PipeLine-2017-Edition 1-WEB

A Mr. Rooter ® Publication

2017 Edition 1

CONTENTS Edition 1 2017

It’s a Great Time to be Part of Dwyer Group®

Life’s Defining Moments

6 7 9

Building a Strong Brand Promise Mr. Rooter® Plumbing Launches PSP

Mr. Rooter Plumbing Conference: A Great Success

10 12 14 16 18 22 24 25 26 27 28 30 32 33 34 36

Leading With Values

Creating a Workplace of Choice: Assessing Potential Employees

ServiceTitan Mobile 2.0 and Your Business

Building a Strong Brand Promise By: Doyle James

Marketing Update: Overview of the 2017 Brand Plan Developing a Successful Leadership Team What’s the Value of Your NEXT Task and Tech? Raising the Bar for the New Award Year

Top Gun Award Winners Voices of Women Update 2017 Conference Photos

Who’s New

From the Mailbag

Anatomy of a Winning Streak

ProTradeNet® Update: Making Dollars and Sense

Successful Succession

Are You Engaging the Customer or Just Talking to Them?

CONTRIBUTIONS:

What’s the Value of Your NEXT Task and Tech? By: Eric Hankins

DWYER GROUP, INC. Mike Bidwell, President, CEO Dina-Dwyer Owens, Co-Chair Mary Kennedy Thompson, Chief Operating Officer Alesha Yankie, Franchise Development MR. ROOTER, LLC Doyle James, President Glenn Gallas , Vice President of Operations Brenda Payne, Executive Assistant Mark Bruckbauer, Franchise Consultant Don Glovan, Franchise Consultant PROTRADENET LLC Kathleen Seaman, Communications Specialist PRODUCTION Michael McCullough , Creative Manager Joshua Tynes, Graphic Designer Jason Lee , Communications Manager

Bobbi Sullivan, Franchise Consultant Eric Hankins, Franchise Consultant Robyn Elwood, Franchise Consultant Matt Lefler, Franchise Systems Specialist Brooke Salinas, Brand Manager

LinkedIn.com YouTube.com Facebook.com

Twitter.com MrRooter.com

Top Gun Award Winners

Send PipeLine ideas to Jason.Lee@DwyerGroup.com

OUR VISION

OUR MISSION

To be a world class company admired for the excellence that customers, franchisees and associates experience with Dwyer Group .

To teach our principles and systems of personal and business success so that all people we touch live happier and more successful lives.

It’s a Great Time to be a Part of Dwyer Group ®

By: Mike Bidwell

W e are at the dawn of a new day at Dwyer Group®. With great anticipation, we have launched our new overarching brand, Neighborly™ (known as Neighbourly™ in Canada), that we conceived prior to Reunion last year. This is a bold step forward to realizing our long-standing vision that we all benefit from being members of a common family of franchised brands. We have experimented over the years to find ways to expose customers from one brand to other Dwyer Group brands. However, each proved to be too burdensome, too inefficient and too expense. In retrospect, we had to wait for technology and how people use technology to catch up – including the Dwyer Group ecosystem – to be able to execute on this vision in an effective and sustainable way. As the marketplace has evolved, the full breadth of Dwyer Group’s service brands’ offerings has become more meaningful to homeowners. The dream was initially to leverage our individual customer silos that each of you have in your perspective local markets and expose those customers to other Dwyer Group brands. Since they are buying services from you, they are likely using many of our other service offerings as well to meet their needs. Unfortunately, our data says that less than 2 percent of the time they are using more than one of our brands. I suppose this makes sense when you consider market share in each market, and the fact that we do nothing to make it better. What nowmakes this possible is: • Our Dwyer Group Culture • Single Point of Sale (POS) system used in each brand, with API connectivity • Centralized data warehouse at Dwyer Group to consume all POS data • Universal customer surveying system (reviews and rankings)

• Dwyer Group Customer Relationship Management (CRM) system and strategy • Our consumer content library • Robust brand consumer websites • Find a Neighbor (FaN) mapping system • Talent (internal and external) to orchestrate • Capacity – 2400 North American franchisees in eleven service verticals

• Evolving consumer shopping preferences • Financial capacity to make the investment • Vision and leadership to make it happen

It is a great time to be a part of Dwyer Group , now our Neighborly network. Our research and pilot test indicate the market is ready for Neighborly , and we are now ready to execute and deliver. Its purpose is to lower your customer acquisition cost, increase your customer count, shorten your customers’ purchase cycles, and reduce customer defection or attrition. All of this helps enhance your profitability. There is another reason as well. While this reason did not exist when we envisioned this dream, as market dynamics have evolved, it does today. If we don’t do this, someone else will – and they are attempting to do so now. Now, our motives are also protectionist. The good news is nobody has what we have. Nobody is better suited to execute and deliver the customer experience than us, so let’s get on with it… Neighborly,

