For many home service businesses, generating revenue means continually finding the next customer. A homeowner calls when a door breaks, a faucet leaks or a repair becomes too difficult to ignore. The contractor completes the job, collects payment and then starts looking for another project. Even when demand is strong, that transactional cycle can leave operators constantly replenishing their pipeline.
TruBlue Home Service Ally is designed to work differently.
Through its Maintenance Plans and broader range of handyman and home maintenance services, TruBlue gives franchisees a simple opportunity to turn individual projects into ongoing customer relationships. Instead of being the company a homeowner calls once, the goal is to become the company they call whenever their home needs attention.
"Our business is relationship-based, not transactional," said TruBlue President Sean Fitzgerald. "That naturally makes it a recurring model. Our goal is to be a home ally they call for everything. Today it may be to fix a front door and tomorrow it may be flooring, but for anybody that owns a home, they know that there is always something. We want to be that home ally they always call."
Unlike many purchases, home maintenance never really ends. For TruBlue franchisees, that reality creates an enormous opportunity to maintain relationships with customers long after the first service call.
"The great thing about maintenance plans is we can turn that into recurring [business], and we can schedule that out on a monthly or seasonal basis," Fitzgerald said. "They are granting permission to contact them every quarter when they are going to be out in their home. That is going to be very key."
That permission is particularly valuable in an industry where operators traditionally have to continually market themselves to generate the next job.
With a maintenance plan, the next interaction can already be on the calendar. Franchisees have an opportunity to schedule work in advance, maintain regular contact with homeowners and identify additional needs while they are already inside the home.
Dan McMurtry, owner of a TruBlue franchise in Roanoke, Virginia, has seen the value of that approach firsthand. At his business, which has surpassed $1 million in annual revenue, about 25% of customers are repeat customers.
"The TruBlue model all boils down to customer service, going in and doing what you say you are going to do, following through and doing basic good business practices," McMurtry said. "It's also about staying in touch with them after the project finishes."
Another advantage for franchisees is that TruBlue is applying a familiar purchasing model to a problem homeowners already have.
Consumers subscribe to entertainment, food delivery, software, fitness and countless other services. TruBlue brings that same convenience to home maintenance, allowing homeowners to proactively manage an asset that is often far more valuable than the other things they routinely maintain.
"Our Maintenance & Monthly Service plans are really inspired by the automotive industry's approach," Fitzgerald said. "It's the Jiffy Lube mentality. If you look at your car, for example, people are conditioned to get routine maintenance. Everyone knows it. You don't drive until it breaks down. The home should be the same, but people don't realize that."
That familiarity can simplify the franchisee's sales conversation. Rather than having to create demand for an unfamiliar service, the franchisee can help homeowners organize maintenance that might otherwise be delayed, forgotten or handled reactively.
"It isn't a hard sell anymore," Fitzgerald said. "People are used to paying for subscription services now, which wasn't really the case 20 years ago. Everything is a subscription today, and the customer is more willing to sign on with our maintenance packages."
TruBlue also recognizes that maintaining a home in Florida does not necessarily look the same as maintaining one in Virginia or Idaho. That is why its maintenance offerings can be tailored to the needs of individual markets and homeowners.
"Depending on the area of the country, there are different customizable packages," Fitzgerald said. "In Florida, for example, many people leave their homes for several months, so we have programs where we can come in and not only do maintenance, but also make sure there are no surprises when they come back. We start with a standard maintenance package that is typical for any home needs done and then customize it."
That flexibility gives franchisees a framework for recurring revenue without requiring every market to sell an identical service package. Owners can respond to climate, demographics, seasonal patterns and the specific needs of homeowners in their territories while still operating within TruBlue's larger maintenance model.
The result is a subscription service that can become part of how customers manage their homes year-round.
For franchisees, a maintenance plan's value extends beyond the subscription payment. Regular visits create more opportunities to identify needed work. A technician might notice a minor repair during a scheduled maintenance visit. A customer who trusts TruBlue for quarterly upkeep may later call when they need flooring, painting, a larger handyman project or aging-in-place modifications.
