Normally I can work out most customer problems and don't ask for advice, but I have one that's stumped me. Big ($450k) remodel/addition job, we started last June. Was supposed to end 11/11 per contract. Changes have extended that to late Feb. This is a fixed price architected job with plans but few specs, (arch. is friend of owner from college and out-of-town), customers have means but don't want to overbuild for their neighborhood, etc. We do strictly custom work, and have for 35 years.
These folks have a real hard time getting to THIS IS WHAT I WANT. Each task we start they want to redesign to get it exactly "right". I spend lots of time drawing out built-ins that weren't just what they wanted when they signed the contract. Trim, floors, tile, kitchen cabs, siding, roofing, windows - everything has been changed since the beginning. My COs have not included the meeting time, just costs directly associated with the change, since meetings cover so much territory.
We can handle the delays, and not too worried about the money. My change orders have shown the time and money cost of changes. But we're all grumpy 'cause we can't finish a task until customer redesigns it a couple of times. I'm also concerned we look like slowpokes to neighbors, etc.
Now I am about to bill them for the hourly cost of the meeting time required to discuss the redesigns. I warned them a month ago this was coming, without putting a price tag on it. Amount is about $4k right now, and growing. I want to explain the way things NORMALLY work in a letter to go with the CO. I don't want to pizz them off since they're very likeable and have lots of friends, and we want to build them what they want. But, they're acting a little nuts about these decisions, and we're not shrinks.
Here (finally) is my question. Would you write a note with the CO telling them this is costing them because of their compulsive behavior, or wait for the feedback? You can tell I overexplain stuff, but I'm thinking to just send the CO and see what happens. I wrote the note a month ago but haven't sent it. I want them to decide faster but maybe they can't. Hubby and wife disagree about how perfect this job should be.
Thanks, Jim
These folks have a real hard time getting to THIS IS WHAT I WANT. Each task we start they want to redesign to get it exactly "right". I spend lots of time drawing out built-ins that weren't just what they wanted when they signed the contract. Trim, floors, tile, kitchen cabs, siding, roofing, windows - everything has been changed since the beginning. My COs have not included the meeting time, just costs directly associated with the change, since meetings cover so much territory.
We can handle the delays, and not too worried about the money. My change orders have shown the time and money cost of changes. But we're all grumpy 'cause we can't finish a task until customer redesigns it a couple of times. I'm also concerned we look like slowpokes to neighbors, etc.
Now I am about to bill them for the hourly cost of the meeting time required to discuss the redesigns. I warned them a month ago this was coming, without putting a price tag on it. Amount is about $4k right now, and growing. I want to explain the way things NORMALLY work in a letter to go with the CO. I don't want to pizz them off since they're very likeable and have lots of friends, and we want to build them what they want. But, they're acting a little nuts about these decisions, and we're not shrinks.
Here (finally) is my question. Would you write a note with the CO telling them this is costing them because of their compulsive behavior, or wait for the feedback? You can tell I overexplain stuff, but I'm thinking to just send the CO and see what happens. I wrote the note a month ago but haven't sent it. I want them to decide faster but maybe they can't. Hubby and wife disagree about how perfect this job should be.
Thanks, Jim