Mike Barnhart
speaker
141 appearances
1 recordings
1 series
first heard May 2025
last heard May 2025
Mike Barnhart’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsNo recordings in the last 12 months.Older appearances are listed below; set an alert to hear about the next one.
Appearances
And it's becoming more and more repeat customers. And I don't know what the impact of selling 10,000 memberships a year really does for your future call volume. And I think I have a different view on memberships than most people. On average, we create about 200, 250 new members a week. People are like, how do you do that many a week? And we sell for the discount.
And then we retain them because they offer a good level of service.
Yeah. But all these best practice groups are always like, no, don't sell it on the discount. Don't sell it on the discount. I'm like, why not? Like if I end up in three years with 50,000 members, do you know how strong that makes me as a company?
You know what I mean? Does that make sense? I do. And as a CFO of the company, incentive plans have always been one of my biggest things that I focus on. So our strategy has always been, why can't we pay the best and be the best company at the same time? Right. But for anybody that's not using Configurable Payroll and Service Titan, start using it.
It creates visibility for your technicians to understand how they're going to get paid, when they're going to get paid, what they're going to get paid every single week. And, you know, you can really design pretty good incentive plans through configurable payroll.
We are.
We tested Lace AI, and then we ended up adopting it in the entire call center because it is a really good coaching. It teaches even the reps how to be better. I did just hear from Service Titan on Friday of last week that they used to have this feature called Second Chance Leads.
But there was only a few on Phones Pro, and they just opened it up to everybody.
Yeah, and some of them probably aren't financial, to be honest. Some of them are more operational. But definitely, I'm always looking at the quality metrics. So we're looking at recall rates. We're looking at how many members are we rebooking or canceling. How many canceled calls do we have? Those are what I call the quality metrics. You're looking at your reviews every week.
Every week we get about 360 reviews right now on average. We have about three that are under four stars. You're addressing what those quality measures are up front. I heard you say you're going back to all your one, two, and three star reviews to try to fix them. I will say that some of them are more around our radio ads.
They do get removed. But definitely looking at quality metrics and then looking at – certainly in our business model, that turnover percentage is super important. So bring that up every week. The way that we actually sold 10,000 and created 10,000 new members last week, we talked about it every single week. So Aaron and I still get – on a 7 a.m.
call every Wednesday with the entire field staff across all locations, and we talk about certain things. And, you know, for 52 straight weeks last year, we brought up memberships. That was something we just weren't going to drop until it was really adopted within the business.
Yeah. So, I mean, I love budgeting actually. It's one of my favorite times of the year. And there's a couple of things I always do is one, when you say everybody needs to have a budget, you're entirely right. If you ever look up, you know, the four steps of execution, we always call it the five steps of execution. You got to have your mission statement. You got to have your KPIs.
You got to have your visual scorecards of whether you're winning and losing. That creates accountability and then you can celebrate it. If you don't have a budget, you can't literally do any of those things. So that's number one. Another thing that I always like to do with the budgeting cycle is reflection on the past year. Successful people, they do two things.
One, they reflect on what is happening in their lives and usually the readers.
um but one of the things that we do in in our business is you know jim collins he had a book called great by choice talk about bullets and cannonballs and you know you have you've got your i heard you on your podcast you've got your four cannonballs you know you've got your call center your marketing we do the same thing as we look at throughout the past year what are all these bullets that we fired
And what are all the small things that we tested out to see if they were going to work or not? And which one of those should we actually dedicate a lot more traction to within the budgeting process? Getting at the budgeting level, I actually work with the GMs to build each of their budgets in each location. And we start out at the department level at your basic KPIs. How many texts do you have?
How many calls per week are you going to run? What's your conversion rate? What's your average sale? And that should drive revenue. We do budget a lot of other metrics on that. Every time I do that with the GMs, we did that this year, and our budget ended up at $91 million this year. They created a budget of about $115 million.
So you've got to teach people, hey, it's not so easy to drive these metrics up. You get something called budget euphoria, where you start to, I can just increase conversion rates by 3%, and I can create an extra $80 on my average sale. But it's not that easy. You have to tie that back to behaviors.
I mean, there's two kind of areas of top grading, especially what's happening in our businesses right now. One is people. When you find the right person, it just all seems to work out.
Showing 41–60 of 141 · page 3 of 8
← Previous
Next →