Red Dirt Patios and Maintenance Company

Red Dirt Patios and Maintenance Company

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An expanded analysis of the core and supplementary services offered by the Red Dirt Patios and Maintenance company based in Perth, Western Australia

The core service offered at Red Dirt Patios & Maintenance Company is patio installation, which is in line with the company’s core USP. This unique selling point (USP), which can also be referred to as a unique value proposition (UVP), defines and shows what exactly the company’s product or service has that is better compared with its competitors. In online marketing, communicating the uniqueness of the company’s proposition briefly and efficiently is one of the most critical factors of success, and that is getting customers to convert to a company’s site. Barzegar et al., (2021) emphasized that the core service remains the primary solution customers need, which, in this case, would be to have their patio or if they like outdoor or garden presence. Since the company appears to have a standardized approach to patio installation, there is no hierarchy in service, no matter what type of service is required. Therefore, there are no customer tiers.

The core service offered by the company makes it fall under certain classifications. Its capacity is patio installation since its building is mainly on the patio, which is a non-complicated task. On tangibility, the patio installation is an intangible service in the sense that it will eventually turn into a setup of brickwork. For the type of processing, patio installation includes both people and object processing. It depends to what extent each phase is used. The construction of the patio, therefore, involves human labor in its manufacturing and requires on-site workers, materials as well and machinery (Hawken et al., 2021). On the level of contact, the services include quite deep interaction between the customer and service provider. Such activities involve the customer in the process of design and decision-making, with the workers on a site making an effort to carry out the installation. On the other hand, patios can be customized to fit the customer’s needs and choices, as the concept can cater to the style, color, materials, and features of the patios. On relational against transactional, patios may be thought of as a dedicated service since they generally serve the responsive function of keeping in touch and close collaboration between the customer and the service provider to guarantee mutual satisfaction (Hutchinson et al., 2022).

The company offers a number of supplementary services as well. For the purpose of providing information, the company indulges in conversing on design alternatives instead of reflecting numbers, which is a critical supplementary service. As such, it empowers customers to act on the appropriate information and know what to expect (Carrizosa et al., 2023). The sharing of information on repair or maintenance service details is also essential to make a clear perspective and give a warning about them in advance.

Consultation services, compelling design consultations, and the application of extra solutions regarding the buyer’s requirements are excellent complementary supplementary services. The result is that Red Dirt Patios Company is able to ascertain the client’s interests in terms of measurements, designs, colors, or any other specifics and limitations, and it also gives customized solutions. The standard features of order-taking services, such as sending invoices, deposits and final payments, correlate with the difference customers gain from the additional service delivery (Bogicevic et al., 2021). This ensures consistency, and the lease must comply with the terms and provisions outlined in the contract. For example, an invoice that indicates a $1000 deposit prior to shire approval, 40% after shire approval before supply order, and the remainder paid post job make it easy for the service providers and clients to be on the same page of things.

Extensive billing and pay services are also part of the supplementary services, which include accepting various payment methods and providing detailed invoices. Hence, it eases the financial transaction, which is the main goal and satisfies the client (Van Loo, 2020). In hospitality, the leading hospitality service provided by the company ensures that during on-site contact, a professional, welcoming, and safe environment is maintained. This, in turn, increases trust and improves the customers’ attitude towards the organization. To ensure safekeeping services that are deriving from the fact that the building of outdoor areas is considered a significant investment, the company provides proper maintenance, weatherproofing, and vigilance in safety policies to secure the customers’ investments and well-being. There are a number of exceptional cases. However, fair play at its core means that the company would need to allow favors outside of the initially agreed scope on rare occasions (Zuo et al., 2022). With that, the customer experience can be enhanced, and the customer’s goodwill can be won.

