3. The most significant change we have seen is the need to implement the latest technology to improve processes and customer service.
4. In order to recruit and retain qualified staff, we have implemented more of a "corporate", organizational structure which offers better benefits and incentives for employees.
5. We took advantage of the extra capital we had from years past to build a state-of-the- art Corporate Office & Training Facility. This helped us distinguish our business from others by being able to offer hands-on, in-depth training for staff.
6. Our business has changed drastically over the past years. We have a new client relationship system, new in -office technology, evolving organizational structure and an overall strategic goal to remain highly- trained in all areas of our business.
S.E.A. Construction Inc.
San Mateo, Calif.
1. Yes, on every level. Clients knowledge of what and how we do our jobs has increased via the Web, unfortunately so has the amount of confusion about best methods and practices. If the Building business wasn’t a service industry before, it certainly is now. Clients demand, and deserve more attention during both the Design and Build process and exercise a more active approach to the daily running of the job. These changes are permanent, and there will be more on the horizon.
2. The ability to change, quickly, to market demands and conditions. Opportunities are created in times like this, but taking advantage of them requires commitment and patience
3. Reduced opportunity and client focus on price, while still demanding value and quality have brought about leaner companies, reduced margins, a and the need to shop vendors, subs and suppliers vigorously. Reduced overheads are here to stay
4. In depth reviews of all systems, employees and overhead line items. Tearing it all down after 20 years and rebuilding it to be competitive in today’s atmosphere
5. Larger market share due to reduction in sheer numbers of builders, increased awareness of necessity of a systems approach to Design and Build, building closer relationships with design and production team members
6. Leaner, meaner, eyes forward. No looking back at what “was”. More dynamic, flexible and able to change more quickly as the market changes.
Heartwood Construction Inc.
2. I think the remodelers that have grown or prospered are remodelers that have focused on “Quality Clients vs. Quantity Projects”. When the economy fell off, the volume fell off, but good clients are still out there. And if you have a good relationship with those clients, they’ll continue to hire you and quality clients tend to refer to other quality clients.
3. The biggest change is we focus on service. Everyone in our company, from manager to driver, knows our success is based on how we treat the client. All of our staff is courteous, polite, and professional. It’s a simple concept, but finding genuinely personable staff, with skills, in a culture of construction that has historically been “rough around the edges” is the key. We’ve tried to become the mechanic that the homeowner trusts, and always brings their car to.
4. In the last five or six years when we’ve had an opportunity to grow, we focused more on quality subcontractors than adding employees. With creating a good network of subcontractors that you trust it allows us to take on more jobs when we’re busy but does not affect our workforce if things slow down. I think the biggest surprise has been the partnership among other contractors and subcontractors to work together and really build a business network.
5. One of the biggest discovered opportunities that we’ve seen is creating a good network of subcontractor and vendors. Years ago, it was common practice to always shop subcontractors or vendors for the lowest price. About five or six years ago, we decided we wanted to focus on quality and always work with the same businesses. What we found with creating a horizontal business partnership that focused on quality is that quality vendors and subcontractors brought quality clients and projects with them.