LIFE’S DEFINING MOMENTS By: Mary Kennedy Thompson

H ow we offer services to our customers can be one of those daily actions that over time becomes the defining moment that makes us great. At the start of my career, each time I met a successful person, I would ask what they did to get there. I always expected to hear them say it was some significant occasion that created the change and growth toward excellence. It took my asking about 10 really successful people before I saw the real pattern. It was not a big decision nor a clear moment where a special event occurred that created the defining moment for achievement. I learned, instead, it is consistently practiced daily habits that help us grow into successful businessmen and women - and in doing so, we grow successful businesses. For our service brands, the defining moments happen each day on the phone and in our customer’s home. It includes all parts of our frontline service, a quick and friendly greeting when our customer first calls, and even doing the small things on each service call. It’s the basics – that’s why they’re called the basics - that grow a company. Ask yourself, “Are we using the basics in building everyday actions to create success?” Vince Lombardi once said, “Winning is a habit. Watch your thoughts, they become your beliefs. Watch your beliefs, they become your words. Watch your words, they become your actions. Watch your actions, they become your character.” I believe great companies are built by great people who think “How can I improve my interactions with my customers?”

That thought becomes the belief that outstanding customer experiences will drive the business. And cheerleader customers become the character of the organization that help us recruit the right people. Exceptional customer interactions define the relationship, which builds the company. Below is a good place to start. • Cheerfully and efficiently answer the phone using a script to stay on point and build a great service call. • Offer convenience to our customer (such as a clear appointment time). • Conduct ride-alongs and randomly check up on our service providers when they are on service calls. You are the quality control manager for your business. • Coach invoices to help your service providers to see opportunity and follow up on customer needs. • Closely read the customer surveys to see how you’re really performing.

Let’s win!

PIPELINE® | EDITION 1 2017 5

Message From The President

STRONG BRAND PROMISE BUILDING A

By: Doyle James

E ach of us is unique and different, it is what makes us who we are – it provides the basis for how we act and defines our personality. As with individuals, companies have personalities - which we may also call a Brand Promise or Unique Selling Proposition. Does the Mr. Rooter® Brand Promise create a “personality” that customers LOVE? YES. Going back many years, and all the way up to recent times, Mr. Rooter Plumbing’s System included sending a service professional to the customer’s property for free, and letting them know what the work would cost before we started. If they chose to move ahead with the work, they would pay the quoted amount. If not, there would be no charge. Many of you had said times were changing and we should consider a change to the free philosophy. My initial concern was that a diagnostic fee would simply be an easy way to “cherry pick” jobs when you have too much work and not enough technicians. However, some of you tested a diagnostic fee and have shared the results with us. In many cases, the closing ratio on the job is higher as the customer is more committed to completing the service with the diagnostic fee in place. We have seen sales increases and happier technicians when this approach is applied correctly. Will a diagnostic fee increase closing ratios, increase technician satisfaction and take you a step higher as the “Workplace of Choice”? We believe it will, but also understand that this change must be done correctly and for the benefit of the customer, technician and your company – so we are allowing both options in the Mr. Rooter Plumbing System. For now, it is your choice which approach you use. Many things in business are your choice, such as team compensation. The method you use must work for you financially, comply with wage and hour requirements and attract the best in the industry. Other items that are customer facing are standards for our brand, making up our Brand Promise we present to the end user customer. A strong Brand Promise is highly valued by the customer, and include real and perceived differences between us and our competitors.

Some of the Mr. Rooter Brand Promises are: • Clean, Courteous and Professional • 24/7 Emergency Service Available • No Overtime Charge • On the Way Alert • Clean Home Protection • Upfront Pricing

• Expertly Trained Professionals • A Code of Values that Guides Us

It is important to remember that customers may perceive all plumbing and drainage companies to be the same. If everything is the same, the low price becomes the differentiator. Customer’s will pay you more than your competitor – but only if you are worth more. While we do have national brand standards, it does not mean you can’t do even more locally. Think about it this way – what are the biggest complaints customers have with our competitors or the plumbing and drainage industry? Take those complaints and turn them into a value-added service you provide for the customer. You will notice that almost all our national brand Standards are simply to satisfy a highly- desired solution for the customer! Inspire Transformation, Doyle James President Mr. Rooter LLC

6 PIPELINE® | EDITION 1 2017

By: Mark Bruckbauer

P lumbers know that the money is underground and Mr. Rooter® Plumbing is launching the Plumbing Specialist Pro (PSP) tool to aide our franchisees in securing these large jobs. The PSP was adapted from our sister brand, the Aire Serv®, Comfort Design Pro (CDP.) The CDP has had a successful track record for more than ten years in assisting franchisees with selling large HVAC systems to consumers. The Mr. Rooter Plumbing PSP is designed to integrate with ServiceTitan in order to build an Underground Pricing Section to add to a franchisee’s price book. This capability allows for greater ease of pricing and tracking these underground jobs. Additionally, with the PSP tool, consumer facing presentations are built in, to the iPad App in order to help your sales professional or dedicated technician confidently quote and sell an underground job. Sales scripts are literally built in to the Mr. Rooter Plumbing PSP App to facilitate a more in-depth conversation with the customer and to highlight the advantages Mr. Rooter Plumbing offers the consumer. Doyle James, president of Mr. Rooter Plumbing, and former brand president for Aire Serv, saw a need to adapt the CDP tool to use with the Mr. Rooter Plumbing brand to further underground sales with our family of franchise owners. Mr. Rooter Plumbing began testing and developing the PSP App in late 2016 with a small group of franchisees who agreed to demo the PSP and offer field suggestions to refine and make the program easier to utilize.

