The principals of DBP recognize that the marketplace will drive the success of any firm. DBP seeks to capitalize on the market conditions that effect the business trends throughout the world.

The following is an excerpt from DBP’s responses to market conditions which is included in their qualifications document.

ECONOMIC TURMOIL / CORPORATE DOWNSIZING

In searching for more competitive and focused structures, the organizations for virtually every potential large customer and the service providers to their customers, have been “re-engineered” or “downsized”. The impact of these adjustments goes beyond the simple reduction in overhead costs.

Several key effects that are of interest to DBP are:

Support services not directly related to the company product line are often
slashed in size and capability, leaving many unfulfilled needs.

The remaining available resources are focused on high visibility projects.

The high quality technical and management personnel who were
downsized are available in the job market.

This results in the following conditions:

Individuals within organizations are under pressure to reduce the cost of energy and services in order for their firms to remain competitive.  Yet they do not have the resources to achieve these goals.  Particularly in regions with aging plan equipment, the lure of achieving reduced cost while shedding the day to day responsibilities of operating the “non-product line” portions of the plant provides a strong incentive for the facilities manager to entertain an outside service provider.

DBP seeks to satisfy this need, focusing on the middle to low-end heavy industrial and commercial facilities or high-end real estate association interests.

Within the ranks of traditional providers of design build services, those with the capabilities to provide high quality technical and financial services are generally very large firms with high overheads.  As with their customers, theses firms are now squeezing down overhead, and resources are scarce.  The remaining resources are being used to seek projects that show well in the boardroom, often at the expense of pursuing projects that will not yield margins with 7 digits.  The bulk of the untapped development projects in the domestic US marketplace is below the level of interest of the firms capable of performing them.  These smaller projects do not appear on the business development “radar screens” as viable targets even when they might yield a reasonable internal rate of return upon development.  This residual market is the focus of DBP’s niche approach to project development.

As a result of downsizing, there are untapped human resources available.  Even with recovering unemployment rates, inefficiencies in the employment marketplace result in a constant supply of quality technical and managerial personnel.  DBP has developed the means of tapping into the labor market upon demand.  These personnel, when inserted into a structured environment provided by DBP, will provide a flexible resource base for many of the short term needs previously filled by full time employees.  This results in a reduced operating cost, no requirement for an employer-employee relationships and overhead for staff carried between assignments.

INTENSE COMPETITION IN TRADITIONAL MARKETS

Every firm in our market today is experiencing increasingly intense competition.  Focused firms offering a limited product line or service base are finding they have to continually run faster and work harder just to keep from losing ground.  This leads to faster cycle times, higher risks and lower margins for any company in a traditional market sector.  DBP sees the competitive marketplace as an opportunity for our company:

Host firms are under intense pressure to achieve lower operating costs over the short and long term.  Simply stated, they need help now to achieve their goals of long term savings.

Highly successful construction and engineering firms are undergoing the same competitive pressure among their peers.  Construction firms as well as general contractors are seeing increased difficulty in maintaining acceptable margin levels.  Engineering firms are not only seeing increased price pressure, but also being forced into accepting higher levels of risk than they have ever experienced.

These conditions produce both the need and the means of satisfying that need – that is the main focus of our business.  DBP specializes in demonstrating and managing the methods and practices necessary to make the design build delivery systems available to quality firms otherwise without these capabilities.  DBP has entered into formal and informal alliances with quality construction, engineering and related service firms covering the full spectrum of design build services.

DESIGN BUILD = ADDED VALUE

Quite Simply, the design build delivery system is a proven method of providing added value to the host, to the service providers and to the project developer.