Construction Field as Business

Image result for Best Construction business

Construction company’s marketing materials often fall back on the same boring “On Time, On Budget” spiel. While necessary components to running a successful construction business, a company’s marketing techniques must expand beyond just those completing work just on time and on budget.

Regardless of the industry, a company’s marketing needs to showcase two things that set the company apart from competitors: its personality and differentiation. This is especially important in best-value proposals, because the selection committee is looking for the right company. To win the bid, the company must educate the committee on why it is undoubtedly the best choice. It all comes down to the construction company’s personality being a good fit for the prospect and the successful differentiation of the company’s talents from the rest of the pack.

Personality

Not every company is a good fit for every client. Knowing the client in question is vital, and should be part of a company’s Go/No Go decision. A construction company stands no chance of winning the contract if it does not know the potential client. The potential client also needs to know the construction company; the proposal phase should not be the first time it hears the construction company’s name. One major reason people are in construction is because they like working with people in the industry. A formal, buttoned-up type of organization, probably doesn’t want to work for a group of artistic architects. In contrast, a fun, relaxed company probably wouldn’t want to work with the government.

Fit is crucial. When the construction team and the owner compliment each other’s personality, style and culture, the work environment will be good and the working relationship will be productive.

Differentiation

No two companies are alike, but the same cannot be said of their proposals. The proposal is an opportunity for a bidder to highlight the qualities that make it stand out, but many proposals recite the same litany of cost control, schedule control and the handful of services that every contractor offers. A serious competitor will position its business for success. It must be not just the ideal company, but the only company in the mind of its prospects.

Personality and differentiation are needed for more than just bid selections and proposals, and a business development manager must have more to say to a prospect than “Give us your business. We really want it.” A good company is looking for vendors and subs to be a genuine resource for its business; self-serving salespeople will turn such companies off.

The best business developers understand that business is about relationships, and a large construction project is a substantial investment. The construction owner’s facilities manager typically is looking to make the project shine to benefit his employer and to enhance his own career. That manager wants to do business with firms he likes and trusts to get the job done.

The best business developers think like customers, and they understand the psyche of their buyers. If a buyer is a CFO and uses statistics to make a decision, or if one is dealing with a driving CEO who makes decisions with his gut, they should get the specific information they need and cater to their decision-making style. Knowing one’s prospect is vital to success so a company can tailor its proposals and interviews toward this specific decision-making preference. To sell multiple decision makers with different styles, a blend of techniques, such as a written statement about the scope of work as well as a chart or matrix, may work best.

Differentiation and personality highlight the unique qualities that will position one team above the rest. A retail consumer will pay more for a better value and something that fits his needs most accurately. A company’s clients will do the same, so long as the company educates its clients about what makes it unique and why it is worth more money than the competitors.

Best For Business-Logistics

Logistics strategy planning process

There are three main steps to review the background and current Logistics situation:

  1. Specific Logistics factors about products that influence the design of each supply chain:
  • Volume : weight ratio of the item
  • Value : weight ratio of the item
  • Availability – the lead time required by the customer or end user, therefore requirements concerning delivery and inventory
  • Product security risk issues with an item:
    • Perishable
    • Contamination
    • Flammable/explosive
    • High value/theft potential

2. Consideration of each product group to identify:

  • how close to markets or materials the product should be made
  • geographic location where products will be made or sourced
  • how products will be moved and stored
  • the modes of transport to use

3. Four reviews: Supply Chain flows; items (SKUs); Supply Chain links and costs

Within the review process of nodes and links is the outsourcing policy. This is the extent to which an enterprise will ‘make’ (do something within the business) or ‘buy’ (contract another party to do something). It includes the policy regarding Logistics service providers (LSPs), which includes third party logistics (3PL) providers. While outsourcing may be treated as an operational transaction, strategically it relates to decisions concerning the degree of vertical integration within an enterprise. Within the outsourcing policies will be considerations about off-shoring, near-shoring and in-sourcing (returning outsourced activities to in-house).

The Logistics Strategy plan is then developed within eight elements:

  1. Customer service policy – the appropriate level of service for customers, by product group or market segment; considering: order fulfilment requirements, enquiry and investigation capability and the available information. The customer service policy informs the nodes and links of the supply network
  2. Inventory location policy (Supply Network nodes) – centralised or decentralised inventory; whether to differentiate facilities by fast and slow moving stock; location of sites; use of specific technologies and layouts; company-owned or contracted facilities
  3. Inventory policy – form and function of inventory by location; the appropriate amount of stock to hold for various groups of inventory; planning structure that links outbound and inbound materials
  4. Cost plan – trade-off analysis between cost and service level requirements; cost of Logistics operations
  5. Transport and distribution (Supply Network links) policy – affected by whether enterprise imports or exports and the size and structure of conurbations being served. This incorporates transport modes, delivery pattern and storage location considerations, based on the time taken for deliveries.
  6. IT and Communications capability: technologies (including software) that will be internally developed; buy planning and scheduling applications from single supplier or obtain ‘best of breed’ applications
  7. Logistics organisation structure: function or flow based; allocation of responsibilities; managed or self-managed teams
  8. Logistics Targets and metrics: measures of performance and achievement targets; operations improvements process and management

Which is at Best??OLA or UBER.

