How a National Home Services Company Doubled Its Contact Rate and Found $2.2M in a Single Phone Number
Where it was breaking.
Every sale crossed half a dozen systems
Each sale starts as a lead and becomes a call, a scheduled appointment, a confirmed appointment, a visit that actually happens, a quote, a sale and an install. Each step lived in a different system, and each one could quietly leak revenue without showing up anywhere leadership looked.
Blended numbers hid specific, fixable problems
A soft contact rate, a drifting held rate and a call center that looked understaffed each read as one problem on the dashboard. Nobody could cut the data finely enough to see what was actually driving them, so the default response was more coaching or more hiring.
Teams could not agree on whose number was right
Contact rates depended on how agents logged calls, transfers counted against the agent who passed the call on, and revenue was counted by more than one team. Weekly meetings started with a debate about the data before anyone could discuss what to do.
Programs and lead sources had no measured value
Recovery teams used a large share of agent hours with no way to show what they added. A fast-growing lead channel looked like growth on the marketing report and like a staffing problem on the field report. Neither could be judged on the full funnel.
How Perch fixed it.
One connected model from lead to install
Perch unified marketing, call center, scheduling, field sales and revenue data into a single funnel: lead, contact, appointment scheduled, confirmed, held, sale, install and revenue. Every metric could finally be traced through every stage.
The Perch Guide sliced every number until the cause appeared
When a metric moved, the Guide broke it out by lead source, queue, time of day, market and dial number, not just by agent. That is how a queue with a contact rate under half the company norm turned out to be dialing through a single phone number that carriers had flagged as spam.
Findings ran through the normal weekly operating cycle
Every change was found and acted on inside the existing weekly review, with no separate data project or new analytics team. Each fix became a check Perch runs from then on, so the same problem never has to be rediscovered.
One set of definitions for performance and pay
Perch and the client rebuilt the core definitions together: a contact defined by call duration, transfers removed from conversion, and revenue defined the way finance defines it. Agents, supervisors and finance now work from the same numbers.
What changed.
Contact rate doubled from one retired phone number
The flagged number was retired and the queue moved to local-presence numbers. Contact rate rose from 4.5% to 9.4%, rescheduled appointments more than doubled, and the fix is worth about $2.2M a year.
Confirmation became a managed lever
Perch found eligible appointments that never reached the dialer, leads that got zero attempts, and calls made outside the hours customers pick up. Fixing the load and the calling windows lifted confirmation coverage from 46% to 61%.
Recovery programs were valued, and a weak lead source was cut
Counting reschedules and re-engagement, held rate rose from 73% to 81%, giving the recovery teams a measured value for the first time. A lead channel whose held rate was less than half the business average was wound down on the data.
Peak hours were covered without hiring
Breaks and meetings moved out of the morning peak, and wrap-up moved to a target with weekly alerts. Abandon rate fell from 9.2% to 2.7%, speed of answer from 60 seconds to 13, and wrap-up share of agent time from 14% to 9%.
Every one of these problems was invisible in a blended number, and every one was found inside the normal weekly operating cycle. No new analytics team or data project was needed to find them.
This national home services company sells and installs products in customers’ homes, running a high-volume call center that books in-home sales appointments from purchased and inbound leads across the country.
Over a year on Perch, the leadership team reviewed seven changes with us. Each had looked like a general problem on the dashboard and turned out to be something specific and fixable once the data was cut the right way. The weekly meetings now spend their time on what to do next instead of whose number is right.
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