Masonry Magazine March 2006 Page. 55
CONCRETE, MASONRY
WALL SCRAPER
6' Handle Standard
See how simple that is? Is there a problem? Only when the client agrees that there is a problem do you go on to the next step. But guess what? The next step is now incredibly easy, because the client is on your side and is working with you to resolve it. Your client is now ready to ask you, "Okay, how much will it cost?"
In sales, this kind of technique is known as the "trial close." In other words, there is a foregone conclusion that the sale-the "extra" to the contract, has been agreed to. All we have to do now is add some details. And the bigger the project you are working on, the more important it is to use this process. See how much easier that is? Baby steps.
Gary Micheloni is a project manager, author, consultant and speaker. He can be reached at coachgary@fullcontactPM.com. Copyright © 2006, Gary Micheloni and Full Contact Project Management
NEW MASONRY JOINT CLEANER
WALL SCRAPER
PAYS
CARPAL TUNNEL
SYNDROME
"DOES NOT PAY
5/8" halfround slotted carbide/ 3/8" cutting slot
One side for vertical/one side for horizontal
Remove excess mortar from block or brick
• Removes fins and burs from concrete wall form joints
Less chance for injury while laborers work on scaffold
Pays for itself in just one day
Also available: 6' extension handle that extends wall scraper to 11'
Swivel head adjusts for easy use in difficult areas.
Constructed from lightweight durable aluminum, it features a swivel head for easy use in difficult areas and corners. It has a durable 6-foot powder coated handle. The scraper uses a standard 7" rubbing disc as an abrasive pad. The disc holder is engineered for quick and easy disc changes.
FOR MORE INFORMATION CONTACT: SLIP INDUSTRIES, 115 W STIEGEL ST., MANHEIM, PA 175459-1-800-722-8339-1-717-665-2139 FAX: 1-877-722-8339 WEBSITE: www.spindustries.com
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The Good, the Bad and the Ugly
MASONRY NEWS CONTRACTOR TIP
Do you keep your people updated on how your company is doing? Do you show them as much income and expense information as possible? You should. If our key people don't know what our sales, profits and losses are, how are they going to help us get better results?
If you have read my book or any of the articles I have written in the past, you know that I believe, "What Gets Measured, Gets Done." This is also the main concept of the seminars that I provide on how to measure and pay field employees based on total labor sales. Mason contractors from all over the country are seeing the results of measuring and paying field employees based on increased performance. They have found, like we have, that most employees don't mind producing more if they get a percentage of the increase. As long as the system is set up properly and fairly, it is fun for both the contractor and the field employees that are part of the team.
But what about office staff, superintendents and managers? Shouldn't they get to know how the company is doing as well? The answer is yes. Show them everything-the good, the bad and the ugly.
Most business owners don't show their employees their real sales numbers because they fear the employees will think the company is making too much money. (You're in business, be proud of the money you make?) Perhaps some of the employees will go into business for themselves, seeking an easy road to profits; as experienced business owners know, there is no easy road to profits. So, why don't we just show the employees what we are going through by showing them the numbers? Let's face it: Employees already think the company is making a fortune. In fact, they are probably less likely to strike out on their own if they know the truth.
The average mason contractor earns a net profit of only 2.5 percent, and the top companies in the industry earn 5 percent. At 2.5 percent, that's $25.000 on every $1 million in sales. Once contractors see how much it truly takes to run a business, they'll realize we are making much less than they thought we were.
Looking at the real numbers monthly makes a difference. I have had mason contractors tell me they are making 20 percent net profit every year, then two years later they are out of business. Obviously, these contractors were not keeping on top of company profit and loss statements. Waiting to find out how the company is doing at the end of the year has led to the failure of many companies. I recommend that all mason contractors have a monthly profit and loss prepared; this way they can make timely decisions to avoid profit shortfalls.
By the way, would it bother your people if you bought a vacation home? How about if you buy a new truck? It shouldn't! And, I bet it wouldn't if they were being paid based on sales and profit instead of just by the hour. Life can be much easier for both you and your employees if you show them what the company is earning and give them a percentage of those earnings.
Once you do have monthly profit and loss statements prepared, pay your office staff, superintendents and managers based on the outcome. You will be amazed at how much they start to care about your company staying profitable.
You will also be amazed at the change in their attitudes. Employees become less interested in starting their own company after they see the good the bad and the ugly parts of running a business.
Damian Lang is author of the book "Rewarding and Challenging Employees for Profits in Masonry." To order a copy of his book, or to attend one of his seminars held specifically for mason contractors, call Kerri Huck at Lang Masonry, (800) 417-9272.
Provided by Damian Lang, President of Lang Masonry Contractors, Inc. and EZ Great Corp.
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