So you get in front of the decision maker! You managed to sell yourself and your company, get past the ‘gatekeeper’ and now you have a listening audience. The way you conduct yourself in the next few minutes will win or lose you that lucrative contract.
These days construction marketing is far more than cold calling or even business to business calling. The marketing process is much more personal. It is unlikely that a major contract will be awarded to your company without the daunting prospect of the interview or presentation.
Here are my top ten tips for construction marketing presentations:
1. Focus on your core values. If you are able to give a presentation, it should focus on a central proposition, which should be the unique perceived benefit that the prospect gains from working with your company
2. Press those “hot buttons!” During the questioning phase the marketing person will have gained an understanding as to what are the key issues that will make or break this contract. The presentation must now focus on matching the benefits of the product with the needs of the prospect. Your presentation must demonstrate that the product/service you offer, meets your prospect's needs, priorities, constraints and vision.
3. Be well structured, clear and concise. All sales presentations, whether impromptu or the result of significant preparation, must be well structured, clear and concise and professionally delivered. The quality and integrity of the presentation is always regarded as a direct indication as to the quality and integrity of the product/service your company offers.
4. Present with a human face! Be human in the way you present. Get your facts straight, but with personality! Sales presentations must always meet the expectations of the listener in terms of the level of information and relevance to the prospect's own situation, but if you want to win the contract you need to relate person to person. Business decision-makers sign contracts when they become satisfied that the decision will make them money, save them money, save them time or save them pain! They also need to be certain that the new product/service will be sustainable and reliable so the presentation must be convincing in these areas.
5. Avoid trying to convince your prospect by going on overload. While the presentation must always focus on the main perceived benefit, it is important to show that all the other incidental requirements and constraints are met - but do not over-emphasise or attempt to 'pile high' loads of incidental benefits as this simply detracts from the central proposition.
6. Be relevant. Use the language and style of the audience - e.g., technical people need technical evidence; sales and marketing people like to see flair and competitive advantage accruing for their own sales organisation; managing directors and finance directors want clear, concise benefits to costs, profits and operating efficiency; and generally the more senior the contact, the less time you will have to make your point - no-nonsense, no frills, but plenty of relevant hard facts and evidence. The presentation must include relevant evidence of success, references from similar sectors and applications, facts and figures - all backing up the central proposition.
7. Take the right people with you. If you are required to present to a large group and in great depth, then it's extremely advisable to enlist the help of one or two suitably experienced colleagues, from the appropriate fields, e.g., contract management, surveyors, estimators, client service, etc., in which case you must ensure that these people are properly briefed and prepared and the prospect notified of their attendance.
8. Keep control of the presentation. But do so in a relaxed way. If you don't know the answer to a question don't waffle - say you don't know and promise to get back with an answer later, and make sure you do. During the presentation seek feedback, confirmation and agreement as to the relevance of what you are saying, but don't be put off if people stay quiet. Depending on how confident you feel about keeping control of the presentation, invite your prospects to ask questions at any time.
9. Never criticise the competition If you take a swipe at your competition, you will undermine your credibility and integrity. You won’t need to descend into bashing others if you are confident that your own company can deliver on time and on budget and with great quality of service. Your prospect will know this!
10. Be practical and creative. If appropriate issue notes, or a copy of your presentation. Use props, samples and demonstrations if relevant and helpful and if you are using equipment such as a laptop and projector, make sure they are all working properly.
And the golden rule: Believe in your company! Whether presenting to one person or a group, relax and be friendly. Let your personality and natural enthusiasm shine through because prospects buy from people who believe in the company they represent.
Masterclass In Construction Marketing
Thursday, 25 November 2010
How Upselling Works In Construction Marketing
Have you noticed whenever you buy a burger, the sales people always try to persuade you to “Go Large”, or have “extra fries” etc. Have you also noticed at the checkout of every superstore are racks of things you would not have thought of buying, but as you stand there waiting at the checkout, you suddenly realise all the things you “need”! Scary stuff! Real profits come when you get the client to buy a larger, more expensive, or more comprehensive product or service.
This is how it works in the construction industry:
EXAMPLE A: The Remodeler/Home Refurbishment – in the business of building extensions, bathrooms, sun rooms, loft conversions etc., How about suggesting certain enhancements at the point of survey. Or ask them if they had considered extending the work to include a the latest whiz bang disposal unit, designed to be 150% more efficient and thus delivering significant cost savings to your client.
