“Contractors need to retain existing business, cross-sell services among practice groups or divisions, and find new opportunities for work—a formidable task in a marketplace that is competitive and crowded. It requires brand differentiation and well-planned business development initiatives, as well as constant effort to prove to clients their needs are understood.”
Lori J. Sullivan, president of specialized marketing firm BluePrint Consulting, made this observation in a recent report outlining strategies to align the various departments of a development company to achieve such results.
She specifically cited sales, marketing and operations as crucial elements to building a developer’s brand equity in a saturated market.
Part of the strategy is to have a clear idea of what exactly it is the business does, and its purpose for its presence in the market, she adds.
“Because the building Industry is saturated, organizations risk being selected on price if not fully differentiated from their competitors. The more defined a contractor is about what it does and how those services benefit its clients, the better positioned it will be to win more work,” Sullivan emphasized.
To support brand identification, the marketing expert added that the firm should identify goals that will serve as stepping stones towards the execution of its corporate identity.
“In sales, goals are the engine of productivity,” she stressed.
Sullivan explained that a well outlined sales and marketing plan should be based on specific and measurable goals that will allow the company to examine and adjust its sales and marketing strategy in a critical and objective manner