Contents -- 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 -- Market structure, price determination and competition in construction -- Conclusion -- 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 -- Project portfolios and potential capacity -- Sub-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.

Related and supplier/sub-contractor indiistries -- Firm 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 -- Marketing orientation and relationship marketing philosophy -- Service 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 -- Entry and exit barriers exist in an industry -- 'l'he nature of the firm -- The firm's product in construction -- Core business, core competencies and distinctive capabilities -- Innovation in construction -- Typologies of firms -- Strategy -- Structuring the strategic management process -- The decision-making role of the strategist -- The elements of competitive strategy -- 'l'he marketing function and its coiitribution to competitive advantage -- Tools, techniques and methodologies for competitive advantage -- Construction corporations and contracting corporations -- Structure, strategy and process - managing the diversified construction firm -- Construction strategies.

Project portfolios and potential capacity -- Sub-contracting as a production strategy within project portfolios -- Management as a source of competitive advantage -- Supply chain management in construction -- International construction -- Conclusions on managing construction corporations -- Thc consultants - the construction professions -- Implications for professional practices and the building professions by size of firm -- Conclusions on managing construction consultancies -- Conclusions -- A contingency model of strategic management for construction -- Index.