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Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
Emerging Contractor Development Program - D. Brown Management
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Emerging Contractor Development Program - D. Brown Management

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ECD - Emerging Contractor Development …

ECD - Emerging Contractor Development
Structured one year program with bi-weekly meetings will keep the growing contractor on track along with providing short training modules on a variety of subjects critical for future growth.

Program Overview
Program designed specifically for the contractor with revenues between $250K and $2M.

Over the course of the program the contractor will develop stronger infrastructure in all areas of their business.

After completion of the program the contractor can expect increased profitability along with better employee morale, a feeling of more control over the business and alignment of personal and business goals.

Program includes coaching sessions, workbook and “homework.”

5 Key Components
1. Strategy: The first seven modules are designed to help the contractor fully refine where they would like to be in the next few years and why. This is the most important part of the program because it establishes the framework for everything else including customers, people and the owner’s personal life. “If you don’t know exactly where you are going it will be hard to get there.”

2. Financial Basics: To achieve long-term success in any business it is very important to make data-driven decisions. A good portion of this data is financial and we will cover all the basics, why they are important and how to use them to track progress against long-term goals.

3. “People Processes”: Without people the business would not exist and without paying extreme attention to these processes the company cannot grow. This series of five modules covers everything from communications to organizational planning to managing top talent.

4. Marketing: With a good plan, a system in place to track the financial performance of the company and the right team in place the next step is creating more business. These modules focus on who to market to, how to market to them and how to keep your customers once you have them.

5. Planning & Execution: With the completion of the above modules the only thing left is to execute by creating processes, communicating effectively with your team, monitoring results and making refinements as needed.

Measures Of Program Success
General measures of success for this program include:

Profitability: Contractors will experience increased profitability at both the project level and net profit level by focusing their resources better.

Cash Flow: By streamlining processes including the customer selection, billing and collection process the contractor will experience increased cash flow.

Stronger Team: Over the course of the program the contractor will develop a stronger management team allowing them to grow more profitably.

Better Customer Base: With more of a strategic focus on what types of customers the company should be going after, financial data to reinforce who the best customers are and a plan to acquire more of those customers the contractor can expect a significant improvement to the quality of their customer base.

Ease-of-Mind: The hectic daily grind of building a business can become overwhelming at times. By backing up every couple of weeks, looking at the big picture, bouncing ideas around and creating an action plan the contractor will enjoy more of a sense of control. The rest of the team will respond better when the owner is in this more relaxed and controlled state-of-mind.

Published in: Economy & Finance, Education
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Transcript

