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For years our small jobs went through the same sales and administrative channels as our larger jobs. Whether we were installing a $100 screen door or doing a $20,000 kitchen remodel, we met with the customer, wrote up the estimate, issued a contract, and went through the scheduling process. As a result, the amount of time and money we spent on estimating the small jobs was eating up the profit. In many cases, we were even losing money. In 1988, we launched our Handyman Service, a new division of our company designed to handle small jobs and make them profitable (see "No Job Too Small," 1/91). We defined these jobs as anything that