Top 6 benefits of using CRM in construction businesses

Top 6 benefits of using CRM in construction businesses

I have blogged about CRM before here and here. This post details the top 6 benefits of using CRM in construction businesses.

The top 6 benefits of using CRM in construction businesses

#1 Managing the flow of business development intelligence

[bctt tweet=”CRM systems organise the diverse flow of information from wide-ranging stakeholders.“]

Companies working in the construction sector strategically manage relationships with a wide range of stakeholders, including contractors, architects, engineers, clients, consultants and local authorities. Efficiently capturing, managing and interpreting this data is critical to effectively controlling the business development and bidding processes. A CRM system streams this diverse inflowing information, allowing it to be efficiently interpreted.

#2 Knowledge and understanding of clients, consultants and other stakeholders

[bctt tweet=”Segmented information allows you to understand your clients and target your marcomms”]

Over time a significant bank of quality data will be captured, including projects worked on together and opportunities referred. This information is extremely valuable in the business development and work-winning processes. Segmented information also enables you to sort the organisations you work with and target your marketing communications. For example segmenting by discipline, by value of opportunities referred or by client type.

#3 It provides quality management information

[bctt tweet=”CRM provides real-time management information, allowing for informed decision-making”]

Decision making is well-informed by real-time data and provides real visibility across the business, accessible by everyone. This is particularly useful around pipeline management and sharing relationship/marketing information across the business. A CRM system can also provide the perfect location for sharing project-related collateral, or information on organisations you have relationships with.

#4 Proactive management of business processes

Tasks and activities can be diarised and centrally coordinated, as well as providing total visibility around who is responsible for specific actions.

#5 Drives efficiency throughout the business

CRM provides a single location for a whole host of information. This ranges from the simple to the more complex and minimises replication.

#6 Improved relationships within the business

[bctt tweet=”Sharing information across the business improves relationships and increases efficiency”]

Sharing client information across the business improves relationships between teams, as well as developing a culture of working together towards common goals. This is particularly important for organisations based in a number of offices.

I have worked with many CRM systems, particularly during implementation stages. I can work with you to develop the right protocols for your business to drive the right insights from the data.

Reshaping project information into bid and marketing collateral

Reshaping project information into bid and marketing collateral

My earlier post talked about how to capture project information. In this post I am going to talk about the myriad ways you can recycle and reshape it, to create a range of content suitable for multiple channels and platforms.

Marketing Examples
Bid collateral 
  • Case studies
  • Project information on CVs
Marketing communications
  • PR
  • Awards submissions
  • Online and offline media
Online and social media
  • Website content
  • LinkedIn
  • Twitter
  • Instagram
  • Pinterest
Submission responses 
  •  Develop a bank of library of project information, ready for a range of questions.
How to write winning CVs for construction submissions

How to write winning CVs for construction submissions

CVs are an essential ingredient in most (if not all) bid submissions, and although they are frequently not as highly scored as other responses, they provide the reader with the confidence that the proposed team will be able to deliver the work and they can the hardest section to get right. Here is my how-guide to writing CVs for construction bids and information capture template to gather the right base content. 

The basics 

The basic information you need to have is: 

  • Name 
  • Role/proposed role (just the role title is needed here, for example project manager
  • Qualifications 

Profile of the individual 

Use this section to clearly align the individual and their skills with the needs of the project, using the client’s language in the tender documents to reflect back their requirements and the contributions this person will make to solve their problems. 

Write an overview of the individual. This needs to succinctly describe the individual, their background, key skills and particular specialisms, such as sector, contract-type experience or building typologies. This section needs to be relevant and appropriate to the project being bid for.

Proposed role on the project 

Clearly explain to the reader why this individual has been carefully chosen for this project by communicating: 

  • how this person will interface with the client and project team, and how often they will see them 
  • who they will report to and their role on project governance 
  • how much time they will spend on the project, i.e. full-time or visiting, and
  • what their specific daily responsibilities will be and the outcomes they will be directly responsible for. 

Key skills 

Including people’s key skills is really important, but they have to go beyond the ‘good communicator’ kind of skills, which are taken for granted. Focus on the skills that speak to the demands of the project, for example meeting client needs and overcoming technical challenges. Include a list of maximum five skills, demonstrating the benefit of each skill by relating it back to the project challenges. 


Basic information 

Select projects that are relevant to the bid opportunity and contextualise the person’s project experience by including:

  • project name 
  • dates 
  • values 
  • client 
  • contract type (if relevant) 
  • RIBA workstages (if relevant)  

Demonstrating added-value in CVs 

If there is one take-away from this post that I want you to implement, it’s the piece around how we deal with projects in CVs. Too often on CVs the experience or project section features a list of mini-descriptions, but this approach doesn’t highlight the contribution of the person, nor showcase their specific skills and how they can be applied to the project being bid for. In my view, this misses a really great opportunity to demonstrate the value of the person and the potential of the combined team.

Examples of added value include: 

  • Developing efficient design to exceed minimum statutory standards.
  • Designing an energy-efficient heating/lighting/ventilation system which has had a demonstrable positive benefit for the client, saving them money (quantify the amount of money saved by the client through this solution).
  • Developing a construction solution which saved time, money or both.
  • Working on a site which was occupied throughout the build period.
  • Clear, quantifiable examples of innovation or sustainability.