Mr. Rooter Plumbing briefly introduced the PSP App at the recent conference in Las Vegas. The tool is ready for use and the goal is to provide a more in-depth showcase for the Mr. Rooter Plumbing PSP at the upcoming Dwyer Group® Reunion in Orlando, Florida, this September. Several Mr. Rooter Plumbing franchise owners have requested that their businesses be added to the PSP tool for use in helping to build a more robust and profitable underground division in their respective franchise locations. The PSP App is continually being refined and improved to provide even greater value to the Mr. Rooter Plumbing family. Glenn Gallas, vice president of operations for Mr. Rooter Plumbing, has initiated a weekly call on Tuesday mornings to provide sales training for the Underground Division. This recorded call allows all of our Mr. Rooter Plumbing franchisees an opportunity to gain valuable training in selling underground jobs and becoming more familiar with the PSP App. The sessions cover a variety of sales topics and builds in time for franchisee’s questions. This weekly training format can help a franchise owner and his sales person become more comfortable with sales presentations through using the PSP App. You and your teams will be hearing more about the Mr. Rooter Plumbing PSP App as we move closer to the Dwyer Group® Reunion later this year. Please feel free to reach out to me if you have questions about the PSP.

PIPELINE® | EDITION 1 2017 7

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2017 CONFERENCE A GREAT SUCCESS

By: Glenn Gallas

T hank you Mr. Rooter® Nation for a great Conference! It was because of each one of you it was such a great success. Everyone from the Conference Planning Committee made up of franchisees, to the panelists and breakout participants, to those who simply took another franchisee under their wing to coach and mentor; a million times, thank you! For those who were unable to attend - you were sorely missed and I do hope to see everyone at the Dwyer Group® Reunion held this year again at the popular Rosen Shingle Resort in Orlando, Florida. It will be nothing short of a monumental event with all the motivational, educational and recreational events designed just for you. But, just like at this year’s conference, what made it the best will make Reunion the best, is you! Please make plans if you have not already to set aside some “me time” and come to Orlando, September 24 – 27. I hope to see you there. Information regarding presentations, workbooks and the various budget calculators can be found on FranConnect in the tab marked Conference 2017. If you are looking for something in particular and you do not see it, let your Franchise Consultant know and they will get it as quickly as possible. We know

learning only begins at Conference and continues throughout the year. Please take the time to thank our sponsors of the events, our great ProTradeNet® vendor partners. They are the reason we can create such great events for you. PTN returned a lot of money to you the franchisee, through discounts and rebates this past year and are continually working to find even better deals for you. These deals can only continue if it becomes a win-win proposition for the vendor and you. Feedback is always appreciated about the support you have received from our vendors; please contact PTN should you need support from them. Again, thank you for making the Mr. Rooter Plumbing Conference one for the record books and I do wish you much success in the coming years. Let’s work together to make Mr. Rooter Plumbing the premier plumbing service company in the world! Glenn Gallas Vice President of Operations Mr. Rooter Plumbing

PIPELINE® | EDITION 1 2017 9

LEADING WITH VALUES

By: Dina Dwyer-Owens

I n September 2015, Dwyer Group® Chief Operating Officer, Mary Kennedy Thompson and I had the pleasure of meeting U.S. Representative, Cathy McMorris Rodgers, at the International Franchise Association’s Action Network meeting to talk about the most pressing issues facing franchisors across the country. We were excited to meet the highest ranking woman in the Republican Party and - wouldn’t you know it - our discussion turned to living and leading with values. How Dwyer Group Leveraged Values to Build a Billion-Dollar Company It’s been a little over two decades since Dwyer Group implemented its operationalized Code of Values and a series of principles that support our organization. Live R.I.C.H (Respect, Integrity, Customer focus and Having fun in the process) guide our business decisions. We strive daily to keep these values front-and-center ensuring that everyone in the company, from the leadership team to our franchisees on the front lines, know and embrace them. After a record year of historic growth in 2016, our organization now includes 16 consumer brands, more than 2,800 franchises and over $1.4 billion in annual system-wide sales that stretch across 11 countries around the globe. People routinely ask, “How can we create that kind of successful growth for our own organization?” The common thread behind our growing, collaborative and collective success is the Dwyer Group Code of Values. It’s a topic that speaks to my heart and one of the reasons I wrote my last book “Values, Inc.” I wanted to provide insight for organizations interested in what we are known for at Dwyer Group - helping businesses stay the course as they grow. In addition, I wanted a road map to help small business owners, including franchisees and their teams, navigate their business through the use of their own Code of Values. Helping others define a Code of Values that can live and breathe in their organizations is a passion of mine and it has been a privilege to share the journey of Dwyer Group with other franchisors, businesses, the public and yes, even government.

