Zapier – Integrated Pest Control Software
Owning and operating a pest control business can mean lots of work. Learn how Zapier can help you streamline your business!Transitioning To E-Commerce
You've decided to make the transition to selling your services online and you understand the process. What's next? Now it's time to assemble the internal buy-in and resources to help make the transition a success.
Home service companies vary widely in terms of size, organizational structure, and human resources. Your organization might have clear organizational boundaries that create traditional departments of finance, operations, and marketing OR you could be the lucky person who wears 20 hats and is in charge of getting things done. Regardless of the size and makeup of your company, it is important that everyone who is involved in the “service order-to-fulfillment” workflow is on the same page and rowing in the same direction. Different stakeholders will be responsible for making decisions at different times to ensure the internal mechanics are known and understood. Here’s a breakdown of some of the key organizational departments and responsibilities they might be accountable for.
Your leadership team may bring the concept of e-commerce for service companies to the team OR the concept might be introduced by a team lead. Regardless of who brings the idea to the table, leadership needs to be on board as the transition is a strategic decision that can involve all areas of the organization. We believe that service companies who are willing to innovate and embrace e-commerce will dominate. Moving to e-commerce will take some getting used to within the organization though. Smaller companies might be able to make the transition more quickly and find that the transition Click to Buy Service provides a lot of operational elegance that may not currently exist and solve growth and technology challenges. Larger companies normally have more services, intricacies, and moving parts generally, so a transition might take a little bit more time, buy-in, orchestration, and attention to sanding down any rough edges.
Leadership’s job is clear:
Your Operations team will be accountable for the inner workflow of how incoming free requests, paid requests, paid one-time service orders and recurring service orders are processed from receipt to fulfillment.
Additional responsibilities could include:
Finances’ job is fairly straightforward – get up to speed with Stripe (the payment processor), understand how it works, and work closely with the Operations team to ensure the influx of online payments are appropriately handled.
Additional assistance might include working closely with the Service Managers to:
Service managers within your organization will have some very unique responsibilities during the transition. The more brave and creative they are, the faster your organization can make the transition.
Responsibilities normally include:
Your Sales team could be lightly impacted or greatly reduced depending on how much your team commits to transitioning to selling services online.
In lighter cases, you might simply need to adjust expectations with the Sales team that a new e-commerce model is being adopted to accommodate where the industry is going and how homeowners want to buy.
As selling services accelerates within the organization, leadership within the sales team could be responsible for downsizing the number of trucks on the road to those that are only providing estimates for services that simply can’t accurately be calculated online. These types of services normally fall into a category that requires a truly “custom” service like landscaping, bed bug remediation, etc. (even though you could still charge for the upfront consultation!).
Regardless of how a move to online selling impacts your team long term, in the short term, your Sales Director will need:
If your business is large enough to support a marketing team – congrats! The primary focus during the transition should be protecting the brand and ensuring a consistent experience.
A successful conversion funnel is one with as little friction as possible. As such, ensuring your shopping cart is professional, on-brand (similar logo, colors, icons, photography, etc), is responsive to different devices, and includes content that shares an appropriate tone as your www/marketing site.
Marketing should also take the lead in working with Service Managers to acquire and organize all of their service content required to provide a consistent experience regardless of which service a homeowner might buy. Different department heads might have different writing styles, poor grammar, use different terms/abbreviations, etc. so it’s important to have some oversight into the content quality and tone before pushing the launch button.
Long term, Marketing’s focus will shift to thinking about how to increase online/paid sales, where/when to experiment with coupons and bundled discounts, and how more services can be deployed into your shopping cart.
If your business is not large enough to have Marketing leadership, have no fear. Your Click to Buy Services Onboarding team will do its best to help ensure all of the above is accomplished during your setup.
It’s fair to say that most service companies rely on outside, expert help to keep things running. In some cases, it makes sense to include these trusted partners in the transition conversation too. Examples of where your IT and digital partners (marketing and/or web team) might assist include: