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By Daniel Elash
Similarly, consumers donīt fully grasp the new hurricane code within the International Building Code, which was adopted last year by most states on the Eastern seaboard: "You have to use hurricane-resistant glass, which is very expensive, and itīs a whole new ballgame. And thatīs on top of other codes, which sometimes even the builders arenīt even aware of. Itīs left up to us to inform the general public."
Another way that Jan and Ricks Glass provide value for their customers is to serve as partners to them. Ricks provides the glass but also the knowledge that the customer needs in order to be successful. Ricks uses its deep expertise about changing, evolving regulations and requirements that affect the industry. All successful companies know the rules and regulations, but not all of them make the extra effort to teach the consumer about those requirements and the implications of those requirements on the customersī plans and decision-making. Adding knowledge as a product provides competitive advantage and raises the bar for how business must be done for all of the glass companies operating within this marketplace.
You may be thinking: we care; we share information. Whatīs the big deal? Success starts with doing it, but there is more thatīs required.
Make sure that what you do and how you do it is broadcast in the features and benefits that you tout with your offerings. Then:
Make sure that everyone who works for/with you knows whatīs expected of them.
Make sure that that everyone knows how to deliver it.
Make sure that the quality of what you offer keeps getting better over time.
Listen to your customers to stay aware of what value theyīre seeking. What features and benefits make a difference to them?
Jack Ricks Glass focuses on providing quality service to its customers. As a result, their marketing strategy is highly selective and precisely targeted. While they maintain a display ad in the Yellow Pages, they are careful to try and keep their business close to home. This benefits both the customers and the company.
"From a cost standpoint, customers should chose the company closest to them, unless they have very particular need. If they want me to drive 40 miles to where they are, I donīt mind, but I have to pay extra because of the drive time versus their choice to do business with someone who is only five miles from them.
"In Savannah (Georgia), it can take over an hour just to get across town, and someone has to pay for that drive time. The cost for service calls goes up the further you have to travel because youīll need to make at least two trips—one to measure and one install. A long drive isnīt cost-effective for most customers, which is why I like to address my advertising to the smaller area that I am best able to serve."
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