EXAMPLE B: The Commercial Contractor – how about offering a Repairs and Maintenance service after the initial defects period following contract completion. This can deliver great benefits for your client because you already know the premises and can operate much more efficiently with the prior knowledge base you already have.
EXAMPLE C: The House Builder: If you are building housing schemes where a number of homes will be rented/leased you could offer and Liaison Officer based on site for the first 6 months after completion, to make sure people are secure in their homes, know where to find everything and are happy. You could offer this service as a free added benefit – this may be the deciding factor that will win you the contract over your competition! Alternatively, if the client/housing association/ local housing authority are intending to employ someone for this job, you could easily extend your business reach by supplying the right person for the job – someone who already knows the property and has proven qualifications to do the job.
EXAMPLE D: The Sub-Contractor: if you work for a number of larger contractors, the way you source the products you use is crucial. It may be that the main contractor already has an approved list of suppliers, but often good relationships can be established with individual Buyers to enable the Subbie to recommend where to source materials at competitive prices. A whole range of complex partnerships can be made to enable commissions to be paid and everyone benefits! Of course, it goes without saying that any deal agreed should be completely transparent and should ultimately benefit the client in terms of cost savings and quality products and services. One wrong move or “under the table” deal can result in lost credibility and trust. So keep everything above board.
EXAMPLE E: The Architect: Design & Build contracts are one obvious root to establish good working relationships with construction professionals on a project team and can be one way architects can “up-sell” their professional skills by working on a partnering basis. Partnered Contracts can be lucrative for all involved, including the client, but they have to be set up correctly to work efficiently. More about this in a later chapter. Architects who are willing to get involved at the Pre-Construction phase of a project on a “No Pass No Fee” basis are more likely to keep busy down the line. (“No Pass” meaning not getting Planning Approval for a project).
EXAMPLE F: Whatever area of construction you are in, you will have a network of approved professionals you work with. So you will have a lot of bargaining power when soliciting goods and services for your project. Sub-contractors, agents, architects, quantity surveyors, building consultants and merchants will all be part of the mix. This can be an area of healthy growth for your business when approved list suppliers, partners and subsidiaries reciprocate with their own recommendations for your company.
Masterclass In Construction Marketing
This is how it works in the construction industry:
EXAMPLE A: The Remodeler/Home Refurbishment – in the business of building extensions, bathrooms, sun rooms, loft conversions etc., How about suggesting certain enhancements at the point of survey. Or ask them if they had considered extending the work to include a the latest whiz bang disposal unit, designed to be 150% more efficient and thus delivering significant cost savings to your client.
EXAMPLE B: The Commercial Contractor – how about offering a Repairs and Maintenance service after the initial defects period following contract completion. This can deliver great benefits for your client because you already know the premises and can operate much more efficiently with the prior knowledge base you already have.
EXAMPLE C: The House Builder: If you are building housing schemes where a number of homes will be rented/leased you could offer and Liaison Officer based on site for the first 6 months after completion, to make sure people are secure in their homes, know where to find everything and are happy. You could offer this service as a free added benefit – this may be the deciding factor that will win you the contract over your competition! Alternatively, if the client/housing association/ local housing authority are intending to employ someone for this job, you could easily extend your business reach by supplying the right person for the job – someone who already knows the property and has proven qualifications to do the job.
EXAMPLE D: The Sub-Contractor: if you work for a number of larger contractors, the way you source the products you use is crucial. It may be that the main contractor already has an approved list of suppliers, but often good relationships can be established with individual Buyers to enable the Subbie to recommend where to source materials at competitive prices. A whole range of complex partnerships can be made to enable commissions to be paid and everyone benefits! Of course, it goes without saying that any deal agreed should be completely transparent and should ultimately benefit the client in terms of cost savings and quality products and services. One wrong move or “under the table” deal can result in lost credibility and trust. So keep everything above board.
EXAMPLE E: The Architect: Design & Build contracts are one obvious root to establish good working relationships with construction professionals on a project team and can be one way architects can “up-sell” their professional skills by working on a partnering basis. Partnered Contracts can be lucrative for all involved, including the client, but they have to be set up correctly to work efficiently. More about this in a later chapter. Architects who are willing to get involved at the Pre-Construction phase of a project on a “No Pass No Fee” basis are more likely to keep busy down the line. (“No Pass” meaning not getting Planning Approval for a project).
