Chris Yano
speaker
120 appearances
1 recordings
1 series
first heard Nov 2024
last heard Nov 2024
Chris Yano’s voice in public audio — every appearance, attributed to the second.
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Appearances
So now they can log into one pretty little reporting metric dashboard, whatever you want to call it, and see exactly how things are performing. We do that. We're having real conversations because let's face it, like when it comes to digital marketing, you know, we know a lot of the different companies.
I've always played nice in the sandbox with any of the competitors because no decisions that they make are going to impact me anyway. Like I'm still running my own race. But regardless of who you choose, there's a lot of smart digital marketing companies that are out there. And there's even more home services.
I use air quotes, you know, specific companies now, or like the OG in that space, us and blue Corona, two of the oldest companies who've been doing work with the trades, but find the one that you trust the numbers, right? Like you can legit trust the numbers and please own your website, please. And when I say own it, I don't just mean the content and the pictures in it, own the site.
Whereas if you want to take your ball and go home, you could take that website and And you'll have to rebuild it and put your content back on it, which, by the way, is still a big misunderstanding with two major players in this space. I think they have great leaders at these businesses. I know them. I think they have some great services.
I still completely disagree with the customer not owning their website.
Yeah, but again, this is where I think it's important that transparency really matters. And that word gets thrown around a lot. What I look about it is a lead isn't just a lead. Like a lot of leads come through for A1 that aren't leads that your marketing company generated for you. They're just leads because you have a good brand.
You've got good, great customer service and people come back and use you or there's been referrals. So new clients. New clients is the game. Like that's the game for your digital marketing company. If, yeah, you're in business for 17 years, in our case, 17 years, and we have all these ads that we know run and convert into an install, why would I want to share that with my competition?
But you still have to maintain trust, right? Because people will lose trust if they think that your numbers are wrong or they think that you're charging a different management fee than you are. If you just make it clear, this is my management fee I charge every month. And do you have to run a percentage fee? In perpetuity for no matter what your spend is?
No, because at some point in time, it doesn't take any extra work. Like you have to cap your management fee at some point. Otherwise, you're just taking advantage of the client. I believe. And plus, it impacts your cost per anyway. So why the hell would you want to run the number clear up if somebody, you know, have a customer who spends a half a million dollars a month with us?
Like, I couldn't charge them a 20% management fee on a half a million dollars. That doesn't make sense. I wasn't doing that much extra work, you know, that would make up, I don't even know where we would find that. So you got to be fair. That's how you make a long time in this business is that you have to be fair.
Yeah.
Yeah, that part's been different because I've invested in plenty of other home services companies. I've had like ownership here and there. I'm not doing anything right. I'll give marketing advice. Maybe we're running marketing for some of them. Some have sold. But the roofing one, yeah, like I am the marketing guy for it. And I'm like, so thankfully, I got a great partner in Chad Peterman.
So he's able to help on the operational side. And we're in a market where he's at. So that's helpful. But the key thing was, this is going to be no shocker to you. Like the only way this was going to work when we launched this new roofing company was you had to have a good GM. You had to have the right guy running it.
And thankfully, we were able to leverage our friend Chad's business because they have a massive brand to get some good talent. And we got a good ops guy. We had a good GM. And then we found the right salesperson to make it work. But this person knew how to work with the suppliers. This person knew how to work in the roofing CRM. I didn't know those things.
The only thing that made me comfortable was I knew what I could generate for business for the company. As long as this has always been the fear I've had because I've had lots of opportunities to go in business in an HVAC company. The thing that always gave me heartburn was it's the operational side. Yeah. Because my side becomes, it feels like the easier part.
It's how are we going to execute on that? Well, there's so many variables I don't know. Like the suppliers, what are we spending? What's wages? Like, are we making sure that we're OSHA compliant? Like the guys are tied off on the roofs. Like some of it I'm learning while we're in it. It's been a little bit different because, you know, I think it's easier to start a roofing business.
There's not much, there's not a whole lot of upfront expense. I say that even though we've dropped... a million bucks in this thing already. It's just different, man, looking at it from that side of the coin versus the marketing side. I've learned like, yep, my side is the easier part.
Well, that's my background, right? So if I was, you know, that's what, but this is why it worked because, you know, Chad certainly has that with his hundred and whatever million dollar, you know, company. I trust him, right? And if I could trust somebody, it's him. But he's not in it every day either. Like we're just, you know, in weekly calls.
but you know that's one of the questions i have is is how much just traditional i remember ishmael was saying dude everyone's doing digital these guys have more to spend these pe back companies than most what's the right mixture of digital and traditional listen i get asked this question all the time because i don't i don't play in the traditional space as a marketing company i do buy it now for redbird roofing and i'm a fan of doing all of it a variation of all of it but i think it also depends on like what do you are you looking for direct leads now or can you brand like
We could at Redbird, we could afford to brand first. Right. So we spent, you know, we spent a lot of money. I would say we probably spent 6%. Let's look at 10% marketing, all in marketing budget. I probably spent 6% on traditional and the other four on digital. And I owned the digital company. That does it because I was trying to brand build as quickly as I could. And that's hard.
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