"The model really creates a recurring revenue stream, providing franchisees with financial stability and predictability," Fitzgerald said. "It also opens doors to additional services and referrals, as satisfied customers are more likely to recommend TruBlue to friends and family. It's a win-win for everybody."
The relationship can become more valuable over time because TruBlue does not have to start from zero every time the homeowner needs something.
Trust is especially important in home services. TruBlue's work is performed by screened, background-checked and insured Tru-Pro® Technicians, helping franchisees establish the credibility necessary to become an ongoing presence in a customer's home.
"The minute you let someone into your home, that's a very vulnerable place," Fitzgerald said. "That's why we do so well. We already have higher standards in place."
Once that trust has been established, TruBlue has an opportunity to become more than another name on a list of contractors. It becomes the homeowner's first call.
Perhaps the biggest strength of TruBlue's subscription model is its simplicity. The brand does not need to manufacture a new consumer need to create recurring revenue. Homes already require continual upkeep, and homeowners already spend money maintaining and repairing them. TruBlue organizes that existing demand into a proactive, relationship-driven model.
For the customer, the model can mean fewer surprises and one less home maintenance responsibility to manage. For the franchisee, it creates more predictable work while building relationships with clients who are more likely to call again when another need comes up.
"This type of service is really needed," Fitzgerald said. "It's not like we are inventing a new category. It is just that no one has really approached it like we have on such a large scale."
That is ultimately what makes the subscription model such a straightforward recurring-revenue engine. TruBlue franchisees don't have to wait for the next thing to break or keep chasing an entirely new customer. They can build relationships around something every homeowner already knows to be true: there is always something that needs to be done around the house.
And if TruBlue becomes that homeowner's trusted ally, the first project doesn't have to be the end of the transaction. It can be the beginning of a relationship that generates business for years to come.
To find out more information about the TruBlue Home Service Ally franchise opportunity, visit: https://1851franchise.com/trubluehomeserviceally.
TruBlue Home Service Ally
SPONSORED
TruBlue Home Service Ally turns one-time home maintenance into ongoing relationships, giving franchisees a path to recurring revenue, predictable scheduling and repeat business.
For many home service businesses, generating revenue means continually finding the next customer. A homeowner calls when a door breaks, a faucet leaks or a repair becomes too difficult to ignore. The contractor completes the job, collects payment and then starts looking for another project. Even when demand is strong, that transactional cycle can leave operators constantly replenishing their pipeline.
TruBlue Home Service Ally is designed to work differently.
Through its Maintenance Plans and broader range of handyman and home maintenance services, TruBlue gives franchisees a simple opportunity to turn individual projects into ongoing customer relationships. Instead of being the company a homeowner calls once, the goal is to become the company they call whenever their home needs attention.
"Our business is relationship-based, not transactional," said TruBlue President Sean Fitzgerald. "That naturally makes it a recurring model. Our goal is to be a home ally they call for everything. Today it may be to fix a front door and tomorrow it may be flooring, but for anybody that owns a home, they know that there is always something. We want to be that home ally they always call."
Unlike many purchases, home maintenance never really ends. For TruBlue franchisees, that reality creates an enormous opportunity to maintain relationships with customers long after the first service call.
"The great thing about maintenance plans is we can turn that into recurring [business], and we can schedule that out on a monthly or seasonal basis," Fitzgerald said. "They are granting permission to contact them every quarter when they are going to be out in their home. That is going to be very key."
That permission is particularly valuable in an industry where operators traditionally have to continually market themselves to generate the next job.
With a maintenance plan, the next interaction can already be on the calendar. Franchisees have an opportunity to schedule work in advance, maintain regular contact with homeowners and identify additional needs while they are already inside the home.
Dan McMurtry, owner of a TruBlue franchise in Roanoke, Virginia, has seen the value of that approach firsthand. At his business, which has surpassed $1 million in annual revenue, about 25% of customers are repeat customers.
"The TruBlue model all boils down to customer service, going in and doing what you say you are going to do, following through and doing basic good business practices," McMurtry said. "It's also about staying in touch with them after the project finishes."
