A Business Exists to Serve a Customer

Without satisfied and growing customers, nothing else a contractor does will matter.

D. Brown Management Profile Picture
Share

Few things are more profitable for contractors than recurring work negotiated with a select group of project owners. That’s why customers are the first key metric on the scoreboard

Quote: A business exists to serve a customer. Peter F. Drucker

Likewise, few things unite a culture faster than creating an intense focus on the customer in every job role description and evaluation.

Review your stated mission, vision, values, strategy, job descriptions, meeting discussions, evaluations, calendars, and other communications. How often does the customer come into them? Are they framed in a positive or negative manner?  

How clear is your market strategy, including your existing top customers and ideal customer profile? 

Recommended Reading: The Effective Executive:  The Definitive Guide to Getting the Right Things Done by Peter Drucker




Appearance and Experience of Management Control
As your career develops and you grow into roles of greater responsibility, one of the biggest challenges is what Jennifer Garvey Berger calls “The paradox of the appearance of increasing control and the experience of decreasing control.”
A Business Exists to Serve a Customer
Without satisfied and growing customers, nothing else a contractor does will matter. Few things are more profitable for contractors than recurring work negotiated with a select group of project owners.
Two Critical Things Every Business Must Do
The business of construction is both challenging and exciting, with days full of risks and rewards. Jack Stack calls it “The Great Game of Business,” where he describes how to create a culture of ownership.