@StrongpointRich Never understood not looking at direct labor as a relatively fixed cost. Even when slow, you have a goal to retain talent and talent walks with no/little pay. We put a fixed cost of the base pay and the variability comes with the upside of commission but rarely if ever goes to 0
@Will_Schryver Couldn’t agree more. There’s parts of growth that you have to assume success or just constantly stop and start growth initiatives. And at the same point you still have to be diligent with your spend allocated on growth.
For anyone on Service Titan - calculating sales installed for commission. Question:
Tech 1 sells job for 5k. Tech 2 installs work, while installing job is upsold 2k for 7k total. In the “sold by” section of the job, it will only put one technician. Continued..
On that job, it will only show the sold by of one of the technicians and show they have 7k sold and installed. How do you combat this. We are trying to utilize configurable payroll and this is a hiccup. Do you book a second “dummy job” to house the upsell credit?
@StrongpointRich We’ve spent the last 12 months rebranding, re wrapping vehicles and advertising on radio. Mininal fruition until second half of March. Now our opportunities are up 50%. It works, but it’s a battle while building a brand. Feels like lost money for a long period of time
@Will_Schryver@AdamFlamm You’ll find the difference in delegating tasks with decision making a major breaking point. We’re still breaking through the latter. Building frameworks and guidelines on making decisions by your team