A Code of Values Can Energize Any Workplace - Even Our Government At that first meeting with Cathy, our Code of Values message really resonated with her, so she invited me to return to Washington, DC, later that year to give a “Values in Business” seminar to her entire congressional staff. The end result of the workshop was that her office wrote out their own Code of Values…something they have begun following over the last year. Taking a page from our Live R.I.C.H message, Cathy’s office now has a message to S.E.R.V.E. Cathy wrote a guest column for TIME Magazine, in which she shared a little about her team’s Code of Values: “On Capitol Hill, which is often the epicenter of partisanship and egos, my team and I established a system of values, a motto called, “Have Fun While We SERVE” — Seek Excellence, Everybody Matters, Responsibly Own It, Vigilant Integrity, and Embrace Change — and at staff meetings we talk about how we are living these values, and where we fall short.” In the last year, since having their own values, Cathy’s office has found several ways to put them into practice. In doing so, it has helped the team reflect on how their actions impact those around them and how they can strive to be better public servants, teammates and citizens. Other leaders on the Hill have asked for copies of her Code of Values to begin implementing in their own offices. Additionally, because of the reputation and culture created by their values, her office has attracted resumes of people seeking to work in their environment. Value Truly Knows No Boundaries All of this is music to my ears. Living and leading with values knows no boundaries. It can serve a small business, it can serve a large organization, and it can even serve our country’s highest offices. For any organization, a strong code of values, put into action, provides a roadmap to the future. The bottom line (and a profitable one, too) is that a company that lives and leads with values will always outperform, outshine, outdo and outlive competitors who put ethics on the back burner.

10 PIPELINE® | EDITION 1 2017

CREATING A WORKPLACE OF CHOICE

By: Bobbi Sullivan

I n my last article, I outlined five traits associated with Workplace of Choice (WOC), the first being People Matter. No matter how strong your systems, you are truly only as good as your people implementing the systems and engaging the customer. When it comes to determining who to hire, generalizations like, “Hire attitude first, aptitude second.” are good rules-of-thumb. However, they give very little structured analysis of what temperament and skill set best fit which role in your business. This article outlines and defines some of the characteristics you should be looking for in Customer Service Representative (CSR)/ Dispatcher employees and some tools and tips to uncover those attributes. A great way to ‘test’ potential employees is to use a profiling tool. We chose the DISC Assessment because it is readily available, inexpensive, and easy to interpret. We then had a cross-section of Dwyer Group® franchisees give the DISC to their “best of the best” employees. Below are the results for CSR and Dispatcher. What Does DISC Stand For? • Dominance is your need for control and your source of ambition. Whenever you are feeling self-motivated you are using your “D” factor. • Influence is your need for communication and persuasion. Whenever you are feeling talkative, you are using your “I” factor. • Steadiness is your need for consistency and your source of thoughtfulness. When you go out of our way to help someone, you are using your “S” factor. • Compliance is your need for structure and your source of organization. When you become extremely focused on completing your tasks, you are using your “C” factor. CSR DISC Profiles Customer Service Representatives play a vital role in how the customer feels about your company. They need to be detailed and organized to not only make sure all of the customer information is captured, but also setup for effective use by the rest of the team. At the same time, they are the reason your customer feels at peace with your company and can stop the search after hanging up. The data shows that the “Steadiness” quotient is extremely important for this role. That is the ability to plan well and be

strategic. It also speaks to an ability to go out of one’s way to help someone. Also, ranking high was the “Compliance” quotient. This is the need for structure and the source of organization, useful for focusing and completing tasks. The “Influence” quotient was not conclusively linked to CSR success, but still plays a role in the effectiveness of the job done since it speaks to strong communication skills and a persuasive personality.

Dispatcher DISC Profiles A good dispatcher is vital for ensuring the office runs efficiently and effectively. Their value is in making sure communication and expectations with the customer and Field Professionals are clear and complete. Research shows that the “Steadiness”, “Compliance”, and the “Dominance” quotients are all important for effective facilitation of this role. Sometimes “Dominance” shows up substantially stronger than the others. That is a sign of a need for control and is the mark of a self-motivated person who is not okay with passivity. With “Compliance” and “Steadiness”, the Dispatcher demonstrates a healthy dose of organization, while at the same time being willing to go the extra mile to take care of customers or complete tasks. Interestingly enough, the “Influence” quotient was low across the board. High influencers are ‘life of the party’ people, often chatty and communicative. That doesn’t seem to indicate success in the dispatcher role. The complete “Workplace of Choice” booklet that was presented at conference in Las Vegas this year can be accessed on FranConnect > Library > Conference 2017 > Workplace of Choice. You’ll find additional information on DISC profiles for other positions within your business.

12 PIPELINE® | EDITION 1 2017

At Ferguson, nobody expects more from us than we do. And why should they? We’re the ones who set the bar. Who expect more than the industry standard. From the warehouse to the job site, whatever it takes, we’ll take you there. Put us to work for you. Visit Ferguson.com.

