Consumer experience indicators.

Tenhulzen Remodeling, Inc.

Average Design/Build Remodeler.

Sole Proprietor with no employees.

Installation services from Home Depot, Lowes, etc.

Success relies heavily on the ability to manage the design with a balanced approach between creativity and practicality.

Employing in-house design development teams allows for control of the process. Experienced staff is practiced in a myriad of design styles and customer personality types.

Most Design/Build firms hire outside design firm services. Their relationship may not be well-established. This can result in costly surprises. Some D/B companies with in-house design capability even discount their services, diminishing its importance.

The one-man operation generally seeks customers who already have their plans and specifications.

Used as a loss leader for the profitability of the construction phase. Design layouts are unimaginative and not geared to solving design challenges, nor achieving long-term lifestyle improvement goals. Also no architectural or engineering capabilities provided to meet building permit requirements.

Q: Does your company perform with consistent operational procedures?

Clear process ensures consistent message throughout the organization. From checklists to meeting memos, targeted goals are always maintained.

Often the classic Design/Build remodeling contractor lacks a systematic process that is followed on each project. This can lead to misunderstandings and/or unresolved budget issues. When working with any D/B remodeler, make sure they have a defined step-by-step process.

Insufficient resources to set and maintain a system for design and construction. Often leads to costly overruns.

Procedures in place to meet the desired end, but no process control with myriad of low-bidding subcontractors.

Setting and maintaining expectations for timeframe of construction and design processes.

Realistic expectations are set at the first meeting. Time-frames and milestones for the design process create a scope of work, and outline the actual construction schedule. The construction estimate is tied directly to scheduling, thus allowing for accurate project management.

Maintaining reliable scheduling dependent on thoroughness of design. Accuracy can become heavily reliant on experience, guesswork and supplier and/or trade contractor relations.

Occasionally reliable, but most often the reason the remodeling industry is known for excessive delays. Insufficient resources to set and maintain realistic timeframes.

Relatively high rate of turnover. Like the cable company, you don't know when they will arrive, what level of experience they have, or if you can trust them in your home.

Q: In what ways does your company communicate with me during my project?

Electronic tools are increasingly efficient for maintaining customer communication (the most important part of our business). Every staff member maintains a mobile phone, kept on at all times. Written communication is handled by e-mail or on the jobsite communication board. Individual client preferences are catered to for the purposes of maintaining expectations.

Many companies use mandatory weekly meetings to overcome communication problems. A lot can happen in a week.

Often the home office answering machine and mobile voice-mail for communicating from the field. Productivity is limited by interruptions. Calls must often be made before and after work hours.

Limited to no communication between sales, design and field personnel. Field workers are not employees of Home Depot, Lowe's, etc.

Setting realistic expectations for construction budget from the onset. Maintaining expectations throughout design and construction.

Budget discussion begins at initial phone interview. On-site consultation then more accurately aligns budget with the customer's needs assessment relative to the physical space. The Design phase creates a well-defined project; which is then accurately estimated, creating a firm-price construction agreement. Change Orders are avoided by identifying solutions before construction begins.

A good Design/Build process creates a construction budget through the course of design. Often a D/B contractor outsources the design, and then shops for the costs. This can lead to big surprises. Check your contractor's references for accuracy of initial budget in comparison with final costs.

In many cases, "Time and Materials" is the only option with a one-man operation. Because of limited time, the contractor cannot effectively estimate the actual cost of the project. Change orders are very common in this situation; with high probability for cost over-runs.

Budgeting for your project is actually considered a "product sale". This limits the services available to reduce the stress of a project gone awry. Customer is forced to "start over again" at the point of sale.

Proven by years in business, customer satisfaction rate, referral rate and legal entanglements.

Annual business plan designed with performance guidelines, continuing education and sustainable growth projections with focus on customer satisfaction.

Most Design/Build remodelers operate from on the job training. They often fail to utilize outside consultants or an advisory board to continually seek improvement. Most lack a succession plan and will eventually sell out to an employee or outside firm. Or simply go out of business.

Most often this is a short-lived, hand-to-mouth business, with no long-term plan for servicing past customers.

Business model is purely transactional. Not well adapted for relationship development necessary for customer satisfaction.