A matter of perspective

During the past year, Professional Roofing has heard many industry professionals express concern about relationships among industry segments becoming increasingly challenging. To explore those challenges and how roofing professionals address them, we asked some contractors, manufacturers and architects/consultants to answer the following questions: "What are the most challenging aspects of your relationships and communication with different industry segments? What are you doing to improve the situation?"

Following are the responses we received.

Manufacturers

John Donaldson, Roofing Products Group president for CertainTeed Corp., Valley Forge, Pa.

"At CertainTeed, we take great pride in our long-standing track record of listening to contractors, responding to their ideas and developing solutions to help make them more productive and, we hope, more profitable. Our biggest communication challenge is ensuring we clearly understand our contractors' needs and understand and respect the fact that not all contractors think alike and want the same things.

"Contractors want products that are safe, easy to install, reliable and attractive to consumers. They also want to work with manufacturers that are responsive, predictable, accessible and trustworthy. We know this because they've told us. Here is where it gets tricky. It's easy for a manufacturer to take this input, generalize and come up with one-size-fits-all solutions. This sounds practical and efficient. However, if manufacturers subscribed to this philosophy, we'd be missing the boat. We must not only listen intently to contractors' needs but also let them define exactly what they mean.

"In talking with roofing contractors throughout the United States, CertainTeed has learned there are variations from region to region and from contractor to contractor. A contractor's definition of a blue shingle in Minnesota may be dark blue, but in Arizona it may be more turquoise.

"If we generalized and made one blue shingle for the entire country, no one may want it. The challenge for us is to clearly understand what we're being told by recognizing unique differences. Then, we must develop products and programs tailored to those specific requirements.

"And it all starts with good old-fashioned one-way communication. Yes, one way. A contractor does the talking, and we do the listening. We listen, learn, understand their needs and take action.

"CertainTeed has been doing this for nearly two decades, and contractors appreciate the opportunity to be heard and see their ideas come to life.

"We'll keep doing this because it works, and it's the right thing to do."

Sam Everett, director of corporate communications for Stevens Roofing Systems, Holyoke, Mass.

"Clutter and noise! Generally, breaking through the clutter and noise in the market for any product or service is increasingly difficult. We constantly are bombarded with messages from the time we wake to the time we go to bed, and we become immune to most of them. In addition, because of current economic conditions, many of us have been asked to do more with less, so some of our target audience's decision-makers who are responsible for commercial roofing also are responsible for purchasing 250 other items. How can these people realistically conduct the research necessary for a capital expenditure and still perform their other duties?

"Because it has a relatively small number of authorized contractors in the roofing market, Stevens Roofing Systems has the luxury of being able to communicate effectively with them using a variety of tools. We use newsletters, marketing bulletins, e-mails, faxes and many other tools to get our messages out to the contracting community.

"Reaching building owners and architects/specifiers is much more difficult because they may or may not have an interest in our products. In addition, the potential market and target audience is considerably larger than the contracting community and, therefore, harder and more expensive to reach.

"We face two major challenges. The first is breaking through the clutter to effectively reach our target audience. The second is determining which of the thousands of communications vehicles available to us will provide the best return on our investment. To break through the clutter, we continue to try new communications vehicles and techniques and use as much creativity as possible. We've sent out everything from small plastic piggy banks to full-size Louisville Slugger baseball bats throughout the years trying to reach (and breakthrough to) our target audience. But communicating is more art than science, and what appeals to one person does not necessarily appeal to another, so there is no ‘silver bullet.' Ah, silver bullets, we have not tried them yet ... ."

Tom Harris, product manager for BASF Corp.'s Spray Foam Group, Wyandotte, Mich.

"There are plenty of channels of communication with our direct customers—qualified spray polyurethane foam applicators—and we constantly use them.

"Industry events are useful for catch-up. We find seminars that we organize with qualified applicators and other industry partners excellent ways to keep direct lines of communication open with business influencers, such as architects, consultants and major building owners.

"BASF is trying to make communication more efficient by targeting our audience better and asking for their presence only for issues of immediate concern to them. BASF also publishes Spray newsletter, which shares information about technical, industry and application topics with applicators, architects, consultants and building owners.

"Our program also includes generating technical articles we offer to contractors and others through industry publications. In addition, BASF's Web site is being expanded to offer all our current and future information resources from one downloadable location. We also offer a general inquiry e-mail address where people can ask questions and get responses quickly.

"In 2003, BASF will use the focused, one-topic, one-audience, seminar format. We will continue our educational program, which includes association with two leading polyurethane research and training centers. We also will offer online purchasing of equipment through our Web site and generally increase our use of electronic communication."

Charlie Hepp, director of national accounts for IKO Manufacturing Inc., Chicago

"As a major manufacturer of residential and commercial asphalt roofing products, IKO Manufacturing goes to market through various channels of distribution, such as cooperative buying organizations, two- and one-step distributors, do-it-yourself home centers, chain lumber yards, one-step distributors of manufactured housing, direct sellers of manufactured housing and one-step buying associations.

"The hardest part of going through so many channels is communicating our product and specification changes, pricing, warranty information, etc., through all the levels of these organizations. We find that, especially for warranty claims, homeowners and building owners do not understand what is covered in a manufacturer's warranty and the differences among product lines.

"The way we have resolved this issue is by communicating through our recently enhanced Web site. This helps with publishing product specifications, warranty information and installation instructions, for example. However, even with technology, we still rely on distributors' sales representatives, as well as our sales representatives, to communicate changes.

"The Internet has allowed communicating with architects, specifiers and/or consultants to occur at a much higher level than in the past. We also have contractor sales representatives in all our regions calling on nothing but contractors and applicators.

"Trade associations, such as the Asphalt Roofing Manufacturers Association and National Building Materials Distributors Association, have conventions that are attended by contractors, distributors and specifiers that enable us to share our information. We attend these, display our products and communicate.

"We also believe programs that contain continuing-education points for specifiers are an additional tool that helps us communicate."

Architects/consultants

Michael D. Blanchette, RRO, RRC, FRCI, vice president of Amtech Roofing Consultants Inc., Dallas

"One of the most challenging aspects of communicating with contractors is timeliness. One of my company's strong selling points is assisting an owner in getting an ‘apples-to-apples' bid. We try to do this with a good set of plans and details, but let's face it, we are not infallible.

"I will be the first to admit we inadvertently may leave something out of construction documents or make some issues sort of ‘gray.' I will make every attempt to point this out at a pre-bid meeting and specifically ask all bidders to call us as soon as possible with items needing correction or clarification. We believe if we answer questions and clarify issues, we will have a better chance at achieving an ‘apples-to-apples' bid.

"Our challenge is contractors waiting until just one day or even a few hours before bids are due to ask questions. When this happens, we have no chance to issue an addendum. Our stock answer then has to be, ‘Bid it as best you can,' and we may have to work through a field and/or change order. Changes after bids never look good on our behalf unless the changes clearly are unknown to all concerned.

"To correct or reduce this issue, we make a concerted effort to point this out at our pre-bid meetings. We implore contractors to at least glance over construction documents within one day or so of the meeting so we can issue the proper addenda.

"In addition to this issue, bidding representatives often are afraid to ask questions. We take the stance that the only dumb question is the one you don't ask. I completely understand a contractor does not want to look like the village idiot when in the company of competitors, but chances are the question on his mind is one others may not have thought about yet.

"Questions stimulate us, and we hope we can take the repetitive ones and better clarify our output.

"Regarding challenges faced when communicating with manufacturers, it is important manufacturers respect my and my associates' time. We welcome visits from manufacturer representatives to keep us apprised of specifications, materials, approved contractors and other changes. What we do not appreciate is a casual or unexpected ‘drop-by visit' that takes away from pending deadlines. Like everyone else, we are trying to do more with less. Therefore, we sometimes have to deny an audience, which may leave unfriendly feelings.

"Also, I can never stress strongly enough that we do not want to be the first kid on the block to try something new. Although a manufacturer may believe its products can't be beat, we would really like to see some track record. For example, a friend of mine in South Carolina asks manufacturers to show him some problem jobs and how the manufacturers resolved the problems. That, to me, speaks greater volumes than any glossy Madison Avenue brochure.

"There are communication problems between us and building owners, too.

"One of the greatest problems is our failure to warn them that reroofing a building cannot take place six blocks away. We explain the potential for noise, dust, dirt, smell, blocked parking spaces and the like, but it never seems to be enough. When a project starts, we seem to be the first sounding board for problems (which we should be). We have toyed with the possibility of a short video presentation that may buffer some of these issues, but there seems to be an unending list of scenarios."

Gary Cattel, RRC, PE, President of Roof Engineering Inc., Raleigh, N.C.