Ferguson Proudly Stocks

MultiChoice ® Universal Showering Rough

FERGUSON.COM

By: Don Glovan

W hen you started your Mr. Rooter® Plumbing franchise, you were shown a way to interact with the customer with the 14 Steps. Using the 14 Step Residential Delivery System is the key to a successful transaction with the customer from the moment you drive up to the job, to the completion of the job. Every step is designed to achieve success in educating the customer. You’ve heard it for years, done it for years and taught your team members for years. It’s a successful system originally designed by a few technicians years ago, brought into the Mr. Rooter Plumbing system and it is still the basic building block for success with the customer. So how does the ServiceTitan Mobile 2.0 on the iPad fit into the 14 Steps? It’s more than just a substitute for paper invoices. It’s an app that provides a wealth of information about the customer for your technicians to access easily. • Customer history of all past jobs is available for the technician to review before he arrives at the job. Do we look like a professional, and we can tell the customer when we last serviced their home and the services provided? • Previous estimates are available for the technician to review. Even if another technician is dispatched to the job, he has all the information available to review with the customer and close the sale. • Plumbing Check-Ups can be entered into the iPad with comments and pictures. Additionally, previous Plumbing Check-Ups are available for review. • Illustrations from the Menu Pricing Guide are accessible. These illustrations are valuable tools when showing the customer possible reasons as to why they have an issue and how to provide a permanent solution. • A time clock for the technician to document all their time on the job and off the job. This interfaces with the Payroll Report of each technician for easy payroll, accurate job costing, and documenting their efficiency (Hourly Production Report, Payroll Detail Report, Technician Timesheet Summary Report).

• Purchase orders can be requested by the technician, while on the job, allowing accurate job costing (Listed on each job and Purchase Orders Report). • Van stock materials used on the job can be easily recorded for restocking. No separate worksheet is needed to be turned in (Inventory Replenishment Report). • Multiple estimates (Good-Better-Best) can be created and presented to the customer in a specific order and one being the recommended choice (Follow-Up Tab and Estimate Follow-Up Report). • Photos and videos from previous jobs are available for technician review along with a drawing tool on the photos to highlight specific areas of the picture for the customer. This is a nice feature to help with the customer. • Start a phone call with the customer within the app and have the recording attached to the job. This app is very powerful and needs thorough training of procedures for accurate data capture and reporting. ServiceTitan offers live training and previously recorded training. From the ServiceTitan Dashboard, go to HELP > HELP ARTICLES & TRAINING > LEARN & FIND ANSWERS > TRAINING CENTER. From there, select the various Mobile 2.0 that best works for your team. Keep in mind the live training is recommended as these presentations will cover the latest release with updated functions. With any tool, proper training in the use of the tool is needed for accurate results. Get your team trained today.

14 PIPELINE® | EDITION 1 2017

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Marketing Update

OVERVIEW OF THE BRAND PLAN T he Mr. Rooter® Plumbing marketing focus for 2017 is to continue to increase the awareness of Mr. Rooter Plumbing in the marketplace with select branding and lead generation partnerships to become the plumber of choice for our ideal target audience. We will focus our marketing efforts on the following objectives for 2017: • Brand Awareness • Search Engine Optimization/Lead Optimization • Search Engine Marketing/Lead Generation • Customer Relationship Marketing • Cross Marketing with Neighborly ™ /Neighbourly ™ As we think about planning marketing tactics, we always keep in mind our core Brand Target Customer- the affluent, 45+, “Baby Boomer” women as the core target market, but keeping in mind that men are very influential in the purchase decision. We know that 60 percent or our revenue comes from 29 percent or our customers and the opportunity is to understand the characteristics that make up those customers and find more customers like them that we can turn into a loyal cheerleader customer of Mr. Rooter Plumbing. We’ve set some key metrics to be able to monitor the progress of the marketing programs and will be updating you quarterly on how the national advertising is performing. Listed below are some of the targets: By: Brooke Salinas

The National Advertising Fund consist of the following tactics: • National YouTube pre-roll • Remarketing ads on Google and Facebook (US) • National Cable TV flight (rolling over from Q4 2016 and ending Q1 2017) (US) • National SEO Content, Strategies and Blogs • SEO enhancements such as Google Analytics and conversion tracking • Online Directory and Listings Management (US)

• Lead Generation • Mobile Marketing

• Banner Ad (CA) • Live Chat (CA) • Lead optimization website testing • Customer Relationship Marketing (CRM) program • Monthly email newsletters - New customer journeys - Predictive services - Lead nurturing - Transactional emails • Online Reputation Management (ORM) • GetNeighborly.com and GetNeighbourly.ca Quarter 1 2017 Recap US Total Calls (National Programs) = 22,942 US Booked Calls (Opportunities) = 5,858 US Call to Appointment Rate = 38 percent CA Total Calls = 475 CA Booked Calls (Opportunities) = 248 CA Call to Appointment Rate = 52 percent Website Total Traffic = 68 percent Website Organic Traffic = 53 percent Website Leads Total = 5,884 US Website National Calls = 92 percent increase US Website Local Unique Calls = 47,565

• Website

- Increase traffic - Increase form fill leads - Local listings overall goal • Online Reputation Management - Gather additional Google review utilizing the Listen360 platform • Customer Relationship Management - Increase our email capture rate • National Call Volume (US)

Setting up your Marketing Campaign in ServiceTitan To properly show the effectiveness of your local marketing spend, do you have your campaigns set up correctly in Service Titan? We highly encourage utilizing this to see what is working and to keep your vendor partner accountable for your localized marketing spend.

