Listen to clients. When a potential client is telling you what they need, listen carefully. Set your own script aside and don’t interrupt. When you fully understand what their needs are, that’s when you can really help.

Know the possibilities of your product. If a client is asking for something specific that you can’t do, think about how what you can do will work for their project.

For example, Miller recently got a call from a potential client who was adamant about wanting a stamped concrete patio. After some discussion, Miller realized that she didn’t know about overlays. Rather than just saying that SUNDEK doesn’t do stamped concrete, Miller explained stamped overlays and the possibilities with SunStamp—and how the product would work for her particular project. After learning about overlays, the client said that was what they wanted. The takeaway is that while the client knows what they want the result to be, they don’t necessarily always know how to get there. That’s where your expertise comes in.

Know the limitations of your products. If it doesn’t sound like a SUNDEK product is going to work for what the client wants to do, don’t misrepresent what you can do for them. “If you have green paint, don’t tell them it’s red paint,” Miller says. “It’s green paint. And if they can’t use green paint, tell them ‘Sorry, I can’t do this. Next time, I’ll see what I can do with you.” This is how you build trust with clients.

If you can’t help them, point them in the direction of someone who can. “I have no problem giving a client a competitor’s name who does something we don’t,” Miller says. Initially, hearing this suggestion seems counterintuitive, but Miller points out that the client will remember you as providing a solution—which will make them more likely to contact you in the future.

Visit job sites. “In my younger days I was known for stopping at every site,” says Miller. “Every time I saw a hole in the ground, I stopped and asked, ‘Hey, what are you doing here?’”

It’s a small circle of people in the construction world, so you end up running into the same people over and over, Miller notes. Sometimes he’d run into people two to three years after initially meeting them and they’ll say, “Hey, you’re the SUNDEK guy, right?” After you’ve planted a seed, they’ll think of you when a job comes up that you can do for them.

There’s another benefit to visiting those construction sites. You’re obviously not going to get them to specify your product because they already did that 6 months ago. “But I’ll stop by the trailer and say, “Hey, can I take a look at your plans?” Miller says, emphasizing that salespeople need to know how to look at plans. “If you don’t know how to read blueprints, it’s time to learn,” he adds. There are lots of services out there that you can pay for that provide job plans and bids to study. Plus, Miller suggests that by looking at the plans you can also get the name of the landscape architect for the project and add them to your radar.

Collect business cards. While he’s out and about meeting other people in his industry, Miller (a self-described “card-collecting fool”) always asks for a business card. Asking for someone’s card opens the opportunity for you to pass yours along, too. Don’t stop at just taking the card, Miller adds. He suggests taking notes on the card after meeting someone. Writing down details such as the name of the office receptionist or a specific topic of conversation you had with the person you met will pay off later.

If there’s a slow day, Miller passes along business cards to his sales team and has them visit any companies he hasn’t seen since their initial meeting. It’s just one more way to stay in touch and stay in front of other people so they think of you when needs arise.

Attend and participate in industry events. There are many ways to network and get your name out there in the industry, and just one of those ways is through Lunch & Learns hosted by architecture or building firms. They go by other names, too—they used to sometimes be called “Lessons Learned,” and people nowadays sometimes call them “Coffee & Learn”—the point is, people are gathering and learning something new.

As Miller describes, Lunch & Learns are just what they sound like: a hosted lunch where an expert in the field teaches about a topic. Various firms host them to learn more about what’s out there, and in the case of architects, they can get points required to maintain their memberships with the American Institute of Architects (AIA).

Miller recommends visiting firms and asking if they have a Lunch & Learn program or something similar. If they do, ask to see their schedule, and inquire about getting on it. Sometimes these events are booked out quite a bit, and you might not be able to get on the schedule until a date that’s six months out—but at least you’re on the schedule.

Creating a great presentation for one of these events is a good way to get the word out about SUNDEK. A lot of people feel nervous about doing something like this, but keep in mind that you’re the expert on the topic, and, as Miller notes, “No one in the room will know more about SUNDEK than you.” There’s also nothing wrong with saying that you’re not sure about an answer and getting back to someone later (but be sure to follow up).

After each of these events, Miller follows up with all attendees via email to say thanks for coming. “I’ve never not gotten something back out of doing one of these,” Miller adds, sharing that he almost always ends up getting a project as a result.

Join local industry organizations. In addition to joining national organizations such as the American Society of Concrete Contractors (ASCC), there are many benefits to becoming a member of local groups. It’s a good way to get in front of potential clients and collaborators. SUNDEK of Washington is a member of three property management associations since they’re in a tri-city area (D.C., Maryland, and Virginia) and a local pool and spa association. They’ve also been members of building contractor and subcontractor associations. Those are just some examples, but being members of these groups provides good networking opportunities. “After a while, everybody gets to know you and the phone begins to ring,” Miller says.

Networking can pay off tenfold. For example, Miller has contacts in property management groups. Knowing that they’re working on the budgets in the fall, Miller has contacted people he’s gotten to know through those groups, saying something along the lines of, “I understand you have budgets coming up. What do you have in your concrete budget that I can help you with?” Before you can make these types of calls, you must invest the time in building relationships with these people.

Miller points out that joining these groups is easy. “And who doesn’t like to meet up with people to have a beer and hang out?” he says.