CFMS WHO STRIVE TO LEAD Best in Class companies not only
care about the companies they serve, but also actively seek to learn
more about providing the best service and advice possible.
While your company can survive being second-best or average, it is not as much fun,
not as rewarding, and, in the end, is actually much more work than being a Best in Class
However, comparing to industry averages is not enough: Companies must benchmark
their results against Best in Class performers not only by trade, but also by size and geographic region. Comparing your company to the Best in Class performers will show where
you need to be to achieve the success and sustainable profitability that accompanies being
the best. Beating the average may be good, but as shown in the bell curve analysis on page
13, good is often not enough.
A Breakdown of Contractor Success
To be the best requires a significant investment of time, talent, and effort. The bell curve
analysis in Exhibit 1 ranks contractor success – 16% as Best, 34% each as Good and
Bad, and finally 16% as Worst.
BEST VS. WORST
Let’s look first at the Best – the companies in the top 1% of this metric are on the cutting
edge and constantly developing new and better ways to serve their customers, such as:
• Constructing multiple, identical units offsite and installing them later on the
job to gain efficiencies;
• Combining design with construction ability to solve customer problems; and
• Mobilizing their workforce quickly to respond promptly to customer requests.