- Increase in call volume driven by the national ad fund - Increase the conversion rates(call to booked appointment) - Reduce cost-per-booked appointment (opportunity)

16 PIPELINE® | EDITION 1 2017

Marketing Update

MAXIMIZING YOUR MARKETING ROI WITH SERVICETITAN

Before you begin • Obtain a list of marketing campaigns that are running • Determine approximate daily costs of running campaign

OPERATIONS

Business Units

Campaigns

- Example: YP.com $500 per month x 12 months + 365 days = $16.43/day.

Call Reasons

Job Types

Step 1 - Get to Campaign Set Up • Select ‘settings’ under your user name • Select ‘campaigns’ Step 2 - Add Campaign • Select ‘add campaign’ or use edit pencil to make changes to existing campaign • Enter information for new campaign - Name of campaign - Category (yp.com, dirct mail, etc.) - Leave ‘business unit’ blank - If you have a unique tracking number for this campaign, wnter it here - Insert your daily cost of the campaign and save Step 3 - Attaching a Campaign to a Job • From the top of the ServiceTitan screen, click ‘calls’ button; this will begin a new call • Find the customer and fill in the appropriate new fields • Be sure to select correct campaign in ‘marketing campaign’ field • Finish booking process by xelexting ‘book job’ • Once an invoice is completed, you will then be able to investigate your marketing via ServiceTitan reports • Most ServiceTitan reports are based on the date that the job was completed; or job invoice date Step 4 - Running Marketing Reports • From the top of the ServiceTitan screen, select ‘reports’ then choose ‘marketing’ on left navigation • All reports can be exported to Excel • Report detailed documentation can be found under Help>Learn & Find answers Add a Campaign Category BusinessUnit AdvertisedNumber BusinessUnit AdvertisedNumber Cost Job Details JobType NoHeat/Cool6-8YearsOld Book Job ShowCalendar MarketingCampaign YellowPage (NAtlanta) Tags Summary

Cancel and Hold Reasons

Zones Tag Types

Upload

Name YellowPage (NAtlanta)

YellowPages

Selectabusinessunit...

16.43

Cancel

Save

BusinessUnit

Date

Time

Service

9/2/2016

8:00AM

Priority

Technician

Normal

DemoTech2

PIPELINE® | EDITION 1 2017 17

DEVELOPING A SUCCESSFUL LEADERSHIP TEAM

By: Robyn Elwood

F or as long as I can remember, I’ve always been drawn to leadership author John Maxwell. It only increased when I had the opportunity to attend one of his sessions and meet him in person. In my observation, what stood out most was his keen ability to connect. It only makes sense that years later he would write the book, “ Everyone Communicates, Few Connect ”. When I found out I had the opportunity to write about developing a successful leadership team, I was excited as I could visualize myself pulling from my Maxwell library and absorbing the pages only to find out I had to accomplish this task in four to five paragraphs! “Everyone Communicates, Few Connect.” - John Maxwell My solution is to share some of my favorite leadership nuggets I’ve learned to be true from Maxwell when building a team. Acquiring and keeping good people is a leader’s most important task as systems become dated, buildings deteriorate and machines wear. However, people can grow, develop and become more effective. Job descriptions on a resume address skills, not character. Strength of character is the most important trait to look for in a leader. Character flaws should not be ignored as they will eventually make the leader ineffective and have the potential to destroy the business. The critical task of a leader to develop a successful leadership team is to nurture. As a leader, those you are developing need your best. You need to believe in them, encourage them, share with them and trust them. In order to create the right opportunity, we as leaders must look at the potential leaders around us and ask ourselves what does this person need in order to grow? A generic formula does not work. Look for the leader within the person. Some of the qualities include: Positivenes, servanthood, growth potential, follow through, loyalty, resiliency, integrity, discipline, big picture mind set, discipline and gratitude.

Things to ponder, as we say in Texas: • Spend more time on the farm team than on the free agents. Are you looking within? Who are you purposing to mentor? • Teams that don’t bond can’t build. What can you do to create opportunities to bond as a team? • Individualism wins trophies, but teamwork wins pennants. How are you addressing those on your team who are challenged with being a team player? • Positive confrontation is a sure sign that you care. How are you challenging your team to grow? • A person should be spending 80 percent of his/her time doing things that require his/her greatest gifts and abilities. Is it time for a shift? • To continue winning you have to avoid burn-out with your team. The best way to do that is to see it coming. Is your team’s workload manageable? If not, why not? • An opinion before a decision is made has potential value. An opinion after the decision is made is worthless. Remember followers tell you what you want to hear and leaders tell you what you need to hear. What can you do to create an environment where transparency is encouraged and valued? • Leaders see what is, but more important, they have vision for what could be. They are never content with the way things are. Is your team striving to get better? “There are two questions I picked up from a leadership conference years ago that still hold true when you’re engaging with someone and that can help better determine a potential leader. How do you feel about being in this person’s company, and how does this person make you feel about yourself? What if it was your purpose to build those kinds of leaders within your business or organization? Remember as Maxwell says, “Everyone Communicates, Few Connect”.

