EC2020:StrategiesforElectrical ... Dev Preso_jan 2013... · WhatisBusinessDevelopment?! • MarkeFng:!!developing!astrategic!plan!for!the!firm,! establishing!the!firm’s!overall!message,!benefits!and!

EC 2020: Strategies for Electrical Contractor Business Development

in the New Energy Economy Category: New Business Sector

David R. Riley, Ph.D. Thomas E. Glavinich D.E., P.E. Associate Professor Associate Professor Architectural Engineering Department Civil, Env, & Arch. Engineering Pennsylvania State University The University of Kansas e-‐mail: [email protected] e-‐mail: [email protected]

JusFn Reginato, Ph.D., P.E., LEEP Green Assoc. Assistant Professor ConstrucBon Management Program California State University, Sacramento e-‐mail: [email protected]

Challenge

Shi5ing Landscape •  Energy economics •  Boom in line contrac<ng •  Recession in building construc<on •  New technologies •  New business methods


Challenge and Opportunity Many contractors are lamen<ng the loss of business or the inability to capitalize on new work •  Too many contractors are currently focused on holding on to whatever shrinking market share they have le5, not increasing their market share

However, some aggressive electrical contractors are capturing work in new fields and are growing despite the recession •  Business development is a key tool in this growth


What is Business Development? •  MarkeFng: developing a strategic plan for the firm, establishing the firm’s overall message, benefits and capabiliBes, and making sure this informaBon is consistently and accurately expressed through all communicaBons.


•  Business Development: developing partnerships and strategic relaBonships with other firms in order to bring in new clients

•  Sales: geKng clients to sign on the doLed line.

Goals of the Project Integrate the advancements and knowledge gained through recent research, DOE programs, pilot programs and early adopBon efforts to develop a coordinated set of business development strategies that will help Electrical Contractors navigate the changing business landscape and posi<on themselves for new market opportuniBes as they emerge


Goals for Today •  Report what we have found to date: we have talked to a lot of ECs and NECA personnel and have received a lot of feedback.

•  Collect ideas and thoughts from successful ECs: Many of the people in this room are successful with business development. What are your thoughts on our findings?


What We Have Learned Thus Far CommunicaFon: •  Communicate with the customer’s CFO. ECs must communicate energy efficiency with the “right” people.

•  Contribute to “customer’s chariBes.” •  Watch “macromarkets”; work with uBliBes/states/ciBes/etc.

•  Perform energy audits


What We Have Learned Thus Far CommunicaFon, cont.: •  GC/CM recognize the quality of NECA/IBEW labor but don’t like the price

•  What is the NECA chapter’s role in business development?

•  IBEW needs to do a beLer job of telling “our story.”


What We Have Learned Thus Far Personnel and Training: •  Get someone who knows PR or has that skill set.

•  For small-‐ to medium-‐sized ECs, where is the Bpping point where ECs should hire business development personnel?


What We Have Learned Thus Far Culture: •  How do ECs insBll a business development culture across the organizaBon?

•  Service personnel need to be business development personnel. They know the customer.


What We Have Learned Thus Far Tools: •  Risk miBgaBon checklist for new technologies (alleviate quality and esBmaBng issues)


What We Have Learned Thus Far Challenges: •  Complexity of new technologies •  Involving other players (e.g. mechanical contractors)

•  Determine ROI for customer •  PosiBon NECA/IBEW as experts in new technology


What We Have Learned Thus Far What we’re working on: •  How do we vocalize success stories? •  Need to develop a set of easily communicable best pracBces.

•  Need to develop business development payback for ECs. Can this be arBculated?

•  Benchmark other industries; find role models outside of the EC industry.


Project Timeline

AcFvity Sp. 12 Su. 12 Fa 12 Sp. 13 Su. 13 Step 1: Program Design Task Force FormaFon X – July EI Mtng Step 2: Matric Development Task Force MeeFng / Focus groups X – NECA ConvenBon Step 3: Summarize Results Task Force MeeFng X – Jan EI Mtng Step 4: Feedback Period Step 5: EvaluaFon and CompleFon

An 18-month schedule is proposed to enable the data collection and feedback processes during the 2012-2013 academic year and allow for impacts of the 2012 election cycle.


Team David R. Riley, Ph.D. Thomas E. Glavinich D.E., P.E. Associate Professor Associate Professor Architectural Engineering Department Civil, Env, & Arch. Engineering Pennsylvania State University The University of Kansas e-‐mail: [email protected] e-‐mail: [email protected]

JusFn Reginato, Ph.D., P.E., LEEP Green Assoc. Assistant Professor ConstrucBon Management Program California State University, Sacramento e-‐mail: [email protected]


Documents

EC2020:StrategiesforElectrical ... Dev Preso_jan 2013... · WhatisBusinessDevelopment?! • MarkeFng:!!developing!astrategic!plan!for!the!firm,! establishing!the!firm’s!overall!message,!benefits!and!