FEATURE
53
HARD AND SOFT SKILLS For any plumber, achieving day-to-day operational efficiencies is critical. Brown believes that one of the biggest challenges in this regard is the disordered nature of the working day.“ We constantly hear that the only appointment the plumber can guarantee is the first one of the day; thereafter, it dissolves into chaos.” He says it is normal for customers to expect immediate service, but it is up to the plumber to have the necessary communication skills to manage client expectations.“ You cannot always tell how long a job is going to take, so it is about taking on as much work as you can that day, but making it clear to the client what is and is not possible up front.”
According to Preston, one of the biggest risks he sees for small plumbing businesses is that they do not know how to charge.“ They’ re great tradesmen but don’ t always understand how to arrive at a price. If they could charge a better rate, then a lot of the other processes— like the lack of health and safety— would fall into place.” He believes training needs to be taken up on how to cost a job, as this would help uplift the industry. Brown adds that one of the areas of discussion is always hourly rate versus a fixed rate for a job. He considers the latter to be the best option in many instances.“ Customers want certainty as to what a job is going to cost them. So, he advises to have some flat-rate prices, but also to ensure you have good margins.
Inability to collect payment is another major risk. Bruch says COD is the way to go and points out that the thousands of rands he writes off each year are a result of deviating from this rule. Brown agrees, but says that plumbers will often ignore their own policy.“ They’ ll say the job is COD, but then allow the customer to leave the site before the job is finished— without paying. The reality is that the level of customer appreciation for the job that you do is gone as soon as you leave their premises.”
There’ s also the lack of skills that many other types of businesses take for granted. Brown says most of the complaints that IOPSA receives relate to this:“ When it comes to things like negotiating, asking for money, personal presentation, and marketing, then many plumbers fall short. But they need to think about advertising, the appearance of their staff, and the way they answer their phones. That’ s what sets you apart from the rest and creates a successful business.”
While‘ wowing’ customers with fancy tools, for example, is a momentary feather in the cap, maintaining good relationships with your customers is far more valuable. In a tight-margin business environment where money isn’ t easily parted with, especially when being invested for maintenance, managing your customer relationships is vital.
Do not overcharge your customers; do take responsibility for mistakes; embrace open communication with your customers; and be honest and forthright with them. They will appreciate your honesty, and your transparency will build trust in the long run. These two elements will likely lead to repeat business, good reviews, and word-of-mouth endorsement. Better to have a customer for life— who almost becomes a self-elected brand ambassador— than one who feels cheated and shares his or her negative experience with as many( non)- potential customers as possible.
BIG FIVE OF BEST PRACTICES Everything you do on a professional basis, and every decision you consider, can be make or break for your business. That is where best practices come into play, and Smith shares his recommended‘ Big Five of best practices’:
• Make sure you secure your payment
• Price correctly
• Deliver compliant installations
• Ensure written agreements are put in place
• Take pride in what you do.
Put these best practices into place, along with your accreditation, customer relationship management, and servicing your maintenance customers with the best tools and stock you can, and you will have not only a successful business model, but a successful business legacy.
EMPOWER THE YOUTH WITH KNOWLEDGE Looking at the plumbing sector and artisans as a whole, there is a growing concern that there are not enough skilled workers to meet current market demands. The Artisan Training Institute( ATI) highlighted this in 2016 when it observed that there was a 50 % pass rate at universities for artisanal qualifications.“ The irony is that many jobs in the corporate world will simply disappear in the very near future. But there will always be jobs for artisans. Mechanisation, coupled with smart production technologies, are on the increase. This will lead to a plunge in semi-skilled jobs. In the near future, many occupations will no longer exist, but artisans are the bedrock of the economy and will always be needed,” says Sean Jones, CEO of ATI. To remedy this, he says, we should be encouraging the youth to consider becoming an artisan for a living because they are almost guaranteed formal employment upon graduation and can earn a decent salary per month that is more than most university graduates will start out on. Given direction and knowledge to manage and sustain their business on all levels of risk, from small business to large companies, can only result in success. PA
www. plumbingafrica. co. za March 2018 Volume 24 I Number 1