EXAMPLE F: Whatever area of construction you are in, you will have a network of approved professionals you work with. So you will have a lot of bargaining power when soliciting goods and services for your project. Sub-contractors, agents, architects, quantity surveyors, building consultants and merchants will all be part of the mix. This can be an area of healthy growth for your business when approved list suppliers, partners and subsidiaries reciprocate with their own recommendations for your company.
Masterclass In Construction Marketing
Seven Things Every Construction Marketer Should Know
Construction Marketing is back on the agenda for construction companies of all sizes in a hotly contested marketplace. One of the first rules of construction marketing is to know what are the important things when approaching prospective new business clients.
The bigger the prospect organisation or potential project, the more planning and preparation is required. Major clients need extensive researching before any serious approach is made to begin dialogue with an influencer or decision-maker. This is to enable the marketing person to decide on the best initial approach or opening proposition. You need to be sure that you press the right buttons on your initial approach and how to present your USPs (Unique Selling Points) to the prospect. Even if you only manage to introduce yourself to the prospect’s PA on the first contact, that’s OK. Log it in your Client Relationship Management System database and diarise your next contact time and date. Generally it is best to concentrate on one strong organisational benefit. A benefit-loaded 'catch-all' approach does not work, because it's impossible to make a strong impact while promoting lots of different points - people respond most to a single relevant point of interest. Assuming a large account is being targeted, the marketing person must acquire as much as reasonably possible of the following information about the prospect organisation:
1. The organisation's size and shape (turnover, staff types and numbers, sites, management and corporate structure, subsidiaries and parent organisation)
2. Strategy and trading situation (main business aims, issues, priorities, trends of business and sector, a profile of the organisation's clients and competitors, and what the company considers important for its own clients)
3. Current and future workload, available budgets and sources of funding
4. Preferred procurement routes and contract arrangements
5. Decision-making process (who decides, on what basis, when and how)
6. Decision-makers and influencers (names, positions, responsibilities and locations)
7. Company expectations – previous contract history including work carried out for this client by your company
These days it's easier to research and plan for a sales call than it used to be, because of the wealth of information available. The company are likely to have a website – this would be your first area of research. Then company brochures, promotional material, trade journals and of course, different people in the prospect organisation who will potentially be able to provide company-specific information about important matters such as contract review dates, purchasing procedures and authority, even sometimes very useful details of attitudes, politics, the styles of the key people, and their priorities.
With a sensitive approach it's often possible to obtain the trust and co-operation of somebody in the prospect organisation, especially if the conversation is positioned as non-threatening, empathic and of some strategic potential for the prospect. The rules of AIDA (Attract, Interest, Desire, Action) apply even to this information gathering element.
The secretaries and personal assistants of the influencers and decision-makers are generally very helpful in providing information to sales people once an appointment has been made - assuming they are asked politely and given proper reason - because they know that a well-informed visitor is more likely to enable a productive meeting, thereby saving the boss's time. It's often worth approaching these people for information and guidance even prior to making the approach for an appointment. The marketing person should take advantage of all the information that is obtainable easily and leave the rest to be filled in at the first meeting - as a rule, prospects respect and respond well to an informed approach because it shows professionalism and allows a relevant and focused discussion. Conversely, a prospect responds poorly to a 'blind' approach because it suggests a lack of care and it usually produces a vague, ill-informed discussion, which wastes time.
A good technique for planning and research is to design a 'pro-forma' or checklist of items to be researched for new prospects.
