When Robert Christman took over a Roto-Rooter business in Bloomington, Indiana, in 2003, he set out to significantly expand the company’s commercial clientele.
He was successful, growing the commercial end of the business from a mere 10 percent of total revenue to 40 percent. One way Christman did that was by embarking on a personal campaign to let people know about Roto-Rooter. He didn’t just call on restaurants and potential commercial customers. Instead, he took his family out to restaurants and made a point of speaking with the manager — commenting on the food service and asking for their business. Often