18 PIPELINE® | EDITION 1 2017

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WHAT’S THE VALUE OF YOUR

TASK & TECH

By: Eric Hankins

B y now you’ve already had a conversation with your Franchise Consultant about your goals for 2017 (and beyond). Like any savvy business owner, your goal is likely to have an increase in revenue. But how will you achieve that increase? Of course, there are many ways to do this that involve marketing, pricing and operational changes. These are excellent tactics and should be pursued. One of the easiest ways to show quicker increases in revenue is to increase your average ticket sales through additional tasks. What is an additional task? To answer this, it’s important to define a “task”. A task is essentially an all-inclusive service that includes labor and materials…together (think of Menu Pricing). So, when your technician is replacing a toilet, the task in ServiceTitan should be set up to include all the labor and all the materials it takes to replace the toilet. Additional tasks are everything above and beyond the initial task the customer called you for. They are typically discounted to help entice the customer to make a purchase decision while the technician is at the home. For example, if your technician fixes a drippy faucet and determines that during the Plumbing Check Up (PCU) there is sediment in the line caused by the water heater, and is able to get a water heater replaced the same day…the water heater replacement is the additional task. So why do additional tasks? Aside from the obvious answer that it will increase revenue for your business, it also can result in much more profit than an initial task. The chart on the right shows an example of a task’s value when it is a primary (initial) task and what its value is when it’s an additional task. The reason for the huge difference: the fuel cost and fixed costs are already accounted for when the primary task is completed. This

means that not only do you acquire more revenue when adding tasks to the same invoice, but you also KEEP MORE MONEY per dollar spent by the customer. The Mr. Rooter Plumbing corporate office is tracking task counts and task values for each franchisee. This information is available to you through your Franchise Consultant. Your assignment (should you choose to accept it), is to contact your Franchise Consultant and determine how many tasks-per- invoice your shop is producing. If it’s less than two, there is definite opportunity to improve. Furthermore, work with him or her to determine how to increase not only the number of additional tasks, but also their value. Attending ACE training, Business and Systems week training in Waco, Mr. Rooter University (MRU), and your own in-shop training sessions will help your technicians increase their task count, average transaction amount and personal income.

*For Example Only

PRIMARY TASK

ADDITIONAL TASK

$89.50 $89.50 27.0% 0.0% 21.0% 48.0% $42.96 0.0% $0.00 52.0% $46.54

$100.00 $100.00

A. Task Value B. Labor C. Fuel D. Materials & Other COGS E. Total COGS (B+C+D) F. G&A (Fixed Expense) G. Net Profit (A-E-F)

27.0%

4.0%

21.0%

52.0%

$52.00

35.0%

$35.00

13.0%

$13.00

22 PIPELINE® | EDITION 1 2017

While adding tasks to invoices is a great way to add a few percentage points to your revenue, adding a technician is a way to add an even higher percentage. Think about if your average technician is producing $20k/month in revenue ($240k per year), then adding another technician to your mix should produce the same! The question is…what’s stopping you from adding that additional technician? Usually this comes to a combination of two answers: #1) I can’t afford another technician (I need more calls) #2) I can afford another technician, but I can’t find one. If you are having a challenge with finding a good technician, work with your Franchise Consultant to come up with proactive and sustainable hiring practices. However, if it’s a question of not being able to produce enough calls to afford another technician in your operation, have you determined how many additional calls you’ll need? Your Franchise Consultant can help you with this. It all starts with your Customer Service Representative (CSR) booking rate and your technician’s close rate. Assuming you would like your technicians to work no more than three jobs per day, then at maximum efficiency they’d be working 66 jobs per month (3 jobs/day x 22 business days per month). The chart on the right shows how improving your booking and closing rates can reduce the number of calls it takes to sustain a technician. Once you are comfortable with the number of calls it takes, then it’s a matter of marketing. In other words… how will you grow your call lead count to accommodate an additional technician?

Your Franchise Consultant team stands ready to assist you with providing you with the data and information you need to make these changes and help you add your NEXT Task and your NEXT Tech to create your NEXT Point of Profit.

*For Example Only

What is Your Booking Rate?

72.0%

85.0%

What is Your Closing Rate?

60.0%

80.0%

To Sustain One Technician, Your Shop Will Need to Produce:

153

Calls/Month

PIPELINE® | EDITION 1 2017 23

May 2017 - April 2018

Top 10% Franchisees based on Reported Sales Revenue • Multi-location franchisees where majority owner is the same will be combined and total Gross Sales of all locations used for ranking Top 5% of Franchisees based on Per Capita Sales in Owned Territory (annual sales divided by population) • Multi-location franchisees where majority owner is the same will be calculated individually/Capita • 80% or greater of the Gross Sales for franchisee must be in their owned territory (not TAFS) • You must achieve a minimum of $1,000,000 in sales from May 1, 2017 – April 30, 2018 If a multi-location franchisee where majority owner is the same shows up multiple times on list, they will be placed at their top ranking. Other criteria you must meet: • You MUST attend Reunion (or send a team member to represent your company) • You must have been a franchisee since May 1, 2017 • Must be in compliance with franchisee agreement Compliance items could include tax returns, financial statements, timely reporting and payments, proper identification and branding and other requirements as outlined in the franchise agreement and manuals. Each of you has an opportunity to be among the best either in overall sales or Per Capita ranking. We look forward to seeing you as a TOP GUN in 2018!