Masterclass In Construction Marketing
The bigger the prospect organisation or potential project, the more planning and preparation is required. Major clients need extensive researching before any serious approach is made to begin dialogue with an influencer or decision-maker. This is to enable the marketing person to decide on the best initial approach or opening proposition. You need to be sure that you press the right buttons on your initial approach and how to present your USPs (Unique Selling Points) to the prospect. Even if you only manage to introduce yourself to the prospect’s PA on the first contact, that’s OK. Log it in your Client Relationship Management System database and diarise your next contact time and date. Generally it is best to concentrate on one strong organisational benefit. A benefit-loaded 'catch-all' approach does not work, because it's impossible to make a strong impact while promoting lots of different points - people respond most to a single relevant point of interest. Assuming a large account is being targeted, the marketing person must acquire as much as reasonably possible of the following information about the prospect organisation:
1. The organisation's size and shape (turnover, staff types and numbers, sites, management and corporate structure, subsidiaries and parent organisation)
2. Strategy and trading situation (main business aims, issues, priorities, trends of business and sector, a profile of the organisation's clients and competitors, and what the company considers important for its own clients)
3. Current and future workload, available budgets and sources of funding
4. Preferred procurement routes and contract arrangements
5. Decision-making process (who decides, on what basis, when and how)
6. Decision-makers and influencers (names, positions, responsibilities and locations)
7. Company expectations – previous contract history including work carried out for this client by your company
These days it's easier to research and plan for a sales call than it used to be, because of the wealth of information available. The company are likely to have a website – this would be your first area of research. Then company brochures, promotional material, trade journals and of course, different people in the prospect organisation who will potentially be able to provide company-specific information about important matters such as contract review dates, purchasing procedures and authority, even sometimes very useful details of attitudes, politics, the styles of the key people, and their priorities.
With a sensitive approach it's often possible to obtain the trust and co-operation of somebody in the prospect organisation, especially if the conversation is positioned as non-threatening, empathic and of some strategic potential for the prospect. The rules of AIDA (Attract, Interest, Desire, Action) apply even to this information gathering element.
The secretaries and personal assistants of the influencers and decision-makers are generally very helpful in providing information to sales people once an appointment has been made - assuming they are asked politely and given proper reason - because they know that a well-informed visitor is more likely to enable a productive meeting, thereby saving the boss's time. It's often worth approaching these people for information and guidance even prior to making the approach for an appointment. The marketing person should take advantage of all the information that is obtainable easily and leave the rest to be filled in at the first meeting - as a rule, prospects respect and respond well to an informed approach because it shows professionalism and allows a relevant and focused discussion. Conversely, a prospect responds poorly to a 'blind' approach because it suggests a lack of care and it usually produces a vague, ill-informed discussion, which wastes time.
A good technique for planning and research is to design a 'pro-forma' or checklist of items to be researched for new prospects.
Masterclass In Construction Marketing
Tuesday, 16 November 2010
The Rules Of The Game Have Changed!
It's time to take action!
In 2007 it all started to go wrong for the Construction Industry, once one of the fastest growing and lucrative businesses in the world. In 2008 the crash started and we are just crawling our way out of the pit!
Now we can announce a first for the industry: Steve Flashman's Video Training Masterclass for Construction Professionals is going live on January 5th 2011
The first 20 sign ups get free consultation services.
Watch this space!
Masterclass In Construction Marketing
Call Steve on:
+44(0)7950 000910
In 2007 it all started to go wrong for the Construction Industry, once one of the fastest growing and lucrative businesses in the world. In 2008 the crash started and we are just crawling our way out of the pit!
Now we can announce a first for the industry: Steve Flashman's Video Training Masterclass for Construction Professionals is going live on January 5th 2011
The first 20 sign ups get free consultation services.
Watch this space!
Masterclass In Construction Marketing
Call Steve on:
+44(0)7950 000910
Saturday, 18 April 2009
Making Construction Work
It's been an incredible few months! What with the development of our New Membership Site for Construction Professionals, a new Forum to enable networking and sharing of ideas and the launch of our updated website, Making Construction Work, it's been a busy time. We also have new products and services coming on stream including Audio Interviews with Industry Experts, Free Tele-Conferences and CPD Approved Seminars - all to support Business Development in the Industry.
So keep an eye on the site, and take advantage of the new features.
Steve
Visit the Masterclass in Construction Marketing:
Masterclass In Construction Marketing
So keep an eye on the site, and take advantage of the new features.
Steve
Visit the Masterclass in Construction Marketing:
Masterclass In Construction Marketing
Friday, 8 August 2008
How To Use Cold Calling To Make Business Work
Most people find “cold calling” difficult. If you are marketing in the construction business, or any other for that matter, hard luck! Its part of your job and you had better get used to it!
However, most of the work you will do on the telephone will be Business to Business calls, and if you have warmed up the recipient with a good, personal sales letter, your approach is made much simpler.
