Masonry Magazine October 1993 Page. 36
Preparing a business plan which addresses all organizational and marketing issues is crucial to future success. Planning should be a continual process examining all functional areas. This will prevent the organization from being operated by day-to-day whims. Issues should be prioritized and the most urgent assigned to responsible individuals.
Target dates should be established with milestones for progress identified. Having a specified time frame in which to accomplish objectives increases the probability of your goals being met.
Contractor's Role
Most contractors need to learn to take the time to plan actions, assign people, establish dates and then see the project through. The approach works because it doesn't ask you to attempt to solve all problems at once. Priorities are set.
It is recognized that management can control only a small amount of change at any one time; the critical is separated from the important. This planning process requires a commitment to transform the future of the company; all managers must be dedicated to shaping the success of the organization.
No matter how successful with respect to organization, productivity, marketing and financial management, all contractors benefit greatly from periodic evaluation and a program of ongoing management planning. The more you find, the greater the potential impact on your business profits. The real question is not if you can afford to analyze and plan but whether you can afford not to.
MARK KUTA is a Senior Consultant in FMI's Corporate Planning and Evalutions Group based in Denver, Colorado. His practice includes organization studies, business planning, financial management and strategic business planning. Also based in Denver, Mark Cucarola is a Senior Consultant in FMI's Corporate Planning and Evaluation Group. He works with contractors in the U.S. and Canada helping them in the areas of business planning. profit improvements and turnarounds. Contact them at 303/377-4740.
36 MASONRY-SEPTEMBER/OCTOBER, 1993
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