"Aretha Franklin said it best when she pleaded for a little R-E-S-P-E-C-T. We all need respect, but sometimes, life gets so busy it can be nearly impossible to find the time to give or get respect.

"Respect is evidenced by taking the time to learn about new or unfamiliar products from sales representatives or manufacturers. It also relates to prioritizing work so payment applications do not collect dust on a desk. It means not getting hung up on minute details when a project's essential elements are correct. This can be difficult for me to do when I am reviewing submittal packages and have laid out the exact requirements.

"I think this can be resolved by NRCA and the Roof Consultants Institute (RCI) working together to establish a uniform submittal requirement that will help me and the roofing contractors with whom I work, as well as other roof system designers and roofing contractors.

"Respect also can be achieved by recognizing personality differences. Many small-business owners (contractors and consultants), as well as myself, possess the classic Type A personality. This personality tends to see things in a narrow perspective. A team effort that recognizes others' perspectives and goals will reap benefits for all concerned. Patience, tolerance and the wisdom of King Solomon also would serve me and others well—though I fall short too many times.

"In addition, I—and other roof system designers—can improve relationships by being more open-minded and exercising the aforementioned traits. For those manufacturers with whom I regularly interact, I ask that you value my time as I do yours. Don't expect me to be available just because you are in town. Don't expect me to be as excited about your new products as you are because my livelihood depends on my judgment. Get to know me and my product interests. If I haven't used brand X in the past 25 years, there probably is a good chance that a large, high-profile project on which I am working will not include that product. Similarly, if I haven't seen your work, don't expect to be invited to bid on a project.

"Through interaction at contractor association meetings and RCI functions, I hope roof system designers, manufacturers and roofing contractors can get to know each other a little better. Education and familiarity will serve everyone well in the long run."

John D'Annunzio, president of Paragon Roofing Technology Inc., Shelby Township, Mich.

"A majority of the design projects with which my company is involved initiate from failure investigations we have conducted. Remedial roof system design is predicated by our failure analysis, and we try to eliminate future problems through corrective actions in the design phase. This often leads to modifications of typical details. On occasion, we also have modified a roof system to accommodate project or facility constraints.

"Changes from ‘canned' system specifications or ‘generic' details have not always been embraced by manufacturers, and this has led to some challenging moments in our relationships with them throughout the years. In these instances, I have found the best remedy is open communication. Once we present our analytical findings to a manufacturer's technical staff members in an open forum and inform them of how we reached our conclusions, they often agree with our assessments. This is because in most instances, we are the only party in the equation that actually has investigated the roof area in question. Even when manufacturers do not agree with us, the dialogue is important.

"The most challenging aspect of working with contractors is having them complete projects according to design specifications. We typically provide more stringent specifications than manufacturers, and some contractors have had a difficult time adhering to our standards. This often is the case when we do not provide full-time quality-assurance inspections.

"For example, I remember conducting a final inspection walk-through with a contractor when we came across a wall flashing detail that was not completed according to specifications. When I asked the contractor why he completed the flashing in that manner, he stated it was the only way he could think to do it. He then asked me how I would have completed the detail. I told him Detail No. 5 in the specifications pretty much summed up my thoughts.

"During the years, I have found a team approach to project participation is vital to a project's success and ultimately improves relationships between participants. I end all pre-construction meetings with the phrase, ‘Nobody wins unless everybody wins!' I truly believe this is fact. All parties have the same goal and that is to provide a building owner with a long-term, watertight roof system. If a project is deemed a failure, it reflects negatively on all project participants. I also am cognizant that as consultants, we depend on manufacturers and contractors and, to some extent, are judged by their performances. I believe most contractors and manufacturers now view consultants favorably because consultants help them eliminate problems, which ultimately results in fewer callbacks or warranty claims.

"By working together and making success the ultimate goal, a project will run more smoothly. This is not to say there will not be problems during the course of a project—they often occur. However, by working together, problems can be resolved as they arise and before they can escalate."

Raymond LaTona, regional vice president for Simpson, Gumpertz & Heger Inc., San Francisco

"One of the challenging aspects of communicating with contractors is getting the general contractor and all subcontractors on the same page to eliminate problems of coordination and out-of-sequence work. These elements often lead to litigation about the construction process.

"The first step in the coordination process is design. Unfortunately, during their education, architects don't spend much time studying the design of roof and waterproofing systems. In addition, frequently, the detailing for roof systems and flashing is performed by junior architectural staff with little field experience.

"Consequently, the integration and coordination of roof slope and drains, expansion joints, penetration flashings, roof-mounted equipment, and parapet and wall cladding systems are not fully addressed. This particularly is noticeable where different flashing conditions intersect and/or make a transition from one condition to another.

"All too often, these uncoordinated or unresolved conditions are not identified until they are encountered in the field during construction and someone discovers ‘it doesn't work.' In these cases, some ad-hoc solution usually is implemented, which leads to future problems.

"In recent years, some architectural firms have recognized their shortcomings (often through a lawsuit) and have hired consultants who specialize in roofing and waterproofing technology to assist them with the design and construction process.

"The next step is the submittal process. Often, a general contractor does not make a coordinated review and simply rubber stamps submittals and forwards them to the architect. To achieve a properly functioning roof system, all trades must be coordinated and execute their work in the proper sequence and time frame. Although a general contractor is responsible for this coordination, many general contractors take an arm's-length approach and expect subcontractors to do the coordination.

"To correct the problems I mentioned, it is necessary to achieve good communication between a general contractor and all trades, as well as an architect and building owner. My company encourages setting up a pre-roofing construction conference that is attended by a project's building owner, architect, general contractor and all the trades to talk through the roof system construction process and resolve all questions regarding coordination and communication. This meeting occurs so any adjustments can be made before material is ordered and a project's time line is affected.

"With regard to communicating with building owners, many owners are not well-informed regarding roof and waterproofing systems, and as a result, they are ‘pennywise and pound foolish.' They view a roof system similar to an automobile and think, ‘Why do I need a Cadillac when a Chevrolet will do?' Unfortunately, a roof system is not like an automobile. A Chevrolet can transport you from one place to another as well as a Cadillac though a Cadillac transports you with more luxury. A roof system will either perform for its anticipated service life or it doesn't work. Although an inexpensive roof system may perform adequately for a short time, certain elements must be present for a roof system to perform its intended function for its expected lifetime.

"In addition, owners need to be educated to understand that the appropriate way to evaluate the value of a roof system is by analyzing its life-cycle cost. The roofing industry needs to educate owners through every method available, including publications, educational seminars and word of mouth."

Roofing contractors

Alex Hernandez, vice president of Clark Roofing Inc., Broadview, Ill.

"When I asked my wife what she thought about the questions Professional Roofing asked, she told me our biggest problem was deciding who should buy dinner. In many ways, she's right.

"Customarily, salespeople pick up the tab for customers. In some ways, designers, manufacturers and contractors all are customers.

"Contractors strive to please building owners, complete jobs according to plans and specifications to please designers, and pass manufacturers' inspections for warranties.

"Designers must sell their ideas and knowledge to building owners, make sure contractors are on board with their ideas and design systems that comply with manufacturers' specifications.

"Finally, manufacturers consistently are put in the position of pleasing everyone. Manufacturers produce, test, ship, inspect and warrant all the products roofing workers install.

"There always is more than one way to replace or repair a roof system, and it is the challenge of roofing contractors to pare down the options to what makes sense for building owners.

"The situation that brings about the biggest challenge is when one of the three (designer, manufacturer or roofing contractor) loses sight of the mutual goal of doing what is right for an owner and attempts to use a product or system better suited for another application. Often, the other two parties are not aware of the problem before the building owner has agreed to a course of action. How to address the issue is a challenge.

"Roofing contractors' other major challenge is how they go to market. ‘The cheap guy gets it' is an understatement. The process of bidding and awarding based on lowest price leads to a confrontational relationship from a project's start. How often have you heard the phrase, 'That's not in the bid'? If other aspects of a project received the same attention as price, all our relationships would be dramatically affected. Other important aspects of projects, such as experience, methods, crew size, safety and supervision, all affect successful project completion. The fewer problems that occur throughout a project, the less strain on relationships.

"To improve relationships, we must improve communication. We must realize we are driving toward a common goal of successfully solving a problem for an owner.

"My company works with select designers and manufacturers that share its objectives: Do what is asked; make your best effort to surpass expectations; do not have a punch list; and be on time without damaging the building and causing injury for a fair profit.

"In summary, I think we need to split the dinner tab three ways."

Steve Kruger, president of L.E. Schwartz & Son Inc., Macon, Ga.

"When it can be determined who is responsible among a roofing contractor, manufacturer and designer, projects proceed in a positive manner. Our company culture is based on providing quality workmanship with well-manufactured materials designed to be used properly.

"With designers, we often find our biggest challenge is determining what has been left out or assumed in a design. We then must interpret what the designer had envisioned. In a competitive situation, this is tricky. We aren't ‘change-order artists,' so we quote systems that work. However, when submittals are done, we often hear, ‘This isn't what I wanted.' This can result in conflicts about specific details and costs incurred with changing things to meet unknown expectations. Additionally, we struggle with specifications that are either performance or prescriptive in nature without having the balance of the design match specified requirements.

"With manufacturers, we find many try to have their products used in every roof system application. This isn't practical. Sales are important, but long-term roof system performance should be the determining factor. The best manufacturers are those that place quality first. They have a good applicator base and enforce their application requirements. Research about new products is done in laboratories, not on rooftops.

"I would like to see more communication before bidding between all stakeholders in the construction process. Our most successful projects occur when we work with a designer and manufacturer of choice to verify details and materials are proper. This sets a good tone for the project and typically will allow for good attitudes and a satisfied customer."

Kent Tolley, vice president of Quality Tile Roofing Inc., Boise, Idaho

"One of the most challenging aspects of building a relationship between a contractor and manufacturer is the ability to have confidence in each other.

"For example, do roofing contractors have confidence in manufacturers' roof systems and materials? Can manufacturers' systems be installed in a way that satisfies building owners and makes roofing contractors profitable? Do manufacturers have confidence in roofing contractors' abilities to bid, sell and complete work efficiently and according to specifications?

"From a roofing contractor's perspective, having confidence in a manufacturer makes it easier to sell and install its roof systems. And understanding each other only can help develop confidence in each other.

"In addition, roofing contractors need to understand what manufacturers have to offer, such as their specific details, warranty requirements and specifications. Roofing contractors also need to know what benefits manufacturers have to offer when roofing contractors use their materials; why a particular manufacturer's system is the proper one; how contractors competitively can install roof systems; and what sales advantages are available to present to building owners.

"Manufacturers need to understand the types of work and markets with which roofing contractors are involved. It is important manufacturers provide accurate, timely and competitive pricing. There must be complete confidence in any information provided by roofing contractors regarding roof systems on a project or any strategies or voluntary alternatives being provided to building owners. It also is important manufacturers educate roofing contractors about their systems. Manufacturers' goals should be to have their systems ‘considered' by roofing contractors even if another system is chosen for a particular project.

"In return for the consideration, roofing contractors should look to manufacturers for expertise and assistance on projects they are bidding. Contractors always have contacts and leads on which they are working. Projects that contractors bring to manufacturers should be given individual attention by sales and technical staffs. This attention is critical to a project's success not to mention the relationship between the parties.

"Roofing contractors need to be confident manufacturers will provide an immediate, accurate response when technical assistance, services or products are needed. This means talking to an actual person who is eager to help.

"The relationship between a roofing contractor and manufacturer is unique. The level of communication by the roofing contractor and support provided by the manufacturer directly affects the relationship. All these factors must work together for the relationship to be successful."

Anthony Wasson, executive vice president of sales and marketing for Centimark Corp., Canonsburg, Pa.

"From a sales and marketing perspective, the biggest problem for contractors and manufacturers is communicating a joint initiative throughout the respective organizations. For example, when an executive manager from my company and a manufacturer work out an agreement, the biggest challenge—for both—is to communicate to our respective organizations: ‘Here's the deal; here's how it should work; here's how you should use it; here's why it will work.'

"Old habits are tough to break, and it often is difficult for us to push a new deal, initiative or relationship through to our field offices. But the manufacturers have the same problem. Every field office has its own interpretation of an agreement, and many are inflexible about changing from a business practice they have been using.

"What we do at Centimark is communicate each manufacturer relationship with the field personnel throughout our organization using all the communication avenues and technologies available. We use our intranet, print joint literature, send electronic explanations and updates, communicate through voice-mail messages, coordinate conference calls, write articles for corporate newsletters and schedule meetings.

"Additionally, we set up sales and operations meetings between our field representatives and those from the manufacturer. We invite manufacturers' representatives to our national and regional sales and operations meetings and to our corporate headquarters to get to know the people throughout our organization.

"Our ability to communicate greatly has improved by using the Internet and links to manufacturers' Web sites. When it comes to communicating a new business relationship throughout an organization that is geographically dispersed, roofing contractors and roofing materials manufacturers face the same challenges."

Kate Gawlik is Professional Roofing's associate editor, and Ambika Puniani is Professional Roofing's editor and NRCA's director of communications.