By: Doyle James

The Mr. Rooter® Plumbing TOP GUN status is a badge of honor for the franchisees who have earned this recognition. See the next page to know who has earned the ranks of TOP GUN for the past award year (May 2016 – Apr 2017), we also have adjusted the criteria for the NEW TOP GUN award year ahead of us (May 2017 – Apr 2018). Each year we work to make the program easy to understand, and to recognize the continued growth our network continually achieves. Here are the program qualifications for the newest year: May 1, 2017 – April 30, 2018. Franchisees will be ranked by one of the possible two following methods: Top 10 Percent of Franchisees based on Reported Sales Revenue Top 5 Percent of Franchisees based on Per Capita Sales in Owned Territory (Annual Sales Divided by Population) Raising the Bar for the New Award Year (May 2016 – Apr 2017)

24 PIPELINE® | EDITION 1 2017

A W A R D W I N N E R S

May 2016 - April 2017

ADMIRAL Michael Conger & Hal Cogner Steve & Stephanie Vinson Saunda Kitchen & Paul Kitchen Jim & Robin Eble & Megan McKay

CAPTAIN Derek & Pamela Moreland Paul Chierichetti Mike & Vesna Kolakovic Matt Hickman & Jill Kennedy Vinnie & Mary Kay Sposari

Frank & Michelle Aliotti Jeremiah & Katie Wolff Joe & Lorraine Diaz Brian Lapierre

Bashir & Nazek Salem Scott & Leslie Cochran Tim & Robyn Roth

COMMANDER Trent & Angela Dawson Justin Ullom Michael & Kate Lee Mark & Christi McGaughy Shaylin & Michelle King , Dan & Jill King Alfonso Jimenez Mick & Cathy Brown

LIEUTENANT Steve & Michele Ferree Mike & Molly Wickam Peter & Tina McGrath Charlie & Dee Hall Troy Lunceford Jerry & Carla Mulder Adam Glovan, Lisa Wright-Glovan & Michael Glovan

PIPELINE® | EDITION 1 2017 25

By: Brenda Payne

W ith the Conference behind us, I would like to take a few minutes to recap the Voices of Women (VOW) meeting. I believe this was the best meeting we have had so far! Thanks to everyone who attended and those who participated in the sessions! We had 28 women in attendance – from owners to employees. The meeting was opened with a time of sharing, called the Mingle game, each person sharing a little about themselves in a roundtable format. Giving everyone a chance to learn something about each other. Our first session was the Customer Service Representative (CSR) Big Board, presented by Bobbi Sullivan. This session covered running CSR report from ServiceTitan. Bobbi is a Mr. Rooter® Plumbing Franchise Consultant for Canada. This session was engaging and informative! We then went into a panel discussion with franchisees; Saunda Kitchen, Pam Hobbs, Kathy St. Croix and Rakhi Rajput. • Saunda discussed, “Work, Life, Balance - How to Work on your Business Instead of in it” and how she delegated duties to her right-hand lady. • Pam presented about, “Organizing Employee Files & Evaluations” She had some great forms she created & willing to share. • Kathy covered phone scripts, should and how they can be updated. • Rakhi spoke on CSR/office protocols that help the operations of the business. This session ended with a Q&A on the topics discussed and other ladies in the audience sharing details of their office. Great presentations by all the panelists! I then introduced our special speakers, Dr. Lynette Reed and Mark Bruckbauer. They presented having a “Personal Intentional Mission Statement & How to Implement a Workplace of Choice Culture”. Dr. Reed is an author, educator and advisor. She is the author of the books “Fixing the Problem” and “Making Changes in

How You Deal with Challenges” . Mark is a Mr. Rooter Franchise Consultant. Their session provided step by step guidance for business leaders and individuals. The last session of the afternoon was a roundtable discussion. Each table picked their topics from a list covering an array of topics, from what works in their business, balancing home and work life to how to have fun in the process in the office. Others topics discussed covered employees, ServiceTitan and Quickbooks. What a great time of sharing! To wrap things up you may be asking, “What is Voices of Women and what is it about?” “This is a unique group of women with one goal in mind, to encourage, empower and support each other. “ We are all busy with work and life. This group was created to give you an outlet for building relationships and support. If you have not attended one of the VOW meetings, I encourage you to give it a try. This is a tremendous group of ladies! They are willing to share their knowledge and challenges on running the business, handling the office or on how to be a support to their spouse. If you have any questions, please feel free to reach out to me or anyone on the VOW Committee. If you are interested in being part of the VOW Facebook, just let us know. We will be meeting at Reunion, please make plans to attend and see how we can all work together to be more successful in all we do! Looking forward to seeing you there! VOW Committee Members Pam Hobbs mrrooterseptic@gmail.com Brenda Payne brenda.payne@mrrooter.com Korie Pickett kp.feelfotos@gmail.com Rakhi Rajput kr.mrrooter@gmail.com Kathy St Croix mrrkathy@gmail.com VOW Email vow@mrrootercom

26 PIPELINE® | EDITION 1 2017

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