There are a number of ways in which the Red Dirt Patios company’s supplementary services appear to differ from those of competitors:

• Online Website: The company creates sites online in order to provide instant access to customers who want to know all about the products, services, and processes offered. This gives ample time for the customer to assess the information and the diverse offerings of the company before they take the initiative.
• Financing Options: Red Dirt Patios’ goal with flexible financing is to relieve the stress and burdens that a client may experience paying for the installation service. They simply integrate credit access into their package, which ultimately lowers the cost and makes their services more accessible than their competitors, who might not have such solutions.
• 3D Visualization: Red Dirt Patio creates online 3D visualization tools accessible on its website. This facility can help customers make renderings with high-definition imaging that will allow them to visualize how their patio or outdoor living space would look. Many competitors do not supply the same advanced visualization feature.
• Building Permit Directories: The information mentioned on Red Dirt Patios’ website will ensure that visitors know the specific guide and in-depth directories about the building permit process in the area that they serve. This does not only educate and guide the customers but also takes them through the involving details of the permit requirements that its competitors often do not offer.
• Automated Building Approval Process: To improve, Red Dirt Patios has combined the traditional approval building with an automated system. This facilitates swifter order-taking and project initiation phases, putting an efficient workflow process in place that is more beneficial to customers than less automated processes that competitors often use.

In addition to the services provided, Red Dirt Patios also displays a more profound concern for customer convenience, transparency, and digital customer experiences. This may be the extra element that customers will notice that traditional outdoor construction firms need to offer (Omar et al., 2020).

Red Dirt Patios & Maintenance’s service business prioritizes a number of SMART objectives, with some of them being prioritized above others. In that order, attaining a 25% increase in the number of qualified leads compared to the baseline number for the last six months emerges to be its top priority. Using SMART analysis, the objective of the company can be broken down as follows:

• Specific: Try to raise the number of qualified leads the company obtains. The leads who provide all the required data and are likely to buy the company’s products will be defined as qualified leads.
• Measurable: Improve the quality of the leads and achieve a 25% increase compared to the current baseline.
• Achievable: The company is reasonably confident that the existing marketing and lead qualification process meets their monthly target.
• Relevant: Expanding the volume of qualified leads ensures the attainment of all these sales objectives that boost the patio installation and outdoor home improvement sub-brand.
• Time-bound: The effect should be realized within six months, which is a short period.

The next highest prioritized objective is converting qualified leads into paid jobs within three months, 15% more than the current number.

• Specific: Up the conversion rate from qualified leads to paying jobs.
• Measurable: To increase conversion by 15 %, as it is lower than the baseline rate.
• Achievable: Integrating additional services, including consultation and order control, enables this improvement process.
• Relevant: The Company earns the needed revenue and growth by nurturing qualified leads to generate conversions.
• Time-bound: This objective is expected to be accomplished within three months.

The next objective is to design and develop a website and an online marketing campaign that connects with digital channels within four months.

• Specific: Build a significant online presence via a website and effective digital marketing.
• Measurable: Goal completion within the allotted time for online success.
• Achievable: This investigation reveals that the company’s present marking methods have a ceiling which can be lifted for better results.
• Relevant: A consistent internet marketing strategy can be successfully implemented and will pursue lead generation, conversion objectives, and unique marketing that will distinguish the company from its rivals.
• Time-bound: The main goal shall be realized within only four months.

Next is implementing a Smiles card that will attract 20% of customers who spent money more than once during the last year.

• Specific: Sustain revenue growth by introducing a loyalty program that rewards frequent customers.
• Measurable: Expand the clientele of repeaters by at least 20% above the current baseline.
• Achievable: This goal’s decisive point is to render outstanding service and maintain high customer relationships.
• Relevant: The growth and longevity of businesses depend not only on gaining new customers but also on repeat business.
• Time-bound: The goal of the project needs to be met by the 12-month due date.

Analyzing the SMART objectives enables Red Dirt Patios & Maintenance to set priorities on the crucial sections that need to be improved and enhanced, which in turn brings a satisfactory level of competition in the outdoor home improvement market.

