Chapter 20 · Build future demand

Judge Your Lead Sources by the Work They Produce

Record where inquiries come from and compare sources by suitable jobs and contribution, not volume. A worked example with acquisition spend.

All chapters
  1. 1. Find where work gets stuck
  2. 2. Choose the right jobs
  3. 3. Make inquiries easier
  4. 4. The discovery call
  5. 5. Site visits and paid estimates
  6. 6. How to price a job
  7. 7. Markup vs margin
  8. 8. What to include in a quote
  9. 9. Quote example
  10. 10. After the quote
  11. 11. Price objections
  12. 12. Client onboarding
  13. 13. Capacity and updates
  14. 14. Change requests
  15. 15. Invoicing
  16. 16. Overdue invoices
  17. 17. Cash flow forecast
  18. 18. Job completion
  19. 19. Reviews and referrals
  20. 20. Lead sources
  21. 21. Weekly review
  22. 22. Delegation
  23. 23. Tools and records
  24. 24. Automation and AI
  25. 25. Business metrics
  26. 26. Unhappy customers
  27. 27. 30-day plan
  28. 28. Adapt it to your service
  29. Toolkit
  30. Discovery notes template
  31. Message templates
  32. Job review template
  33. Owner absence plan
On this page
  1. Follow a group of inquiries through the process
  2. Count the effort as well
  3. Make a measured decision

Inquiry volume is easy to count. It can also distract you from whether the source produces suitable, worthwhile jobs.

Record the source when the inquiry arrives, including customer or partner referrals where known. If attribution is uncertain, record that. A person may see you in several places before contacting you, so avoid pretending every job has one perfectly measurable cause.

Follow a group of inquiries through the process

Compare inquiries that arrived in a defined period and have had enough time to reach a decision. Keep open opportunities visible. Do not compare this month's advertising spend with wins from inquiries that arrived months earlier without explaining the difference.

The following is a fictional comparison of two fully reviewed inquiry groups. “Contribution” here means revenue less the defined variable delivery costs, before the acquisition spend shown.

MeasureSource ASource B
Acquisition spend1,200600
Inquiries248
Suitable inquiries66
Won jobs23
Contribution before acquisition spend3,0003,600
Contribution after that spend1,8003,000

Source A produced more inquiries. Source B produced more contribution after the stated acquisition spend in this example. Neither figure is final business profit; overhead and any other excluded costs still matter.

Count the effort as well

Record the time spent answering, qualifying, traveling and quoting. Include acquisition labor and fees consistently, without counting costs twice. A source that creates many unsuitable inquiries can become expensive through handling time even if the lead charge looks low.

Separate problems with the source from problems with your response. If suitable inquiries wait several days for an answer, changing channels may not fix the outcome.

Make a measured decision

Choose whether to continue, change the targeting, improve the process or stop the test. Give the change a review period that fits the sales cycle. Small samples can suggest a direction but do not establish a stable conversion rate.

Put it in place

Want this running without the evenings?

Vision sets up the journey from inquiry to signed quote for businesses that sell on quotes: inquiry page, instant replies, follow-ups that stop when the client answers. Start with the free 3-minute diagnostic.

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