2500

13:19

say GMC or Chevy truck it would be

13:22

costing us 7.78 per hour

13:25

in a yearly or monthly budget there uh

13:28

in that example we probably do not have

13:30

a trailer but we may have a machine so

13:33

we may have instead of a 60 inch laser

13:35

we may have a perma-green or an X marker

13:38

Toro ride at same idea uh we’re going in

13:41

the finance Years Years used insurance

13:46

um maybe that set of blades but

13:48

different uh swapping out of

13:50

preventative maintenance on that machine

13:52

oil changes cost of fuel and then we get

13:55

an hourly operating cost so we could

13:57

have the truck we could have the right

13:59

on machine and then we would probably

14:02

have somewhere over here a tank that we

14:05

were actually holding the materials in

14:06

but the idea is we’re going in and

14:08

driving in all those costs for the

14:11

fertilizing I’ll show you a mowing

14:12

example because I’ve already had it

14:13

pre-built but that’s the idea that we

14:15

want to build out all the divisions and

14:17

all the equipment here uh maintenance

14:19

package is going to be more for

14:21

maintenance or design build but it’s

14:22

your weed whacker stick out your blower

14:24

and one crew put the total cost of that

14:26

all in there and we run it over

14:28

and lump it together so that we don’t

14:30

get lost in the minutia but that’s also

14:32

going to give you an hourly cost as well

14:34

so once we’ve got all your equipment

14:36

we’re going to go in and let’s say we

14:38

have five of those 2500 pickups with the

14:41

tanks in the back and the spreaders on

14:43

the back we put in the purchase price

14:45

the quantity equipment type original

14:47

cost hours per year hours per day hourly

14:49

rate cost per year all from the previous

14:51

sheet and then it’s going to get you a

14:52

cost for all five of those trucks the

14:55

whole entire year and as you scroll down

14:56

to the bottom we’ll have a total

14:58

equipment cost so this is the idea that

15:00

if we are serving

15:04

um

15:05

Debt Service such as equipment payment

15:07

things like that that don’t show up on

15:09

profit loss we are covering it in this

15:11

process as a Debt Service because a lot

15:14

of companies will look really nice and

15:15

good on the profit and loss but in the

15:17

balance sheet they’re forgetting about

15:19

all the debt service so this Pro this

15:21

process will pull that Debt Service in

15:24

so we actually have a relative number to

15:26

recover that Debt Service as well so if

15:28

you are uh have long-term payables such

15:30

as loans for your trucks or equipment

15:31

that needs to be figured in when we

15:33

figure out some of these hourly recovery

15:35

rates uh next thing we’re doing is we’re

15:37

going to build an actual budget here

15:39

General administrative costs across the

15:42

top for overhead

15:44

plugging those all in

15:47

and we’re going to go in and put our

15:48

gross sales our material including tax

15:52

our labor with scheduled hours and

15:53

average wage from the labor sheet our

15:55

labor burden subcontractors equipment

15:57

that we just went through any rental

15:58

equipment and the total cost of sales

16:00

and it’s going to give us a gross profit

16:02

we’re going to take our detailed

16:03

overhead from the top and drop that in

16:05

here

16:06

and what that’s going to do at the end

16:08

is give us our total overhead to be

16:09

recovered as a percentage of sales our

16:11

net profit or loss and if we’re

16:14

recovering in a Moore’s overhead

16:15

recovery system we’re going to mark up

16:17

materials 10 equipment 25 and Subs at

16:20

five percent and what that’s going to do

16:22

when we plug that all in is going to

16:24

give us an overhead recovery labor

16:27

percentage and we’re going to drive that

16:29

into our hourly Bill rate per crew so

16:32

Patrick was talking about fertilizing

16:34

I’m going to use a mowing example same

16:36

idea a little more simplistic for

16:38

fertilizing we’re going to put the

16:40

number of people on the crew so in this

16:42

mowing crew it’s two how many hours a

16:44

day the average wage off the Labor uh

16:46

labor sheet is a labor burden the

16:49

overhead recovery is coming from our

16:51

labor recovery number down here on the

16:54

bottom

16:55

and now we know the labor on that crew

16:57

is 8 52 built in with a 20 profit margin

17:01

our truck and trailer for mowing crew

17:03

how many hours per day overhead

17:05

recovering profits a truck and trailers

17:07

cost us 152 a day uh we got the mowers

17:10

on the crew but this would be the

17:11

fertilizing machine on the truck how

17:14

many hours are we using it not curb time

17:16

time from shop to shop like we do the

17:18

trailer truck at 73 dollars

17:22

and our maintenance package our handheld

17:24

equipment so in this mowing example when

17:27

we run through this process for

17:28

Patrick’s question is we’re gonna have a

17:30

daily sales goal of eleven hundred

17:31

dollars

17:32

Breakeven is costing us 918 before May

17:35

profit and we need a budget 20 hours and

17:38

our break even is now 45.90 based on

17:42

that particular crew makeup and as

17:44

Patrick’s question exactly the hourly

17:47

Bill rate for that mowing crew is 55.

