Communicate with your customers
Standards of service , performance and delivery across utility infrastructure projects should remain consistent from the initial meeting through to contract completion – but why is this rarely the case and who ’ s at fault when promises fail to deliver ? Rob Sparkes , CEO of multi-utility infrastructure provider Matrix Group looks at the underlying issues .
“ It ’ s the same story in any industry , paint a rosy picture throughout the business development process , promise the world in order to secure the contract , then once the ink ’ s dried , let reality kick in . The responsibility of delivery then falls to other team members , subcontractors and personnel who may not have been privy to the platinum levels of service and expertise which were promised at the tendering stage – or worse still , they don ’ t care .
“ Too many companies like to pay lip service to customer service . In our Group we have an ICP , an Independent Connections Provider - Matrix Networks , which works with Developers and Main Contractors to deliver complex utility infrastructure solutions . A good ICP should anticipate potential issues , working these into their resources and delivery programme at the outset - land owners along excavation routes , stipulations from regulatory bodies , challenges from local residents , or conflicting timetables imposed by third parties , for example . They should also be communicating with and managing any subcontractors closely , to ensure their customer doesn ’ t have grounds to complain of a ‘ tick box mentality ’. These are all promises which will be made as part of any ICP ’ s pitch , the trouble is too many Developers and Main Contractors have come to accept substandard levels of service as the norm .
“ The utility infrastructure industry as a whole can and must do better . Poor service levels , a lack of clarity around pricing , and an inflexible approach to how contracts can be designed and delivered , are areas which must improve . Many providers are making no attempt to right these wrongs and sit happy on the presumption that their customers will stick with them , because of familiarity and a consideration that their prices are ‘ good ’. The truth is , that as long as people in the construction industry accept poor service for cheap prices the issues highlighted will continue .
“ However , the challenge for achieving satisfaction throughout the contract delivery actually extends beyond the remit of the ICP . A certain amount of responsibility sits with the Developer or Main Contractor - having sufficient protocol in place for internal and supply chain communications to ensure there are no unnecessary surprises on site . When new Contractors are brought into a project does the site team know and fully understand who they are and what the scope of their role is ? Best practice should dictate that the Contractor / ICP relationship ensures every touch point in the supply chain has a clear understanding of the project delivery - but the relationship with the customer must be properly established to ensure these communication channels are open .
“ The issue of supply chain communication and poor industry practice can ’ t be resolved in just one article , but there ’ s food for thought here . In my view , there is no reason why site teams shouldn ’ t receive high levels of service and respect from their utility infrastructure provider . Good communication off the back of a good procurement process is the obvious place to start .”
www . matrixgroup . co . uk
Rob Sparkes , CEO , Matrix Group