Industrialized building companies apply various product predefinition strategies, derived from market- or resource-based strategic perspectives. This strongly affects the buildup of such companies' business models and their operational structure. Ten companies were included in a case study, presenting strategic orientations and business models. The aim of this study was to analyze the primary characteristics of different business models applied by industrialized building companies, further describe their strategic orientations, and picture different paths of business model development. The emergence of industrialized building companies implies that new offerings and new roles for the building market is explored to lead to competitive advantages. This study showed that a key driver is to use deep customer knowledge to develop competitive end-product offers aimed at certain customer segments, achieving high customer value. Further findings were that a good fit and balance between the business model corner stones - offering, operational platform and market position - are crucial for industrialized building companies' success. Business models for industrialized building companies evolve over time and lead to a fine-tuned balance and, thereby, increase fit. Differences and similarities between the studied companies' business models and strategic orientations were affected by the surrounding market conditions. This study contributes to the theoretical buildup of business models and strategic orientations of industrialized building companies, and contributes to practitioners' understanding of industrialized building companies from a strategic, company perspective.
|Journal||Journal of Construction Engineering and Management|
|Publication status||Published - 2018 Feb 1|
Subject classification (UKÄ)
- Construction Management
- Business Administration
- Business model
- Construction materials and methods