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Plumbing Firm Finds Fast Growth in 5 Years with Customer Focus
Business prospects are bright for The Sunny Plumber. Since it was launched in Arizona in 2013, the plumbing company has already reached markets in Nevada and California. And Gary Eisenhauer, general manager, believes that’s only the beginning.
“Ten years from now, we’d like to be in all the states,” Eisenhauer says. “It’s a lofty goal but absolutely possible.”
The Sunny Plumber would not, of course, be the first plumbing company with a national footprint. Think Roto-Rooter, for example. However, The Sunny Plumber can’t offer a novel solution to clogged plumbing lines like Samuel Oscar Blanc did with his homemade root-cutting device. Rather, company executives are banking on expertise and a sunny disposition to power their expansion.
Ken Goodrich is the driving force behind The Sunny Plumber’s ambitious growth plan. The entrepreneur, who grew up in his father’s air-conditioning business, has founded a succession of successful heating-ventilation-air conditioning firms and plumbing companies, including acquisitions in Arizona in 2013 that introduced The Sunny Plumber to Tucson and Phoenix. Two years later, the company opened an office in Las Vegas and, in 2016, in Corona, California.
In these locations, Goodrich owns both an HVAC company — Goettl Air Conditioning — and The Sunny Plumber, but he operates them separately. What they have in common is the goal of growing across state lines. As Goodrich puts it in a Las Vegas business publication interview in March 2017: “Our ultimate goal is to bring our brand, our unique customer-centric culture and processes across the nation and become the gold standard for home service in the U.S.”
FOR THE CUSTOMERS
The positive vibes flowing from the company image are also, by design, felt within the company, according to Eisenhauer. He says The Sunny Plumber is as optimistic a workplace as it appears to be.
Eisenhauer says the positive attitude begins with Goodrich, who, he says, is “upbeat and can-do and pretty demanding, too. He attracts the best talent — not just recruits them.”
The upbeat company attracts customers, too. It holds them through such innovations as The Sunshine Club, an annual maintenance agreement in which The Sunny Plumber techs inspect all fixtures, check the pressure on lines, do recommended maintenance on the water heater, and flush drains. The agreement promises two drain clean-outs each year and a camera inspection whenever a snake is deployed to clear a line.
Annual inspections are not original to The Sunny Plumber, except for the drain check and clearing, but are an increasingly popular feature: Eisenhauer says the company is signing up 100 to 150 Sunshine Club members each month. Fees for the plumbing maintenance do not vary with the size of a property. The service is reserved for residential customers, which constitute the bulk of the company’s customer base.
Another feature of the customer-centric culture is a guarantee of 100 percent customer satisfaction. That sounds like a pie-in-the-sky promise, given the wide-ranging expectations of homeowners regarding service. But Eisenhauer says the company lives up to the pledge — one way or another.
“We know we can’t make everyone happy. We could not get hot water to one bathroom we worked on, so we gave the client all his money back. I’ve given money back on $12,000 jobs,” he says. “When things don’t work, we leave the client satisfied by not taking his money and walking away. It’s all about reputation.” The company’s reputation is good enough to have an A+ rating from the Better Business Bureau.
Eisenhauer believes people are afraid to call plumbers and other service technicians for fear of being victimized. With the 100 percent guarantee, potential customers know they have some recourse when things go wrong. “When people know that, they are more willing to let you do work for them. Most customers will let you work through problems until it’s right.” He adds that he has no evidence that potential customers try to game the system by feigning dissatisfaction.
A TEAM ATMOSPHERE
Eisenhauer’s office is in Las Vegas. From there, he closely supervises the activity of the company in its four locations. He accomplishes this mostly through weekly conference calls, but specific management issues that crop up at any of the locations are addressed the same day in real time.
Besides offering competitive salaries to its 42 employees, Eisenhauer says the company offers a team atmosphere in which colleagues “can jell and help each other out in the field. Plumbing is a fickle industry for technicians, who seem to have ‘the grass is greener’ syndrome. I try to look after and take care of our technicians.”
In return, Eisenhauer expects job applicants to communicate well, both in listening and verbalizing. That’s because a tech must be able to understand a customer’s plumbing issue and then clearly explain the cause of the problem and what will be required to resolve it.
Eisenhauer acknowledges that, as in other maintenance and construction industries, attracting qualified and suitable people to work as plumbers is difficult. “I don’t have a pipeline for techs, unfortunately.” For those the company does hire on, there is no shortage of work: The Sunny Plumber offers true, live-dispatched 24/7 service.
Technicians roll out in the company’s fleet of 43 trucks. Most of the trucks are fully equipped Nissan V2500 high-top models, which are deemed to be ideal because a water heater can be stood upright in them. Some repair specialists, as Eisenhauer describes the most experienced techs on the team, drive smaller units and are being transitioned to the standard-top version of the V2500.
A WIDE RANGE OF CALLS
Some of the same societal changes that make it difficult to find blue-collar employees are having impact on customers, too, but not as one might expect. The cultural preoccupation with electronic gadgetry has in some ways made homeowners more, rather than less, likely to roll up their sleeves and attempt plumbing repairs on their own, Eisenhauer says.
“Today’s homeowners are not less hands-on. If anything, they are more hands-on. They’ll watch some video and, by golly, they are now a plumber. Then we get the calls. We have a saying here: ‘Everyone is a plumber until they mess something up.’”
Like their peers across the plumbing industry, The Sunny Plumber techs sometimes arrive at a home and find the results of interesting attempts by a homeowner to repair something on his or her own. Eisenhauer recalls the time a technician walked into a residence for an inspection and found an Australian Foster’s beer can adapted to reuse as a vent on a water heater. “That was probably a homeowner fix.”
Service calls typically range from clogged drains and leaking pipes to fixture failure.
Before he became general manager of The Sunny Plumber, Eisenhauer “dabbled” in a variety of careers, from office administration to law enforcement and federal prison supervisory work. It was in this last capacity — as plumbing supervisor for eight years at a prison in California — that Eisenhauer gained perspective about customers. “I tell our technicians that my best client in prison was worse than my worst client on the outside,” he says. “My best defense was communication.”
First, look for integrity
A growing company like The Sunny Plumber is necessarily a hiring company. It builds out its business on the backs of new hires who, once they prove themselves, become the veteran employees whose performances foster future growth.
The Sunny Plumber will be in a hiring mode for years to come because the Southwest U.S. company aspires to establish itself across the country. “We are not yet expanding across the country, but that kind of thinking is coming into play,” says Gary Eisenhauer, general manager, “The goal (in 2018) is to expand quicker. Every month, we have a management meeting to determine if it is time to move forward or to slow down.”
In the process of expansion, Eisenhauer constantly will be culling male and female technician candidates for employment. The general manager says technical ability is not the first criterion he considers as he interviews job applicants. “The first thing I look for in the recruiting process is integrity,” he says. “That’s because I will be sending them out to clients they have never met. They have got to be able to work with strangers.”
He is not talking about an employee being congenial, though that also is a valuable customer service attribute. Rather, the employees must be trustworthy because they will be in clients’ homes where personal security is always a paramount concern. Both Eisenhauer and his customers must be able to trust that the plumber entering a home will demonstrate good character while there. Eisenhauer says what separates The Sunny Plumber from some competitors is the trustworthiness of the company itself and the integrity of the service employees who represent it.
In his focus on character, the company’s general manager might be channeling Warren Buffett, the legendary CEO of the Berkshire Hathaway conglomerate. Buffett is quoted saying: “In looking for people to hire, look for three qualities: integrity, intelligence and energy. And if they don’t have the first one, the other two will kill you.”
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