A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Quality design, construction and development enterprises: Exploring the model and marketing strategies for integration
Quality Design Construction and Development (QDCD) firms, provide an alternative to the outsourcing trends in construction - competing on the added value derived from producing high-quality design - which is reinforced by the ability to further enhance value across the integrated activities. A QDCD enterprise model is developed, drawing upon several sources, including QDCD origins and scope, design-led organisational issues (structure, culture, processes), systems integration, marketing (investigating the 6 markets framework and relationship against transactional approaches). Six case studies, highlight QDCD as an advantageous market niche, where competition is minimised on the basis that all tangible and intangible routines across DCD will be coordinated to conform to the value proposition, enhancing the prospect of customer identification through design. The Key Account Manager (KAM) role can ensure coordination across DCD activities, by building on the emerging hierarchy/adhocracy cultural pattern to make strategies and routines more explicit internally. KAMs can also activate the tacit RM practices becoming more explicit, by reinforcing the relationship between the internal and external organisational interfaces, namely the organisation and the 6 markets. Finally, branding emerges as a comprehensive solution to marketing QDCDs. Then, branding and the contribution of KAMs in embedding it in the organisational context are further explored.
Quality design, construction and development enterprises: Exploring the model and marketing strategies for integration
Quality Design Construction and Development (QDCD) firms, provide an alternative to the outsourcing trends in construction - competing on the added value derived from producing high-quality design - which is reinforced by the ability to further enhance value across the integrated activities. A QDCD enterprise model is developed, drawing upon several sources, including QDCD origins and scope, design-led organisational issues (structure, culture, processes), systems integration, marketing (investigating the 6 markets framework and relationship against transactional approaches). Six case studies, highlight QDCD as an advantageous market niche, where competition is minimised on the basis that all tangible and intangible routines across DCD will be coordinated to conform to the value proposition, enhancing the prospect of customer identification through design. The Key Account Manager (KAM) role can ensure coordination across DCD activities, by building on the emerging hierarchy/adhocracy cultural pattern to make strategies and routines more explicit internally. KAMs can also activate the tacit RM practices becoming more explicit, by reinforcing the relationship between the internal and external organisational interfaces, namely the organisation and the 6 markets. Finally, branding emerges as a comprehensive solution to marketing QDCDs. Then, branding and the contribution of KAMs in embedding it in the organisational context are further explored.
Quality design, construction and development enterprises: Exploring the model and marketing strategies for integration
Kioussi, S (author)
2008-11-01
Doctoral thesis, UCL (University College London).
Theses
Electronic Resource
English
DDC:
690
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