Customer feedback brings "Aha" moments to construction industry companies

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  While checkbox surveys will provide you with data, this is not the right approach for companies that manage only a few [or dozens] of important relationships each year.

Checkbox surveys are designed to generate lookups that are easy to analyze. Unfortunately, people hate investigations. Customers with the most useful insights may not be the ones who complete the checkbox survey.

For most construction-related companies, a small number of customers will determine the success of your company this year. Therefore, it is more sensible to contact one-on-one important customers. You want to know how they see you and your competitive landscape. You also want to know what their current business priorities are.

To make this initiative more successful, don't immediately connect with everyone and ask everyone the same questions. But narrow your scope:

• Decide what you want to know,
• Be clear why you know it, and
• Determine who is the best contact to help you accumulate the information you can use.

Even if the focus is narrow, planning a series of customer feedback interviews will quickly become overwhelming. Members of the senior team may not have time to complete the program. If you assign a project to someone who is too junior, your client may not be fully engaged. When such a project is executed internally, it is best to approach it in a small way. However, when time is tight, you can outsource customer feedback interviews to your trusted customers.

What do you expect to learn? Let's take a look at what the general contractor, subsidiaries and suppliers have learned from their customers.

A general contractor contacted three customer groups to accumulate three different knowledge systems.

• A loyal customer is your outstanding expert. The loyal customers of the general contractor can help the GC clarify the company's competitive advantage. They also provide feedback on company personnel and operations.
• Dormancy customers know why they have not contacted you in recent years. When asked, GC's dormant customers solved nuances such as competitiveness and matching.
• "Perennial Prospects" knows you, but has not chosen you. In their customer feedback program, the general contractor's perennial prospects each clarify what must be done to replace the existing GC.

This is easy to be three separate projects.

In another example, subcontractors are looking to develop a five-year strategic plan. The ownership team knows it is wise to let customer opinions influence their priorities. What they want is to assess the level of attention of general contractors and owners, who account for 40% of the previous year's income. Is the relationship safe? What is the impact of incidents with odd events? Does the customer agree that the change is being considered?

The child understands

• Their competitiveness in the selection process,
• The advantages and disadvantages of their work site performance, and
• How their business practices are partner-oriented.

The little friend was pleasantly surprised to discover the true meaning of the past [incomprehensible] event. More importantly, the company rebuilt the dormant relationship and won a project that would not have been invited to bid.

The last example highlights the extra-state facilities owned by local material suppliers. During the construction boom, satellite facilities are losing their share of competitors. No one can figure out why.

Similar to the GC project, the supplier summarized

• Loyal customer,
• Customers who buy from multiple vendors, and
• Prospects for those who have requested a quote but have never purchased it [or who placed an order many years ago].

The owner understands how the customer views his sales staff. He also learned about the subtle changes in the competitive landscape in the region. The customer interview told him that the gap led to his business costs and where the added value made loyal customers loyal.

All in all, in these cases, none of the surveys were able to achieve "ah haha". The turning point of these companies. why? Because the investigation is rigid. In addition, the results are ambiguous. In the range of 1 to 10, "4" will not tell you what to do. Conversation interviews are not fixed. One benefit is that in interviews, customers introduce topics that you won't know. This is what you are trying to learn: What is the impact on our customers? What are they? from

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 Think about it and want it?

Rather than choosing a checkbox survey because it is efficient and inexpensive, recognizing that insightful guidance from competent clients can help you take action to narrow the gap between current revenue and the company. Income potential.

When it comes to the customer's ideas, knowing it is better than knowing. The way to know is to ask.

Reward: Visit the contact page of my website and get the download link "Survival Next Down: Subcontractor Tips". http://www.AccountLoyalty.com/contact-htm

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