Integrating the Seller-Doer Model with the Dedicated Business Developer Model for General Contractors

The following pages makes a strong case for General Contractors integrating the Seller-Doer model with dedicated Business Development Professionals for profitable growth.

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An Integrated Business Development Model for General Contractors by Raymond Braswell. Seller-Doer and Business Developer.

Many articles have been written about the advantages of the Seller-Doer model for business development in the A/E/C industry. In this model, key managers are responsible for business development as well as managing the design and construction of the project. One of the primary reasons cited as a benefit of the Seller-Doer model is that clients prefer to work with those who are actually involved in the design or construction of a project rather than a pure business development professional.

The following pages makes a strong case for General Contractors integrating the Seller-Doer model with dedicated Business Development Professionals for profitable growth.  Download the full article.  

Business Development Models.

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Integrating the Seller-Doer Model with the Dedicated Business Developer Model for General Contractors
We provide a unique perspective and approach for General Contractors wanting to take their company to the next level of success....

Integrating the Seller-Doer Model with the Dedicated Business Developer Model for General Contractors
We provide a unique perspective and approach for General Contractors wanting to take their company to the next level of success....

Impacted Productivity - Fighting Back
Fighting back effectively against labor productivity impacts will significantly improve project outcomes including customer satisfaction if handled properly. There are four interrelated aspects to effectively fighting back.
3-Year Business Planning (Basic Overview)
Your 3-Year Business Plan is the equivalent of a Short-Interval-Plan (SIP) on a construction project. It sets specific objectives and key results for the whole team. It allows you to plan your resources and know if you are on track or not.
Focused Resources = Maximum Results
Contracting is a relatively low-margin and high-risk business. Contractors can’t afford to spread out their resources on projects or in their businesses. Leaders must put maximum resources behind their biggest bottlenecks or opportunities.