Contractor’s Corner: How to turn a lazy December into next year’s business – Dec 2025

By Dave Stafford 

Shortly after Thanksgiving, with full bellies and frivolities a pleasant memory, we enter the least productive time of the year, filled with parties, Black Friday shopping and good feelings toward all. However, this can also be an exciting time for cementing client relationships, planning your business for next year and closing out 2025 with a bang! What’s crucial to turning a lull into a productive chapter? Year-end promotions and collections, as well as digging deep into client expectations and their focus for the coming year. 

Planning is the key to a big payoff in December. Visiting your clients or high-value targets is crucial, as it allows you to ask about that proposal (which you hope will turn into an order) and drop off a box of candy, a bottle of their favorite whiskey or wine, or something special just for them. It also sets up the conversation, “Here’s what you can do for me.” I have often remarked, “Bill, I am making my own budget for next year and wondering what projects you have for 2026?” Or, “Ms. Flynn, when will you rebid the annual contract for flooring? Is there any way that I can help with that?” Finally, “Hunter, what are you budgeting for replacement flooring items during the coming year?”

“Mr. Grable, you’ve said that money is tight, but you might have something for me in the last quarter. Any news on that? We have some carpet tile selections and are featuring some commercial vinyl this month. Can I show you these?” The timing isn’t always right, so verify before you get a “no.” “Will your requirement carry over into January or February? If timing is a concern, we may have a way to get this in for you in December and schedule billing in January if that would help. Fair enough?” I have closed deals in December because the client did not want the funds to carry over into the new year; prepayment or delayed billing made that possible. Conversely, I have offered deals where they were available in January rather than the December end date.

I had a client who had stonewalled me all year despite amicable conversations; I finally went in with a bottle of Knob Creek bourbon with a red bow on top and presented this to the grizzled veteran. “So far, you’ve put me off on all of your projects. I hope that between me and Knob Creek, we can loosen you up.” I got a huge laugh, and the bottle disappeared into his desk drawer. He said, “I’m glad you stopped by; I have a job that’s just come up that I need to have done in late December. It’s yours if you can do it.” We did that job and several others during critical times, and at a great profit. 

Year-end promotions, building goodwill and fostering collections should all be part of your December agenda. I have found it helpful and less confusing to involve our managers and sales personnel in selecting gifts. “What should we do this year for our best clients and prospects? What amount should we budget for client gifts, promotions you’d like to see? And how might we create the most goodwill and help in our collections?” Once started, we always came up with terrific ideas; everyone got involved. Then we set a deadline for everyone to submit their written lists for clients and prospects. We could then do some budgeting, which forced everyone to plan.

Promote goodwill through candy or cookie items with enough variety for all levels of personnel. Some companies have a limit on the dollar value of gifts that may be received, though the determination of value is highly flexible. Coffee mugs with our company name filled with locally made fudge or pralines were a big hit; small, medium or large platters of cookies or caramels can be presented individually or “for the office.” 

I had a wonderful government facility manager who had spent big dollars with me during the year; when I broached the subject of a “special little something” to show my appreciation, she was quick to say, “Dave, you know I cannot accept anything over $15, okay?” I replied, “Sure,” and at that point, I handed her an unobtrusive brown paper bag in which was nestled a large box of Godiva chocolates. She smiled and said, “I’m so glad you understand; now, about that project for next June, you’ll need to be thinking about completion by late August, okay?” 

People will not forget the time you spent picking out something for them. Make it special by not picking out inexpensive candy from Walmart that everyone can buy; rather, pay a bit more for Ghirardelli, See’s or Lindt, or a decanter-type bottle of rare Scotch. That will show you spent some time and money on them. And it doesn’t have to be candy or liquor only. Tickets to a theater performance, a concert or a “vacation weekend for two” might just be appropriate for that outstanding customer. The measure of anything given is the perception of value to the recipient; think Rolex versus Timex.

For those slow-pay clients, be creative. On a good but slow-pay client, you can say, “Jim, I thought I would bring you a box of candy to ‘sweeten you up’ so I could pick up that check. Think we could do that today?” If he says no, then “When can I pick it up…(or smiling) or will I need a bigger box of candy?” Sometimes, kidding them along like this is an easier way to get paid rather than yelling. I told one grouchy old guy who was holding up our check, “Fred, tell you what, I’ll trade you a fifth of your favorite whiskey for getting paid next week. He growled, “I only drink George Dickel #12, you hear?” I swallowed hard because I knew that was an expensive bourbon. Nonetheless, I showed up the next week with a fifth of George Dickel #12 in my briefcase, carefully wrapped and with a bow on top; “Fred, I believe you have a check for me,” and I set the bottle on his desk. “Yeah, I believe I do,” and with that, he handed me the company check for our five-figure balance. “Look forward to doing business with you all next year,” he said and smiled at me for the first time ever.

Get a look at their calendar of projects for 2026, for this may be their prime season for planning projects. After scouring your notes: “I believe you said that you would have budgets done and some project approvals by February. How is that looking? What do you see insofar as flooring?” After getting “a little something” from you, they can be surprisingly candid: “We’re focusing on two big-dollar renovations for the third quarter, and are going to bid on a brand-new addition in February, completion by the end of 2026.” Your next question should be, “How may we help? We have an exciting new line of coordinated products that will make selections easy.” 

With smaller renovations, facility managers may consider themselves closet color experts and be open to your color-coordinated products; large dollar projects or additions will almost certainly have an architect and interior designer. Here’s your chance to probe a bit, “Who will be doing the interiors for you?” Phrased just right, you may end up with a referral to the architect or interior designer. Tom, a facility manager who had a long history with us, picked up the phone, called, and said, “Jeff, I’m going to send someone to see you about our Baker project; money is tight, and he’s worked miracles for us before. Give him a listen.” And just like that, I had a great intro.

Frequently, it’s just a matter of getting on the preferred bidder’s list, finding out when the details of when bids will come out and learning about the general contractor. I’ve made more than one mistake by not following up quickly and missing bid deadlines or opportunities to submit alternate product offerings. If you’re on their preferred list, the general contractor almost has to give you a chance to bid on those items in which you specialize or risk offending their buyer. Make an appointment and introduce yourself and your company’s services. “Dave, I didn’t know your company also did some floor leveling and repair; I’ve got one job right now where we have to remove old flooring and do ‘shot-blasting.’ I’ll add you to my bid list if you’ll add floor repairs to your bid along with the resilient and the carpet tile? I really ‘like packages’-fewer people to yell at.’” In this case, the general contractor put a big star by our name, and I knew if the price was close, we’d get a last look before the award.

YEAR-END CLOSEOUT TIPS 

• Review target accounts for the new year and their potential volume

• Current term-bid review/rebid dates-process for renewal or rebid

• A check-up for those clients you haven’t seen recently or where volume has declined

• Make amends to those clients where there have been problems; make sure all is well

• Something nice for those all-important referrals-a “dinner out on us”

One way to cap off the year is to have your own special holiday party to recognize all personnel and their individual efforts. If that’s not possible, then a little something extra in the pay envelope or a couple of days off with pay. Anything tangible that says, “We care about you and your family” is appropriate.

Happy holidays, Dave.