You Already Know Marketing Is Important To Your HVAC Business in North Carolina …
Use proper HVAC marketing methods that works well in North Carolina. And the best ones are the most basic. One trick is to get ideas from other industries. What works elsewhere usually will work for HVAC contractors marketing as well. Another trick is to test every HVAC marketing tool you use. Test small to see if the tool actually works, then track your results. And keep tracking continuously.
There are a few different types of marketing HVAC contractors use. The first is consumer marketing. This is directly aimed at attracting people in the market to get new clients. HVAC marketing concepts for consumer marketing are: Direct marketing with letters and postcards, TV, Radio, and print ads. The second type of HVAC marketing is aimed at other businesses. Home Builders and construction companies are great sources of getting new clients. Referrals from other businesses are also great income producers.
The problem is that managing your HVAC company is stressful enough already. To remain successful, you also have to determine and manage your HVAC marketing plan – which is a difficult job if you don’t have a dedicated marketing staff to get it done.
Build Steady Streams of Qualified Leads for HVAC Company
Even while you creatively imitate others, remember that it's also important to be different. Distinguish your HVAC business from all the rest. Make your enterprise special in the eyes of your customer or client. That is the goal I want you to pursue.
How do you get your business differentiated? By creating a Unique Selling Proposition - or USP.
A USP is that distinct and appealing idea that sets you and your business, or practice, favorably apart from every other generic competitor. The long-term marketing and operational successes I help you achieve will, ultimately, be helped or hurt by the USP you decide upon.
The possibilities for building a USP are unlimited. It's best, however, to adopt a USP that dynamically addresses an obvious void in the marketplace that you can honestly fill. Beware: It's actually counter-productive to adopt a USP if you cannot fulfill the promise.
It's no surprise then that most HVAC businesses, lacking a USP, merely get by. Their failure rate is high, their owners are apathetic, and they get only a small share of the potential business. But other than a possible convenient location, why should they get much patronage if they fail to offer any appealing promise, unique feature or special service?
Would you want to patronize a firm that's just "there," with no unique benefit, no incredible prices, no especially comforting counsel or guarantee? Or would you prefer a firm that offers you the broadest selection in the country? Or one with every item marked up less than half the margin other competitors charge?
The point is to focus on the one niche, need or gap that is most sorely lacking, provided you can keep the promise you make!
You can even create hybrid USPs - combinations that integrate one marketing gap with another. Before you decide on a USP, though, be sure you can always deliver that USP through your organization.
If you decide your USP is that your company offers the broadest selection of products or services "instantly available" or "always in stock," but in reality you stock six out of 25 items and only a few of each item, then you're falling down on the essence of your USP, and your marketing will probably fail.
If you don't honestly believe you can deliver on your USP, pick another one to build your business on. Just be sure it's unique and that you can fulfill it.
Remember, the USP is the nucleus around which you will build your success, fame, and wealth, so you better be able to state it. Whenever a customer needs the type of product or service you sell, your USP should bring your company immediately to mind. Also you must reduce your USP to its sinewy bare essence.
Try It. With paper and pen, prepare a one-paragraph statement of your new USP. Ruthlessly edit away the generalities, and tenaciously focus on the crispest, clearest, most specific promise you could possibly hold out. Then, rework it and hack away the excess verbiage until you have a clearly apparent Unique Selling Proposition a customer can immediately seize upon. And then, integrate your USP into every marketing aspect of your business.
Let's say you run display-type ads, and your USP is that you have better selection and follow-up service than any other competitor. There are several ways to integrate these qualities into your ads. For example: State the selection USP in the ad headline:
"We Always Have 168 different Widgets in No Less than 12 Different Sizes and 10 Desirable Colors, in price ranges from $6 to $600."
Or, if good service at an affordable price is your USP, use this as a model:
"ABC Tree Trimmers will trim and maintain your trees and shrubs six times a year, once every two months, and all it costs you is $16 a month, billed quarterly."