  • 1.  
  • 2. WHY?
    • Number Of Contractors That Will Fail While You Go Through These Slides
    5 The Emerging Contractor Development (ECD) Program Was Developed With This Fact In Mind
  • 3. WHY?
    • The Two Year Failure Rate Among Contractors
    • (Excluding Single-Family Home Builders)
    28% According to BizMiner, of the 823,830 building (non-single-family), heavy/highway, and specialty trade contractors operating in 2000, 28.4% had failed by 2002. Every year, thousands of contractors, whether in business for two years or 20 years, face bankruptcy and business failure, leaving behind unfinished private and public construction projects. Source: Dun & Bradstreet Business Failure Record
  • 4. WHY?
    • Technical Craft Training Is The Primary Focus Of The Construction Industry
    Business, Strategy, Financial & Talent Management Are A Distant Second – Or Non-Existent
  • 5. WHY?
    • Construction Businesses Are Started, Owned & Managed By Extremely Talented, Technically Oriented People Who Are Amazing At Pleasing The Customer And Getting The Job Done
    MOST
  • 6. WHY?
    • Many Times That Is Simply Not Enough
    BUT… Building A Solid, Consistently Profitable Contracting Business Also Requires Mastering Those Other Business Skills
  • 7. WHAT?
    • ECD
    Emerging Contractor Development
  • 8. WHAT?
    • 1 Year
    Program designed specifically for the contractor with revenues between $250K and $2M
  • 9. WHAT?
    • 5 Key Areas
    Strategy Financial Basics “ People Processes” Marketing Planning & Execution
  • 10. WHAT?
    • 24 Modules
    Bi-Weekly Structured Training / Coaching Sessions Designed To Help The Emerging Contractor’s Team Build A Solid Business Foundation
  • 11. DETAILS
    • The Following Slides Provide An Overview Of The ECD Modules
    More Info At: www.dbrownmanagement.com See Contact Us Section
  • 12. STRATEGY
    • Getting Acquainted – Who Are All The Players, Where Did We Come From and Where Are We Going?
    1
  • 13. STRATEGY
    • What To Expect
      • Increased Focus
      • Better Profitability
      • Improved Cash Flow
      • A Better Team
    1
  • 14. STRATEGY
    • What’s Your Magic?
    • What Makes You Different Than ABC Construction?
    • If You Think Just Having A Contractors License Is Enough You Are In For A Long, Hard Road Ahead
    2
  • 15. STRATEGY
    • The 80/20 Rule
    • 80% Of Your Results Come From 20% Of Your Activities
    • Figuring Out That ‘Critical 20’ Is Key To Success –
    • Stopping The ‘Useless 80’ Is Just As Important
    3
  • 16. STRATEGY
    • Urgent vs. Important
    • “ If I had two hours to chop down a tree I’d spend the first hour sharpening the ax.” – Abraham Lincoln
    • Would You?
    3
  • 17. STRATEGY
    • Customers
    • “ A business exists to serve a customer – nothing more, nothing less.” – Peter F. Drucker
    • Who Are They? Where Do You Get Them? Why You?
    4
  • 18. STRATEGY
    • Competition
    • It’s A Fact!
    • Who Are They?
    • What Do They Do Better Than You?
    • How Do You Compete?
    5
  • 19. STRATEGY
    • Your Future
      • How Big?
      • Which People?
      • What Markets?
      • Which Customers?
      • How’s Your Lifestyle?
    • If You Don’t Know Where You Are Going How Will You Know When You Are There?
    6
  • 20. STRATEGY
    • Your Life – Your Business
      • Are They Aligned?
      • Will They Be Aligned?
      • Do You Know?
    • Life’s Too Short To Screw This One Up – So Don’t!
    7
  • 21. FINANCIAL BASICS
    • The P&L
      • Revenue – Costs = ????
    • Are You Watching The Bottom Line?
    8
  • 22. FINANCIAL BASICS
    • The Balance Sheet
      • How Much Are You Worth And Is It Improving?
    • What You Can Do To Improve Your Balance
    9
  • 23. FINANCIAL BASICS
    • Cash Flow
      • By This Slide At Least Two Contractors Have Gone Out Of Business In The U.S.
    • One Of The Most Common Causes Is Cash Flow – Don’t Be A Statistic
    10
  • 24. FINANCIAL BASICS
    • Critical Numbers
    • What Are The 4 Key Things You Can Use To Judge Your Business?
    11
  • 25. PEOPLE PROCESSES
    • Organizational Structure
    • What It Looks Like Today; What Will It Look Like Tomorrow and What Are The Talent Gaps?
    12
  • 26. PEOPLE PROCESSES
    • Company Culture
      • What Makes You Distinct – What’s In Your DNA?
    • How Do You Keep It Going?
    13
  • 27. PEOPLE PROCESSES
    • Recruiting & Retention
      • Add $75,000 By Focusing On Your ‘A’ Players
    14
  • 28. PEOPLE PROCESSES
    • “ If you can’t describe your business as a process you don’t know what you are doing.” – Peter F. Drucker
    15
  • 29. PEOPLE PROCESSES
    • Process Documentation
    • If You Don’t Write It Down You Can’t Grow Your Business
    16
  • 30. MARKETING
    • Strategy
      • Who To Go After
      • WHY?
    • Focus = Success
    17
  • 31. MARKETING
    • Tactics
      • Creating A Marketing Plan, Sticking To It And Measuring Results
    18
  • 32. MARKETING
    • Customer Service
      • No Amount Of Marketing Can Overcome Consistent Poor Service
    • No Amount Of Marketing Can Compare In Results To Great Customer Service!
    19
  • 33. PLANNING/ EXECUTION
    • The Next 3 Years
      • Pulling Everything Together Into A Complete Plan
    20
  • 34. PLANNING/ EXECUTION
    • Refinement
      • Create A 1 Page Overview Of Your Three Year Plan
    21
  • 35. PLANNING/ EXECUTION
    • The Action Plan
      • Quarterly Goals, Measureable Results & Key Responsibilities
    22
  • 36. PLANNING/ EXECUTION
    • Communication
      • If A Tree Falls In The Forest But No One Is Around Did It Make A Sound?
    • This May Be Open For Debate But Effective Communication Of Your Business Plan Is Not!
    23
  • 37. PLANNING/ EXECUTION
    • Automation
      • Creating The Systems Required To Keep Your Plan On Track Automatically
    24
  • 38. MORE
    • The ECD Program Contains Many More Lessons Plus The Valuable One-On-One Coaching Sessions To Keep You Moving Forward
  • 39. MORE
    • Learn More Online
    • dbrownmanagement.com
    • Or Contact Us At
    • (916) 716-1696
    • [email_address]

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