17:50

but if you went through the same exact

17:51

process for a fertilization technician

17:53

uh this would obviously be a bit higher

17:56

but I’m guessing your daily sales goals

17:58

are going to be between 15 uh 12 to 1300

18:01

it’s probably an eight to ten hour a day

18:03

and our bill right here is probably a

18:06

little over a hundred dollars and once

18:07

we get these non-emotional numbers

18:09

Patrick that’s what’s going to drive

18:11

right into the charge per hour and the

18:13

expense it’s not the matrices we need to

18:15

set our charge set our expense

18:18

figure out our average cost of materials

18:21

based on granular and liquid and whether

18:24

we’re covering 100 or percentage of spot

18:26

spraying and then build a minimum in the

18:30

price to show up so let’s say we’re at

18:32

60 bucks minimum and now that covers 5

18:34

000 square feet

18:35

the simple growth blueprint updates that

18:38

sets the price changes

18:41

and at that calculation hour 12 dollars

18:44

per thousand and we can adjust our

18:47

charge per thousand as we go down and

18:49

our production rate per thousand to

18:51

update the matrices and once this is all

18:53

set up we’d go in the service autopilot

18:56

or whatever software and take the top

18:58

five cells here

19:01

outside of the profit and profit

19:03

percentage so these guys here and

19:05

literally put them in the system the

19:07

problem with most software is they do

19:09

not give you the profit and profit

19:10

percentage projection so we want to

19:12

blueprint it confirm our projections and

19:14

then drive that into the software so

19:16

Patrick go out figure out your hourly

19:18

rate your break even put that into the

19:21

simple growth blueprint or something

19:22

similar figure out your product costs

19:24

across each round are averaged and then

19:26

drive your matrices with a production

19:28

rate that’s not emotional based on here

19:30

historical data or a conservative

19:32

industry average so Callahan’s corner

19:35

you ask the questions we had some live

19:36

right here on Facebook Patrick great

19:38

question please submit your question in

19:40

the comment or a couple of Facebook

19:41

groups are in and we’ll be answering

19:43

them pretty much on a daily basis

19:44

throughout the following months thanks a

19:47

lot Patrick for the question

0:00
questions we had some live right here on
0:01
Facebook got another User submitted
0:03
question here in uh one of our Facebook
0:05
groups Dan wants to know uh we pay a
0:09
percentage to our subcontract as the job
0:11
is performed is there a way of
0:12
generating reports showing the work a
0:15
subcontractor is done the problem is a
0:17
lot of our jobs are uh part of our
0:21
installment plans offers so basically
0:23
they’re doing an installment plan
0:25
payment uh fixed monthly payments
0:27
customers and service autopilot
0:30
generates the course based on invoices I
0:32
need an input a dollar amount inserted
0:34
for those installment customers uh tired
0:37
of using Google Sheets to come up with a
0:39
subcontractor’s payment so Dan uh the
0:43
solution here to your problems of paying
0:45
your subcontractors as a percentage of
0:47
the work that’s been completed as well
0:49
as the ones for installment plans can
0:51
actually really be easily tackled here
0:53
so I’m going to open up the screen and
0:55
talk about how do we pay our uh
0:57
contractors as a percentage of an
0:59
invoice a percentage of an installment
1:01
for the jobs completed
1:03
and there’s two different ways or three
1:05
different ways we can tackle this dance
1:07
questions as a percentage of invoice we
1:09
can do it as a fixed amount or we can do
1:11
it as a dollarly amount based on the
1:14
budgeted time uh predominantly it’s
1:16
going to be based on a percentage of the
1:20
invoice amount so if you have multiple
1:22
subcontractors and you have your more
1:24
veteran subcontractors and getting paid
1:26
at different rates or percentages uh
1:28
good news is I got a solution for you
1:30
here so typical fashion I’m going to
1:31
open up the screen and show you how to
1:33
actually tackle this in-service
1:34
autopilot and Dan wants to know how do
1:36
we pay that percentage
1:38
um of the invoice as a commission
