Recently, there has been a great deal of conversation among contractors regarding the new concept of selling HVAC equipment on the internet. While the pros and cons of a consumer buying equipment online and finding a local contractor (or having one “selected” for them) are many, that is not the purpose of this article.

There’s nothing worse than finishing an install with a new client only to have them turn down a routine service plan. As techs, we know the importance of preventative work and regular maintenance.

Improving sales goes a whole lot better when you’re prepared with a plan. To make quality sales, you need a documented, systematic approach and practice to be successful.

You know there’s a reason you’ve seen people get taken to the cleaners time after time. They always pick the lowest bid to save a buck. The lowest bid is almost always from the company that does shoddy work, and after four call-backs and possible legal action, the customer finally realizes they’d have been better off just paying an extra 25 percent up front and had a real professional do their work.

If you lead an HVACR company, then you should be asking yourself daily, “How do I grow my business?”

I’ve had lots of jobs. They’ve been in lots of different companies in lots of different industries. Much to the dismay of my wife, I might add.

I’ve preached throughout the years that having objective standards, clear communicated goals, and known and practiced policies and procedures for everyone at the company is the best path for being fair. As people, we all want to feel we’ve been treated fairly, regardless if we’re getting a carrot or the stick as a reward or as a consequence.

Every HVACR company wants a stronger team — a tight-knit culture of high-performing A-players who can show up at a customer’s house and confidently handle any situation. You probably want that for your company too, but some business owners feel like their payroll budget doesn’t allow them to hire the top guns. That’s a shame because that’s wrong thinking. Here’s the secret that most HVACR business owners don’t realize: you can mold a team of superstars out of employees who don’t appear to be A-players today. It starts with training.

If most of the learning happens on the job, both good and bad habits are passed on in the same way we acquire both good and bad habits when our parents teach us to drive. So, the question arises, how does a technician get better, become an expert, and evolve into an asset to the company he works for?

In the Aug. 28 issue of this publication, I discussed how sales is a two-step process. The three major things customers use to decide who to hire include trust, feeling listened to, and getting a good deal (price is a part of this). If the first two aren’t addressed, customers almost always default to price.