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My dad and I have been butting heads a of late. As the president and CEO of a medium-sized, commercial and industrial general contracting business, he's been feeling the pinch of the economic slowdown as well as skyrocketing energy costs. Now in his seventies, he still estimates his projects by hand, one at a time, without the use of computers, much less cost-analysis software or pricing Web sites.
For years, I've been trying to get him to think outside the box and to set aside his notions of the traditional estimating and bid process for that of public relations and marketing. As a holder of a communications-related master's degree along with a life-time of construction experience, I see my role in the firm as that of a marketing manager who seeks out potential clients. My job would be to attract or lure them to our General Construction services with a campaign consisting of direct mail, full-color brochure material and desktop published proposals. Once I've captured the interest of the potential client, we might then pursue a project or projects on a negotiated basis. Never once do we enter into the risky public bidding forum.
While my dad isn't entirely against this type of project acquisition, he still resists it, referring to construction marketing as "non-revenue generating work." As a counter to his argument, I will ask him, "How many projects have you spent hour upon hour estimating only to end up the high bidder in the end?" In view of these difficult economic times, how do you view the role of marketing in the commercial and industrial construction marketplace? Do you think a general construction company should support a full-time marketing professional?
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"Almost" Good Answers: