Marketing Management
"Marketing ideas have made singularly little penetration into
the centres of influence of the construction industry. To some extent this
follows from the character of the industry as an agglomeration of service
organisations, not without structural relationship to one another, but serving a
clientele from which individuals seek service very infrequently." (Jepson
& Nicholson, 1972: p.1) Although times have and are changing the above
statement despite being written over twenty five years ago is still to some
extent very true. The subject of this assignment is a construction firm that has
recently designed and implemented a marketing management strategy. The objective
of this assignment is fourfold, firstly the companyís approach to marketing
management will be documented this will then be related to marketing management
theory Then by analysing data collected through research the effectiveness of
the strategy will be discussed. Finally using marketing management theory as a
foundation recommendations will be made to identify where the initial strategy
could be improved in order to promote future business development and success,
in line with the strategic mission of the company. The organisation in question
has strong foundations, since itís incorporation in the mid fifties turnover
has grown in line with inflation. In 1984 the Company was purchased by the son
of the original managing director, he took up the role of new managing director.

By the beginning of the 1990ís it became apparent that the company had reached
a stage where it was no longer a small "hands-on" enterprise. The
level of turnover and number of employees had increased at such a rate that the
organisation now employed a sizeable management team. All with an experienced
technical background in the fields of surveying, estimating or site management
and who had either progressed through the ranks of this firm or other
organisations of a similar size and nature. The company was at the time of the
initial implementation of this initiative inexperienced in marketing management
and strategy. However, the senior personnel realised the company had reached a
stage where future business growth wasnít just going to come from hard work,
doing the job well and relying on a good reputation. The view was taken that it
was necessary to pursue new ventures to bring about growth and development. The

Company has a large contracting portfolio with contracts completed for public
and private clients in the commercial and industrial sectors. Appendix A shows
the diversification with the selection of recently completed projects and list
the clients for whom work has been carried out. The reason for a firm of this
size carrying out such a wide range of activities is largely based on the belief
that in such a competitive industry as construction it has been necessary to
take on whatever type of work was available in order to maintain a consistent
order book. In developing the companyís marketing management strategy numerous
workshops were held, attending these were the company directors and two senior
managers. Information on the company was gained from interviews with the persons
attending these workshops. There are many reasons for running a business, this
company wanted to be clear on why it wanted to improve or introduce the
marketing effort so that appropriate goals can be set. The aim of wanting to
grow the business by increasing sales while at the same time sustaining the
level of profit margin is the underlying factor in this case. Turnover could be
increased very easily as most of the work is procured on an invitation to tender
basis where the deciding factor is almost always price, however, "buying
in" work will not necessary have a long term positive effect. The secondary
objective was to secure profitable business relationships. These objectives are
reflected in the mission statement in the appendix B. The development of the
mission statement was the start of the companyís marketing management
initiative. The companyís overall objective in the eyeís of the leaders was
defined. It was thought the development of a mission statement would provide the
foundation needed. Perhaps the implementation of a mission statement doesnít
have a direct link to the theory of marketing management however itís place in
the overall field of strategy is illustrated below. "A firmís mission is
top managementís view of what the organisation seeks to do and become over the
long term. Expressed in the form of a mission statement it provides a publicly
available summary of the long term goals of a firmís top managers."
(Barney, 1997: p.10) After the preliminary stage it was decided that careful and
critical examination of the company would be needed. The questions of what do we
do well