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While working for other contractors, Ginger noticed that the
masonry business was divided into contractors that worked on
commercial projects and contractors that worked on residential
projects. The commercial masonry contractors were large
companies that handled the large commercial jobs, such as high-
rise buildings, office buildings, and shopping centers. The
commercial masonry contractors were very professional. They had
solid reputations and had established working relationships with
the large developers overseeing the commercial construction
projects.
The residential masonry contractors, on the other hand,
consisted of mostly smaller companies that bid on projects in a
very limited geographic area. These contractors did not have
working relationships with the developers. Competition for jobs
was stiff, and the contractors would try and squeeze as much
profit from a job as possible, and often quality would suffer as
a result.
Ginger developed a strategy that would enable petitioner to
penetrate the residential masonry market. Ginger wanted to enter
that market with the same professionalism found in commercial
masonry. Ginger wanted to avoid an adversarial posture between
petitioner and the customers (i.e., the developers). Rather, he
wanted to work with the developers to make sure that they were
satisfied with petitioner's work. Ginger reasoned that if
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Last modified: May 25, 2011