Blocking and Tackling Still Wins in the Glass Business
I recently read a post on LinkedIn from Scott Kimpland, who spent the last 35 years as an adviser, advocate and value-builder to specialty trade contractors. Kimpland asked:
Is the glass and glazing business a tough business? I have probably worked with almost every type of trade contractor there is, except a glazing contractor. In the last year, I’ve had more of them follow and reach out to me than I knew even existed. I’m guessing that it’s a hard trade to differentiate yourself. What makes a glazing contractor a unique value proposition from one of their competitors? They are also typically a small enough piece of a total project that I’m guessing they don’t get a lot of love from owners or general contractors. This probably keeps them from having much leverage.
Kimpland heard from several major players in our industry, including Brad Chapman of Layne Glass Company, who responded with a note worth repeating.
Yes, glass and glazing is a tough business (although being a sub in any trade is extremely tough), largely because the value it delivers is often invisible. From the outside, it can look like a commodity trade, a relatively small line item that doesn’t always get much attention from owners or general contractors (GC). That makes differentiation difficult and leverage even harder if that’s the culture you build and the expectation you set with your GCs.
In reality, glazing sits at one of the most risk-heavy, schedule-critical points of a project. When it goes wrong, everything and everyone feels it. We separate ourselves by not selling “glass installation” or “glazing.” We sell certainty.
We get involved early, help solve envelope and design challenges, manage long-lead procurement, overcommunicate and coordinate tightly with structure, waterproofing and finishes. Glass doesn’t forgive mistakes, and neither do schedules. Our value is in reducing risk, eliminating surprises and delivering reliability when the building needs to dry in, turn over, and perform.
When success looks like “nothing happened,” and the exterior of virtually any building you drive by looks really, really good, that’s not luck, that’s deliberate execution.
After reading this, I watched a football game in which the announcers discussed how, over the past few years, quarterbacks have advanced talent-wise, how receivers now make unheard of catches, how players are bigger and faster, and, of course, how kickers can hit from 60 yards out. At the end of the discussion, the announcers agreed that when it comes to the playoffs, despite all the advancements throughout the game, winning comes down to blocking and tackling.
I think Chapman’s point regarding the glass industry selling certainty shows that, at the end of the day, practicing and executing the basics are key to a successful company. Continuous training in the basics is something that you need to implement as a part of your business. Weekly or monthly training sessions on the blocking and tackling of our business will separate you from the field.
Go Patriots!!