The nice to haves 

Space is at a premium on CVs – I would recommend keeping them to one side of A4, but sometimes a bid will allow you two sides.

Examples of nice to haves include:

  • personal statements – their commitment to the scheme and what they will bring 
  • client testimonials from previous projects 
  • completion photographs 
  • awards

Keeping CVs on file 

I would recommend that base CVs are kept on file for each member of your team who is regularly included in bid submissions. Also develop sector-specific CVs for your teams. Although these will be updated throughout the year, having the base information ready to be developed will save you a lot of time in pressured bid scenarios.  

Get in touch 

I’ve written CVs for all construction bids, from small projects to big infrastructure programmes. If you need help developing CVs for your bid library or specific submissions, please contact me


Construction marketing: how to capture project information

Construction marketing: how to capture project information

Project information capture: a construction marketer’s biggest challenge 

Without a doubt a construction marketer’s biggest challenge is securing and interpreting a never-ending stream of project information to enable quality content marketing to be produced, build profile and win projects.

Project information capture: why, what, when?  

There are some key considerations for project information capture.

They are:

  • Why do we need project information?  
  • What does quality project information look like? 
  • When do I capture it?
Why do we need project information?

Project information shifts your marketing content and tender responses from being descriptive and features-based, to being outcomes and benefits-based. 

From a marketer’s perspective, quality project information is literally worth its weight in gold. I believe its value can be demonstrated in one simple formula:

(Quality project information = quality content) = more projects won + more people in work.

Showcasing benefits, rather than features, speaks directly to client needs and wants, as well as demonstrating innovative thinking and added-value. It also creates amazing bid responses, award submissions and shareable blog posts.

From a purely practical point of view, proactively captured project information goes a long way towards making any kind of submission process a lot smoother.

What does this information look like?

Quality project information clearly shows why your organisation provided a better service to the client and project than your competitors. It will tell a story using examples, evidence, pictures and some words.

First things first 

It may sound basic, but double-check the project details you have on record. Include the contractor, architect, engineers and of course the client. Also find out who the contact is for references going forward.

Speaking with your project-based colleagues (the who bit of the process)

Speak with technical colleagues about projects regularly and schedule a formal interview when the project is completed.

Consider the following points during your conversations:

  • Challenges of the project and the solutions developed to meet them. Challenges will generally focus around key areas of site, programme, budget or sustainability. These issues require innovation and ingenuity to solve them and its these solutions we need to capture and communicate efficiently to our stakeholders.
  • Benefits delivered to the client and project through approach.
  • Examples of innovation, including why the approach or solution was innovative and quantification of the project and client benefits.
  • Added-value examples.
  • Examples of sustainability, quantifying benefits.
  • Examples of cost and programme savings, with the impacts properly quantified.

Use these conversations to develop your knowledge (assuming you’re a desk-bound marketer). If you are unsure of technical language, ask for clarification. And remember the golden rule: evidence, evidence, evidence. Any claim which can’t be backed up by proper evidence or examples shouldn’t be included in any piece of collateral or content marketing.

Information storage 

Using a tabulated format like this facilitates capture, storage and eventual retrieval. You will also find that this kind of format will provide a great ‘starter for 10’ when putting together those pesky last minute PQQ responses.

Challenge Solution Outcome Benefit to the client Examples or evidence
Challenge A
Challenge B
When do you capture project information? 

Please see above about regular dialogue with technical colleagues and a project completion interview. 

I’m a great believer in creating a project sheet right from the project being formally commissioned by the client, so essentially project information should be captured and organised from a project’s inception.

Please don’t leave project information capture to when a job is handing over. Clearly the delivery team will have other things on their minds to be wanting to help you.

Construction Marketing podcast – capturing project information 

For some more detail on this topic, last year I took part in a podcast with Pritesh Patel and Mike Reader. On the podcast we discussed the challenges and provided some solutions. The podcast can be listened to here.

Next steps

If I can help you to to efficiently capture project information, or use it to create amazing content marketing or scheme-winning PQQs, please get in touch and let me know.

Top tips for capturing project information

Top tips for capturing project information

Top tips for project information capture

  • Maintain an ongoing dialogue with your technical colleagues and know where projects are up to in relation to key milestones. This habit will help all other aspects of your marketing as well.
  • Develop case studies from inception or commission. Key information to gather includes:
    • Client
    • Value
    • Dates (design and construction phases)
    • Services being provided
    • Current workstage
    • Challenges and solutions (ie, what are the issues and how are they being solved?)
    • Sustainability, including how features are being integrated into design and what the expected outcomes are.
  • Keep all the above information updated regularly and encourage joint ownership between marketing and delivery.
  • Always provide quantifiable evidence of any claims made, including statistics.

Quality project information… Why do you never have it when you need it? Actually it’s a marketer’s biggest challenge working in the built environment. Why do we want all this project information, anyway? To me quality information equals quality content and collateral, enabling efficient and meaningful communication about project benefits rather than project features.The advantages of an organised and proactive bank of quality project information are:

  • Developing compelling marketing messages about design and construction approach and being able to evidence them with statistics and client testimonials.
  • Producing quality project case studies which go beyond the standard project description. These case studies score points at PQQ and ITT stage, ultimately winning projects.