Page 17 - The Compass - Volume 14 Issue 3

MICHELLE SNYDER KILDAY WOODY BUNCH ED MILLER SCOTT SNYDER

“By following that Ron Smith model, we grew—and we succeed in doing so given the company’s 9,500 Preferred
grew fast. We jumped to $3 million then to $6 million and Customer Care Plan members.
then we got to $10 million,” Ed explained. “But then we “Each person in our call center gets a book of leads for
plateaued. We stayed at that 10-million mark for quite a the month. So, whatever they closed that month in the
while, which was okay.” previous year, that’s who they call. They start with the club
Ed might have said it was okay, but the tone in his voice members; then, they move to other past customers. We try
told a much different story. to call everyone twice a year for their maintenance, and
each person in the call center is expected to make 150 calls
AirTime Reaches Out a day.”
Michelle, Scott, Ed, and David wanted more out of the “[SGI partner] CallSource has been hugely valuable for
business. Deep down, they knew Snyder could be more. our call center,” Ed continued. “We can monitor their calls
They had the brand and the operational infrastructure. and their call counts. And they have some great training we
They had tremendous management working under them. use with our call center once a week, so they can get some
Their team knew how to service and sell. Yet growth coaching.”
stagnated. Snyder’s call-center team members only sell its Preferred
Then, along came a call from AirTime and Success Group Customer Care Plans—never tune-ups exclusively. The
International. The group invited them to a local Profit Day base plan retails for $149; however, the call center pitches it
meeting to learn about the program and its offerings. Ed for an enticing $45 to get people to enroll. A tune-up alone
agreed to attend. “It was 2014. We were looking for a silver costs $89.50.
bullet. We felt like we had the tiger by the tail—we just
wanted little things we could add in,” Ed said. “That’s why
we joined.”
“Really, we knew AirTime’s history and its place in the
industry. And we wanted to compare their model to ours,”
Ed continued. “We’ve been incredibly happy with our
relationship.”
“When we go to Expos, we always get nuggets,” Scott
added. “You always get at least one thing you want to run
back to the business and work on. For guys who’ve been
doing this a really long time at a high level, that’s valuable.”
Since joining AirTime five years ago, Snyder Heating &
Air Conditioning’s sales have increased by at least a million
dollars every year. It can be pointed to Michelle, Scott, Ed,
and David making subtle, yet impactful tweaks to their
already impressive operations. GEORGE IRIZARRY AND PAUL SMITH

The Call Center to Drive Snyder’s Growth Last year, Snyder began offering auto renewals to their

Over 20 people operate Snyder Heating & Air’s call center, club program, and they implemented a scheduling software
not including management. When not taking inbound calls, that allows plan members to book their next tune-up in six
these individuals make outbound calls. At no point do they months with their tech. The program even calls or texts
long for something to do. The call center is tasked with a reminder six days prior. Both changes were made with
keeping a full appointment log, and they almost always the intent of giving Snyder’s talented call center more

THE COMPASS | Issue 3 | 2019 17