PPA reporting / Coatings · Painting · Permanent lighting
A full calendar is a start.
Track what happens next.
Measure pay-per-appointment results by following the same group of opportunities from booking through attendance and the sales decision. Record cancellations, no-shows, credits and open quotes separately. Then calculate costs using the fees and outcomes that belong to that group. This shows what the service delivered and what your sales process turned into work.
Key takeaways
- Choose one defined group of opportunities and an “as of” date before calculating results.
- Keep booked, attended, cancelled, no-show, pending and won outcomes separate.
- Apply appointment-fee credits once, and include the relevant internal costs when assessing acquisition.
- An open quote is not a sale or a final loss. Revisit the same records as decisions arrive.
01 / Measure appointment results
Start with a group you can follow.
Choose a campaign and an opportunity date range. Keep one record per opportunity with its original date, appointment history, current outcome and last-reviewed date. Set a rule for what counts as one opportunity and apply it consistently; a reschedule should not quietly become an extra newly generated opportunity.
For example, you might review all enquiries received during a particular month that entered your appointment campaign. Follow that same group as estimates happen and quotes are decided. If you instead group by original booking date, keep that definition clear in your own report and do not compare it directly with a received-date report.
Our free lead-to-job tracker uses enquiry received dates and keeps booked, attended and won outcomes distinct. Use its definition when using that workbook. Add your appointment-fee and credit reconciliation alongside it if your billing records need more detail.
Compare similar services and territories over reasonably comparable periods. A small early group can tell you what has happened so far; it cannot establish a dependable average for every future campaign.
02 / Measure appointment results
Give each stage its own count.
| Record | Meaning |
|---|---|
| Booked | An estimate was scheduled. Keep the original booking and any reschedule history. |
| Attended | The estimate happened. This does not establish that the quote was accepted. |
| Cancelled or no-show | The planned visit did not take place. Record the reason/status and any applicable credit separately. |
| Pending | The appointment date or sales decision is still ahead. Do not turn it into a completed outcome. |
| Won, lost or open quote | Record the actual sales status after the estimate. Do not count open quotes as contracted work. |
Before using a percentage, name its denominator. “Eight attended from twelve booked so far” and “eight attended from eleven appointments with resolved attendance outcomes” are different statements. Both may be arithmetically correct while answering different questions.
For closing results, use won jobs divided by attended appointments from the same group, and state the review date and number of open quotes. Do not divide this month’s sales by this month’s bookings if the sales came from older opportunities.
03 / Measure appointment results
Reconcile fees and credits before judging costs.
LMC’s appointment service includes a 100% appointment-fee credit for cancellations and no-shows. Reconcile those records with the appointment outcomes. If a statement already shows fees after credits, do not subtract the same credits again. Keep requested or unresolved adjustments distinct from confirmed adjustments.
For an acquisition-cost view, include provider fees after credits and the relevant costs of handling those opportunities, such as estimating travel or paid sales time. State what you included. LMC funds its advertising, so do not invent an additional LMC ad-spend charge.
Use matched costs and outcomes.
- Cost per attended estimate: acquisition costs for the group ÷ attended estimates from that group.
- Cost per won job: acquisition costs for the group ÷ jobs won from that group.
- No won jobs yet: cost per won job is unavailable, not zero.
A quoted amount, won contract value, collected cash and profit are different records. Acquisition cost alone does not tell you whether a job was profitable. Keep delivery costs and the actual sales status visible instead of treating pipeline value as money already earned.
04 / Measure appointment results
A fictional appointment report, with the unfinished work visible.
Suppose one group contains twelve booked opportunities. At the review date, eight estimates have happened, two were cancelled, one was a no-show and one appointment is still pending. Of the eight attended estimates, two jobs are won, three quotes remain open and three are lost.
- Attendance from all bookings so far: 8 ÷ 12 = 66.7%. One booking is still pending.
- Attendance among resolved booking outcomes: 8 ÷ 11 = 72.7%. This definition includes cancellations and the no-show in the denominator, while excluding the pending visit.
- Jobs won per attended estimate so far: 2 ÷ 8 = 25%. Three attended estimates still have open quotes.
- Cost calculations: divide the same group’s acquisition cost by eight for cost per attended estimate, or by two for cost per won job so far.
Under LMC’s appointment offer, the two cancellations and one no-show qualify for full appointment-fee credits. Reconcile the applicable fees and credits without inventing a fee for the pending visit. This example does not specify an invoice timing or credit-processing procedure.
If an open quote later becomes a sale, update the original record and review date. You now have three wins from the same attended group, rather than a new marketing opportunity. Retain the earlier snapshot so the change is understandable.
Training example only. Every number in this section is made up to explain the calculations. These are not LMC results, prices, benchmarks, forecasts or expected conversion rates.
05 / Measure appointment results
Use the report to decide which part needs attention.
Keep the discussion specific. Poor project fit calls for a review of the campaign brief and qualification details. Attendance problems require accurate cancellation and no-show records. Attended estimates with open quotes need sales follow-up before anyone labels them failed opportunities.
If estimates are being attended but few quotes are accepted, review the quoted work, timing, price discussions and follow-up with the people handling those steps. The numbers identify where to investigate; they do not prove the cause on their own.
For a coating, painting or lighting company, capacity matters too. Record estimate availability and the ability to fulfill work so changes in delivery or closing are understood in context. These are suggested review practices, not claims about measured client performance.
Keep a brief action log: the issue observed, the records behind it, who will follow up and when to review it again. Share the campaign-relevant outcomes with LMC while keeping homeowner details in your normal private records. There is no need to publish customer information to use the guide.
Common questions.
What is a good PPA close rate?
There is no benchmark established by this guide. The useful starting point is your own clearly defined group, attended estimates, actual wins and open quotes. Compare like-for-like periods and investigate the reasons behind the outcomes.
Should cancelled appointments disappear from the report?
No. Keep them visible as cancelled outcomes and reconcile the applicable appointment-fee credits. Removing them hides what happened between booking and attendance.
Is an open quote a loss?
Not until its outcome is known. Keep it open, record the next follow-up and update the same opportunity when the homeowner decides.
Does this guide replace LMC’s service terms?
No. It explains a reporting method. LMC’s current appointment offer pays for appointments that show up and includes a 100% appointment-fee credit for cancellations and no-shows. Confirm your campaign and billing arrangements before launch.
Plan the appointments your team can use.
Discuss your service area, project criteria, estimate capacity and how you will track outcomes.