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Cheung, F K T, Kurul, E and Oti, A H (2016) A case study of hybrid strategies to create value for a contracting business in the education sector in England and Wales. Construction Management and Economics, 34(04), 335-52.

  • Type: Journal Article
  • Keywords: case study; construction marketing; s-d logic; hybrid strategies; value co-creation; construction; customer relations; customer services; supply chains; marketing
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446193.2016.1200107
  • Abstract:
    Successful hybrid strategies adopt service marketing principles although the adoption of those principles by construction marketers is not apparent. Through an interpretive inquiry approach attempting to capture multiple views in a case of successful strategic programmes for the primary school market, various value co-creation elements of the programmes are assessed according to four axioms of service-dominant (S-D) logic. The strategic programmes were found to create value by (1) developing new skills and knowledge, building relationships to leverage skills and close the knowledge gaps; (2) enhancing interactions through customer engagement, dialogue creation and enrichment, the use of BIM technologies and social networks; (3) strengthening many-to-many relationships through supply chain integration; and (4) assisting individual customers to define their value propositions and to evaluate them through free self-service systems, and products and services inquiries. Further research is needed to assess how customers value the various co-creation elements identified in the paperevidence for applying the generic value co-creation principles to marketing in construction.;  Successful hybrid strategies adopt service marketing principles although the adoption of those principles by construction marketers is not apparent. Through an interpretive inquiry approach attempting to capture multiple views in a case of successful strategic programmes for the primary school market, various value co-creation elements of the programmes are assessed according to four axioms of service-dominant (S-D) logic. The strategic programmes were found to create value by (1) developing new skills and knowledge, building relationships to leverage skills and close the knowledge gaps; (2) enhancing interactions through customer engagement, dialogue creation and enrichment, the use of BIM technologies and social networks; (3) strengthening many-to-many relationships through supply chain integration; and (4) assisting individual customers to define their value propositions and to evaluate them through free self-service systems, and products and services inquiries. Further research is needed to assess how customers value the various co-creation elements identified in the paperevidence for applying the generic value co-creation principles to marketing in construction.;

Hellström, M, Wikström, R, Gustafsson, M and Luotola, H (2016) The value of project execution services: A problem and uncertainty perspective. Construction Management and Economics, 34(04), 272-85.

Ling, F Y Y and Li, S (2016) Business models for foreign firms offering construction-related consultancy services in China. Construction Management and Economics, 34(04), 218-35.

Mills, G R W and Razmdoost, K (2016) Managing value co-creation/destruction: A longitudinal education capital programme/project case study. Construction Management and Economics, 34(04), 286-301.

Murtagh, N, Roberts, A and Hind, R (2016) The role of environmental sustainability in marketing of small architectural design practices. Construction Management and Economics, 34(04), 258-71.

Preece, C N, Mat Isa, C M, Saman, H M and Che Ibrahim, C K (2016) Development of entry location, entry timing and entry mode decision model for construction firms in international markets. Construction Management and Economics, 34(04), 236-57.

Razmdoost, K and Mills, G (2016) Towards a service-led relationship in project-based firms. Construction Management and Economics, 34(04), 317-34.

Swarts, K M, Lehman, K and Lewis, G K (2016) The use of social customer relationship management by building contractors: Evidence from Tasmania. Construction Management and Economics, 34(04), 302-16.