Murphy Bros. Design | Build | Remodel

by Emily Blackburn

Minneapolis, Minn.
GQ All-time Recommend Rate: 91%
GQ 2022 Recommend Rate:
Number of Jobs in 2022:
Type of Firm: 
John Murphy, Ben Murphy

QR: Your team was able to achieve high rates of customer satisfaction during the pandemic, a time of greater scrutiny because clients were at home more. There were also supply-chain delays. What measures did your firm take to maintain client satisfaction?

As we had already suffered a catastrophic office fire the year before, we were already somewhat acclimated to working from many different places and creating a new set of expectations for staff and client communication solutions. This included custom Zoom presentations and the aggressive use of our cloud-based project management system.  We also ordered materials that might be hard to get well in advance of the project start date to minimize delays to clients even though it meant operating our new office and display center like a warehouse to manage all the deliveries.

We also met personally with clients in their homes with Covid protocols they specified to make sure we could get accurate measurements and understanding of the existing project conditions. We have for years now instituted a weekly check-in call to clients in construction to ward off any potential issues of misunderstanding or unrealistic expectations. Finally, breaking down the design and construction process into more frequent meetings with key staff and clients has helped us keep everyone in harmony with realistic schedules and final punch list items.

QR: Firms with happier employees have higher levels of customer satisfaction. What are the top ways you are able to keep your employees happy and satisfied?

We conduct bi-weekly “All Company” conference calls featuring the owner, project managers, HR, and employees talking about what’s working and what needs improvement. It’s a way for us to congratulate people immediately on client feedback, which we share in those 10-minute calls using audio clips from interviews with them on the projects. In addition, we have a mid-year breakfast event sharing progress on goals and giving high-quality gifts to every employee regardless of time with the company. 

Our annual Christmas party is attended by 85% of our staff and consists of a sit-down dinner, a short address by the owner, and more quality gifts for everyone, ranging from grills to portable USB speakers to tools and TVs.  We have also instituted an “on-the-spot” gift card program among our managers to reward front-line staff whenever they demonstrate our company values in the everyday care of our staff, clients, and trade partners.

QR:Purpose driven” companies, those that exist to effect change or take action on something bigger than their products or services, attract a younger, higher skilled employees who tend to be more engaged workers. Some firms connect their “purpose” to a written mission statement. Do you operate a purpose-driven organization? And in what ways does your firm extend itself to outside causes.

As an EOS-driven company, we promote and consistently talk about our culture in specific terms of our 4 values—Uncommon Integrity, Get It Done with Great Care, Glad To See ‘Ya, and There’s Gotta Be A Better Way.  These values describe how we do what we do.  Our “why” is also clearly defined and communicated in print and verbally when and wherever possible—Our purpose is to make homeowners’ lives better.  It is easy to just make homes different.  To make them better in such a way as to improve in multiple ways the day-to-day living of our clients, well, that is much, much harder.  It is also much more satisfying!

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