“I’m new to the industry. How do I learn to price lawn mowing jobs so that I can win bids and be profitable?”
Pricing is really difficult. When I got started in the business I didn’t have the faintest idea how to price commercial or residential. I was clueless. I remember the challenge and the difficulty. I remember struggling to figure it out.
Learn how selling your landscape company may not be the best way to create wealth and provide you the freedom you are dreaming of.
There is so much talk about people wanting to sell their company, or the dream they have to sell their company some day. It’s sort of the American dream to build your company, sell it, have all this money, retire, whatever. My argument is, and you’ve heard it before, why is that necessary?
When do you recommend buying lawn care equipment for your company?
I generally recommend that you wait until the very last minute to buy new equipment. That allows you to keep the money in the bank until the last minute. There’s a number of reasons behind that. If I need a big piece of equipment, I could buy that a week before I need it or a couple of days before I need it. So many companies and so many owners get excited by a new piece of equipment so they buy it months in advance. Generally, this is not a good idea for a whole number of different reasons.
My plumber may be missing out on big profits of 150k a year. Hear how to avoid making the same mistake.
Hello! The other day we had a plumber out at our home and the reason is, we got a new grill and we have a gas line coming out of our home. I know it’s a super easy thing to do, but the line from the grill wouldn’t fit onto the line from the house. I didn’t want to mess with it. One, because I didn’t really have time, and two, because it’s natural gas, so I thought we’d just have the plumber out.
We called the plumber and he came out. Actually it was two guys, and they had a $135 minimum to come do the job, which was fine, and it probably took them 10 or 15 minutes to do the work. They fixed it. All was done and then the guy went out to the truck, actually both of the guy’s went out to the truck, and they were writing up the paperwork. I tried to give him my credit card before he even went to the truck, he’s like, “No, no problem. I’ll go write up the paperwork. I’ll come back in.”
I’m in my house about 10 minutes and I walk out to the truck and he’s legitimately out there writing up the paperwork. He’s got a calculator. He’s adding things up. He’s filling out all of the paperwork by hand. I stand around for a few minutes and then I finally just walk back in the house. Then he follows me in and then I give him the credit card, and he charges the credit card, and then we chit-chat for just a second. Great guy, great company, no complaints.
I estimate at an absolute minimum they spent 15 minutes between the time that they finished the job, filled out the paperwork, came back in, charged my card, etc. You get the idea. Plus there were two. If you could imagine, and these guys bill at $120 an hour. I don’t know if it’s $120 an hour for two or $120 an hour each. I’m not even sure, but if you do the math and we’ve done a number of videos on this, and it’s about non-billable time. That non-productive time. This is why a lot of companies do not make very good money, or they can’t figure out why they’re not making more money, or it’s why they don’t think their business is very good.
Let me give you the example math on this. He wasted 15 minutes at my job. For simplicity I’m just going to call it 15 man minutes. It should really be 15 minutes times two guys but let’s just keep this really simple. He wasted 15 minutes at my house. Let’s say through the course of the day, he wastes 15 minutes three more times, so he wastes a total of 1 hour for the whole day, and this is being really conservative. They bill $120 an hour, so in other words, had they not wasted an hour and they did one extra job, and they billed that one extra job at $120, that would have been $120 in profit to the company because all the other money they earned I’m assuming already covered the expenses, the over head, paying the technicians, etc. Generally when you save wasted time, it almost all goes to the bottom line unless you’re losing money in your company. But, let’s just keep it simple. It almost all goes to the bottom line. That $120 would have been profit.
Now imagine the owner of this company were to make an extra $120 per day, 5 days a week, 50 weeks a year. I believe that’s $30,000. I believe that’s correct. If my math is wrong, the point still is valid. That’s an extra 30,000 off this one crew of two guys. Now imagine if he has 5 trucks running around and all 5 trucks are wasting 1 hour a day that could be billed at $120 an hour, the owner’s not taking home $150,000 a year in additional pay that he could be taking if he just fixed the problem of 1 hour of wasted time.