By now you should have the general idea that how important your USP is and you need to carefully integrate it into the headline and body copy of every ad you run. And in every direct-mail piece you send out.
When your salespeople call on prospects, everything they say should clearly reinforce your USP. They should explain the USP to the customer in a clear, concise statement. For example:
"Hello, Mr. Prospect. I know your time is short, so I'll get right to the point. Your company manufactures widgets. You buy steel and copper from a competitor. You're currently paying $100 a ton for steel and $75 a ton for copper, of which you waste roughly 25%. My firm will sell you a higher grade steel and a higher alloy copper for $95 and $69 a ton, respectively, freight prepaid, which saves you an extra $3 a ton. Plus, we'll guarantee our metal will produce a waste factor of 15% or less, and we'll replace any wasted coverage, free. One last point, Mr. Prospect. It could be important. We'll furnish you with 50; 20-gauge titanium rivets and cap assemblies free with every 10 tons of steel you order this month. May I have your order?"
Throughout the sales pitch, your sales reps should refer to the USP benefits or advantages.
Don't try and merely have your salespeople "wing it". Be sure they can clearly and powerfully express your USP in 60 seconds (the oral equivalent of a written paragraph), and then compellingly state how it benefits the prospect.
When an old, tired company or profession adopts a powerful, new, and appealing USP, it gives new life, new excitement, new interest and new appeal to the marketing plan. You're suddenly different, instead of just being another interloper preying on customers you've trapped into hearing your sales pitch! Now you're on the customer's side.
Don't forget my earlier advice. Don't adopt a USP that you can't deliver. Also, analyze the market potential of various USP positions in terms of volume, profits and repeat business.
For example, the highest marketing niche may be in the exclusive, expensive USP, but the biggest money may be made in the discount-volume USP. There's a place for both, but if you try to ride two horses, you'll probably bite the dust. Remember too, that your USP is giving advice, assistance and superior service; it can't stop with mere sales rhetoric.
Sit down and write a synopsis of your USP for your staff, how you're trying to carry it out. The entire company must adhere to the USP. Talk to your staff, write scripts, hold contests, and reward people who distinguish themselves in promoting your USP. Set an example so that your staff can see the USP in action.
How can you ensure that you are in the hearts and minds of your customers after the sale? Here are a few good approaches:
Immediately following a sale, write, call or visit your customers. During this follow-up effort, see that the customers feel important and special, and that their initial purchases are "resold." Repeat your USP and remind the customers how it helped them make their purchasing decision. Reassure customers about their wise decisions.
A post-purchase follow-up incorporating the essence of your USP is vital, regardless of how frequently you "back-end" or resell to that customer. You enhance the customer's loyalty and value to your business by following up after the sale
Good marketing requires that you give customers rational reasons for their emotional buying decision. There is a formula for success, and the USP, my dear friends, is truly an integral part of that formula.
Depending on the business offer frequent special promotions to your customers by mail, telephone or in person. Everyone wants to feel appreciated and personally acknowledged. By offering specially priced deals or first choice, you endear yourself to them. At the same time, you enhance your customers' perception of your Unique Selling Proposition.
If your USP is service, your preferred promotions will be service-based rather than price-based. Give them extended service -- for instance, a special offer of your basic service, or one year of free consulting or assistance not normally given.
Also, don't underestimate the profit potential inherent in special offers. Acquiring first-time customers usually costs a small fortune. Space ads have to reach tens of thousands of readers to produce a few hundred customers, so it may cost you $10 or more to acquire a customer.
But once you satisfactorily deliver your product or service and have a core customer base, you can continuously rework and resell at a very modest cost per sale. When you have a list of customers who have already shown their willingness to spend money on your products or services, it costs very little to go to them with additional special offers.
If you have 10,000 customers, it will probably cost $3,000 to mail them a letter. (At best, that same $3,000 for display advertising would probably generate only 100 new customers at a cost of $30 per customer.) Calling all 10,000 prospects on the phone would take five telephone sales people about a month. If they were on salary, that might cost you about $10,000 (for that month) or only about $1.00 a contact.