1:41
um and especially if it’s on an
1:43
installment plan so we’ve got the
1:45
question here from Dan and I’m going to
1:46
hop into service autopilot what I’m
1:49
going to do here is there’s two things
1:50
Dan that you really need to tackle up
1:52
front
1:53
um the first part of the question is
1:54
he’s using an installment plan to
1:57
actually pay the uh these billing
2:00
decline in installment plan and he’s
2:01
paying the subcontractor percentage of
2:04
each individual service or part of the
2:06
services inside the installment plan so
2:07
Dan the first thing you want to do is go
2:09
in the service autopilot at a contract
2:11
this can be done in V2 and V3 where I do
2:14
recommend V3 is going in to be able to
2:17
apply the chart of accountancy income so
2:20
if we’ve got our test client here this
2:23
is going to be our test uh installment
2:27
and then I’m going to actually open up
2:28
the record and see how this is in we’re
2:30
gonna have a start and end dates of gen
2:32
1 to let’s say
2:35
December 31st and we are going to have
2:39
lawn mowing
2:42
and our spring cleanup
2:47
and our fall cleanup now there could be
2:49
some other ones in here but if you were
2:51
like myself at Callahan’s lawn care a
2:53
lot of our
2:56
Services we did were actually
2:58
subcontracted out based on
3:01
um different services so the the fall
3:04
cleanup we subcontracted most of those
3:06
out to take the risk out of it because
3:08
we would actually go in and do a high
3:09
low pricing or a fixed price the
3:11
contractor was okay with that so we did
3:14
the lawn mowing the fertilization
3:15
in-house but we do we de-risk some of
3:18
those services that had open-ended uh
3:20
things this is a great opportunity to
3:22
talk about some some methodology behind
3:24
this uh in addition the default Service
3:25
uh we’re gonna have to go in and
3:27
actually create one service so
3:30
um
3:31
you may just have a maintenance service
3:35
um but the Deep the the downfall of V2
3:38
installments is you can only set a
3:40
default service so all the income is
3:42
going to be applied to that default
3:44
service so if you want your chart of
3:46
accounts which I’m going to recommend
3:47
using go into V3 and set up each service
3:50
that adds up into the installment and
3:52
that’s going to give you a cleaner chart
3:53
of accounts for accounting and when you
3:55
add that to QuickBooks manually or
3:57
through the sync let’s say we go in and
3:59
this is a thousand dollar a month
4:00
contract we’re going to auto fill that
4:02
in we’re going to fill on the first day
4:03
of the month and I’m going to suggest
4:05
maybe we Bill one day in a month and
4:07
payment type is going to be credit card
4:08
we’re going to Auto generate activate
4:10
and include any sub properties so the
4:12
part here Dan that you’re missing before
4:14
we get to your report so we’re going to
4:15
go in and add our contract items here
4:18
and I’m going to add in our lawn mowing
4:23
and we can put the number of visits in
4:25
here if we want so my market that’s 28
4:27
and if it’s part of an installment plan
4:29
if the it’s greater than or equal to
4:33
or actually greater than 28 visits that
4:35
contract may actually allow us to
4:39
charge extra so those are the things we
4:41
want to put in there so we’re going to
4:42
list all our services then hit save so
4:45
Dan I think the piece you may be missing
4:46
is when we go in to add that lawn mowing
4:49
we should be driving it through a price
4:50
Matrix we have budget time and cost off
4:53
the Facebook live I’m just going to put
4:54
this in as a one-time or a reoccurring
4:56
job
4:58
um but hopefully we’re going through a
4:59
process through production rate based
5:00
estimating so our schedule here is I’m
5:02
going to do a weekly Monday and we’ve
5:05
got our lawn mowing
5:08
service
5:10
and automatically the rate of say 50
5:12
bucks and one hour should load if we’re
5:15
using a price Matrix now the idea here
5:18
Dan is I’m guessing based on your
5:20
question is in my market we’re going to
5:22
be probably starting the second week of
5:24
April and we’d start recurring
5:27
on the second week of April so that’s
5:28
how we would set this up and why I’m
5:30
looking at this part here is I want to
5:32
set the foundations up for the report
5:34
because if this isn’t set up the data in
