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Posted

Was wondering if anyone tracks how much it cost per lead. I started to track this myself and I have found over the last 8 weeks I have had exactly 200 leads and have spent $6480 to acquire those leads thus costing me $32.40 per lead. I was wondering if anyone else has tracked there cost per lead and see how it stacks up to my $32.40. I question whether my advertising is effective based on my numbers.

 

Thanks

Posted

How many of those leads turn into customers for you?

 

Sorry, I really don't have an answer here but I have been researching lead generation for shop owners and discussing in the the thread next to this one.

Posted (edited)

I'm a field rep for Mitchell 1 but before I came here I sold internet marketing and I'm Google Ad Words certified. You did not mention how you are acquiring your leads: Google AdWords, Mitchell 1, DemandForce, US Mail, etc. However, that really does not matter. The goal of any marketing program is not to generate leads but to generate conversions: defined as either someone that emails you or picks up the phone and calls your shop. That's where your marketing program ends and your work begins. Your job is to turn that conversion into a sale. The key is tracking those leads. If your lead generates a $100 profit and you paid $32.70, you made a $67 profit on that lead. If you make a $25 profit, you lost $8. Remember thought that a lead is not a one-time shot, You may lose money on that first customer visit (like they get just an oil change) but you may end up having a repeat customer for years to come. If you are running a Google AdWords campaign, work with a company that has a track record. It can be a real money pit if you manage your own campaign. Keywords, competing ads, and time of day all play into the price per click you pay.Hope this helps you.

Edited by johndebusk
Posted

I can't answer your question specifically, but we have recently begun several marketing programs. I looking at advertising as an investment. While impressions, leads, clicks, calls, conversions, etc. are nice metrics to talk about, the real measure is ROI like the above posts states. How much am I making from my investment in advertising is the question to ask. This however can be very difficult to calculate. Do you look at the short or long term value of the customer? What about customers referred by them? Right now I am looking at what that customer spends over a 3 year period plus what any of their referrals spend over a 3 year period.

 

Scott

Posted

I can't answer your question specifically, but we have recently begun several marketing programs. I looking at advertising as an investment. While impressions, leads, clicks, calls, conversions, etc. are nice metrics to talk about, the real measure is ROI like the above posts states. How much am I making from my investment in advertising is the question to ask. This however can be very difficult to calculate. Do you look at the short or long term value of the customer? What about customers referred by them? Right now I am looking at what that customer spends over a 3 year period plus what any of their referrals spend over a 3 year period.

 

Scott

 

 

Thats a great way to look at it but how do you track that?

Posted

 

 

Thats a great way to look at it but how do you track that?

 

Your management software should have some way to track this. Also there will probably be some manual input when you close out a client on "who referred you". These are system that have to be in place for your service advising team so they can collect and enter this info so you can measure it.

Posted

Another thing to remember is how can you accurately tell if you are getting quality leads? I struggled with this constantly as I can get tons of calls however my conversion rate could be low and then the blame game starts. Must be that all those people who are calling are just low quality leads right? Not necessarily.

 

What I am getting at is the other very important component is having the right staff and right systems to take advantage of those leads and convert them into appointments/customers. Before making the big investment in marketing, make sure you are investing and setting up your systems and have quality and talented people to use them. Training is big here.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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