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L&C Enterprises-USA: 4 Barriers Threatening Fencing Companies
1.
4 Barriers Threatening
the Profitability and Survival of Fencing Companies What inefficiencies are preventing companies from reaching their full potential?
2.
Barrier #1 Competition is
fierce …and growing! Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 2
3.
Barrier #1 Competition is
fierce …and growing! • IBIS World indicates that competition is high and predicts that this trend will continue to increase Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 3
4.
Barrier #1 Competition is
fierce …and growing! • IBIS World indicates that competition is high and predicts that this trend will continue to increase • This is partly due to the ease of entry into the fencing market Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 4
5.
Barrier #1 Competition is
fierce …and growing! • IBIS World indicates that competition is high and predicts that this trend will continue to increase • This is partly due to the ease of entry into the fencing market • Due to little variation in products, winning contracts is primarily based on price Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 5
6.
Barrier #2 Finding and
retaining qualified employees Source: The Skilled Labor Shortage in the U.S., Lowe's Commercial Services, November 2010 © L&C Enterprises-USA - 2012 6
7.
Barrier #2 Finding and
retaining qualified employees • Current trends show that few young people have interest in entering the challenging field of construction Source: The Skilled Labor Shortage in the U.S., Lowe's Commercial Services, November 2010 © L&C Enterprises-USA - 2012 7
8.
Barrier #2 Finding and
retaining qualified employees • Current trends show that few young people have interest in entering the challenging field of construction • More than 40% of construction workers are baby boomers Source: The Skilled Labor Shortage in the U.S., Lowe's Commercial Services, November 2010 © L&C Enterprises-USA - 2012 8
9.
Barrier #2 Finding and
retaining qualified employees • Current trends show that few young people have interest in entering the challenging field of construction • More than 40% of construction workers are baby boomers • This group is rapidly reaching retirement without anyone to replace them Source: The Skilled Labor Shortage in the U.S., Lowe's Commercial Services, November 2010 © L&C Enterprises-USA - 2012 9
10.
Barrier #2 Finding and
retaining qualified employees • Current trends show that few young people have interest in entering the challenging field of construction • More than 40% of construction workers are baby boomers • This group is rapidly reaching retirement without anyone to replace them • For every 4 workers that retire, only 1 takes their place Source: The Skilled Labor Shortage in the U.S., Lowe's Commercial Services, November 2010 © L&C Enterprises-USA - 2012 10
11.
Barrier #3 Medical
costs and lost-time accidents Sources: Workers' Comp Injury Data & Statistics, Washington State Dept. of Labor and Industries, 2011; National Safety Council, Safety & Health Programs: Reducing Injuries and Costs on Capitol Hill, 10/6/2009; Advancing the Competitiveness and Efficiency of the U.S. Construction Industry, National Academy of Sciences, 2010 © L&C Enterprises-USA - 2012 11
12.
Barrier #3 Medical
costs and lost-time accidents • 26% of disabling workplace injuries are due to overexertion Sources: Workers' Comp Injury Data & Statistics, Washington State Dept. of Labor and Industries, 2011; National Safety Council, Safety & Health Programs: Reducing Injuries and Costs on Capitol Hill, 10/6/2009; Advancing the Competitiveness and Efficiency of the U.S. Construction Industry, National Academy of Sciences, 2010 © L&C Enterprises-USA - 2012 12
13.
Barrier #3 Medical
costs and lost-time accidents • 26% of disabling workplace injuries are due to overexertion • Construction workers experience 76% more days away from work due to injuries than workers in any other industry Sources: Workers' Comp Injury Data & Statistics, Washington State Dept. of Labor and Industries, 2011; National Safety Council, Safety & Health Programs: Reducing Injuries and Costs on Capitol Hill, 10/6/2009; Advancing the Competitiveness and Efficiency of the U.S. Construction Industry, National Academy of Sciences, 2010 © L&C Enterprises-USA - 2012 13
14.
Barrier #3 Medical
costs and lost-time accidents • 26% of disabling workplace injuries are due to overexertion • Construction workers experience 76% more days away from work due to injuries than workers in any other industry • A 2010 report showed the average medical claim for an injury among fence erectors was $10,647 Sources: Workers' Comp Injury Data & Statistics, Washington State Dept. of Labor and Industries, 2011; National Safety Council, Safety & Health Programs: Reducing Injuries and Costs on Capitol Hill, 10/6/2009; Advancing the Competitiveness and Efficiency of the U.S. Construction Industry, National Academy of Sciences, 2010 © L&C Enterprises-USA - 2012 14
15.