Another advantage for franchisees is that TruBlue is applying a familiar purchasing model to a problem homeowners already have.
Consumers subscribe to entertainment, food delivery, software, fitness and countless other services. TruBlue brings that same convenience to home maintenance, allowing homeowners to proactively manage an asset that is often far more valuable than the other things they routinely maintain.
"Our Maintenance & Monthly Service plans are really inspired by the automotive industry's approach," Fitzgerald said. "It's the Jiffy Lube mentality. If you look at your car, for example, people are conditioned to get routine maintenance. Everyone knows it. You don't drive until it breaks down. The home should be the same, but people don't realize that."
That familiarity can simplify the franchisee's sales conversation. Rather than having to create demand for an unfamiliar service, the franchisee can help homeowners organize maintenance that might otherwise be delayed, forgotten or handled reactively.
"It isn't a hard sell anymore," Fitzgerald said. "People are used to paying for subscription services now, which wasn't really the case 20 years ago. Everything is a subscription today, and the customer is more willing to sign on with our maintenance packages."
TruBlue also recognizes that maintaining a home in Florida does not necessarily look the same as maintaining one in Virginia or Idaho. That is why its maintenance offerings can be tailored to the needs of individual markets and homeowners.
"Depending on the area of the country, there are different customizable packages," Fitzgerald said. "In Florida, for example, many people leave their homes for several months, so we have programs where we can come in and not only do maintenance, but also make sure there are no surprises when they come back. We start with a standard maintenance package that is typical for any home needs done and then customize it."
That flexibility gives franchisees a framework for recurring revenue without requiring every market to sell an identical service package. Owners can respond to climate, demographics, seasonal patterns and the specific needs of homeowners in their territories while still operating within TruBlue's larger maintenance model.
The result is a subscription service that can become part of how customers manage their homes year-round.
For franchisees, a maintenance plan's value extends beyond the subscription payment. Regular visits create more opportunities to identify needed work. A technician might notice a minor repair during a scheduled maintenance visit. A customer who trusts TruBlue for quarterly upkeep may later call when they need flooring, painting, a larger handyman project or aging-in-place modifications.
"The model really creates a recurring revenue stream, providing franchisees with financial stability and predictability," Fitzgerald said. "It also opens doors to additional services and referrals, as satisfied customers are more likely to recommend TruBlue to friends and family. It's a win-win for everybody."
The relationship can become more valuable over time because TruBlue does not have to start from zero every time the homeowner needs something.
Trust is especially important in home services. TruBlue's work is performed by screened, background-checked and insured Tru-Pro® Technicians, helping franchisees establish the credibility necessary to become an ongoing presence in a customer's home.
"The minute you let someone into your home, that's a very vulnerable place," Fitzgerald said. "That's why we do so well. We already have higher standards in place."
Once that trust has been established, TruBlue has an opportunity to become more than another name on a list of contractors. It becomes the homeowner's first call.
Perhaps the biggest strength of TruBlue's subscription model is its simplicity. The brand does not need to manufacture a new consumer need to create recurring revenue. Homes already require continual upkeep, and homeowners already spend money maintaining and repairing them. TruBlue organizes that existing demand into a proactive, relationship-driven model.
For the customer, the model can mean fewer surprises and one less home maintenance responsibility to manage. For the franchisee, it creates more predictable work while building relationships with clients who are more likely to call again when another need comes up.
"This type of service is really needed," Fitzgerald said. "It's not like we are inventing a new category. It is just that no one has really approached it like we have on such a large scale."
That is ultimately what makes the subscription model such a straightforward recurring-revenue engine. TruBlue franchisees don't have to wait for the next thing to break or keep chasing an entirely new customer. They can build relationships around something every homeowner already knows to be true: there is always something that needs to be done around the house.
And if TruBlue becomes that homeowner's trusted ally, the first project doesn't have to be the end of the transaction. It can be the beginning of a relationship that generates business for years to come.
To find out more information about the TruBlue Home Service Ally franchise opportunity, visit: https://1851franchise.com/trubluehomeserviceally.
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