Formulating competitive strategy in the UK housebuilding industry : executive summary

PDF WRAP_THESIS_Davies_2003.pdf - Requires a PDF viewer. Download (17MB)

Request Changes to record.

Abstract

The UK housebuilding industry faces the challenge of meeting demands for higher
quality and greater choice with a construction process that has not changed for many
years and a diminishing pool of skilled labour. The situation is exacerbated by the
difficulties of finding sufficient land for development. This has led to a strategic bias
amongst housebuilding companies towards land acquisition and asset turnover which
results in a lack of customer focus. The sector is therefore vulnerable to new entrants
with new technologies and more professional customer care practices. These
circumstances present an opportunity for a UK housebuilder to develop competitive
advantage by pursuing a strategy of innovation leadership. Such a strategy has proved
successful in other sectors such as the automotive industry.
This thesis analyses industry trends and lessons from best practice to shape a new
competition framework for the UK housebuilding industry of the future. This
suggests that research and development, product design, process and project
management, relationships with customers, quality and innovation will be of growing
strategic importance.
Techniques such as the Balanced Scorecard, Strategy Mapping and Technology
Roadmapping can help firms to explore options and formulate strategies to compete
effectively in changing competitive environments. These tools have been employed
to create a strategy for a major UK housebuilding company, balanced across four
perspectives: financial; customer; internal business processes; learning and growth.
This strategy has been implemented principally through the launch of three new
businesses that have stimulated change within the core housebuilding business.
Progress has been made in enhancing the company's value proposition downstream of
its core business and in improving quality and efficiency through the introduction of
off-site manufacturing into upstream operations. Early results suggest that innovation
leadership can be an effective strategy for a UK housebuilder but progressive culture
change across the industry is a key driver for long-term success.

Request changes or add full text files to a record

Repository staff actions (login required)

View Item