I spend a lot of my time on the phone to people – these are some of the tips and tricks I use to make it a positive experience:
1. Smile! Your positive attitude will come through in your voice
2. Be confident, even if you are rejected
3. Be polite, even if you are rejected
4. Never hang up!
5. If you need to conclude the conversation, physically stand up! Your body language will have an impact on the call
6. Never use a script! If they don’t have one you will die when they ask the wrong question!
7. Make the conversation open ended – so you have the opportunity of calling again
8. Listen to them! Listen to them! Listen to them!
9. Don’t try to save the world on the first call
10. Be business-like but personal – make sure you are properly briefed
11. Don’t address the person using their first name – unless you know them well and have a good relationship with them.
How to get through to the right person: Usually the first person you speak to will be the receptionist. Pick their brains! In the course of conversation, you can discover who does what in the company and who the key decision makers are.
They will often answer the phone using their first name: “Good morning. My name is Natasha. How may I direct your call?” Something like that. Feel free to address them using their first name. “Good morning Natasha. I wonder if you can help me.” Make sure you keep a note of their name for your follow-up call.
There are a variety of ways to get through to the right person:
1. “Natasha, I have been in touch with (prospect’s name) requesting to tender for (project) and am calling to track the progress of the project. Can you help?” It is unlikely they will have details, so will attempt to put you through to your key person.
2. If they have details, they will let you know – keep a note. Then ask to speak to the person directly, thanking them for their help.
3. If you end up with a voicemail, leave a short, polite message reminding them that you wrote a letter to them requesting to tender for (project) and ask them if they need further information, leaving your direct line contact details.
4. If you speak directly to the person, apply all the telephone techniques listed above(!) and start to build a relationship with this person. Keep note of the conversation and ascertain more details about the project they are dealing with. Think: you want to offer them a solution not a product. So as they are speaking, use some discernment. What is it that they need more than anything else for this project. What are they looking for in terms of a contractor? What are the criteria they think important in this selection.
5. If you only have the first name initial of the key decision maker, it is worth getting the full name of the person for future reference. For instance, if you know the initial is “A”, then use any name beginning with “A” when phoning. Say to the receptionist: “Good morning, my name is (your name) from (your company). Could I speak to Alan Evans please?” She will say, “Do you mean Andrew Evans?” You say, “Oh yes, I’m sorry, I meant Andrew Evans.” Job done!
6. When you ask the receptionist if you can speak with this person, it is better to use their whole name: Not: “Can I speak with Mr Evans please.” Say this: “Can I speak with Andrew Evans please.” This is formal but with a personal touch and gives the impression that you know this person.
So don't be afraid of the dreaded cold calling. Telesales can be challenging, but also a lot of fun if you apply the right strategies.
Steve Flashman
Marketing For Construction
Masterclass In Construction Marketing
However, most of the work you will do on the telephone will be Business to Business calls, and if you have warmed up the recipient with a good, personal sales letter, your approach is made much simpler.
I spend a lot of my time on the phone to people – these are some of the tips and tricks I use to make it a positive experience:
1. Smile! Your positive attitude will come through in your voice
2. Be confident, even if you are rejected
3. Be polite, even if you are rejected
4. Never hang up!
5. If you need to conclude the conversation, physically stand up! Your body language will have an impact on the call
6. Never use a script! If they don’t have one you will die when they ask the wrong question!
7. Make the conversation open ended – so you have the opportunity of calling again
8. Listen to them! Listen to them! Listen to them!
9. Don’t try to save the world on the first call
10. Be business-like but personal – make sure you are properly briefed
11. Don’t address the person using their first name – unless you know them well and have a good relationship with them.
How to get through to the right person: Usually the first person you speak to will be the receptionist. Pick their brains! In the course of conversation, you can discover who does what in the company and who the key decision makers are.
They will often answer the phone using their first name: “Good morning. My name is Natasha. How may I direct your call?” Something like that. Feel free to address them using their first name. “Good morning Natasha. I wonder if you can help me.” Make sure you keep a note of their name for your follow-up call.
There are a variety of ways to get through to the right person:
1. “Natasha, I have been in touch with (prospect’s name) requesting to tender for (project) and am calling to track the progress of the project. Can you help?” It is unlikely they will have details, so will attempt to put you through to your key person.
2. If they have details, they will let you know – keep a note. Then ask to speak to the person directly, thanking them for their help.
3. If you end up with a voicemail, leave a short, polite message reminding them that you wrote a letter to them requesting to tender for (project) and ask them if they need further information, leaving your direct line contact details.
4. If you speak directly to the person, apply all the telephone techniques listed above(!) and start to build a relationship with this person. Keep note of the conversation and ascertain more details about the project they are dealing with. Think: you want to offer them a solution not a product. So as they are speaking, use some discernment. What is it that they need more than anything else for this project. What are they looking for in terms of a contractor? What are the criteria they think important in this selection.
