Develop an effective marketing plan for your construction company
Step-by-step instructions with a sample plan showing how they are used
BY JACK MILLER PRODUCER JACK MILLER SEMINARS FOR THE CONSTRUCTION INDUSTRY
ost of us who spend our lives in the construction industry enjoy solving customers’ problems. In fact, we really enjoy solving the hard ones. If we are going to survive in the construction industry we have to be knowledgeable problem solvers. It’s a must. But the more aggressive we become in solving other people’s problems, the more we create a serious problem for ourselves— getting paid a fair profit for giving the customer exactly what he wants and needs. To assure ...view middle of the document...
He will be an effective marketer.
IMPORTANCE OF THE MARKETING PLAN
A company without a plan is like a ship without a rudder. It moves aimlessly in the marketplace reacting to pipe dreams instead of the real opportunities. The company’s team members are waiting for good opportunities to come to them. They get a lot of experience turning out preliminary estimates, or bidding on jobs you will never get. If your company has a marketing plan, your team members will have specific goals to reach and a plan of action for reaching those goals. They can make things happen! You don’t have to wait and worry.
GETTING THE PLAN STARTED
It takes a lot of uninterrupted time to think through an effective marketing plan. Consider getting away from your office and the telephone while you are putting together your plan. You will save time and eliminate frustration if you minimize interruptions during the planning period. Get all of your key people involved in making your plan. People are more willing to follow a plan that they helped to develop. Give yourself and everyone else involved a deadline for the final draft of the plan to help overcome the tendency to procrastinate. Be sure that “objectives” are turned into “work.” Plans are particularly useful if they tell what work must be done to reach the objectives. Don’t spend a lot of time trying to see what lies dimly
in the distant future. Use the predictions of others who watch the economy and who are paid to predict trends. Their predictions are summarized in construction industry magazines, the Wall Street Journal, other business p e ri o d i c a l s, newsletters and various government rep o rt s. Assign someone the responsibility to keep informed regarding predictions of the economic future. Then you will be less likely to make a pipe-dream plan or to miss real opportunities. If the future looks very uncertain in your market area make alternate “what-if” plans. Make a plan for what you expect to accomplish; a second plan that you can follow if the opportunities in your area are better than expected; and a third plan that you can fall back on if there are fewer opportunities than you anticipated. The time and energy spent thinking through your “what-if” plans will enable you to steer your company on the proper course, no matter what turn the economy takes.
A fairly easy way to accomplish this step is to give each key team member the list of questions in advance and ask him or her to think seriously about each one. Then during a relaxed meeting away from your office, discuss each question. Combine the individual answers to form a consensus.
Determine the needs of your potential customers
Again you and your key team members must discuss and agree upon the answers to these important questions: Who are your customers and what are their specific needs? Are there people in your market area whose needs are not being met? Who should be your customers?
DEVELOPING THE MARKETING PLAN
Here are some...