Barrier #3 Medical
costs and lost-time accidents • 26% of disabling workplace injuries are due to overexertion • Construction workers experience 76% more days away from work due to injuries than workers in any other industry • A 2010 report showed the average medical claim for an injury among fence erectors was $10,647 • According to the National Safety Council, each lost-time injury costs approximately $43,000 Sources: Workers' Comp Injury Data & Statistics, Washington State Dept. of Labor and Industries, 2011; National Safety Council, Safety & Health Programs: Reducing Injuries and Costs on Capitol Hill, 10/6/2009; Advancing the Competitiveness and Efficiency of the U.S. Construction Industry, National Academy of Sciences, 2010 © L&C Enterprises-USA - 2012 15
16.
Barrier #4 Inefficient processes Source:
National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction industry,” 2009 © L&C Enterprises-USA - 2012 16
17.
Barrier #4 Inefficient processes •
One study calculates losses within the construction industry to be 25-50% due to inefficiencies in coordinating labor and managing, moving, and installing materials Source: National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction industry,” 2009 © L&C Enterprises-USA - 2012 17
18.
Barrier #4 Inefficient processes •
One study calculates losses within the construction industry to be 25-50% due to inefficiencies in coordinating labor and managing, moving, and installing materials • Resulting in financial losses of $15.6 billion annually Source: National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction industry,” 2009 © L&C Enterprises-USA - 2012 18
19.
Barrier #4 Inefficient processes •
One study calculates losses within the construction industry to be 25-50% due to inefficiencies in coordinating labor and managing, moving, and installing materials • Resulting in financial losses of $15.6 billion annually • With an additional $4-12 billion to resolve resulting claims and disputes Source: National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction industry,” 2009 © L&C Enterprises-USA - 2012 19
20.
The result of
these challenges… © L&C Enterprises-USA - 2012 20
21.
The result of
these challenges… • Due to current economic conditions, many businesses are turning to cost-cutting measures as a means of survival © L&C Enterprises-USA - 2012 21
22.
The result of
these challenges… • Due to current economic conditions, many businesses are turning to cost-cutting measures as a means of survival • Cutting costs may be a temporary fix, but businesses cannot sustain themselves long- term by repeatedly scaling back © L&C Enterprises-USA - 2012 22
23.
The result of
these challenges… • Due to current economic conditions, many businesses are turning to cost-cutting measures as a means of survival • Cutting costs may be a temporary fix, but businesses cannot sustain themselves long- term by repeatedly scaling back • Let’s consider some strategies to control costs and actually increase business © L&C Enterprises-USA - 2012 23
24.
Step #1: Improve
workmanship Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 24
25.
Step #1: Improve
workmanship • In an industry where pricing is the primary point of competition, a reputation for quality can set you apart from the rest Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 25
26.
Step #1: Improve
workmanship • In an industry where pricing is the primary point of competition, a reputation for quality can set you apart from the rest • Producing quality work means not using sub- standard materials or cutting corners to save costs Source: Fence & Swimming Pool Contractors in the US, IBISWorld, March 2011 © L&C Enterprises-USA - 2012 26
27.
❶ Increase productivity
© L&C Enterprises-USA - 2012 27
28.
❶ Increase productivity •
Consider the impact a simple choice of using preformed ties © L&C Enterprises-USA - 2012 28
29.
❶ Increase productivity •
Consider the impact a simple choice of using preformed ties • Standard hook ties (which are commonly used) can be troublesome to install and can be sprung when pressure is applied © L&C Enterprises-USA - 2012 29
30.
❶ Increase productivity •
Consider the impact a simple choice of using preformed ties • Standard hook ties (which are commonly used) can be troublesome to install and can be sprung when pressure is applied • Preformed twist ties are quicker and easier to install and hold up much better © L&C Enterprises-USA - 2012 30
31.
❶ Increase productivity •
Consider the impact a simple choice of using preformed ties • Standard hook ties (which are commonly used) can be troublesome to install and can be sprung when pressure is applied • Preformed twist ties are quicker and easier to install and hold up much better • The right choice of tie can improve both the process and the end product © L&C Enterprises-USA - 2012 31
32.
