The selling challenge in construction
In construction, decisions are spread across architects, engineers, specifiers, contractors, installers and distributors. The person who chooses a product is often not the person who orders it. By the time a project reaches tender, the specification may already favour a competitor.
At the same time, many building materials are bought on price through merchants and distributors. Sales teams have to influence early in the project, prove value where products can look interchangeable, and support channel partners who sell on their behalf.
Project timelines add another challenge. A building project can take years from design to completion, and the people involved change along the way. Sales teams need a disciplined way to track projects, keep relationships with each new decision-maker and protect the specification until the order is placed.
How our solutions apply
- Value Selling helps teams explain the value of their solutions to each party, from performance and installation time to lifecycle cost.
- KAM: The Customer Gyroscope supports teams managing major contractors and distribution groups as strategic accounts.
- Sales Diagnostics with FIT2SELL map how your organisation sells today across direct and indirect channels and set out a costed plan.
- Sales Leadership helps managers coach teams through long project cycles and channel relationships.
- Simulations let teams practise conversations with specifiers, contractors and distributors.
Each programme is tailored to your products, customers and channels. Workshops use your real projects and accounts, so participants leave with plans they can apply straight away. Managers are developed as coaches so they can keep reinforcing the approach in project reviews and one-to-ones.
One approach across many markets
Building codes, distribution structures and project practices differ from country to country, yet construction groups need a consistent way of selling. We agree the methodology and measures centrally, then our consultants deliver it in each country, adapting examples to local market practices and running sessions in the local language. Our programmes cover B2B, B2B2B and B2B2C channels, which matters in a sector where much of the volume goes through partners.
Our sector-specific programmes draw on hands-on leadership experience in construction and building materials, as well as in manufacturing and engineering, which share many of the same buying dynamics. Insights from these sectors help teams learn from approaches that already work elsewhere.
Learning that reaches the field
Field teams in construction spend little time in the office. Short Sales Gym sessions, digital learning on the Sales Performance Platform and AI practice with Skeells fit around site visits and customer meetings. Progress is measured with the LTEM model, from decision-making in realistic scenarios to behaviour change and commercial results.
Reports by country and team show leaders where new behaviours are taking hold and where more coaching is needed.