If broad choice is your USP, have a customer-service representative contact your customers to see if everything is satisfactory. If everything is not, offer to replace, repair or correct the product or service. Your customer-service people should know just as much about available choices and options as your salespeople. Give them reasonable authority to replace, repair or reinstall if there is any dissatisfaction. Make them aware that their jobs depend on ensuring that the promise behind your USP is fulfilled. They should prove that the USP is real and that the entire company is enthusiastically committed to doing whatever it takes fulfill the USP promise.
Anyone in your employ who does not, cannot, or will not promote your USP should be immediately replaced with someone who can and will. Your real wealth comes from repeat or residual business, which will only happen if every aspect of your business is a continuous extension of your USP.
You can send a personal thank-you note to your customers. You can send a gift or a gift certificate. You can send items to correspond with holidays: A box of candy on Valentine's Day; a poinsettia, a turkey or ham at Christmas; a birthday card -- the possibilities are many. If you add up the customer's value in future business or repeat sales, you can probably justify a sizable investment in his or her goodwill. Everyone likes to be acknowledged and feel they are special.
You should even integrate your USP into every contact with dissatisfied customers!
Whenever someone asks for a refund, replacement, or adjustment, instead of resenting the fact that you have to give back money, use that opportunity to reconvey the essence of your USP -- either in person or by letter. If you have an exchange department, instruct that staff to courteously and sincerely reiterate your firm's USP, and assure the dissatisfied customer of the firm's commitment to offer more service, greater selection, better guarantees or whatever. Then, if you issue credit or a check, include a prepared letter expressing your deep commitment to your USP, and apologizing for any inconvenience, disappointment or dissatisfaction. With every refund, send a letter expressing disappointment that you did not fulfill the customer's expectations.
Then ask the dissatisfied customer to please give you another chance to make good! You can offer your customers discount certificate, a special bonus, or some other preferential treatment that shows unhappy customers you want their business back, that you appreciate them.
Above everything else, never, ever lose track of the fact that USP is all about the customers. It is not about me, you, the company or the profession. Don't make the mistake of aggrandizing your business. Instead, help your customer or client do some aggrandizing.
10 Steps to Increase Your HVAC Business "Profit Ability"
All HVAC (Heating, Ventilating, and Air Conditioning) businesses have "profit ability", that is the ability to make a profit. But the ones that make profits have solid profit strategies and practices, coupled with consistent focus on pricing performance.
Step # 1. Maximize Your Current Opportunity by Charging the Correct Price.
• Know all your HVAC costs.
• Have a profit plan.
• Know your break-even (bottom-line price).
• Build value in your offering (sales process).
Most HVAC companies leave money on the table by not having proper control or management of their pricing. Invest some time in the management of your pricing and your bottom-line will soar. Having set prices in place allows you to maximize revenue productivity and your "profit ability", and even helps in deflecting pricing objections.
Step # 2. Maximize Revenue Productivity by Setting Benchmarks for Key Performance Indicators.
• Determine Key Benchmarks that drive business revenues (top & bottom-line).
• What gets measured gets accomplished.
• Expect 50% more from everyone (stretch plan).
• Provide necessary training and tools for profit success.
• Display benchmarks and performances.
• Reward for excellence.
Managing by benchmarks is a key component to your "profit ability". Knowing your numbers, especially your profit targets, gives you a clear roadmap to follow and helps you to stay on course when your profit vision gets blurry.
Step # 3. Maximize Your Current Customer Relations.
• Follow-up after Sale.
• Send monthly offerings.
• Send a personal note to top 20% of customers.
• Provide referrals to your customers for other non-competing services (builds value in you as a resource).
• Send Thank-you notes.
• Remember special dates/events (B/day, Holiday, promotion, etc...).
