On the construction market the participants tend to work in the short term and are limited rational using the accumulated knowledge and experience in their practice. In addition, it is characterized by a low level of inter-company connections, i.e. the same team seldom works together more than one project, resulting in a fragmentation of responsibility. The complex relationships between the firms involved in the vertical chain of value creation in construction objectively impose the need for their improvement and more efficient management. The aim of the study is the analysis the possibilities of creating a relatively stable relationship and a joint approach of clients, contractors and subcontractors by deepening the specialization and differentiation of each intermediate product, improving the quality of the final product, optimizing the costs, creating a higher additional value at each stage of the chain and ensuring economic, social and environmental performance of construction.
Every firm today is facing significant problems which are a consequence of the influence of external and internal factors. This necessitates strategic changes in its activities, which focus on the development of the basic elements of intangible assets - people, knowledge and system, whose effective combination allows building competitive advantage and company growth. The main, specific intangible resource of the company is the business model itself, which is the economic basis of the strategic behavior of the company. From this point of view the purpose of the study is: 1) developing a sustainable business model for the construction firm, 2) analyzing the mechanism by which the manager creates and/or develops his own sustainable business model, taking into account the specifics of the construction market.
The dynamic changes in the external (and often inside) environment place every firm in front of serious new and unknown challenges and make it more difficult to adapt to them. Under these conditions known traditional short-term models of corporate behavior have an increasingly limited role and a chance for success. The main problem and goal of the company should be a clearly defined long-term strategy that allows building competitive advantages and performance. Therefore, the purpose of the study is to analyze the impact of a dynamic external environment (market) on strategic behavior by developing a conceptual model: “Dynamics of the external environment (market) - Strategic behavior - Competitive advantages” to be applied and tested in the activity of the construction firm.
For a long time in economic theory and practice, regulation is only linked to the need for state intervention in monopolistic markets, by developing uniform, simple regulatory rules to limit and control the monopoly power, the monopoly price, mergers and acquisitions between companies in the same industry and others. In recent years the prevailing opinion that government regulation is particularly necessary in oligopolistic markets where there are several leading, dominant companies that can influence the price, quantity and quality of the product offered. However, this regulatory policy should not apply to common rules and taking into account the specifics of the market/industry, market structure (concentration level) of the various market segments and the relevant economic activity. The aim of the study: 1) Evaluation of the efficiency of the construction market, 2) Demonstrate the need for government intervention, 3) Guidelines for the implementation of the regulatory function of the government.
The specificity of construction as an economic activity and of the construction product (goods and services) determine the existence of a complex vertical chain of links, involving different actors, which they perform simultaneously the function of the buyer of the product from a previous participant and vendor product to the next participant. In practice, this means that in every unit of the vertical chain construction firm as a buyer of resources and services can be monopsony or oligopsony, on the other hand as the seller of the created product may be in the role of a monopoly or oligopoly on the market. The aim of the study is the analysis the model of a bilateral monopoly on the resource and product market, the conditions of equilibrium and the behavior of the construction firm at the entrance and the exit, taking into account the specificities of different segments of the construction market.
Usually, the possibility of product differentiation of the construction company is defined as restricted, limited. Product differentiation as a key element of product policy aims to create a sustainable competitive advantage in the minds of consumers, using tangible and intangible characteristics and product properties compared to the next strongest competitor. The ability of any company to differentiate their own product makes it distinct from competitors and gives the opportunity to control the market and build competitive advantages. The aim of the study is to prove: 1) The need to differentiate the product of the construction company, 2) Guidelines for differentiation of the construction product taking into accounts the specifics of the construction market, product and process.