5. If you only have the first name initial of the key decision maker, it is worth getting the full name of the person for future reference. For instance, if you know the initial is “A”, then use any name beginning with “A” when phoning. Say to the receptionist: “Good morning, my name is (your name) from (your company). Could I speak to Alan Evans please?” She will say, “Do you mean Andrew Evans?” You say, “Oh yes, I’m sorry, I meant Andrew Evans.” Job done!
6. When you ask the receptionist if you can speak with this person, it is better to use their whole name: Not: “Can I speak with Mr Evans please.” Say this: “Can I speak with Andrew Evans please.” This is formal but with a personal touch and gives the impression that you know this person.
So don't be afraid of the dreaded cold calling. Telesales can be challenging, but also a lot of fun if you apply the right strategies.
Steve Flashman
Marketing For Construction
Masterclass In Construction Marketing
Wednesday, 6 August 2008
Build Business By Building Relationships
There has never been a time when marketing for the construction industry was so important. However, those of us who are involved in this crucial aspect of business development are acutely aware that the industry has been notorious at making huge blunders in its marketing efforts!
On of the top five blunders people in the construction industry make when trying to grow business, is in the way it deals with prospective and current clients.
Most business development professionals recognise that all marketing for construction begins and ends in one simple principle -
knowing how to build relationships.
It is at least 5 times easier to win a new contract from an existing client than to go out and find a new one! That is not to say that we should not be extending our client base because this is essential for ongoing company growth and to ensure a healthy sales pipeline.
However, if you are producing good quality work, you should find that 70% to 80% of your turnover comes either directly from current or past clients, or from referrals and recommendations from clients you have worked for. You need to spend a lot of time developing relationships with these key people as they can become your best marketing tool.
Current and past clients are like gold dust to your business. Your existing client base also forms potential sales revenue for backend products and services.
If you have no track record with your potential client, you need to be able to demonstrate that you are trustworthy. Endorsements and testimonials from people you have built relationships with, are crucial to substantiate this. It is also important to be available to your prospects so that they can have a face to face meeting with you. This is crucial even at the highest management level of your company. This will build confidence and reassurance because they are dealing with a real person and not just a marketing consultant with an ulterior motive!
There are many ways that relationships can be built:
1. Run a Lunch Club for your project team at completion.
2. Hold Continuous Professional Development Training Seminars with guest "experts" in the industry
3. Promise less, deliver more
4. Make sure there are open lines of communication
5. Give you workforce "Customer Relationship" Training
6. Distribute a high content newsletter
7. Open a Social Networking forum
etc., etc.,
You will find that if you apply these strategies every day, you will reap the benefits.
Marketing For Construction
On of the top five blunders people in the construction industry make when trying to grow business, is in the way it deals with prospective and current clients.
Most business development professionals recognise that all marketing for construction begins and ends in one simple principle -
knowing how to build relationships.
It is at least 5 times easier to win a new contract from an existing client than to go out and find a new one! That is not to say that we should not be extending our client base because this is essential for ongoing company growth and to ensure a healthy sales pipeline.
However, if you are producing good quality work, you should find that 70% to 80% of your turnover comes either directly from current or past clients, or from referrals and recommendations from clients you have worked for. You need to spend a lot of time developing relationships with these key people as they can become your best marketing tool.
Current and past clients are like gold dust to your business. Your existing client base also forms potential sales revenue for backend products and services.
If you have no track record with your potential client, you need to be able to demonstrate that you are trustworthy. Endorsements and testimonials from people you have built relationships with, are crucial to substantiate this. It is also important to be available to your prospects so that they can have a face to face meeting with you. This is crucial even at the highest management level of your company. This will build confidence and reassurance because they are dealing with a real person and not just a marketing consultant with an ulterior motive!
There are many ways that relationships can be built:
1. Run a Lunch Club for your project team at completion.
2. Hold Continuous Professional Development Training Seminars with guest "experts" in the industry
3. Promise less, deliver more
4. Make sure there are open lines of communication
5. Give you workforce "Customer Relationship" Training
6. Distribute a high content newsletter
7. Open a Social Networking forum
etc., etc.,
You will find that if you apply these strategies every day, you will reap the benefits.
Marketing For Construction
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