Marketing Construction Management Services

by L. William Murray, Prof. of Business Administration; McLaren College of Business Administration, Univ. of San Francisco, San Francisco, Calif.,
Sunil Aggarwal, Grad. Research Asst.; Univ. of San Francisco, San Francisco, Calif.,
Evelyn R. Gallardo, Grad. Research Asst.; Univ. of San Francisco, San Francisco, Calif.,
Ron Woywitka, Grad. Research Asst.; Univ. of San Francisco, San Francisco, Calif.,


Serial Information: Journal of the Construction Division, 1981, Vol. 107, Issue 4, Pg. 665-677


Document Type: Journal Paper

Abstract: A survey of ninety-five construction management firms and two hundred twenty-two construction management clients was undertaken to assess marketing practices and preferences. Forty-nine firms and forty-six clients responded to the survey. An analysis of the firms' responses indicated that the most important determinent of contract awards was the amount of general experience of the firm. Clients stressed the importance of the quality of services provided by the firm. Clients desired more information to assess the quality of the firm's proposed project manager. A marketing model is developed to assist construction management firms in positioning their marketing efforts. The model focuses upon the project manager, the project team, and requires that the firm include information to enable the clients to evaluate the firm's flexibility of their problem solutions to the clients' construction management problems.

Subject Headings: Client relationships | Construction companies | Marketing | Project management | Surveys (non-geomatic) | Information management | Managers

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