Creative Marketing Tips for a Small Firm

It is not unusual for managers of small construction firms to dismiss marketing as the province of sellers of consumer goods, like cereal or electronics. Or maybe they feel they simply do not have the time to devote to marketing efforts. But this is an oversight. Rest assured, marketing is essential to the continued success of a construction firm, even if it relies mainly on word-of-mouth.

The following are several creative ways to jump-start a dormant marketing plan:

• Let the work speak for itself. Ultimately, the quality of work provided by the firm must stand up to scrutiny. The best selling job in the world will not matter much if it cannot be backed up by results. Thus, pride in performance remains job number one in marketing, as well as other business aspects.
• Build relationships through reliability and integrity. Make sure that the firm stands by the claims it makes in its marketing materials. This includes good-faith estimates of bids. Low-balling to obtain a job may work in the short term, but this practice will be exposed over time. Once a foundation has been built, it will be easier for clients to accept reasonable change orders.
• Assign marketing duties to qualified individuals. The highest-ranking or most experienced employees aren’t always the best marketers. Delegate these responsibilities to those who show an aptitude for it and show an interest. Not everyone can be a “seller.” Other employees can assist by reporting news and other information to the marketing group.
• Work more efficiently. One engineering firm recently increased its sales by 25%, even though the actual number of proposals it submitted decreased from more than 200 per year to fewer than 100. The key is to target high-profit niches and explore those opportunities thoroughly. Seek quality before quantity.
• Make a splash. A classic example involved a roofing contractor who fixed up a stretch limousine as a vehicle for his crew. The limousine became a well-publicized, rolling advertisement for the contractor. This is not to advise each construction firm to do the same thing, but the message is to be creative.
• Take an indirect approach. Of course, direct marketing, such as the submission of requests for proposals in response to traditional advertising, can keep the firm busy. But the real “gravy” is often found in developing projects or initiatives that put a firm in the mind of important decision-makers. Many times, all that is necessary is getting a foot in the door.
• Tailor the marketing to the firm. Every small-business owner has his or her personality and interests. It cannot hurt to link marketing activities to this profile—be it a passion for golf or sailing or some other hobby—that sets the firm apart. It could also drum up business among kindred souls.

Marketing is an art, not an exact science. Fine-tune the plan until it begins to produce results. Then continue to adapt to economic events and changes in circumstances.

February 2008