Our intent and objective is to assist the dealer. To teach through training in order to know how to implement the concepts, systems and processes of their organization through three fundamentals.

1. Business Fundamentals.
2. Leadership Steps that drives implementation.
3. Processes and Systems that we can teach others.

Each Ten learning center modules work off the "three" fundamentals.

Business Fundamentals

1. Improving Sales and Marketing through increased revenue.
2. Maximizing efficiencies through holding operations responsible in order to improves profits.
3. Financial Responsibility through tracking, measuring and posting results.

Leadership Development

1. Helping co-workers understand the expectations of their job.
2. Establishing the guidelines of their organization.
3. Training objectives to accomplish results.
4. Holding them accountable.
5. Communicating the consequences of their job.

Process-Systems Step

1. Commitment and belief in a system.
2. Understand and learn the system.
3. Train others how the system works.
4. Track and measure results.
5. Improve results.
6. Duplicate the process.

The ten Learning Center Curriculum

One: Building a Profitable Service Department

Two Days for Owners and Key Personnel

1. They will learn the value of pricing service correctly.
2. Delivering service efficiently. 
3. Tracking, measuring and posting results.
4. Training to improve results.

Our ultimate goal and objective is the development of systems to increase profitability in a service business, continuing to improve and duplicating results.

This can be achieved through better practices of sales and marketing, operations responsibility and financial accountability.

These interactive working sessions work through role playing in order to understand how to teach others to accomplish desired results and develop attending dealers into a leadership role.

Two: Developing a Maintenance Division that "Gets and Keeps" Customers

1. Understanding the Maintenance Division is the proactive business that can drive an organization without weather and in a slow economy.
2. Each Dealer will learn the value of marketing Precision Tune-Ups while increasing revenue.
3. Each Dealer will understand the pricing of Precision Tune-Ups while increasing revenue.
4. Delivering tune-ups efficiently.
5. Tracking, measuring and posting results.
6. The development of a training calendar will improve results.

Developing and maintaining an Aggressive Service Agreement Program
(A.S.A.P)...that will become your engine of tomorrow

Our ultimate goal and objective is the development of systems to increase profitability in a profitable maintenance proactive business, continuing to improve and duplicate results. All the while understanding this is “a proactive business being delivered in an reactionary industry” that weather proofs and recession proofs a business. This can be achieved through better practices of sales and marketing, with operation responsibility and financial accountability.

These interactive working sessions work through role playing in order to understand how to teach others to accomplish desired results and develop attending dealers into a leadership role.

Three: Developing an Installation Division through 6 Quality Assurance Steps

To ensure customer satisfaction and minimize non revenue calls

Two Days for Owners and Key Personnel

1. Each dealer will understand the marketing and advertising concepts in creating a need for additional installations.
2. They will understand the lead evolution from the inception of a company through the presentation and the completion through operations
3. Through financial responsibility each dealer will learn the value of pricing installations correctly.
4. Delivering installations efficiently.
5. Tracking and measuring results.
6. Training to improve results.

Our ultimate goal and objective is the development of systems to increase profitability in a profitable installation business, continuing to improve results and duplicate results. While understanding this can and is "a total indoor comfort product".

These interactive working sessions work through role playing in order to understand how to teach others to accomplish desired results and develop attending dealers into a leadership role.

Four: Financial Accountability Module

Two Days for Owners and Key Personnel

1. Understanding an Income Statement.
2. The development of a departmental income statement while understanding there are several companies within one.
3. Understanding a Balance Sheet.
4. What to look for to improve results.

Five: Commercial Energy Savings Agreements Module

Two Days for Owners and Key Personnel

1. Learning the value of Commercial Agreements and how to use them to balance workloads.
2. How to aggressively build a Commercial Division.
3. How to recruit, hire, motivate and compensate a commercial account representative.

Six: Creating a Dominant Market Share Position

Two Days for Owners and Key Personnel

1. Determine your market potential.
2. Create an effective advertising and marketing campaign while understanding the differences.
3. A successful development of creating the urgency and fulfilling the urgency of successful advertising and marketing.
4. Utilizing a Database Management System (DMS) to increase your response to marketing and advertising while understanding the benefits of One to One marketing.

Seven: Recruiting...Hiring...Training...Motivating and Retaining Top performers...Made easy

Two Days for Management and Key Personnel

This program addresses these challenging times of the retail contractor related to recruiting, hiring, training, motivating and retaining exceptional, high-performing co-workers.

1. The topics include the successful nontraditional ways of recruiting.
2. Writing classified ads that get results.
3. The hiring process. Understanding the 3-3-3 process.
4. The training calendar for a new hire.
5. Developing accountability agreements.
6. Motivating and holding them accountable.
7. Developing of a system in order to retain them with a compensation.

Eight: Co-Worker Learning Center

Front Line Co-Worker Retail Business Development
Two Days for Owners and Key Personnel

1. Objectives are for each to understand why change is a part of the new HVAC retail business model.
2. Understanding how to build a proactive business in a reactionary industry.
3. Exceeding customer expectations in the field and in the office.
4. What drives culture changes? What is going on in our industry?
5. Understanding the value of "Up Front" pricing.
6. Understanding the relationship and the value of that relationship with the customer.

Front Line Co-Worker Communication Workshop (15 people maximum)

Workshop (15 people maximum)
Two Days of Role Play for Dispatchers, Customer Service Representatives, Service Technicians, Installers and Precision Tune-up Specialists

1. Learning how to process the service call in the office set the appointment Develops a system to follow in the office and in the field.
2. How to utilize an "Up Front" pricing system correctly.
3. How to utilize an "Up Front" manual to generate leads for equipment, ESA's and accessories.
4. Learning how to process the Precision Tune-Up calls in the office and in the field.
5. Each will learn how to process the installation after the investment has been made in the office and in the field.
6. Each will understand how to describe the installation to the home owner, complete a satisfaction survey and perform a quality assurance follow-up.
7. Each Co-worker will be provided a script to follow.

Results will be accomplished through extensive role play both days. 

Each Learning Center Includes:

1. Manuals and/or workbooks.
2. Reports on disc in Excel format.
3. Computerized PowerPoint presentation.
4. Open classroom participative communication.
5. Follow-up phone, fax, e-mail support.

Nine: Quest for Success Learning Center Investments

Each offering is considered a Module. Each Module is for two consecutive days. Each session is assignment driven with recommended follow-up conference calls with the Dealer and the Territory Business Consultant Distributor. The Territory Business Consultants and Dealers attending the (TBC) together have a great deal of impact in holding the dealer accountable to ensure implementation of fundamentals.

Ten: Territory Business Consultant Development

This is designed with two objectives Dealer acquisition and Dealer retention.

These are working sessions to assist the manufacturers and or distributors in the development of their TBC’s into a consultative role for the dealer while building a relationship with their dealers. 

1. This is a three day class offered Tuesday-Thursday.
2. Follow-up calls with Dealers are weekly, monthly etc.
3. A thirty day follow-up class to review results.

This is a must for new TBC’s and TBC’s transitioning into a consultative role