This is a perfect example of waste, and this waste happens in every way. How you fuel the trucks. How you maintain the equipment. How they load their trucks in the morning. You can just go down the list and there’s just tons of this waste. How fast they get out of the yard in the morning. I can go on, and on. Are they doing everything on paper and they’re not using mobiles? Maybe they’re not wasting as much time on filling out an invoice. We don’t do that. We bill back at the office. Maybe the waste is happening when they’re writing down start and stop times. Maybe it’s happening when they’re writing notes. Maybe it’s happening when they’re filling out paperwork for chemicals or writing notes that they leave on the door. A lot of this stuff could be automated or simplified in some way.
What I have found is you want to go through every single aspect of your company. Everything that’s happening. Watch your team. What are they doing? You look for the waste and then you work on that. When you fix that, and then you re-bill that time because now you don’t have to go hire a lot of new employees, you can sell that time to the customer, almost all that money is profit that comes back to you.
Hopefully the analogy makes sense and the example makes sense. This is why it’s so incredibly important to be thinking this way and working on these things. I hope you’ll apply it in your business.
Jonathan shares a fool proof plan to prep your seasonal business to have enough money during winter months.
As you’ve probably heard me say in the past, I’m not a big fan of contracts in the residential business. Commercial’s different. I’m talking specifically about residential. One of the big arguments for contracts is that you receive your revenue over a twelve month period because the argument is during the down time, during the off season, during the slower months, there isn’t as much money coming in and those contracts provide for great off season revenue to keep things running and smooth out cash flow. My basic argument is that it doesn’t make sense to put yourself under a contract with a client so that they can be your savings account and make sure you don’t overspend in the months that bring in a lot of revenue and therefore not have enough money in the slow season.
This video explains why there is a discrepancy between your tax return and take home pay.
When it’s time to pay taxes and you get back your tax return from your accountant, does it ever feel like your tax returns said you made a whole lot more money than you actually put in your pocket? If so, I’m going to give you a really elementary example to show you why. And again, like so many of my other videos, if you judge the video based on the accuracy of the numbers in my examples, you’re not going to like what I have to say.
I didn’t put a lot of thought into this. I put some quick numbers into a spreadsheet. They’re solely for example purposes. Don’t get caught up on anything else. Let me show you why a couple things happen in your business that just frustrate the heck out of you and then have you asking why in the world am I not making as much money as my tax return says. Let’s use this example to set it up.
You did $200,000 in revenue. You had a $110 in expenses, and again fake numbers. Don’t make any assumptions based on these numbers about what you might be able to or not be able to do within your business. In this year at different times throughout the year, you had to buy some trucks and equipment. So, you buy your first truck for 20 grand, your second truck for 12 grand, and you had to buy $15,000 in equipment. If you look at this on a cash basis and let’s say paid cash for everything, that means you should have about $43,000. So, just imagine you didn’t take a cent out of the business all year long.
In December, you should have about 43 grand sitting in your bank account, okay. For my examples, let’s just imagine you don’t get paid a cent until year-end, okay. Now, let’s talk about this. Here’s how your tax return looks so much better than your actual bank balance. We’re a year 1 business, and just imagine that magically on day 1, January 1st, you started to accrue revenue, and as a result by the year end, you had made $200,000 in your first year. You had a $110 expenses, same as I showed a moment ago, but here’s what really happens.
You go out and you … oh, let’s jump over here to the right. If you can see versus 20 grand, you go out and you buy a truck for 20 grand and you buy another truck for 12 grand and you buy equipment for 15 grand. Please keep in mind this is throughout the year. It doesn’t all have to be January 1, but you had enough cash to pay cash. At the end of the year, we’re talking my same example as on the other sheet I’ve just shown you, you have $43,000 leftover theoretically in your bank, and actually that should be the case.
However, when your accountant does your tax return, you’re shocked to find out that you should have made $82,000. The reason for that is because when you go to deduct your trucks and your equipment, your accountant has to depreciate these assets over time. She can’t fully depreciate them. If you’re thinking about the $179 deduction, just forget that for the moment and follow me here if you’re familiar with that.
