Tag Archives: planning

Features Tell – Benefits Sell

When going out on a sales call, it is vital to understand the difference between “features” and “benefits”. Of primary importance is to remember the phrase, “features tell; benefits sell.” There is a technique in selling that we at Pinnacle Development Group have used personally for more than twenty-five years to very good results to assist in making this distinction.  It is based on three components. The three components are:

Feature

Features, or facts, represent what the actual characteristics are.  Features might represent the chemical make-up of a material used in the construction project, the rock size used in asphalt, or perhaps even the multiple step process followed by a work crew.

Benefit

Benefits sell you and your company, and represent what advantage, savings, or “profit,” that a customer will receive from the feature or features purchased.

Transition

A transition is a simple word or phrase that smoothly transfers the technical aspects of the feature to a benefit in the eyes of the customer.

I refer to the three components as having a FTP.  Thus, for every feature about my company, the product that we use, the equipment that we operate, or the process that we follow when completing work, I must transition the featured aspect into a believable benefit to the customer.  If I fail in doing this I risk losing the trust, interest, and worse yet, any future business.

benefits sell

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Now, let me demonstrate the FTP technique using a hypothetical situation

Feature 

Premier Sealer has 10% more of a chemical bonding agent than do most of the other available blends of sealer.

Transition

Which means that we can offer you…

Benefit

A written three year guarantee on the product as it will provide a longer life for your parking lot.

Many sales professionals within the construction industry have undoubtedly recognized features or facts about what they sell.  It is also critically important to realize that customers rarely buy features.  Instead, they wish to purchase the benefits provided by a product or service.  Until the connection between feature and benefit is made in the mind of the customer they will refuse to make a buying decision

The transition in the FTP technique is the most important part of the “triad.”  This may sound strange to many contractors since knowing the products and services is so important.  Again, all the knowledge in the industry will not help your sales unless you have a method to plant the features of your materials, your team, and your equipment efficiency into the head of a customer and leave them agreeing with the great benefit that will be experienced, and enjoyed!

Assuming that many readers of this article already have a stable of knowledge, or are building one, of their company’s features and the benefits that can be realized by buying the features, let provide a few more examples of transitions that you may want to try.

  • …which provides you with…
  • …so you will receive more…
  • …this allows you greater…
  • …enabling you to spend less money…

Remember … features tell, but benefits sell!

Features really do just tell us about our products, services, and company.  Benefits sell and are what our customers want to experience.  Tying the two together may very well be your biggest improvement opportunity to increase your own sales success and the increased business for your company.

Loyalty Among Construction Field Personnel

Since 2008 construction employment has dropped considerably and has remained below 2007 levels, with construction management positions still about 14% down (U.S. Department of Labor, 2015). Despite the boom currently occurring in the construction industry, general contractors (GCs) are finding it difficult to fill project management positions (AGC 2014), and construction firms expect these challenges to continue (Mutikani, 2014).

loyalty

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With greater demand for managers, retaining quality people is a paramount concern. Everyone knows the adage that “money talks”, but what can a GC do to engender loyalty besides just paying more? To explore that question and attempt to better understand the factors that engender loyalty among a GCs employees, the team at Pinnacle Development Group worked with Texas A&M University and surveyed the field employees of GCs and obtained 440 responses that provide insight into the factors that are most effective in engendering loyalty for GC’s field management employees.  

Loyalty Drivers

Of the respondents, 38% have been with their current company for over 20 years, and 70% have been in the industry for over 20 years. They constituted a variety of job titles and levels of education, and came from across the Unites States. The questions related to three general categories of: Company programs, Relationships, and Attitude and Engagement. Respondents were asked to rank various factors in each area with the lowest average rankings indicating the most effective factors. 

Not surprisingly, pay scale and bonus structures was a top factor. However, participants felt that relationships with management were the single most effective factor in their loyalty as employees.  Each of the three areas (relationships, company programs, and attitude and engagement) are represented in the top three factors, however relationships occupy four of the top six spaces. So the key to retaining employees may lie simply in a people focused organization.   

Table 1 – Ranking of Factor Influential to Loyalty

Factor Area Average Ranking
Relationships with management Relationships 4.7
Pay scale and bonus structures Company Programs 5.1
Belief and trust in the company and its direction Attitude and Engagement 5.27
Relationships with supervisor(s) Relationships 5.42
Relationships with co-workers/peers Relationships 5.67
Relationships with customers Relationships 7.09
Agreement with the company mission statement Attitude and Engagement 7.63
Employee training and development opportunities Company Programs 7.71
Willingness to promote and encourage involvement with the company Attitude and Engagement 7.9
Flextime policies Company Programs 8.11
Employee feedback mechanisms Company Programs 8.65
Structured career programs Company Programs 8.74
Willingness to sacrifice on behalf of the company Attitude and Engagement 8.76

Additional analysis was also performed to consider company programs, relationships, and Attitude and Engagement with and the participants: Length of time with their current company, Length of time in construction industry, and the highest level of education completed.

Company Programs

Company programs did not predict the amount of time spent with the respondent’s current company. While they could predict time in the construction industry most GCs are not concerned with keeping managers in the industry, but rather in their companies. However, the longer an individual had been in the industry the more important company programs became, so company programs should be geared to more experienced employees.  Flextime policies were more important for employees with greater education, but those same flextime policies became less important over time in the industry while employee feedback mechanisms became more important over time in the industry. So in recruiting and retaining industry veterans, company programs are probably the best bet.

Relationships

Relationships did not predict time in the industry, or education level, however not surprisingly relationships did predict an employee’s time with their current company. Which makes this factor very important in GC efforts to retain their employees. While respondents indicated that relationships with management were most important, the numbers indicate that relationships with customers had a stronger relationship to time with their current company.    

Employee attitude and engagement

Employee attitude and engagement did not have any statistically significant impact on time in the industry, time with current company, or education. So while employees perceive that belief and trust in the company and where it is going affects their loyalty, no statistical relationship could be found between them in the numbers. 

Good relationships among employees with internal and external customers are the most important factor to loyalty. Relationships were perceived to be important to loyalty and the numbers showed a statistically significant link between employee’s relationships with managers, supervisor(s), and co-workers/peers and the amount of time they reported having spent with their current company. So the old rule that it’s all about the people, hasn’t changed and we can see that it is not just about the people, but also their relationships.

 

Authors: 

Colby Humphrey PRC – Pinnacle CCID

Ben F. Bigelow PhD – Texas A&M University

5 Spring Training Tips to Get Your Season Off to the Start You Want

professional coaching

For the seasonal pavement maintenance contractor, getting equipment ready and employees prepared has most likely already begun. For the year-around contractor, there is still something extra special about “spring training.”

Maybe it’s our love for sports but most contractors admit that getting prepared for the season is something that must be done. Having recently completed the National Pavement Expo in Charlotte, I certainly met many owners and leaders primed and prepped to get the season started – or to re-calibrate their current effort with a renewed commitment to planning, organization, and quality execution.

So, if “spring training” is in the air at your company, here are some pre-season tips that might assist your efforts to be better this season than you were last.

 

Check out the latest post on Spring Training from Brad Humphrey, the Contractor’s Best Friend!

Source: crew training tips | ForConstructionPros.com