Strategies Adopted by International Architectural, Engineering, and Construction Firms in Southeast Asia
by Florence Yean Yng Ling, (Assoc. Prof., Dept. of Bldg., Natl. Univ. of Singapore, 4 Architecture Dr., Singapore 117566 (corresponding author). E-mail: bdglyy@nus.edu.sg), C. William Ibbs, (Prof., Dept. of Civ. and Envir. Engrg., Univ. of California, 213 McLaughlin Hall, Berkeley, CA 94720. E-mail: ibbs@ce.berkeley.edu), and Ewen Wei Chew, (Operations Analyst, Barclays Bank PLC, 23 Church St., Singapore 049481. E-mail: ewen.chew@barclayscapital.com)
Journal of Professional Issues in Engineering Education and Practice, Vol. 134, No. 3, July 2008, pp. 248-256, (doi 10.1061/(ASCE)1052-3928(2008)134:3(248))
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| Document type: |
Journal Paper |
| Abstract: |
There are many business opportunities for international architectural, engineering, and construction firms to work in Southeast Asia (SEA) due to its high volume of construction demand and its growing economy. Before entering the region, these industry practitioners need to decide on the appropriate market entry modes and business strategies. The objectives of this research are to investigate the effective market entry modes and business management strategies that industry practitioners can adopt for SEA projects. The research method is based on a structured questionnaire. The study found that the most effective market entry modes are: setting up wholly owned foreign subsidiaries and forming project joint ventures with local firms. The most effective business strategies are: providing a superior product or service and paying great attention to client satisfaction. It is recommended that industry practitioners place emphasis on customer satisfaction by considering all aspects of the client’s requirements and the proposed project’s usage throughout its intended life cycle, to differentiate itself from its competitors. |
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