In 2009, the agricultural sector grew to nearly 50 percent of Morton Buildings’ sales, followed by commercial at 15 percent.

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Success is something that has to be built upon, a fact that no contractor knows better than Morton Buildings Inc. Since it was founded in 1903, the firm has thrived by following its own business model.

“What we do here is not the traditional way a company works because we have an expansive product offering and wide geographic foot print,” Director of Crews Kevin Potter notes. “Our diversity helps us to better serve our customers.”

With approximately 5,500 buildings completed each year, Morton Buildings’ portfolio is diverse. The company constructs a wide variety of projects, from machine sheds and suburban storage buildings to equestrian facilities and single-family homes. Morton also works on a wide range of commercial building projects including: retail centers, churches, dealerships, veterinary clinics, fire stations, car washes and aircraft hangars.

Morton Buildings provides service from building concept to completion and everything in between. The company has 118 construction centers and six manufacturing facilities located across the country. Morton also employes project managers and works with Allied Design Architectural and Engineering Group PC when their services are required.

Providing Value
Morton buildings are typically efficient to build and provide an economic value to the customer. Features such as Morton Buildings exclusive Energy Performer insulation system helps to cut down on heating and cooling costs year round.

While the company is known for the construction of timber-frame buildings with metal-clad exteriors, Morton also offers a large number of options in both siding and roofing. Nearly any commercially available product can be used on a Morton building, including brick/stone and vinyl.

As Morton adjusts to the weak construction climate, Morton Buildings estimates completion of around 5,200 buildings in 2009. “We have been very successful as a company, even in 2009,” Potter explains.

“We might be off 15 to 20 percent, but the sales team has done a great job in taking advantage of the market. We are heading into the new year feeling optimistic.”

Dan Nyberg, director of sales, knows what has helped Morton Buildings during the recent financial uncertainty. “In this economy, our business is driven by the agricultural markets,” he says. “Farmers continue to have needs for machine storage buildings. A large part of these buildings are used for the grain farming and processing niche. Grain prices have been decent in the past couple of years, and some are benefiting from the 50 percent accelerated depreciation credit on these purchases.”

In 2009, the agricultural sector grew to nearly 50 percent of Morton’s sales, with the next largest sector being commercial, which represents about 15 percent of its business. Nyberg says the company is looking to market more toward this sector in the coming years. The appeal of government-owned projects also is strong right now, and Nyberg says the company is making its move into that arena as more projects are available thanks to funding from the stimulus act.

Competitive Advantages
“[2009] was been hard to predict, and it’s tough to know what 2010 will throw at us, but we believe that more emphasis will be placed on small business development,” Nyberg says. “I think those types of businesses will be responsible for the turnaround. Once we see the banks settle down and begin a more aggressive loan program to small and medium businesses, we expect that to grow significantly.”

The greatest competitive advantage to using Morton is the fact that it can be the sole resource for every aspect of construction, from the design to project completion. With crews employed by the company, the customer can be confident that Morton will handle the details, and handle them correctly.

Morton’s operations are divided into six regions nationwide. Each region has access to a manufacturing plant, where it produces its own trusses and roll forms its own steel panels for roofs and siding. Construction centers are also divided into these regions, and each center is operated by a manager, who oversees the daily operations.

Sales consultants and construction crews also work out of these offices. Crews consist of three or four individuals, including the foreman and lead man. Another competitive advantage is due to the fact that Morton Buildings has crews located throughout the country. If one of its regions becomes overwhelmed with projects while others do not, crews can be moved to accommodate the company’s needs.

“If a local construction center outsells their crew capacity in one region, I know I can move guys around within the company to get a project done and to keep dollars in [employees’] pockets,” Potter notes. He says Morton’s clients expect a strong, durable and efficient building, which is what his construction crews deliver, no matter the project or region.

Employee Training
A work force full of experienced employees, some of which have worked for the company up to 40 years, can continue their professional growth through corporate-sponsored training events. New hires also are familiarized with Morton Buildings’ methods through a mandatory one year, post-frame construction training program, which emphasizes technical skills.

“Once a year, our foremen and construction managers all participate in a week-long training program aimed at continuing to sharpen their skills in construction as well as project management,” Potter says.

Morton Buildings’ business model doesn’t replicate that of the average general contractor, and that fact alone has worked to its advantage. This is what has helped the company become a leader in the post-frame industry. “From concept through completion, on a wide range of low-rise projects, Morton literally has you covered,” Potter adds.