Almost every page ranking for moving company leads is written by somebody selling them. This one uses their own published rate cards, their own descriptions of how many movers get the same phone number, and it is explicit about the one number nobody can prove.
One vendor publishes its whole ladder in the open, and it is the most useful document in this market. A lead shared with up to four movers is fifteen dollars local. Shared with only two movers it is twenty-eight. Exclusive is forty-five. Read that as a seller pricing the removal of your competitors at three times the rate.
You do not have to guess how many movers receive the same enquiry, because the platforms describe it themselves. Moving.com states it connects a customer with up to four movers. Angi tells providers it matches a homeowner with no more than five pros, and Thumbtack caps interest on an opportunity at five. That is the vendor describing its own product.
The arithmetic that reorders this entire market is a single division nobody selling moving company leads performs in public. A cheap lead shared with four competitors can cost several hundred dollars per job that actually puts a truck on the road, while an exclusive lead closing at a higher rate costs less per booked job.
Purchased moving company leads have no terminal value. The day the card stops, the flow stops, and you own nothing you did not own the month before. An organic call arrives from a customer who chose you, is not simultaneously being quoted by four competitors, and comes from pages that keep producing after the work is paid for.
Search moving company leads and you will find confident multipliers everywhere. Exclusive converts two to five times better. Shared leads close at eight to eighteen percent. Exclusive at twenty-five to fifty. Every one of those figures comes from a blog with no sample size, no method, no time period, and usually a product to sell. They contradict each other by a factor of four and none of them shows its work.
The comparison does exist in one place, and it is worth knowing exactly where. In the Federal Trade Commission complaint against HomeAdvisor, the paragraph setting out the average win rate for its shared product against its directed product is in the public record, and the figures are redacted. A federal regulator obtained the company internal numbers that would settle this question, wrote them into a complaint, and blacked them out.
So when a vendor quotes you a conversion multiplier for shared moving company leads, they are not citing that record, because that record is not readable. They are citing themselves. Treat every conversion claim about moving company leads as marketing until somebody shows you the method.
What is public from the same action is still substantial. The FTC alleged that HomeAdvisor told service providers its leads resulted in actual jobs at rates higher than the company own data supported, and that providers spent time chasing leads below the quality promised and more time seeking refunds. The company paid up to seven point two million dollars, and the resulting consent order bars it from making any representation about the rate at which leads convert into paying jobs unless that claim is supported by data in its possession when it is made.
A regulator putting a twenty year order on conversion-rate claims tells you how reliable those claims had been. There is a second regulatory episode worth knowing, because it describes the resale mechanic precisely. In 2024 the Federal Communications Commission wrote a rule aimed at what it called the lead generator loophole, where a consumer giving consent once could be marketed to by many companies at once. That is the shared lead model described by a regulator rather than a competitor.
The rule was vacated by the Eleventh Circuit in January 2025 on the grounds that the Commission exceeded its statutory authority, days before it was due to take effect. So the mechanism behind moving company leads was formally identified, an attempt was made to end it, and the courts restored it. Nothing about the model is hidden. It is simply not advertised.
One more distinction is worth carrying into any sales call, because movers already know the word broker and it does not mean here what it means in your operation. A household goods broker who arranges transport is regulated: 49 CFR 371.107 requires it to display its physical address, its USDOT and MC numbers, and a statement that it will not transport your shipment. A company selling you contact information is not that and carries none of those obligations.
The credit policies reflect it. Typical terms cover a disconnected number or a customer who never wanted full-service moving, and none of them cover the failure that costs the most: a real customer who is real, reachable, and already talking to four of your competitors. I ran moving companies for two decades before I built websites for them, and I bought these leads. If you want the channel-by-channel picture, that is moving company marketing, and the vertical overview is SEO for moving companies.
One vendor publishes a full ladder for moving company leads rather than a single headline price, and it is the most useful document in this market because it prices competition explicitly:
Taking three rivals off a local lead costs three times the price, which is the clearest public statement of what moving company leads are actually worth. Interstate is wider still. The gap between those two sellers of moving company leads is sourcing rather than quality, which is worth understanding before you accept any single vendor framing of what moving company leads are worth.
You do not need a third-party estimate of how thin shared moving company leads are spread, because the companies distributing them publish it:
So the honest range is four to five, decided by the vendor, not the three to eight or up to sixteen that circulates on blogs written by people selling something. Read those together and the product becomes clear: you are buying a position in a queue of four or five, billed on delivery rather than on contact, with response speed the only variable left under your control. Every honest description of shared moving company leads reduces to that.
Purchased leads have no terminal value. Stop paying and the flow stops the same day, and you have built nothing that survives the decision. The honest concession, which agencies selling the alternative rarely make, is that owning a channel takes months to produce anything, and a mover who needs trucks loaded next Tuesday cannot eat that delay. The defensible position is a transition, not an abolition, and any plan involving moving company leads should name the gap each purchase fills.
The credit policies attached to moving company leads are worth reading closely, because they cover the cheap failures and not the expensive one:
That last one is not a defect in the product. It is the product, and it is the most expensive thing about moving company leads. The test worth running is simple: if you stopped paying every lead vendor tomorrow, what would still ring? Whatever answers that is the part of the business you actually own, and for most movers buying moving company leads the honest answer is uncomfortably little.
None of these are Axis figures. Each comes from a published rate card, a platform help document, or the public record of a federal enforcement action, because moving company leads is a market where almost every number in circulation traces back to someone selling them.
A local lead shared with up to four movers is fifteen dollars. The same lead exclusive is forty-five. The seller has put a price on removing three competitors from your call, and published it. Interstate runs twenty shared against eighty-five exclusive, a wider gap still.
How many movers the platform states it connects a single customer with. That is the vendor describing its own product, which makes it more reliable than any third-party estimate of how thin a shared lead is spread.
What HomeAdvisor paid to resolve FTC charges that it misrepresented the quality of its leads and the likelihood they would become jobs. The consent order now bars conversion claims unsupported by data the company actually holds.
The shared against directed win-rate comparison exists in the public complaint and the numbers are blacked out. That is why this page quotes no conversion multiplier. Anyone who quotes you one is not reading a source you can check.
Four or five, and the platforms say so themselves. Moving.com states up to four movers. Angi tells providers it matches a homeowner with no more than five pros, and Thumbtack caps interest at five. Ranges wider than that, the three to eight figures you see quoted, come from blogs rather than from the companies actually distributing the leads.
Almost certainly, and nobody can prove by how much. The only rigorous comparison sits in an FTC complaint against a major lead seller and the figures are redacted. Every multiplier you have been quoted comes from a party with a product to sell. Treat the direction as sound and the magnitude as unknown, because that is what the evidence supports.
For specific purposes, yes. A slow week, a new service area with no organic presence, a truck that would otherwise sit. They fail as a foundation because the flow stops the day the card does and you have built nothing. Buy them to fill a gap you can name, not as the base of the business.
Less than owners assume. Typical policies cover a disconnected or invalid number, or a customer who never wanted full-service moving, usually inside a short window. What no policy covers is the expensive case: a genuine customer, reachable and serious, who is simultaneously being quoted by four of your competitors. That is not a defect in the product, it is the product.
No, and the difference matters. A household goods broker arranging transport is regulated and must display its physical address, its USDOT and MC numbers, and a statement that it will not carry your shipment. A company selling contact information carries none of those obligations. The word is the same and the accountability is not.
Divide what you spent by the number of jobs that actually put a truck on the road, not by the number of leads delivered. That single division reorders every channel you run. Vendors report cost per lead because it is the number that flatters them. Cost per booked job is the one that pays a crew.