There are a number of adjustments that the company can make to help attain its set objectives. For instance, it is an essential metric to keep an eye on the three jobs per week or 12 per month; this is the highest productivity, and it also increases the company’s revenue. Sustaining a constant of 3 jobs per week helps comply with the idea of gaining a stream of income and an effective utilization of resources. Creating the most job opportunities possible, of 12 positions per month, is very important for the business in terms of profit and perspective. Another adjustment is shifting from in-person visits to discussions. Rather than going out to clients in order to find excellent customers for quotes and discussions, it is more efficient to embrace a “telephone-based” system of obtaining potential customers for a qualification process. From a business point of view, it is precious, as it saves time that would have been spent on travelling to each potential client’s place. It would significantly reduce time-wasting from client visits. By eliminating the increased number of visits, the company can direct the resources into other important places like cost-cutting and enhancing productivity (Backs et al., 2023).

As a requirement for profitability, travelling the distance and looking for them for the available hours should be within the project’s breakeven point of 5 hours and yield a profit of above $20,000. When these two factors are in place, such projects are likely to be usually. Establishing the requirements in place means that the company can have accurate information about its options and which jobs to shoot at, which will enhance its resource allocation and returns. For Facebook and pay-per-click advertising, digital marketing channels such as Facebook and pay-per-click advertisements should be used to widen the audience and generate leads as one of their planned strategies. A monthly Budget of $100 for these marketing activities seems reasonable, and the company should analyze whether the allocated funds are yielding more or less than expected for better sales.

References

Backs, J. R., Dawson, J., & Jarrell, W. (2023). Urban greening: A case study to determine the efficacy of using low maintenance planters as a means of growing plants in Chicago urban settings. Journal of Environmental Horticulture, 31(3), 145-152. https://meridian.allenpress.com/jeh/article/31/3/145/79462/Urban-Greening-A-Case-Study-to-Determine-the

Barzegar, M., Rajabifard, A., Kalantari, M., & Atazadeh, B. (2021). An IFC-based database schema for mapping BIM data into a 3D spatially enabled land administration database. International journal of digital earth, 14(6), 736-765. https://www.tandfonline.com/doi/full/10.1080/17538947.2021.1875062

Bogicevic, V., & Choi, H. (2021). Designing Service Environments. In Operations Management in the Hospitality Industry (pp. 45-70). Emerald Publishing Limited. https://www.emerald.com/insight/content/doi/10.1108/978-1-83867-541-720211003/full/html

Carrizosa, M. (2023). No House is Just a House: House Interviews, Space-Use Intensity, and City-Making. Built Environment, 49(3), 440-463. https://www.ingentaconnect.com/content/alex/benv/2023/00000049/00000003/art00008

Hawken, S., Rahmat, H., Sepasgozar, S. M., & Zhang, K. (2021). The SDGs, ecosystem services and cities: a network analysis of current research innovation for implementing urban sustainability. Sustainability, 13(24), 14057. https://www.mdpi.com/2071-1050/13/24/14057

Hutchinson, J. (2022). Implementing Landscape Design Principles to Improve Green Spaces and Promote Ecotherapy on a College Campus. https://digitalcommons.library.umaine.edu/honors/742/

Omar, T., & Nehdi, M. L. (2020). Remote sensing of concrete bridge decks using unmanned aerial vehicle infrared thermography. Automation in Construction, 83, 360-371. https://www.sciencedirect.com/science/article/abs/pii/S0926580517301139

Van Loo, R. (2020). The revival of respondeat superior and evolution of gatekeeper liability. Geo. lJ, 109, 141. https://heinonline.org/HOL/LandingPage?handle=hein.journals/glj109&div=8&id=&page=

Zuo, D., Li, C., Lin, M., Chen, P., & Kong, X. (2022). Tourism, residents agent practice and traditional residential landscapes at a cultural heritage site: The case study of Hongcun village, China. Sustainability, 14(8), 4423. https://www.mdpi.com/2071-1050/14/8/4423