5:36
the report is not going to be there so
5:39
good data in good data out essay a lot
5:42
of these softwares no data in no data
5:44
out so this is the foundation the report
5:45
Dan before we jump in there so we need
5:47
to do is go in and set the contract of
5:49
the test installment and once we hit
5:52
save that rate and budgeted hours in a
5:55
time
5:56
um and you also obviously need to select
5:58
a resource so we’ll go in and put uh
6:00
moku number six in here
6:03
and once we hit save that job now will
6:06
be dispatched with the dollar amount the
6:07
budgeted time but it will not build
6:09
because it’s Associated to this
6:11
installment contract that’s the key that
6:13
I’m assuming Dan is probably missing now
6:15
once that’s is set up and we’ve done
6:17
that
6:18
we need to go in and we go to the report
6:21
Center under reports report Center this
6:23
is a pre-built report that uh we’ve
6:25
built out for simple growth this is a
6:27
piece rate report or it can also double
6:29
as a subcontractor payment report so if
6:33
Chris here was one of our subcontractors
6:36
these are all the jobs the start and
6:37
stop times he had we’ve built some logic
6:40
in it we need to check the dollar amount
6:43
because there wasn’t one in this test
6:44
account or clock in a clock out time uh
6:47
and what we can do is go in and we can
6:49
see the assigned resource or the
6:50
assigned
6:51
subcontractor we can filter Down based
6:54
on job status so that is exactly what
6:57
Dan was talking about we want to pay
6:58
upon completed so is there a status of
7:01
completed who’s the assigned resource in
7:04
the assigned resource we have gone in
7:06
and aggregated and grouped them together
7:07
and what we’ve got now is different pay
7:10
rates hourly or percentages of the
7:14
invoice that we would be paying on there
7:16
now you can see that some of these paid
7:18
percentage of billable pay hours is 50
7:20
percent
7:22
um that is when we have two employees
7:24
that are splitting that time or two
7:26
subcontractors so if you have two
7:27
subcontractors that may be working
7:29
together on a project the ability to
7:31
separate those out is available inside
7:33
that report Center when you build this
7:34
custom level So based on a hourly rate
7:37
based on budgeted time we have up to
7:40
eight pay levels you put in or
7:41
percentages of the dollar
7:43
and this is the actual pay output for
7:47
that that subcontractor employee for
7:49
that week based on the work we’ve done
7:51
and their payout or of dollar dollar
7:53
amount per hour or the um percentage of
7:57
the invoice and this question Dan this
7:58
would be the payout based on the level
8:00
of percentage payout which would be
8:02
updated here so uh this is something you
8:04
can definitely build out yourself if
8:05
you’re interested simple growth does
8:07
have uh this solution already TurnKey
8:09
for you uh but the idea here is to go in
8:11
and actually hit the basis and show you
8:13
what to do if you’re building this
8:14
yourself main thing is we got to set up
8:16
the installment and inside the
8:17
particular job we assign it to the
8:19
installment package and the contract so
8:22
it does not double bill and when we do
8:23
that that dollar value of the job amount
8:26
here will come in and based on the
8:28
assigned resource that we’ve grouped
8:29
together we know that it’s assigned to
8:31
the subcontract or accrue and once the
8:34
status is done so we’d go in and
8:36
automatically set a filter on this to
8:38
run
8:40
on a date range or in this instance a
8:44
sliding date last week start last
8:46
weekend and we’d pay that subcontracted
8:48
weekly or monthly basis so comments
8:50
questions drop below Callahan’s corner
8:51
you ask the questions we answer them
8:53
live right here on Facebook how to pay
8:54
your subcontractors is it percentage of
8:56
the invoice or potentially set up a
8:58
piece rate pay system or pay for
9:00
performance as they call it now uh for
9:02
your team Dan great question please drop
9:04
your questions uh in the chat or in the
9:06
Facebook groups and
9:08
um we will definitely get these on here
9:09
live and update them inside the Facebook
9:11
group to help you go out and out learn
9:13
your competition for this upcoming
9:15
season Mike Callahan with Callahan’s
9:16
corner