December 31, 2007

The Current Housing Market Only Feels Worse Than It Really Is!

     As you know the real estate boom from 2001 to 2006 created unrealistic expectations about the overall housing market – expectations that are beginning to shape both the consumer attitudes and the mind-set of the residential home improvement and construction trade. 

    The National Association of Realtors has noted that the last five years has been one of the best for housing on record. Perceptions about the state of the market are skewed by the fact that the housing industry is well off the historic levels posted during the recent five-year boom Places like Houston, the Kansas City area, Indianapolis and the vast middle section of the US continue offer affordable prices and continued job growth. On either coast Seattle and Raleigh, NC, remain solid. And the markets that experienced recent growth declines like Boston, Denver and Washington D.C. have already started showing signs of recovery. Current conditions vary greatly from one city to the next.

     We have all been hearing about the rise in foreclosures. But the reality is that these problems have only been concentrated in the subprime market. For those buyers that qualify for conventional financing, mortgages are available at extremely favorable rates. 

     The weakness in house prices and overall consumer confidence has taken a toll on home improvement expenditures, with declines expected to extend well into 2008. Home owner spending for home improvement activity declined in 2007 for the first time since 2003. Overall, homeowner remodeling is projected to be 2.3 percent lower than 2006.

     As homeowners become increasingly concerned about falling house prices and a slowing economy, home improvement spending is likely to fall. 

   Now I didn’t mean to bring you down, but I wanted to point out what homeowners are hearing in the news media each and every day. But honestly, this isn’t the first time we have had this kind of news with regards to the overall housing economy.

     This cycle has repeated itself numerous times and each time everyone comes out ahead. Now is the time to hone your marketing and selling skills. You see if you take the time to really explore what is holding your business back you will probably come up with one of three things - poor contractor marketing, bad selling and closing techniques or employee problems. 

     Think about it…if you don’t have a good contractor marketing plan in place you are not going to get the clients that your business needs and if you don’t have a great contractor marketing system in place you can do little to incent your employees with awards or bonuses. So, if you will take the time to effectively market your business you will have many more options available to you to grow your company and incent your employees. 

     You need to look at all your contractor marketing and know its effectiveness. For the things that aren’t working (little to no response) stop doing these until you can figure out how to fix what’s not working. Doing something that’s not working over and over again is not going to suddenly fix the problem. 

     Find out what your conversion rates are for the marketing your doing. For example, if you have a Yellow Pages ad, how many calls do you get from the ad in a given week? Out of those calls how many of those leads turn in to actual jobs? Let’s say that you get 25 calls a week. Of those 25 calls that you got how many were you able to close? If you are closing at least 10 then you are closing 40%. If your closing rate is poor then you need to examine why you aren’t getting these jobs. Chances are it probably has something to do with the way you are selling the job. 

     This is important information to know. You see most construction professionals move past this vital information and never really look at the mechanics of their business. This is a huge mistake.

     Make 2008 a year of change. Set some goals and start looking for ways to move your business to the next level. The construction professionals in my coaching program have experiences at a minimum double digit growth this past year. Take the steps to improve your business and you will find that your quality of life will also improve dramatically.

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December 20, 2007

Accountability … It's a Bigger Deal Then You Think

 

This past week I had one of my three yearly meetings with my Maverick Contractor Mastermind Team. We met in Seattle for two intense days to work on business and marketing issues. First let me tell you that this group of contractors is experiencing considerable growth in their businesses despite what the economy is doing. They implement new ideas and aren’t afraid to take on the challenges that this business brings. Most of these guys have tripled their businesses in the last year. This is a huge deal when you consider what’s going on with the economy.
One of the topics of this past meeting was accountability. You see, accountability is a very critical component which will allow you to deliver excellent service to your clients. As a construction business owner, you must model personal and organizational accountability. You will need to enforce and obey the rules, be on time, follow through on your commitments, and publically admit your failures. The minute you step out of line and start doing our own thing is the time when conflict starts to appear … and soon you’ll be struggling or out of business.
Accountability is a culture that you must grow into and develop over time. Do your staff and business operations encourage commitment, responsibility and results? Would a new hire quickly understand that in order to fit in and remain with the company he or she needs to be able to deliver.
You need to hire carefully and look for employees who can demonstrate accountability in their personal lives and work lives. If you are like I am, I am no good when it comes to managing people who aren’t accountable, so I work extra hard to make sure I hire accountable people. When you interview prospects ask questions that focus on their willingness to make commitments and be results oriented. Make sure that part of your due diligence includes a background check for criminal convictions, driving violations and drug testing.
Implement systems in your company so that you can focus on the important things. If you are like most contractors you get pulled in many different directions and that’s when the frustration starts to set in. Suddenly you feel like you are a dog chasing its tail. By creating systems that your staff can run will allow you to grow your business and keep your overhead low. Most contractors don’t really take a solid look at their overhead and suddenly they are losing money. Give your staff the leeway to update and modify the systems in order to increase the productivity. Make sure you sit down on a weekly or monthly basis and review the changes with your staff and address any items that need to be systematized. By spending a few hours a week systemizing your operations you will save yourself hundreds of hours over the course of a year.
Each member of your staff should have goals with key metrics to track their progress. By setting goals and metrics you will have an easy way to measure your employee’s achievements. By establishing job descriptions goals and meetings you will be able to quickly be able to know who your top employees are and you will make your job a lot easier in weeding out the underachievers.
Having a feedback loop allows you to define business metrics and show every individual how they and the rest of the team are doing. Use feedback to reward employees who are meeting and beating the goals and challenge your other employees. The team is the strongest and most powerful enforcer of accountability, followed by the owner. Work to create a culture of accountability and you’ll quickly expose the weak, the unwilling, and the irresponsible. Hopefully, they will go work for your competitors.
 
 
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