What happens is, your accountant has to classify these three things as fixed assets, and she has to depreciate them on an IRS depreciation schedule defined by the IRS, and the stuff changes over time. As a result, let’s just … I can’t remember the depreciation tables but let’s just say a truck is depreciated over 7 years and equipment over 5. I doubt that’s exactly accurate. If that were the case, then in year 1 you would only be able to deduct $2800 and then $1700 on truck 2, and $3000 on your equipment.
As a result, you spent a lot of cash leaving you with $43,000 in the bank. And maybe you paid yourself that $43,000, and that salary took all the money out of the bank to pay yourself. That was your salary. But, your tax return now says you made $82,000. That means that you have to pay taxes, and again my magic goal made up 25% tax rate. You would have to pay 25%, again not accurate, on your $82,000 which would be the equal amount of $20,000 in taxes.
You’re paying $20,000 in taxes, but you only took home $43,000 so theoretically that 20 is going to come out of your 43 and you’re going to make about $22,000 for the year. That’s highly frustrating. That’s the first example of how you make far less than what you actually take home. Yeah, you make far less than what your tax return says. It’s because depreciation will get you over time.
Now, let’s continue on with the second example. Now in year 2, nothing in your business gets better. You do the exact same accounts for the exact same revenue with the exact same expenses, but you now own your trucks and equipment, so you don’t have to actually buy anything.
Now in year 2, you have the same exact depreciation as year 1 because you’re depreciating in the second year of your fixed assets, so your tax return should show that you made $82,429. And so you think, oh great, I should have $82,000 left in the bank this year. Well, actually no. Because what happened is on April 15th of the second year of your business, you did your taxes and you did your taxes for year 1. You owe $20,607 and so you had to pay the $20,000 out of the company.
The reason I use this example is, a lot of times many companies in their first couple of years don’t actually report their income as payroll, so they don’t pay payroll taxes. So then what they do is, they take the money out of the company to pay the taxes. So you’d have to take out $20,000 to pay your taxes for the prior year because, remember you took $43,000 the first year which depleted the accounts and then the second in which your tax return showed $82,000. Now, you got to pay tax on year 1 of $20,000. In year 2, you were actually doing really good except, oh, you have to pay the $20,000 from the prior year, so you only got to take home $61,000 that year. Again, all fictitious, but this is the effect of depreciation and this is the effect of taxes.
Most companies, even if you are on payroll, you might be getting some form of distributions, or you have sort of phantom profits. That’s really the wrong word to use, but you have profits that you never actually put in your pocket because you’re investing in trucks and equipment, or you may be paying cash for those things and so things never line up between your tax return and how much money is in the bank and how much money you have. These are two examples of why.
Now, the inverse of this would be an alternative, and I used this approach for many years. Now, unfortunately the IRS is really making this difficult because tax laws changed quite a bit in the last many years, but what I did in the years priors, I used the Section 179 deduction.
In early years of my business under President Bush, they had really made the 179 deduction generous. I don’t remember the number now, but you could depreciate up to like 500,000 in fixed assets in one year.
Let me explain. Using our same example, what I did is instead of paying taxes, I made payments. Actually, let me rephrase that. Instead of paying my trucks and my equipment in cash, I financed them. What happens is, at some point in year 1, I bought a truck and I made about $1600 worth of payments. Maybe on this $20,000 truck, that’s 3, 3-1/2 months of payments. Then, on my $12,000 truck, I made some number of payments. Let’s call 6 or 7 months. Then, on my equipment, I made some number of payments. Let’s call it 6 months as well of payments. So, on a cash basis if you were to look at my bank account, I’ll have about 82,000 leftover within the year because I didn’t pay cash for these things. Remember they are 20, 12, and 15,000, but I didn’t pay cash.
I actually have $82,000 dollars left in the bank. But, thanks to the Section 179 deduction, I was able to fully depreciate 100% of my trucks and 100% of my equipment. On my tax return, I only showed that I made $43,000, when in fact I actually made 82 because I had 82 left in the bank. As a result, the difference between these two numbers saved me $9857 in tax. So, had I paid cash for my trucks and not been able to fully depreciate them, I would not have saved this $9800 in taxes. But, I was able to save the taxes because I was fully able to depreciate them this year.
