Essential Service KPIs for Every Role in Your Business

Essential Service KPIs: 5 to Stay Alive

Anglen goes by the motto “five to stay alive.”

“We don't want more than five KPIs per position. It gets too complicated,” she explains. “These five KPIs per position, they are 100% going to give you the answers you need.”

Manually tracking these numbers in spreadsheets proves too time consuming, she adds. 

“ServiceTitan is incredibly powerful. If you’re already a ServiceTitan user, you know that. If you’re not yet, let me tell you, one of the beautiful, beautiful things about this software is that it serves you your numbers on a silver platter.”

>> Need help setting up your dashboards and scorecards in ServiceTitan? Click here.

Dive right into what KPIs you should track.

Service Experts

1. Conversation rate

2. Average sale/ticket

3. Maintenance agreement sales

4. Options per opportunity

5. Leads set (only applicable if your company has separate teams for sales and service versus selling technicians)

Anglen notes average sale and average ticket are two separate metrics, and companies may choose to track both or just one. 

“Average sale is anything they sold as an average,” she says. “Average sale is going to be much higher. Average ticket includes all those pesky $0 invoices that sneak in there, or the service-fee-only dollar invoices. Average sale tells me if they're building good options, if they're getting the upsell, if they're really looking at the entire home. Average ticket shows me just their communication skills.”

When it comes to options per opportunity, or the number of estimates being presented, Anglen says her magic number is 3.6 on average. But no worries if your crew isn’t close yet. Look at their baseline and coach to improvement.

Leads set refers to follow-up leads sent to a sales team beyond just the service repair work.

Comfort Advisors/Project Managers

1. Conversion Rate

2. Average sale

3. Options per opportunity

4. Ancillary product sales (the add-ons: indoor air quality, water filtration, gutters, etc.)

5. Extended warranty sales

“For extended warranty sales, that obviously depends on you and your company, and if that's something you guys offer,” Anglen notes. “If you don't, you should probably look into it, because it's an incredible opportunity to help your customer protect their home and also improve your average ticket.”

Dispatchers

1. Average drive time

2. On-time percentage

3. Average ticket

4. Total revenue 

5. Field conversion rate

“A dispatcher for me is like the spoke in the middle of the wheel,” Anglen says. “They're one of the very few roles in the company that interacts with every single other person. They interact with CSRs, coordinators, technicians, the sales team, and managers. … The KPIs of the company are always going to be directly tied back to whether or not your dispatcher is being successful.”

However, for a dispatcher’s specific KPIs, Anglen recommends choosing factors they control.

“When I talk to a dispatcher, and they say, ‘Well, how am I supposed to have an impact on the conversion rate of the guys in the field? How can I have an impact on total revenue? How can I have an impact on average ticket?’ If you talk to your dispatcher and they ask you those questions, you have the wrong dispatcher,” Anglen says.

“Or, they need additional clarity about their role. Because they have a direct impact on which technician goes to which job, with which conversion rate. They know who's going to be successful today and who's going to struggle today. So them being able to really map out that dispatch board and design it for revenue is so, so crucial. Dispatching is not a plug-and-play role. It is an absolutely crucial role for your company.”

Sales and Install Coordinator

1. Total revenue

2. Conversation rate

3. Departmental gross profit

4. Budget vs. actual percentage variance

5. Customer survey results

Anglen says it’s crucial for coordinators to understand gross profit.

“They're going to think that a successful outcome is just getting the job done and getting paid. And that's great. We like completion. We like getting paid,” she adds. “But if we didn't make any money in the process, then it's not really a successful outcome. A successful outcome for your coordinators is not completion. It's profitability.”

Not using the survey feature yet in ServiceTitan? Anglen strongly recommends it.

“Surveys are absolutely crucial to understand and communicate with our customers. It puts a magnifying glass on our business. So you should be surveying every customer that has a big install. And then judging your install coordinator or your sales coordinator off of those customer survey results.”

Outbound/Internal Sales Team

1. Jobs booked

2. Estimates converted

3. Total revenue produced

4. Calls made (Anglen advises 120-150 calls a day.)

5. Memberships sold

Anglen recognizes not all companies employ an outbound team, but says if you do hire outbounders, they’ll pay for themselves. 

“They are going to book jobs that you didn’t have on the board before. They are a marketing campaign. They're going to convert estimates. If you have a solid outbounder who's following up on every unsold estimate, you're going to increase your field conversion rate by 10%.”

Customer Service Representative

1. Calls taken (Anglen recommends 50-65 daily.)

2. Call conversion rate

3. Memberships sold (unless this falls under your service tech’s duties)

4. Call review scores

5. Average call time

As the gateway to your company, it’s important for your customer service representative to be nurtured and trained, Anglen stresses. When it comes to building rapport or being efficient, Anglen notes it’s a balancing act.

“I don't want to see an average call time of less than three minutes. If my average call time is less than three minutes … they did not build value. They did not build rapport, “ she says. “If it's any higher than six minutes, we have a problem. There's probably going to be long, blank pauses in those phone calls, and they might need some training.”

To automate call review scores, Anglen says to build a form that can be filled out on the call. Then use ServiceTitan to help aggregate the data. Keep the form simple with five or six steps that are crucial to your company’s process, such as: 

• Did they offer a greeting?

• Did they build rapport?

• Did they offer a second sale? 

Bonus from the Q&A

Installer/warehouse: Base KPIs on accuracy and efficiency.

Management: Base KPIs on their team’s KPIs. 

Marketing: Focus on revenue generation and cost per lead. 

Combined roles: Pull your five KPIs from the two roles’ scorecards, focusing on the ones that generate revenue.

How to Set Benchmarks for KPIs

Anglen calls it crucial to coach to the process instead of the KPI. “We know if the process is being followed, the results will be there,” she adds. 

So how do you set a benchmark? Start with your baseline and look for improvement. 

“Managing is all about understanding each of your employees' maximum capability zones,” she says. “What you want to do is set that maximum capability zone, understand it for each of your people, and then raise it. Make sure they understand what their numbers are, and then help them get better.”

>> Check out ServiceTitan’s Contractor Playbook for tips on implementing systems and processes.

Once you set your KPIs, leverage them to increase profitability. 

As an owner, focus on revenue, gross profitability, and net profitability. And to increase profits, use your KPIs to guide decisions and pivot when needed.

“We don’t sell a product,” Anglen says. “We offer solutions, which means we’re going to test something, and then pivot if it doesn’t work.” 

Tips for Navigating Difficult KPI Conversations

No one wants to deal with the hard conversations, but owners need to, to protect their bottom line. For this, Anglen leans on Simon Sinek’s advice from his recent Pantheon presentation, which is to acknowledge the difficult subject matter at the start of the conversation. 

“You sit the person down in front of you and say, ‘Listen, this probably is going to be a difficult conversation. It's not going to be super fun for me. It's not going to be super fun for you. But it's so necessary for our mutual success, for the company's success, for your growth, personally and professionally,’” Anglen says.

But to have that conversation and hold your team accountable, you must first provide clarity and alignment. 

“That’s what key performance indicators are all about,” Anglen says. “You really have to understand ‘What does a successful outcome look like? What numbers should I be hitting?’ And then coach to the process if they’re not hitting that.

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