Personal Touches: Irrigation Sales Strategies

In response to this pressure, one might expect shady sales tactics, short cuts and false advertising, all in the name of competition. But in reality, irrigation contractors such as Charles Hagen, president, Hermes Landscaping, Lenexa, Kan., rely on the one aspect missing from many big-name sales deals – a little bit of human touch.

"In landscaping, by far, relationships are the best way to go," said Hagen, pointing out that his company turns 60 percent of its customer referrals into business due to positive interaction. "Hands down, [selling is] about knowing the client and investing the time to develop a genuine relationship. It’s the things we learned before we got out of junior high that make us successful – we all learned early on what it takes to maintain good relationships."

REFERRALS BASED ON INTEGRITY. Without a doubt, these relations drive the irrigation sales business, with most contractors reporting referrals as their largest sales source. Although Yellow Pages ads and Web sites provide some measure of sales input, personal referrals stemming from previous or current irrigation jobs significantly build a company’s customer base. Michael Strick, president, Carefree Lawn Sprinklers, New Lenox, Ill., confirmed this point.

"The majority of our customers come from referrals, either from landscapers or builders. Our referrals are usually good, qualified leads where we’ve already been talked up a little bit, so when customers call us they have already heard some good things about us."

Similarly, Perry Bratt, president, Bratt Inc., Pleasant Grove, Utah, found referrals such a valuable source of business that the company began using them as fodder for additional sales leads.

"In our sales packet we list 40 to 50 referrals of satisfied clients, provide contact names and phone numbers and customers can call any one of them," he said.

Since recommendations act as a driving force for business, quality service remains a mandatory goal for irrigation contractors to secure helpful referrals. Joe Goetz, president, Goetz Landscape and Irrigation, Centerville, Minn., agreed that following through the entire process, from initial customer contact to installation, results in satisfied customers and, ultimately, increased business for his company.

"What gives us the best return is doing good quality work and relying on referrals from previous customers," Goetz identified. "That kind of opens and closes our sales. If customers are looking for a good, quality system, and looking for it to be done right, that is the customer we’re looking for. We qualify the customer as much as they are qualifying us."

In fact, as another step toward earning recommendations, Goetz Landscape and Irrigation rewards customers with gift certificates for their service and referrals. Michael Hogan, owner, New England Lawn Irrigation, Plymouth, Mass., cited similar tactics.

"If we get into a neighborhood and a person does a lot of referring, what we’ll do is offer discounts on a sprinkler system or service down the road," he said.

Goetz also stressed that when it comes to selling his product, irrigation and honesty go hand in hand. "We lead with integrity – if we say we’re going to do something, we’ll do it," he said simply. "It helps us to be successful in all parts of what we do."

For example, Goetz illustrated, if the salesperson is running behind because of a weather-related delay, it makes sense to notify the customer even though it may not be what the customer wants to hear.

For Bratt, his company goes so far as to include integrity in its mission statement. He identified this trait as one of the most important keys to sales success, and, like Goetz, said following through with promises and providing customers with service updates result in respected business practices.

"Our clients are regularly referring us to other individuals," Bratt said. "The reason they hired us is because we do what we said we were going to do."

THE COMPETITIVE EDGE. Reliability also comes into play throughout the initial sales process. Contractors stressed that face-to-face meetings often help clear up customers’ questions and allow clients to view system parts and diagrams. Strick pointed out these in-person meetings also help clients differentiate among the contractors.

"We go over any specific needs the customers have, sit down with them and explain what we’re doing and about the products we install, as well as what makes us different from other places they got estimates," he said.

Bratt related the importance of spelling out proposals carefully and encouraging clients who are receiving alternate bids to ask the competitors to thoroughly explain proposals as well. Maintaining that his company refuses to buy into "quick fixes," he said that sometimes when competitors bid lower and sacrifice quality, he must turn jobs away rather than match low prices. Yet, he stresses that the quality of the installation usually eclipses the price.

"Some can do it for one-third of what I can install it for," admitted Bratt, adding that system longevity plays a large part in quality. "Typically, yes you can do that, but you still have a problem. If it is not installed right, you are going to have problems. I don’t want the Bratt name tarnished, and it does not make sense to cut corners."

In pursuit of jobs, contractors sometimes fall into the trap of falsely promising services to customers to match competitors or to simply impress clients. Strick cautioned against exaggeration and, again, stressed the value of integrity when competing in the industry.

"Be honest with customers, don’t over-commit, don’t exaggerate the reliability or that these things are completely maintenance-free," he insisted. "Any company out there is individual – what is one company’s forte is not another company’s forte. Some say, ‘If this place is going to do this, I am going to do this.’ I say, know what you’re good at, do what you’re good at and don’t make the mistake of promising otherwise."

Further, Goetz mentioned the importance of thorough service in the irrigation industry, and that many home store chains cannot offer the same level of attention. "Components are just components, but the service is based on how well [the system] is put in," he said.

