Competitive Strategies In Quantity Surveying (Qs) Firms During The Economic Turbulence Period (2006-2010) In Malaysia
Rapid change in the global marketplace offers formidable challenges to firms in the construction industry. These firms need to apply competitive strategies appropriate to their objectives to keep an edge over the competition. By offering professional service in the industry, quantity surveying...
Saved in:
| Main Author: | |
|---|---|
| Format: | Thesis |
| Language: | English |
| Published: |
2013
|
| Subjects: | |
| Online Access: | http://eprints.usm.my/45175/1/Nur%20Azila%20Binti%20Adros24.pdf http://eprints.usm.my/45175/ |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Institution: | Universiti Sains Malaysia |
| Language: | English |
| Summary: | Rapid change in the global marketplace offers formidable challenges to firms in the
construction industry. These firms need to apply competitive strategies appropriate to
their objectives to keep an edge over the competition. By offering professional service
in the industry, quantity surveying (QS) firms are different from product-based
industries in terms of services provided, relationship between firm-client, and
competitive style with existing and new firms. Four common types of competitive
strategies exist in the industry: cost-leadership, focus, differentiation, and growth
strategies. Selecting the most appropriate competitive strategy to remain resilient in
the industry is essential for QS firms. The success of any strategy adopted is
determined by the performance of the firm. This research aims to investigate the
application of competitive strategies of QS firms by studying the strategies applied by
these firms during the economic turbulence period (2006 to 2010). First, this research
identifies the strategy adopted within five years, that is, from 2006 to 2010. Second, it
identifies the competitive strategies applied by QS firms based on their sizes. Finally,
it examines the business performance of QS firms. A survey has been conducted
among QS firms located in Kuala Lumpur and Selangor, and the response rate is 48%.
The data gathered is analysed using descriptive analysis. The finding for the first
objective reveals that differentiation strategy is the most preferred competitive
strategy, whereas growth strategy is the least preferred. For the second objective, the
finding indicates that differentiation strategy is the most applied competitive strategy
among small, medium-sized, and large firms. Under differentiation strategy,
‘branding strategies’ is the most important competitive element for all firm sizes. |
|---|