Many of the building products companies are in a commodity market with very little specialization. To differentiate in the market, building material companies are targeting specific market segments (in most cases high-end niche markets) with products that have specialized and unique features. Though this requires a larger investment in R&D, companies are expecting to be able to offset this by being able to charge more and increase market share with their specialized offerings.
I am an online shopper. Why? It is not only very convenient; it also allows me to compare product features and study consumer reviews – that have a tremendous impact on what I purchase. Consumer facing companies for years have been tracking reviews and actively supporting customers to submit their impressions so they can immediately be aware of public sentiment and change course as needed. Building products companies are realizing that this is not just a consumer products phenomenon. They are revamping their webpages with the goal of making their customer’s experiences as easy and fulfilling as possible.
Don’t restrict your offering to your traditional area of expertise. Companies look at providing complete solutions which often require moving into unknown territory. Just think about providing some design support: How might a final product look like in somebody’s home? This might be done via pictures of design ideas or even interactive (on the web / as mobile app): select a product, adjust colors and so on. Some companies even go as far to enable the generation of a bill of material for a project. To complete the cycle they include a link ‘where to buy’ or placing the items into a shopping basket to request a quote or place an order right away.
Many building products companies have dealers and contractors between themselves and the end customer. There is more focus on getting dealer and contractors onboard more quickly, ensuring up-to-date certification and constant training and information exchange about product innovations, promotions, and so on so they can provide the right services which go beyond customers’ expectations.
It’s all about getting relevant information to your customer quickly. Creating self-service portal pages is a common way to accomplish this with the positive side effect of reducing the work load in the customer service department. Other companies are mobilizing their sales force to provide fast feedback during customer visits. They are striving to provide via mobile device real-time information about order or shipment status, delivery times, product specification and pricing. Importantly, the dealer or contractor is often an additional entity between manufacturer and end-consumer, so it’s also imperative to ensure information exchange includes them so as not to interrupt the information flow and slow down response.
Building products companies are looking into building more solid functional distribution networks with the right inventory levels and product mix that can satisfy specific needs in regions and markets. Better forecasting, constant demand sensing and quick adjustment to unexpected events is the focus to quickly turnaround a job. To improve forecasting companies try to include all kind of information – structured and unstructured – into their forecast model. Constant demand sensing means that forecasting is not a one-time activity per month. Instead, the influencing factors are monitored constantly and if necessary adjustments are made between the traditional forecast time patterns.
Extended customer care hours and online chat options are becoming more and more common specifically when a company is expanding its product offering into a new region with a different time zone. As a dealer or contractor often deals directly with the end-customer the focus is to train them as extended sales force by providing e.g. specially designed webpages or mobile apps to them so they are able to support the end-customer without relying on the manufacturer.
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