OLA vs UBER

Image result for ola vs uber

While comparing both their offerings, there are a few differences that you should keep in mind. Ola lets users make advanced bookings with the Ride Later option, while Uber does not. Uber has a cancellation free, Ola does not. Both services have a per-minute charge as well, which varies from Rs. 1 to Rs. 2.5 depending on the car’s category. Ola’s per-minute ride-time tariffs only start ticking five minutes after the ride in some cities, according to the tariff charts.

Apart from this, in Hyderabad and Bengaluru, Ola levies an ‘Airport rate’ that has a much higher fare and minimum bill amount, which can prove costlier than radio taxis, based on surge pricing. Both companies have launched ride sharing services and private carpooling services in Delhi. Ola plans to launch Ola Share in 20 cities across the country over the next six months.

A quick analysis of all the fleets, (which range from hatchbacks to sedans, to luxury sedans and SUVs,) operating in the Indian metros reveals that the lowest minimum fare for a cab is in Kolkata, where an UberGo starts at Rs. 45. At the time of writing, UberGo had a per kilometre charge of Rs. 6 in Chennai, Rs. 7 in Bengaluru, Delhi, Hyderabad, and Kolkata, and Rs. 8 in Mumbai. On the other hand, an Ola Mini costs Rs. 10 per kilometre in Bengaluru, Hyderabad, and Chennai, and Rs. 11 per kilometre in Mumbai. The only city where it is cheaper is in Kolkata, where it costs Rs. 7 per kilometre.

In Delhi, an Ola Mini costs Rs. 8 per kilometre, with a minimum fare of Rs. 100 for the first four kilometres, while an UberGo has a minimum fare of Rs. 60. Generally speaking, it appears that UberGo is likely to be the cheapest on your wallet, barring any surge pricing. Predicting which app will have higher surge rates at any point in time is something that’s worthy of a PhD thesis.

Is UBER becoming the target?

While Uber’s global presence might make the app more appealing for frequent travellers, Ola is making headway internationally – partnerships are forming between Uber’s rivals, to challenge it globally.

According to a Bloomberg report, Uber lost $1.7 billion (approximately Rs. 11,500 crore) despite earning $1.2 billion (approximately 8170 crore) in revenue over the first three quarters of 2015. It’s biggest competition is China’s Didi Kuaidi, which completed 1.4 billion rides a year, and invested in Ola in September 2015.

In December, Ola inked a pact with Didi, and also with Uber’s biggest competitor in the US, Lyft, allowing users to seamlessly travel across China, US and Southeast Asia. Partner products are expected to roll out early this year.

In response, Uber has experimented with many India-specific features, such as cash payments in May 2015, and Uber Auto, which was shunted in late 2015 after being tested in New Delhi.

To sum it all-

Ola Cabs is currently not making any profits but the business model of Ola Cabs is currently working on the strategy of capturing the market and tapping the potential of a large number of Indian commuters by offering different services like local transfers, outstation travel and full day/half day rentals thereby catering to the varied needs of the customers. Currently Ola Cabs is working to gain market share while trying to provide an enjoyable experience to the customers and thereby gain their trust. To attract more and more customers they provide discounts/ referrals/ coupons etc.

The business model of Ola Cabs also works by getting money from grocery deliveries, peak time peak charges etc. OLA Cab provides different services like Ola Mini, Ola Prime and Ola Luxury depending on the needs of the customers and charges fares accordingly. For example OLA Mini Charges for a Cab service in Delhi Rs 100 for the first 4 kilometers and the Rs 8 per kilometer.

But is this data enough for you to decide OLA is better right now?

Start Up Street analyses OLA and its business model in depth i.e. how it affects the passengers , the drivers and the company to see whether OLA is really worthy enough of the position. The mathematical, statistical and financial  analysis of the team suggests –

For the Passenger: The Rs. 7 Per Kilometer is actually Rs. 13.5 per Kilometer

OLA advertises its lowest fare in Bangalore at Rs. 7 per km charge but that is utter bull. For an average 10 km ride in the city, it costs much more:

a Rs. 35 base charge that has no free usage, which would be Rs. 3.5 per km.

Rs. 7 per kilometer run

Rs. 1 per minute as a driver fee. For an average of 3 minutes per kilometer this comes to Rs. 3 per km.

These add up to Rs. 13.5 per kilometer. That’s how much you pay for an auto as well.

At Rs. 13.5 per kilometer, your car would have to give you a fuel efficiency of 6 per liter for the economics to make any sense. I see comparisons of – oh you pay X for the fuel, Y for the driver cost, Z for the parking…this is utter bullshit. Owning a car means I will drive it; I don’t need a driver (if you do, your economics are different from mine, and I believe people like me are FAR more prevalent). Plus I’ve already paid for the parking – it comes with my house!

