Strategic Management in Construction

David Langford, Steven Male0-632-04999-5, 978-0632-04999-8

This book reviews the general theory of strategy, relates it to the particular circumstances of the construction industry, and shows how it can be applied in practice. It brings together ideas from economics, marketing, management, business and politics to develop strategic management for both contractors’ firms and the associated professions.
Substantial changes have occurred in the industry since the book was first published in 1991. This Second Edition reflects the major developments that have followed the Latham and Egan reports, and includes new chapters on international strategy and marketing, showing how they can contribute to the strategic planning of construction organizations.
The book will provide a valuable tool for the strategic development of construction firms.
“Ten years separate the editions during which period a significant number of British, (and other), construction firms which had survived generations of proprietors merged, changed beyond recognition or ceased trading. One can not but wonder if publication of a work on strategic planning some twenty year earlier might have saved some of them.” Construction Manager
“The book presents the essential elements for managing at this higher level and should be a must for any construction professional who aspires to an executive position in industry as well as any student for construction management, project management and organizational management in construction. It comes highly recommended” Engineering, Construction and Architectural Management

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Table of contents :
Contents……Page 5
Preface……Page 8
1 Introduction……Page 9
Part A – Construction and its business environment……Page 17
2 Construction – an overview of the market……Page 19
Industrial building……Page 20
Commercial building……Page 21
The housing market……Page 22
Making sense of the trends……Page 25
Thc cvolution of the construction industry in thc post World War IT era……Page 36
The concepts of product and project life cycles in construction……Page 50
The strategic concepts of industry and market in construction……Page 51
Market structure, price determination and competition in construction……Page 53
Conclusion……Page 60
Part B – Concepts of strategic management……Page 65
Introduction……Page 67
The strategic management process……Page 75
Thc stratcgic managcmcnt process md organisational change……Page 88
Thc managernent of change in construction……Page 90
Strategic behaviour……Page 91
Conclusion……Page 97
Introduction……Page 100
Core business and core competencies in construction……Page 102
Levels of strategy……Page 107
Managing the diversified construction firm……Page 108
Strategies at the operating core in contracting firms……Page 119
Project portfolios and potential capacity……Page 120
Sub-contracting as a production strategy within project portfolios……Page 121
The management resource in construction firms as a source of competitive advantage – resolving a strategic paradox……Page 123
Conclusions……Page 127
International business strategy……Page 131
Size and structure……Page 133
Reasons for internationalism……Page 137
Characteristics and obstacles to internationalisation……Page 140
Competitive advantage and strategy in international construction……Page 143
Competitive advantage in international construction……Page 144
Factor conditions……Page 149
Firm strategy, structure and competitiveness……Page 150
Country analysis……Page 152
General overview……Page 154
Strategic positioning competitive intelligence……Page 158
Part C – Techniques for the strategic planner……Page 163
The Boston Consulting Group growth-share matrix……Page 165
Portfolio management and the construction industry……Page 167
Delphi techniques……Page 170
Scenarios……Page 174
Cross impact analysis……Page 179
Introduction……Page 183
Marketing orientation and relationship marketing philosophy……Page 184
Service quality and customer satisfaction……Page 185
Internal marketing……Page 186
Customer care……Page 187
Marketing strategies – market choice and segmentation……Page 188
Promotional strategies……Page 191
Promotional media (personal/non personal)……Page 192
Co-focusing on customer service – the problems to be overcome……Page 194
Part D – Summary……Page 201
Introduction……Page 203
Strategic management in the construction industry……Page 204
Industries and markets in construction……Page 205
Entry and exit barriers exist in an industry……Page 206
‘l’he nature of the firm……Page 208
Core business, core competencies and distinctive capabilities……Page 209
Innovation in construction……Page 210
Typologies of firms……Page 211
Strategy……Page 212
Structuring the strategic management process……Page 214
The decision-making role of the strategist……Page 216
The elements of competitive strategy……Page 218
‘l’he marketing function and its coiitribution to competitive advantage……Page 219
Tools, techniques and methodologies for competitive advantage……Page 222
Construction corporations and contracting corporations……Page 224
Structure, strategy and process – managing the diversified construction firm……Page 227
Construction strategies……Page 228
Project portfolios and potential capacity……Page 231
Sub-contracting as a production strategy within project portfolios……Page 232
Management as a source of competitive advantage……Page 233
Supply chain management in construction……Page 234
International construction……Page 237
Conclusions on managing construction corporations……Page 238
Thc consultants – the construction professions……Page 239
Implications for professional practices and the building professions by size of firm……Page 241
Conclusions on managing construction consultancies……Page 243
Conclusions……Page 244
A contingency model of strategic management for construction……Page 245
Index……Page 251