Now in the year 2015, when I’m recording this video, these deductions have been severely pulled back. I mean, there’s a lot of limits placed on how much you can straight line depreciate under Section 179, so it’s changed drastically. But, in years prior, I was able to use something like this.
If your business is relatively small, you’re not depreciating much. You still may be able to take advantage of quite a bit of depreciation on a truck or a couple trucks under Section 179. But, it’s nothing like it was 5, 6 and 7 years ago.
Again, in summary, these are a couple examples of why your taxes and your cash balance in your bank account or your take home pay will never line up. They’ll never match. This is a great example why.
Jonathan answers, “How much money do I need to save to retire and still be able to keep my lifestyle?”
Hello. I’ve got a question that I’m going to answer, and first I’ll read it to you. My question is, “How much should I sock away for the future when I retire? I’m 40, and I will be starting a lawn care business part-time next spring. I know there are a lot of factors here. Thanks.”
This is another one that with a lack of information, it makes it very challenging for me to answer it, but let me throw some stuff out at you and give you some ideas.
Probably when you were younger, you’re imagining, and I was this way, I thought, “Man, if I could just make $90,000 a year, and if I could save a million dollars, boom, life would be first class, like, I’d be set.” Then you make ninety grand and then you’re like, “Uh wow, this ninety grand doesn’t buy nearly as much freedom and fun as I thought it would, and oh man, now I’ve got a wife and kids, and wow, that’s not as much as I thought it was.” And, a million doesn’t pay so well anymore, so let me give you an example.
Back when I was in my early 20s and I had money market funds with Vanguard, I think I was making like 5% in my money market fund, maybe 6, it was great. I don’t remember the exact amount but it was really good. It was like 5%. I still have that same money market fund today, it’s one of many, and in that fund, I think I make .018%…not even a quarter of a percent. I have another money market fund that they’d only let me put so much money into it, it capped out, and I earn 1% on that. It’s my best by far. In fact, I think they use as a loss leader to get business, because at the end of 2015, I no longer will get 1% of my money in that anymore. Just think about that math. Let’s just say it’s 1%. If you saved a million dollars, what’s 1% a year on a million dollars? You can’t live on that.
Now you can’t even keep a 1% return on money right now in a money market fund. Not that you’d keep all your money in a money market fund, but it’s just very conservative. If you go to something like Treasury Bills with the US government, super, super safe, because I believe by law, if they can’t repay them, they tax the public, so they’re considered ultra-safe, but they don’t pay. The return is horrible. A CD with the bank…horrible returns. None of these things on a million dollars would pay you enough money to even live. You could not survive. You probably couldn’t even pay your rent or your mortgage with the money on that.
So you have to have your money in assets that are growing, and they have to be diversified across a bunch of different stuff. They can’t just be in ultra safe things; which brings risk into the equation, that something could go wrong. That money that you had spent years and years building, something bad could happen to it; it’s not there when you need it. Or 2008 could happen and the absolute worse time to be pulling money to live on, is ’08 when everything’s been cut down by 40%. Now you’re pulling your principal when it’s only got 60% of the original value. I could go on and on. There’s all these factors to consider.
The million dollar dream is flawed. It’s not enough. So what I would suggest at a minimum, which for most people they’re going to throw up their hands when they hear what I’m about to say, but for me, the minimum number is $5-million. But it also comes back to, “What do you expect out of life, and what is the lifestyle you want to live, and travel, and cars, and homes, and things of that sort. Five million, truly is not an extravagant lifestyle, but it’s a pretty good one. It’s a really good one, but the return on that if invested in a somewhat safe fashion is enough that you could continue having a pretty good life, that might be equivalent to the times when you owned a company and it was making hundreds of thousands of dollars a year in profits.
For me, the $5-million isn’t enough to do what I want to accomplish, but for most people, it truly could be enough. It’s just I kind of have a little bit bigger goal than that. But that could be flawed. You may say, “Boy, that’s crazy!” But $5-million is kind of that number. What happens when you hear $5-million? You hear $5-million, you’re like, “I’m never going to get to $5-million. I mean, that’s impossible. It’s going to take me forever. I’m 40 years old. How am I going to save $5-million after tax?” And some of your money could be pre-tax.
