This website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
This Website Uses Cookies By closing this message or continuing to use our site, you agree to our cookie policy. Learn MoreThis website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
The day-to-day problems of surveyors would be easier to handle if they were only the technical and mathematical ones that can be systematically solved. Many of the demands placed upon us, however, do not have a formula for the answer.
The project is complete. Your (hopefully satisfied) client has moved on to other things. It’s time to turn your attention to the next project safe in the knowledge that all is right with the world. But is it? Is the client truly satisfied? There is only one way to know for certain: You have to ask.
Last time we discussed the importance of managing your project. But no matter how well you plan, unexpected things happen. Clients change their minds or their specifications change. Sometimes, our work reveals details that necessitate a new course of action.
What should you do if prospective clients no longer seem to value your work? Should you lower your pricing structure to match the competition? Invest in new technology to make your firm stand out? Bolster your marketing efforts to highlight your strengths? Throw in the towel?
In one way, pricing and project management are totally separate. How many times have we seen bad things happen when surveyors confuse business decisions with professional decisions?
In the last article (POB February 2013), we discussed presenting the proposal
to your prospective client. The notes you took during that presentation (you did
take notes, right?) will form the foundation for the fixed-price agreement
(FPA).