âť· Reduce injury-related
expenses © L&C Enterprises-USA - 2012 32
33.
âť· Reduce injury-related
expenses • Investment in equipment which promotes efficiency often pays for itself many times over © L&C Enterprises-USA - 2012 33
34.
âť· Reduce injury-related
expenses • Investment in equipment which promotes efficiency often pays for itself many times over • For example, usage of an automated post puller – Reduces the manpower needed © L&C Enterprises-USA - 2012 34
35.
âť· Reduce injury-related
expenses • Investment in equipment which promotes efficiency often pays for itself many times over • For example, usage of an automated post puller – Reduces the manpower needed – Reduces exposure © L&C Enterprises-USA - 2012 35
36.
âť· Reduce injury-related
expenses • Investment in equipment which promotes efficiency often pays for itself many times over • For example, usage of an automated post puller – Reduces the manpower needed – Reduces exposure – Decreases risk of injuries © L&C Enterprises-USA - 2012 36
37.
Step #2: Improve
timeliness • A fence dispensing machine which can dispense large amounts of fabric very quickly, effectively doubles output with half of the labor © L&C Enterprises-USA - 2012 37
38.
Step #2: Improve
timeliness • A fence dispensing machine which can dispense large amounts of fabric very quickly, effectively doubles output with half of the labor • This boosts the efficiency of the project significantly which translates into higher profits © L&C Enterprises-USA - 2012 38
39.
Step #3: Build
relationships of trust Source: The Speed of Trust, by Stephen M.R. Covey, 2008 © L&C Enterprises-USA - 2012 39
40.
Step #3: Build
relationships of trust • Are they • Do they “walk • Are they an • Can they dedicated to their talk” expert in their demonstrate Intent Capability Integrity Results helping their consistently? field? value in their clients products or succeed? • Are they • Do they have services? committed to practical • Are there quality and do experience others who are they stand and successfully behind their knowledge? using their products and products or their word? services? • Can you contact those clients and evaluate the results? Source: The Speed of Trust, by Stephen M.R. Covey, 2008 © L&C Enterprises-USA - 2012 40
41.
Step #3: Build
relationships of trust • Are they • Do they “walk • Are they an • Can they dedicated to their talk” expert in their demonstrate Intent Capability Integrity Results helping their consistently? field? value in their clients products or succeed? • Are they • Do they have services? committed to practical • Are there quality and do experience others who are they stand and successfully behind their knowledge? using their products and products or their word? services? • Can you contact those clients and evaluate the results? Source: The Speed of Trust, by Stephen M.R. Covey, 2008 © L&C Enterprises-USA - 2012 41
42.
Step #3: Build
relationships of trust • Are they • Do they “walk • Are they an • Can they dedicated to their talk” expert in their demonstrate Intent Capability Integrity Results helping their consistently? field? value in their clients products or succeed? • Are they • Do they have services? committed to practical • Are there quality and do experience others who are they stand and successfully behind their knowledge? using their products and products or their word? services? • Can you contact those clients and evaluate the results? Source: The Speed of Trust, by Stephen M.R. Covey, 2008 © L&C Enterprises-USA - 2012 42
43.
Step #3: Build
relationships of trust • Are they • Do they “walk • Are they an • Can they dedicated to their talk” expert in their demonstrate Intent Capability Integrity Results helping their consistently? field? value in their clients products or succeed? • Are they • Do they have services? committed to practical • Are there quality and do experience others who are they stand and successfully behind their knowledge? using their products and products or their word? services? • Can you contact those clients and evaluate the results? Source: The Speed of Trust, by Stephen M.R. Covey, 2008 © L&C Enterprises-USA - 2012 43
44.
Summary
Increased Increased Reduced safety Increased Speed • Improved efficiency and labor costs Productivity productivity stand to open doors of opportunity for small EFFICIENCY PIPELINE companies desiring to grow Increased Profits Source: National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction industry,” 2009 © L&C Enterprises-USA - 2012 44
45.
Summary
Increased Increased Reduced safety Increased Speed • Improved efficiency and labor costs Productivity productivity stand to open doors of opportunity for small EFFICIENCY PIPELINE companies desiring to grow • An investment in equipment which increases Increased efficiency will ultimately result in increased profits Profits Source: National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction industry,” 2009 © L&C Enterprises-USA - 2012 45
46.
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