That gets into what I really want to mention. Here are a couple things: One, the way I believe you think about this is, this is the beauty of building a company, and this is the beauty of building a company where you’re not the person doing the work, because imagine being the person doing the work when you’re 60 or 70. It’s not going to happen. Then you better have that money to live on. Another thing to keep in mind is as technology and medicine, everything continues to improve, I think it’s realistic to believe that we’ll live longer; five years, ten years longer than the average.
I don’t know what that is, but we will continue to live longer, even at 40, you have plenty of time in terms of time horizon for a tremendous number of things to improve in society, that it’s possible that the average life expectancy will have increased by five or more years, by the time you get into your 80s. That requires more money, so back to my point. If you don’t commit to learning and doing what it takes to build a real company that has a team, and it’s not just you, at 60 and 70 years old, how much energy and motivation will you have to keep up with the ridiculous amount of change that’s happening in society, as you’ve got to continue to think creatively about your business, and as you have to continue to year after year, mold your business to keep up with all the disruption and the change.
So you want to build that team around you to help you. If you do that, this totally changes the amount of money that you have to have saved. Totally. This $5-million requirement isn’t the same, because really the reason for $5-million is so that when you invest it, it can return to you some amount of money. I didn’t do the math, but let’s just say it’s two hundred grand a year. The real focus here, is not the $5-million, the real focus is the return you get each year; the money that you make each year, so that you can live.
Your investment is spinning off cash. That cash is what you live on. The real goal is the two hundred, not the $5-million. So what you first do is you figure out how much money do you need to live on in the future? Remember, there’s going to be inflation and things in the future, so the value of money continually declines, so in the future, how much do you need to live on? That’s what you’re trying to get to. Five million just is the principal that you need, so that after your return on investment on that $5-million, it returns to you $200,000 to live on.
Now could you create a business with a team that runs itself, that doesn’t require all of your time, that maybe when you get older, you only have to work in that business 15 hours a week, and that business returns to you $200,000? That’s the same thing. Your business is an asset; it’s an investment. What I think the real approach here is, how can I build a company that is a real company, which is very different from what most people build, because they’re unwilling to learn, do the work, or go through the short-term pain to better themselves, to grow, and to solve problems?
If you’re willing to do that, then this business could make you, let’s call it, $150,000 a year. It could be way better than that, but let’s just call it $150,000 a year. And you have decided that you want to live really well into retirement, and so you want to make at least $200 a year. Now the amount of money you need invested is way smaller. Maybe it’s a million and a half. I’m making up numbers. If you do my math, it’s going to be screwed up; I’m making a point. Now maybe all you need is a million and a half, because the million and half will spin off another fifty. Or maybe you need a couple million, so that that couple million will spin off a hundred a year, and you can use fifty of that to live on, and another fifty keeps getting saved; so that you’re still saving every year as you go into your retirement.
When you think about it that way, that your business is an investment, and it can generate a big portion of your retirement income, and then your money saved can make up the difference, or if you could accomplish it where your business pays for all of your retirement, and your investments just continue to grow, and grow and grow, then you’ve really built a security blanket, in a sense. You’ve really set yourself up to be somewhat protected. Then too, when you’ve done that with your business, you don’t have to take as many risks on your investment to get a big return. You can play it a little more safe. Yes, you’ll get lower returns, but that the probability of something happening to your stash is way less.
That’s the way to really think about it. Don’t just think about, “Yeah, I need to build this big amount of money so I can be done, and I’ll live on that money.” What if your business is thought of just like investing in stocks, or bonds, or real estate, or whatever, and it’s spinning off cash that you live on.
A couple things. I read a book awhile back that will do a better job explaining this. I read this book, I was like, “Hm, yeah.” I was kind of nodding as I was reading it. It did a good job of explaining some of what I just said, which I had learned years and years ago, and I think that Tony Robbins, he wrote a book called, “Money: Master the Game,” and he does a really good job of explaining that.
