A lead source list is not a marketing strategy for an electrical business.

Four decisions and a plan. Service line and client priority, meaning how new construction, repair and retrofit, service agreements and specialist work are funded across your branches; positioning and proof, meaning why a general contractor or building owner should choose your company over the next bid; channel roles, meaning what search, the website, Google Business Profile and reviews, specifier relationships and recruitment marketing are each for; and budget and measurement, meaning owners, spend and the numbers leadership reviews weekly. The output is a written marketing plan, not a workshop summary.

An agency executes a plan and is paid for the channels it runs. This engagement writes the plan, and because we take no media, website or lead generation work inside it, the plan can say that a lead vendor should be cut, that residential replacement work is buying revenue at margins you should decline, or that next quarter's money belongs in service agreements. The deliverable includes a one-page brief written so any agency, including your current one, can deliver against it.

No. A business coach works on the owner, the habits and the operating routines of the business, usually over months, and that can be valuable work. This is a fixed-scope consulting engagement that reads your job costing, backlog and marketing spend and produces one written marketing strategy, then ends. We are not electrical business coaches, we are not M&A or transaction advisers, and we give no engineering, code, safety, tax or legal advice.

No. The plan states what the website and each profile has to achieve, what proof information belongs on them, how reviews are requested and answered branch by branch, and how each is measured, then hands that to whoever executes. Keeping the strategy separate from the media contracts is the point: a plan written by a team that also bills for the ads tends to recommend more ads.

Because winning work and earning margin have separated in this trade. FMI's 2026 sector brief puts repair and retrofit at $110.3 billion, the largest segment, while new construction grows fastest at a 6.9% CAGR and service and maintenance at 5.0%. A plan that funds whichever segment is loudest can keep every crew busy on the work you least want and still deliver a worse year.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of branches, service lines and client types in scope and the state of your data, so publishing a rate would mislead most readers. For context on scale, The CMO Survey puts marketing at 9.0% of company revenue across industries and 33.6% of digital activity in the hands of outside agencies. Book a meeting for a scope and a number.

The strategy names the problem and specifies the reporting change; the build is separate work. We reconcile booked jobs from your own accounting and service records, then map lead sources to them once, so a job is credited once instead of by three vendors. Implementing that reporting layer sits with marketing operations consulting or your own team, not inside this engagement.

Yes, and usually as a priority rather than an appendix. Maintenance, service and repair averages 35.7% of electrical contractor revenue, and NFPA 70B has turned electrical system maintenance from guidance into an enforceable requirement. Renewal, reactivation and how a project client becomes a maintenance client are strategy decisions, not shop admin.

Yes, as part of the plan rather than as training. On service work the phone is the funnel, and ServiceTitan's top-performer research shows leading trades contractors booking 62% of inbound calls against 39% for the rest, presenting option-based pricing 57% against 41% and closing on the same visit 77% against 62%. The plan states the booking standard, who owns it and how it is measured.

Yes, within the agreed scope. General contractors and project managers who awarded you work, facility managers who renewed, and clients who went elsewhere are the fastest route to a positioning claim that survives a bid meeting, and they will tell you exactly which part of the process cost you the job. Interviews are short and confidential, and findings feed the positioning platform rather than being published.

Different question. Electrical growth advisory looks for the commercial constraint on growth wherever it sits, including labour capacity, pricing, service mix and branch structure. Marketing strategy consulting takes the commercial model as given and answers what marketing should do about it: service line and client priority, positioning, channel roles, budget and measurement. Companies that already know their constraint usually want this one.

It should, and the plan says so explicitly. Recruitment demand is planned alongside customer demand, with its own channel roles and its own measure, because a marketing plan that sells work you cannot staff produces missed schedules and thinner margin. Where the wider question is team structure and sequencing, marketing team advisory covers it.

Yes, and the brand question is usually the first decision. The plan states which names stay, which are folded, what each brand is allowed to claim, how demand is planned across overlapping territories, and what marketing has to produce at platform level rather than branch level. We give no valuation, transaction or diligence advice, and investor growth advisory is the engagement for the sponsor-facing side.

It is normal, and we will say plainly where it limits a conclusion. We work from the accounts first, reconcile the field service platform, call tracking and lead dashboards against them, and label which findings are solid and which are directional. That reconciliation is usually the first time a company sees one number per branch.

Your team runs it, and every workstream has a named owner on your side. Many companies book a review at ninety days to check the leading indicators and adjust the sequence, which takes half a day and is optional. Where you want a standing numbers habit instead, scorecard advisory sets one up and hands it back. The parent engagement is marketing strategy consulting, and execution, if you want us to do it, is scoped separately.