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JOA Group is a privately owned construction project management consultancy with revenues of $1.3M per annum. Operating in the highly competitive, highly fragmented construction sector, JOA Group has limited capital and is primarily reliant on one large account. Since forming in 1996 the firm has grown organically from one employee to ten. It has maintained a competitive advantage through its reputation for high integrity, quality personnel and professionalism. The firm’s business model and resources were analyzed in order to formulate three growth strategies. The strategies are to be underpinned by activating existing cultural norms, promoting communication best practice and formalizing HR policies. Strategic initiatives proposed by 3Z Consulting include: backward integration, geographic expansion, and focused marketing and business development. The strategy would focus on growing business in response to an expected increase in smaller public maintenance projects (between $1M to $50M) which are less susceptible to budget constraints as the government phases out spending on large capital projects ($100M - $1Bn). A three-year financial model supporting the proposed strategy and business model is presented. Risks identified to the new business model include limitations in resources (time and capital) and the potential for direct competition from large firms moving down market.