That attitude goes a long way toward summing up the philosophy of relationship-builders. As Cathcart puts it: “It’s not who you know; it’s who cares that they know you.”
Charlie Wardell is a freelance writer in Vineyard Haven, Mass.
Nuts and Bolts Practical tips for building profitable relationships.
Relationship-building is a philosophy, not a checklist. But if you keep the following items in mind, you will be more successful at putting that philosophy into practice.
Evaluate your public face. If your company sets up a booth at a local home show, do you stand in the corner talking with your staff or do you get out there and introduce yourself to the attendees? “If you’re not outgoing and you’re uncomfortable mingling in crowds, introducing yourself to people, and making conversation with them, then you probably shouldn’t be selling for your company,” says Robert Criner, president of Criner Construction. If that’s the case, you might want to appoint one of your staffers as your public face.
Follow the money. Membership in community groups can give a real boost to a remodeling business. But you have to pick your venues. “If I was an electrician, I would join the local Remodelors Council and get to know 10 contractors,” Criner says. “If I was a remodeler just getting started, I would join an organization such as the local chamber of commerce, where there are other professionals.”
Get active. Don’t just join the organization, participate in its functions. And don’t just hand out business cards (although you should never show up without them). Instead, make an effort to get to know people and find out what you can do for them. Also, be prepared to talk about what makes your business unique.
Keep employees focused. Ken Klein, owner of Kleinco Residential, also requires that his salespeople stay involved throughout the construction process, as advocates for the customers. And he insists that his salespeople have enough technical knowledge to do the job effectively.
Do reality checks. You should evaluate your relationship-building on every job, along with job costs and profits. “If you measure and report on the human element, then it gets more attention,” says author and speaker Jim Cathcart. Ask your job supervisors to record customer comments about the job, including what the customers say about your workers. Ask customers if anyone they know has inquired about the company. When you do get a referral, make sure you send a thank-you to the person who referred you.
Be a good neighbor. One way Criner spreads the word about his company is by introducing himself to the neighbors when starting a new job. “I tell them that if they have any questions or complaints, they can let me know and I’ll take care of it right away. It builds a lot of goodwill.”