The initial cost to attract and capture a customer takes a big chunk out of your profits, so keeping your customers is a huge step in your "profit ability" factor. Having a plan in place to keep your customers fresh and attracted to you allows you to re-coup your initial investment in that customer. Studies have shown that it costs up to six times more to capture a new customer than it is to keep a customer- make an investment into keeping your customers, your bottom-line will love it.
Step #4. Leverage Your Customer Base
• Harvest all of the possible opportunities from your existing customers.
• Build an opportunity database with that information and market from it.
• Extend your HVAC product / service line to up-sell and cross-sell.
• Customize your offerings so that you differentiate yourself from the competition.
• Get and use testimonials.
• Get customer feedback on everything.
Your "profit ability" skyrockets when you can create repeat sales to your existing customers. Several different studies have shown that the longer you extend the selling lifecycle of your customer base the greater the increase of your overall profits. Have a plan in place that creates irresistible offers to your customers so that you can sell to them over and over again.
Step #5. Make Your Whole HVAC Business a Salesforce.
• Provide incentives to everyone in your business to sell.
• Make your customers become part of your salesforce by providing Outrageous value and service that they "BUZZ" to everyone about you.
• Reward everyone for referrals.
• Make your suppliers a sales resource for you by referring their products and services to others.
• Make it fun to sell for you.
Imagine what would happen to your "profit ability" if you got everyone involved harvesting opportunities and then converting them into leads and sales. The burden of having a huge sales force can be lessened by turning non-revenue producers into revenue producers simply by creating a selling environment throughout your business. Making this happen will have a huge impact on your profits.
Step #6. Have a Plan to Attract the Correct and Best
• Employees (Rank Best to Worst).
• Customers (Best fit).
• Vendors (products).
• Partners (banker, lawyer, accountant, etc...).
• Opportunities (networking).
Don't settle for second best, it costs you profits. Always look to improve the people and ideas you surround yourself with until you find the best possible fit for you and your "profit ability". The people around you are the conduit to your success; they provide the power and energy that connects your success to profits.
Step #7. Make Your HVAC Business Agile
• Automate as much as possible
• Outsource what you can
• Keep overhead as low as possible without sacrificing quality and customer experience
• Don't get it unless it is "YES" to this question; "Will it help me generate revenue and profits?"
• Cross-train employees
It is much easier to acquire costs than it is to shed costs. Make sure that you position your business to run lean and mean. Don't overburden the "profit ability" of your business with unnecessary overhead. Picture a wagon-train; you want more horses in your business than wagons.
Step #8. Keep Changing and Growing
• Stay in touch with current HVAC market conditions and adapt to changing needs.
• Challenge assumptions from within your industry (Be a Leader).
• Experiment with new ideas, processes and products.
• Never stop asking questions.
• Never stop learning.
• Grow from mistakes.
Never assume when it comes to making a profit. Profit slippage easily occurs when you take your "profit ability" for granted, or you become lazy in learning, stubborn with change and happy with status quo. Profits are fleeting moments that will slip away if you loose focus and stop growing.
Step #9. Share Your Success
• Have a profit sharing plan.
• Say "Thank-you" and mean it.
• Give to your community.
• Have a balance in your life.
Don't be greedy; give the people around you personal "profit ability" and watch your "profit ability" skyrocket.
Step #10. Always Deliver More Than You Promised
Keep all your promises.
• Always follow-up.
• Take care of problems.
Gtouchmarketing provides several marketing tools for HVAC Contractors in North Carolina. Top HVAC contractors know that you must always keep marketing. Even when you have more projects than you can handle. Because when you stop marketing, you stop adding to your pipeline, and eventually you will not have any clients nor projects. So always keep marketing.
Gtouchmarketing is your solution provider. We can provide your business with the marketing plan you need for success, from corporate identity, to advertising and marketing, to web development, through printing services, while meeting your objectives, schedule, and budget. Let us become your marketing arm and drive the business that you need.
Are Your Marketing Efforts Already Successful? How Can You Know What Marketing Techniques Will Work Best For Your HVAC Company in North Carolina? Call Us or Email Us Today
Discount HVAC Email Marketing North Carolina