In fact, he has a calculator you can go to to put in some things about your home, your cars, your vacations, all these different things you want. He’ll say, this is how much money you need to make per year, and then it will say, “This is how much money you need to save.” I think it even gives the business analogy in there that I just gave. He does a good job explaining it. I recommend that book. I thought it was good.
Regardless of what you think of Tony Robbins, and I actually don’t have a problem with him. I think he does a tremendous amount of good. But some people don’t like him. I think that book is a solid read. I recommend that to everybody. I think he does a really good job of explaining some financial topics at a more simple level, that we all can understand.
One other book, so for Academy, for our elite members in Academy, one of our members asked what I thought of the book called, “Profit First,” by a guy named Mike something. His last name starts with an M. The cover has a pig on it, like a piggy bank, a pink pig. I’m only half-way through the book. I haven’t formulated my opinion yet. I will say that I’m on the fence on a few things, but I’ll have my opinion when I’m done, and I can kind of think through it. I will say, that he has said a ton of things in that book that I completely agree with, that I’ve said, probably on video and to others a million times, and I feel like I’ve agreed with him on a lot of stuff.
The only thing I’m not quite sure about is, can I grow companies as fast using his method as I have with my approach? I don’t know. I’ve got to think through that. Where I’m going with this is, that book is probably a solid read. I can’t say for sure if it’s a great book, or my favorite, but thus far, I think it’s a no-brainer to read it, and think about it. So many of us build these companies that don’t generate a lot of money, or a lot of profit, and I’ve probably said it before, that’s the entire point of the business. It’s gross revenue is not the point and he makes that argument.
If you get your business set up properly, and you build it properly, so that it’s someday sort of running itself, or running very smoothly with minimal involvement from you, and it’s spinning off a lot of profit, you’ll very quickly accomplish the goal I’ve talked about. You don’t have to wait until you’re 65. You can get there in five, 10 years, or maybe shorter, depending on how aggressive you are. So those two books would be good reads to think through your goal of building enough money to retire, and be very successful.
I hope this helped. Good luck with that.
Your life after you sell your business may not be all that you imagine. Here is why…
Recently I recorded several videos about selling your company and it is something that I’ve thought about for years from different experiences I’ve had in business. This goes all the way back to mid 2000 in terms of experience in selling your business and thinking about it. It is a topic that I am very aware of and it is a topic that affects both the very small business owner and the multi-million dollar business owner because in both cases you are thinking about it. Many times it is the dream of both, the small guy and the big guy. The little guy a lot of times is in the middle of being frustrated and burned out and dreams of the day he can walk away from their business. The bigger guy might have those exact same dreams, because as you get bigger, your problems don’t necessarily go away. You just have different problems.
I think that it is an important topic to think about no matter where you are in business even when you are small. The reason for that is, as you build your company, if you are building just to sell, you build your company completely different and you work on your business in a completely different way. You are more worried about building top line revenue and growing profit as fast as you can whereas, in my opinion, if you are building your company to keep it, you are more worried about culture and people and procedures and systems and things of that sort. Not that you don’t worry about those things when you are building your company to sell it because all of those things help you get your company sold at maximize price. Yet you just think about things at a different level.
You want to make sure when you are going to keep your company, that you are still going to want this thing in 5 or 10 years. Whereas when you are building it to sell it, you might mentally let certain things go and say, “I don’t care. That’s going to sort of be the next person’s problem.”
I said all of that to lead into a point. I was talking with someone that I am friends with that is very successful, has built multiple very successful businesses, and is at a point where he can take off for 1 or 2 months at a time easily. I am not at that point anymore because I have Service Autopilot. I couldn’t be gone for 2 months. Whereas, this individual can and what he has observed from being gone for quite a period of time is it gets pretty boring because all of your best friends still have jobs. They are still working and you can’t just call them out there in the middle of their life. They can’t necessarily just take off and travel. They might have kids or maybe you have kids and your kids are going through school and your kids have sports.
What he has observed and even other individuals have said the same thing. The idea of selling and walking away, not really having much to do sounds wonderful but, the reality of it is, once you do that, what do you do? Who do you do it with? Everybody else still has a job and everybody else is still working and not everybody else can get away.