The annual costs of a car are tiny nowadays (Rs. 1 per kilometer, assuming Rs. 12,000 service costs for Rs. 12,000 driven). So if my car gives me 12 kms to a liter of petrol, i’m still paying just Rs. 5.5 per km for petrol and Rs. 1 for parking.

And then, OLA cars are not available when you want them – wait times are upwards of 10 minutes most of the time, unless you’re in a favoured location. Then, there are spikes – if it rains, OLA goes to 1.5x “surge” pricing. All this will not vanish because drivers too have their economics which ensures such practices (long wait times, surge pricing) will continue.

For The Driver: You Pay Rs. 100, the Driver Makes Rs. 300: OLA Pays The Rest

I travel about 7 kilometers to office per day. My bill is between Rs. 100-120, given slightly longer than average time to destination. The driver, though, gets nearly Rs. 300 for my ride. How?

The Rs. 100 I pay

OLA pays Rs. 100 “incentive” per ride

If he takes 12-13 rides per day, he gets another Rs. 1,200 which is Rs. 90 per ride

Out of the Rs. 300 he makes, he apparently “pays” OLA 25%. So he makes a net fee of Rs. 225.

This is awesome for him, because:

For 12 rides a day, he gets Rs. 1200, plus Rs. 100 per ride incentive = Rs. 1200, plus Rs. 100-150 per ride as a fare = Rs. 1200-1800.

That’s about Rs. 3600 – 4200 per day.

Of which he pays Rs. 1000 or so to OLA, and nets Rs. 2500 to 3000

Most drivers I’ve met say that their target gross number is Rs. 2,000 per day – if they make it they consider it a good day, many just drop out after that. (There’s a lower Rs. 500 incentive for 8 rides, and many make their Rs. 2000 target at that point)

That’s about Rs. 60,000 per month for a driver (gross) and net, around Rs. 45,000.

His costs are:

Rs. 15,000 as EMI for the car

Rs. 10,000 for fuel costs and service

Net costs of Rs. 25,000 – they’ll take home Rs. 20,000 or so, which is sweet because it’s about 15% more than they can make as a standalone driver.

For OLA: This is a Lousy Deal, So Probably Called Marketing Expense

OLA only gets what you and I pay. I pay Rs. 100 per ride. If you multiply that by 12 rides, that’s Rs. 1200 that they get, per day, per car. Let’s be nice and say they get Rs. 1,800 at the average of Rs. 150 per ride.

The driver, as you can see, makes Rs. 3,000 per day, even after “paying” OLA their fees.

So OLA’s paying the rest, at Rs. 1,200 per day of net losses.

(Apart from this they pay 14% service tax, and apparently don’t charge the drivers yet, so that’s an extra loss)

For 12,000 drivers (this is the average figure I hear in Bangalore from the drivers) that’s Rs. 1.5 crore, or Rs. 15 million per day.

In Dollar terms, that’s $250,000 per day.

For 30 days, that Rs. 45 crores, or $7.5 million – per month, of losses in Bangalore alone.

The annual losses will be around Rs. 500 cr. or more, just short of $100 million. This is not considering any other expenses like marketing or salaries or support.

This is now, when incentives are low. They started with a Rs. 250 incentive per ride, and even higher number-of-rides incentives.

So, what should OLA cabs do to ensure the whole market share?

If drivers drive 1.5 km to connect with you today, it’s because they’re getting paid that Rs. 300 (okay, Rs. 225) per ride, no matter what.

They don’t crib about where they you want to go. They don’t mind going to a remote place. OLA’s incentives make them go for it. In fact, after 7 or 11 rides, just to make that last one count, they might ask a friend to book a small ride – of say Rs. 50 – so that they don’t lose the incentive. They even request customers – and in one case, when I had to drop a friend off in the middle, I even did it on my own (because OLA’s supposed to be point to point, so I told him I’ll rebook where my friend was dropped).

If you take away these incentives, it will go back to the Auto problem. Drivers will call and ask you where you want to go, and then refuse the ride. OLA might think that this will reduce driver rating which will kick them off the system. But if this is rampant, no “rating” system will help – and as we have seen in Autos, it *is* rampant, even though there are 2x more autos on the road than demand.

And if you increase fares, many drivers will not even use OLA – you will be able to pick them off the road which is how you pick up Autos. A simple app to measure distances is all you need – and there are tons today. That saves drivers and passengers the 25% that OLA would otherwise charge. And it saves the hassle of having to struggle with surge pricing and all that. A service to call taxis is not very difficult to build, and if OLA takes out incentives these kind of services will easily find their way into every city.

In effect OLA has to keep losing money, for a long time, to drive all competition into the ground. And then hope that as a monopoly it can raise prices and cut incentives. And regulators must not interfere. And public transport should not increase appropriately. And oil prices should be stable. And incomes should go up substantially. There is a non-zero probability of this happening. But even without the math, you get the feeling it’s a lot closer to zero than to one-zero-zero.

While data seems to indicate that Ola is presently in a leading position in India, it’s too early to declare a winner with UBER ready to make $2 billion investment  in Indian markets