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Only 43 per cent of U.S. construction firms remain in business
after four years. Why? Inadequate management, according to the U.S.
Small Business Administration. This is surprising because most
construction firms are formed by ambitious construction project
managers, executives and tradesmen who have excelled at what they
have been doing. But as experienced as these entrepreneurs may be,
they are not likely prepared to take on the full range of
responsibilities forced on them in managing the business of
construction in its entirety. While this business failure rate and
its causes are based on U.S. experience, available data from a
number of other industrialized countries shows they are similar.
This book describes in detail what the business side of the
construction equation requires of the construction firm owner. The
contractor who quickly learns these requirements can identify and
avoid or manage around the pitfalls that cause the high failure
rate in our industry and put his or her construction firm on a
level playing field with the best-run companies in the business.
The detailed duties of the owner, whether in the U.S., U.K.,
Australia or Canada, are a common theme throughout the book. The
author, Nick Ganaway, speaks peer-to-peer, and the book is
sprinkled with supporting examples from his own experience. He is
immersed in the industry and this book is "based on the things I've
learned, used, and refined as a light-commercial general contractor
in the course of starting and operating my own construction firm
for 25 years." The contractor doing $5 million or $50 million or
more in annual sales or the equivalent amount in other countries,
or the entrepreneur who is just starting up, can use the tried and
proven material in this book to build a business that is
profitable, enjoyable, and enduring. Additionally, the book devotes
a chapter to specializing in chain-store construction.
Only 43 per cent of U.S. construction firms remain in business
after four years. Why? Inadequate management, according to the U.S.
Small Business Administration. This is surprising because most
construction firms are formed by ambitious construction project
managers, executives and tradesmen who have excelled at what they
have been doing. But as experienced as these entrepreneurs may be,
they are not likely prepared to take on the full range of
responsibilities forced on them in managing the business of
construction in its entirety.
While this business failure rate and its causes are based on U.S.
experience, available data from a number of other industrialized
countries shows they are similar.
This book describes in detail what the business side of the
construction equation requires of the construction firm owner. The
contractor who quickly learns these requirements can identify and
avoid or manage around the pitfalls that cause the high failure
rate in our industry and put his or her construction firm on a
level playing field with the best-run companies in the business.
The detailed duties of the owner, whether in the U.S., U.K.,
Australia or Canada, are a common theme throughout the book.
The author, Nick Ganaway, speaks peer-to-peer, and the book is
sprinkled with supporting examples from his own experience. He is
immersed in the industry and this book is "based on the things I've
learned, used, and refined as a light-commercial general contractor
in the course of starting and operating my own construction firm
for 25 years." The contractor doing $5 million or $50 million or
more in annual sales or the equivalent amount in other countries,
or the entrepreneur who is juststarting up, can use the tried and
proven material in this book to build a business that is
profitable, enjoyable, and enduring.
Additionally, the book devotes a chapter to specializing in
chain-store construction.
* Learn what you need to succeed in the construction sector
* How to target, land and retain profitable customers
* Avoid the pitfalls of running your own construction business
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