“For a tree service in Vermont or Wis- consin, it’s going to be slower to get a plant health care program going than a tree service in Virginia,” he explained. “The growing season is shorter and therefore the money to be made on it is shorter. Yet the cost of the machinery is the same.” The key to a constant stream of revenue is then offering additional services that your company can offer year-round, such as climbing trees or running bucket trucks. “That stuff has to be making enough money that it can help finance you into a better plant health care program,” Roche stated. “And then, when that’s up and running, then you’re really making money at it.” Barriers to Expanding Later Once you’ve established a reputation in a niche, pivoting to new services can sometimes be challenging. Rebranding and expanding often require signifi- cant investment in marketing, equip- ment, and training. Additionally, before you make such investments, it’s crucial to think about how much benefit those investments will create for your compa- ny in the long run. “I think in the industry right now, be- cause of the immense amount of mech- anization we have going on, you have to make some very smart financial decisions,” Tresselt explained. “Things evolve a lot in technology and mechani- zation in the industry, which is great, but you have to be very aware of the financial implications and where it’s going to take you strategically.” THE CASE FOR KEEPING A BROAD RANGE OF SERVICES Diversifying your service offerings in- volves catering to a wide range of tree care needs, from planting to removal to even landscaping or storm cleanup. Here is why many businesses choose this path.
Mastery in tree climbing can set your business apart, but specialization means navigating an unpredictable market demand as well as the limitations of seasonality.
44 | ArborTIMES™ Winter 2025
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