Hagen recognized the presence of home stores in his market, but he said the sale comes down to different target customer populations. In other words, while home stores aim for individuals who are more "hands-on," he focuses on clients who value the service. "Our target market is people who don’t want to mess with it," he quipped.

Strick said healthy competition in the current market results in more irrigation jobs than any company knows what to do with, which lessens the impact of home store sales and consolidation. Confidence in the value of quality customer service also lowers the threat of larger companies, which offer reduced prices but often require customers to install systems themselves, he said.

AVERTING SALES OBSTACLES. Aside from competition, irrigation contractors face a variety of obstacles when selling irrigation systems. Hagen cited the lack of education and experience among new salespeople as a common problem.

"First and foremost, young salesmen face pressure – No. 1, they’re not prepared, and usually end up sacrificing something," he said. "If you go in unprepared and not understanding what it is that your client is all about, you sacrifice dollars, timeliness or quality."

In order to overcome these obstacles, Hermes Landscaping provides a mentor program for new employees, during which they gain exposure to processes, upgrades, seminars and system walk-throughs to gain effective sales tactics.

Goetz overcomes price obstacles in his area with a basic solution – advising his customer that they will get what they pay for. "We always stress that it’s an investment they’re making, and if they’re going to spend the money, they might as well have something that works," he stated.

Yet, Bratt cautioned irrigation contractors against pushing customers into purchasing a system or features they cannot afford. Instead, he suggested encouraging customers to start with installing a system on the front yard and saving the back yard for another time, rather than installing both at once. "We encourage salesmen not to force customers into something they can’t afford, it doesn’t help them or us," he discussed, offering some basic wisdom: "You don’t enjoy what you can’t afford."

Bratt said convincing the customer of the products and services they need for an effective system can be difficult due to the technical nature of an irrigation plan. "One obstacle is people’s misconceptions of what it takes to really cover the property properly," he explained. "We’re up against fly-by-night companies who don’t want to hurt the client but just haven’t been educated."

Strick also returned to competition as his main obstacle within the business, especially concerning the basic irrigation system structure. "It’s tough to sell quality to someone because 95 percent of a sprinkler system is buried in the ground," he said. "That’s the biggest obstacle – convincing a customer that your product is better than another company’s product." Strick added that this problem can be solved by differentiating design and, again, avoiding the dangerous shortcuts.

NECESSARY KEYS TO SUCCESS. Despite numerous roadblocks along the path to selling an irrigation system, contractors rely on specific tools when playing the fast-paced and competitive sales game. By featuring what he labels as the "best materials and products in the industry," Hagen can more confidently position himself on the high end of the price bracket and offer customers all-inclusive packages that include service based on years of experience. From there his salespeople establish relationships with customers who respect their knowledge.

"Getting your folks out there and doing a great job are probably your most successful ways of generating new business," he stated.

Goetz maintained that efficient, knowledgeable service equals satisfied customers. He ensures that phones are always manned and that customers are routed to the right contacts, resulting in quick, convenient service. "Being on time is the biggest consideration – you go with the mind that you’re really providing a service, and your sale is based on knowledge," he said.

This knowledge comes into play when selling to a residential customer vs. a commercial customer. Identifying the customer’s main priorities helps the salesperson develop the most effective sales pitch. "The sales pitch to a residential customer is more geared toward service because on a residential system the homeowner is the end user, and a sprinkler system is a maintenance item," he explained. "They don’t want to get a sprinkler system from someone who is not going to be around next year. With commercial, you’re not dealing with an end user. On commercial they’re more looking at job performance, how fast can you meet deadlines, and the quality of a sprinkler system isn’t always a main issue."

Bratt focused on the importance of making a face-to-face sales visit, since property types vary in his region. "We go to the site, meet with customers and then see what the conditions are," he stressed. "It’s very important we have that visual opportunity before we do it." Along with that, a detailed proposal spelling out a system’s equipment will better convince a customer to choose higher quality in order to ensure longevity and satisfaction, Bratt pointed out.

PERSONAL INTERACTION. Bratt said human interaction, when applied within his staff, creates a domino effect that benefits customers. His open-book management policy allows salespeople to measure their progress against the company’s numbers and fine-tune their sales methods accordingly. Because salespeople want to improve the company and please the managers, their tactics improve. "If salespeople want to get brownie points with the officers of the company, they should let us hear from others that they had a chance to cut corners but didn’t," he said.

In terms of pressures offered by home stores, Bratt acknowledged their presence, but again, cited interpersonal communication as a clear advantage. "I think [home stores] are here to stay, but we’re just going to have to learn and do our best to educate the public about the advantages of having someone with more experience day in and day out," he stated.

For Strick, though sales policies involve any number of complex interwoven factors, he simply looks to the Golden Rule as a guide. "We have a very general business philosophy," he said. "Just treat the customers the same way you would want to be treated, no better, and no worse."