For many contractors, relationships have been the foundation of their success.
They've built their businesses by doing good work, earning the confidence of customers and developing relationships that lead to additional opportunities. It's a model that has served general contractors and specialty contractors well for generations.
But what happens when the relationships that built a contractor are no longer enough to support where the company wants to go next?
Perhaps the company has developed capabilities that its established customers don't fully recognize. Perhaps it wants to pursue larger projects, enter a new geographic market or establish relationships with a different group of general contractors, owners or developers.
The relationships that helped build the business remain valuable. But they may not provide access to the opportunities the company now wants to pursue.
When Business Objectives Change
That's when a contractor may need to reconsider how its marketing and business-development efforts support its business objectives.
The challenge isn't simply to generate more visibility or produce more promotional materials. It's to determine which customers and opportunities the company wants to pursue, understand how those customers make decisions, and establish the credibility and relationships necessary to compete for their business.
That process may begin with some fundamental questions.
Does the company have a clear understanding of the markets and customers it wants to pursue? Does it know what those prospective customers value when evaluating contractors? Can it demonstrate the experience, capabilities and qualifications that distinguish it from competitors?
And perhaps most importantly, are its current marketing and business-development activities helping it establish relationships with the people who influence those decisions?
The answers may reveal that some existing approaches remain effective, while others need to be strengthened or reconsidered.
Building on What Already Works
For contractors accustomed to growing through established relationships, pursuing new objectives may require a different approach to marketing and business development.
That doesn't necessarily mean undertaking an extensive marketing program. It may mean communicating existing capabilities more effectively, demonstrating relevant project experience, identifying new prospective customers or developing a more deliberate approach to establishing relationships.
The appropriate response depends on the company's circumstances, capabilities and objectives.
The goal is not to replace the relationships and reputation that contributed to the contractor's success. It's to build on those strengths in ways that support where the company wants to go next.
Not because the old approach was wrong, but because the business is trying to accomplish something different.
