LEADER 05345nam 2200661Ia 450 001 9910145281903321 005 20230607221446.0 010 $a1-281-31829-9 010 $a9786611318291 010 $a0-470-69029-1 010 $a0-470-68004-0 035 $a(CKB)1000000000404216 035 $a(EBL)351464 035 $a(OCoLC)608622809 035 $a(SSID)ssj0000252081 035 $a(PQKBManifestationID)11200296 035 $a(PQKBTitleCode)TC0000252081 035 $a(PQKBWorkID)10176085 035 $a(PQKB)11598692 035 $a(MiAaPQ)EBC351464 035 $a(Au-PeEL)EBL351464 035 $a(CaPaEBR)ebr10233084 035 $a(CaONFJC)MIL131829 035 $a(EXLCZ)991000000000404216 100 $a20010621d2001 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic management in construction$b[electronic resource] /$fDavid Langford & Steven Male 205 $a2nd ed. 210 $aMalden, MA $cBlackwell Science$dc2001 215 $a1 online resource (258 p.) 300 $aDescription based upon print version of record. 311 $a0-632-04999-5 320 $aIncludes bibliographical references and index. 327 $aContents; Preface; 1 Introduction; Part A - Construction and its business environment; 2 Construction - an overview of the market; Industrial building; Commercial building; The housing market; Repairs and maintenance; Making sense of the trends; 3 The strategic role of the actors in the construction process; Thc cvolution of the construction industry in thc post World War IT era; 4 Clients, constructors and competencies; Introduction; The concepts of product and project life cycles in construction; The strategic concepts of industry and market in construction 327 $aMarket structure, price determination and competition in constructionConclusion; Part B - Concepts of strategic management; 5 The firm and the strategic management process; Introduction; The strategic management process; Thc stratcgic managcmcnt process md organisational change; Thc managernent of change in construction; Strategic behaviour; Conclusion; 6 Strategic behaviour of construction firms; Introduction; Core business and core competencies in construction; Levels of strategy; Managing the diversified construction firm; Strategies at the operating core in contracting firms 327 $aProject portfolios and potential capacitySub-contracting as a production strategy within project portfolios; The management resource in construction firms as a source of competitive advantage - resolving a strategic paradox; Conclusions; 7 Strategies for international construction; Background; International business strategy; Size and structure; Reasons for internationalism; Characteristics and obstacles to internationalisation; Competitive advantage and strategy in international construction; Competitive advantage in international construction; Factor conditions; Domestic demand conditions 327 $aRelated and supplier/sub-contractor indiistriesFirm strategy, structure and competitiveness; Country analysis; General overview; Strategic positioning competitive intelligence; Part C - Techniques for the strategic planner; 8 Portfolio management, Delphi techniques and scenarios; Business portfolio management; The Boston Consulting Group growth-share matrix; Portfolio management and the construction industry; Delphi techniques; Scenarios; Cross impact analysis; 9 Marketing and promotional strategies in construction; Introduction; The marketing concept 327 $aMarketing orientation and relationship marketing philosophyService quality and customer satisfaction; Internal marketing; Internal customer satisfaction; Customer care; Marketing strategies - market choice and segmentation; The marketing mix in service industries; Promotional strategies; Promotional media (personal/non personal); Co-focusing on customer service - the problems to be overcome; Part D - Summary; 10 A synthesis of strategic management in construction; Introduction; Strategic management in the construction industry; Industries and markets in construction 327 $aEntry and exit barriers exist in an industry 330 $aThis 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 ma 606 $aConstruction industry$xManagement 606 $aStrategic planning 615 0$aConstruction industry$xManagement. 615 0$aStrategic planning. 676 $a624/.068 700 $aLangford$b D. A$0945029 701 $aMale$b Steven$0945030 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910145281903321 996 $aStrategic management in construction$92133440 997 $aUNINA