A general contractor estimate needs your business and license info, a clear scope of work, line items for materials and labor, allowances for undecided selections, an exclusions list, a total with a payment schedule, an expiration date, and a change-order clause. The first half wins the bid; the exclusions, allowances, and change-order terms are what keep a profitable job from ending in an argument.
We run service companies and build sites for contractors, so this is the practical version — what to put on the estimate, what protects you, and where the estimate fits versus the thing that actually grows a contracting business: a steady flow of jobs to bid on.
An estimate is an informed approximation that can move as the job is uncovered. A quote or bid is a firm committed price. Label yours clearly. For remodels with unknowns behind the walls, an estimate with allowances and a change-order clause protects both sides.
Permit fees, dumpster and disposal, the exclusions list, allowances for client selections, and a change-order rate. Leaving these off is how a job that should have profited turns into a fight at the finish.
Honest take: a good template wins most bids. Don't pay for software when:
Move to estimating software once you're bidding constantly and need pricing databases and speed. Until then, a clean estimate and a website that brings you jobs to bid do more for the bottom line.
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An estimate is an approximation that can change; a quote is a firm committed price. Label yours, and use allowances and a change-order clause for jobs with unknowns.
Permits, dumpster and disposal, an exclusions list, allowances for selections, and a change-order rate. Those omissions cause most end-of-job disputes.
A template wins most bids early. Move to software when you're bidding constantly. The bigger lever is a site that brings in jobs to estimate.
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