I say all of this because I think back in the beginning, you need to know whether you are building to sell or building to keep. You may change your mind but you at least need to know up front because if you are building it to sell, then you are going to do things differently than if you are building it to keep. And what if eventually you have the realization that you know what, maybe selling isn’t as great as I thought it would be. Maybe I should focus more on building a great company, one that can run itself. Maybe I should focus a little bit more on solving some of these problems in my business instead of ignoring them because I think they are going to become somebody else’s problems down the road.
My point of the video is to consider, and maybe try to look at if you were to sell the company, meaning that you are not going to work as hard on building a great company that you’ll own in 10 years. If you are building it to just sell it, what will you do when you actually sell the company? And, if there is a way that you can experience that and find out for yourself, I think that might change your attitude on selling. The other thing about this is I have known a number of people that have sold their companies and become very bored very quickly and in most cases they’ve sold their company and within a couple of years were disappointed that they had. Even though they made a lot of money, they miss being in the game, they miss having the friendships, they miss being challenged and they miss all of that.
This is two fold. One, try to figure out for yourself exactly what you’d really do if you sold this thing and you had 3, 5, 6 months a year to do nothing. What exactly would you be doing in your life? Is that really something you want? And two, once you have that answer, what might you change within your business, the way you are doing things, or the problems you are not solving, to make it a company that you do love that you will want to keep 10 years from now.
Jonathan gives his top three ways to raise lawn care prices easily.
I recorded a video some time ago about raising prices. In that video, I talked about how numbers prove that for most companies, depending on your net profit margin, you could raise prices by 10% across all of your clients, lose 25% percent of all your business, and still make the same amount of money. The idea of losing 25% of your revenue because you raised prices 10% is laughable. The odds of that happening are pretty slim, unless your business is just terrible at quality and customer service. The reality of it is that you might lose some number of clients or some amount of revenue, but by raising prices 10%, you’ll make so much more money. I want to cover just a couple quick ways that you could go about raising prices.
One: Rather than raising prices at contract renewal, which is when everybody else is doing it, and all of your competitors are marketing to all your clients trying to steal them away from you, what about raising your prices mid-season? This is one of my arguments against contracts, because contracts are the logical time to raise prices. So, if you don’t have your clients under a contract, it’s so much easier to wait until late summer and do a price increase at that time. What this does is, you don’t have your competitors marketing to your clients anymore. So your client, yes, they could go to Google and do a search and find a new company, but it’s just not as easy and convenient as it is in springtime, or at contract renewal time, when everybody’s pursuing them and trying to get their business.
Two: Raise your prices first on just your under-performers. If you use a system like Service Autopilot, or another system that can do job costing, go through your job-costing report and find your under-performing clients, based on how much money you’re making on that client to service their property, and raise those prices. Oftentimes in business, a lot of what we don’t do, that we never get done, that we never implement, it’s because we don’t know how to do it or we don’t have the confidence to do it. And raising prices is generally a confidence issue. Most of us are scared to raise prices. We’re afraid it’s going to cost us a lot of clients and everybody’s going to get mad and leave. In reality, that’s generally not the case. So, to build that confidence, you could first raise your prices on just your under-performers that you identify using some of your different costing reports in whatever software system you’re using.
Three: Simply raise prices on new clients. You’re unsure about raising prices on past clients, but you’ve at least identified where you’re doing unprofitable work, or where you’ve been under-pricing in the past, and you can adjust your prices that you use to sell to new clients. Then you could raise those prices by 10%.
So you haven’t had the same effect on your business because you haven’t taken a 10% price increase across the board. But, in my example here, taking for example the last two points, one, you’ve gone through and you’ve raised your under-performing clients to make them profitable. Some of them might fall out, but if you lose those, those are the ones that really aren’t so bad to lose, because they might have been costing you money or returning very little profit to your business. Then, the second option that I just mentioned was that you’re now raising prices on new clients, so all work that you sell moving forward is priced correctly at this new 10% price increase.
So, if you don’t have the confidence to raise prices across the board, at least consider those two ideas: under-performing clients and new clients. It’ll make all the difference in your business.