I think when services are intertwined as described, you have to simply look at the big picture. You have to focus on your value, to your client. If they can count on your weekly service and it's good, they need to know they can count on you for a bigger problem when they have one. Since repairs are not done often, and knowing the challenges of informing clients of our capabilities, and keeping it in their minds, I'd concern myself with making sure clients call you first in case of breakdown. None of us like to hear " I didn't know you did that".Let's explore this topic some more.
Is it profitble to use one part of your business as a marketing center for another part. I'll give an example of what I am asking.
I service swimming pools. This business paralels lawn service in many ways. There is little margin in tha actual weekly service but there is very good margin in equipment repair and replacement. Sort of the same relationship landscaping and hardscaping have to lawn mowing. Should I lower my already thin margin on service to increase my total customer base in order to get more repair/replacement work?