Anyone watching the paving and pavement maintenance market over the last decade or so would recognize the varied efforts to crack the code of developing a successful business in this challenging, changing industry. From weekend warriors and family-owned companies to informal associations, formal business groups, vanity numbers -- and more –innovative contractors are tackling the “how to” of being successful in this industry.
Partly that’s because the buying process has changed. Where for the longest time most decisions were made at the local level by onsite property managers, many national or regional companies now centralize those decisions, the idea being that consolidation can result in cost savings, perhaps greater control over the local maintenance budgets, and less time spent with contractors (some of the reasons behind many contractors aggressive efforts to pursue national accounts).
We’ve always held fast to the idea that there are plenty of ways to start and grow a successful pavement maintenance business, and this issue offers two clear cut, very different, examples.
First is a business model – the franchise – that is just recently available for the pavement marking industry. Designed to help newcomers and experienced contractors establish and grow a pavement marking business, the franchise model, according to the folks who sell and own them, can shortcut the business development process, getting a striping company up and running in a relatively short time. The franchises also help brand and market the contractor, enabling him (or her) to better pursue the national accounts that are the brass ring so many contractors are reaching for these days. This issue of Pavement takes a look at how those two franchises – Yellow Dawg Striping and We Do Lines – operate and talks to some contractors who have opted for that approach.
To be fair, franchise operations aren’t for everybody so we thought we’d talk to Mike Cumming, a long-time industry veteran who started his striping company, Marking Systems, the old-fashioned way, almost lost it, then rebuilt it and developed what he terms a successful business model that has enabled him to add two locations – with more expansion plans in the works.
