The History Of Mitsubishi Electric Corporation Marketing Essay

The History Of Mitsubishi Electric Corporation Marketing Essay The product/service is about a universal system that is being installed in any room or house and controls all the electrical and other things in the room. These things include air conditioning system/temperature adjustment, sound system, doors and windows, lights etc. moreover these option can be altered and can be customize till specific things as per your clients requirement. The target market for the product would be mainly hospital, hotels and offices and big organizations. The target market would be sec a1 and a2 people who have high income and are educated as the product is a bit technical and requires knowledge to make it work. Moreover the system could also be installed in any specific room of the house. All that the product requires is initial setup as per customers requirement moreover further modification can be done to change the settings. The result that we expect from the launch of the product is high as such a system is not yet available anywhere in the world. Specific remotes are present that can control one or two such things but no such automated system that controls all the things automatically. As this system is unique and would be considered luxury so more and more hotel owners and big organizations would be interested to avail such a luxury product. And they would be given specific discounts if they install, in large quantities such as entire floor of a hotel or building. Moreover hospitals are another target market that we would be targeting specifically in the rooms of the patients so that they dont have to move that much, they just have to adjust the settings according to what they want and then it would be easier for them to stay. History of Mitsubishi Electric Corporation The history of Mitsubishi Electric is the history of the development of modern Japan. The company was founded in 1921, when Mitsubishi Shipbuilding Co. (now Mitsubishi Heavy Industries, Ltd.) spun off a factory in Kobe, Japan that made electric motors for ocean-going vessels into a new company called Mitsubishi Electric Corporation. In that year, the new company entered the consumer sector by manufacturing and marketing an electric fan, which became a hit product. Over the next decade the company succeeded in landing major contracts, including one for the development of an electric railway substation. In the 1930s Mitsubishi Electric started manufacturing, installing and maintaining elevators and escalators as well as producing electric power generation equipment. The company continued to grow and branch out at a brisk pace, and by 1960 had emerged as one of the most innovative diversified electrical equipment manufacturers in Japan. In the early 1960s the company also turned its attention to environmentally conscious manufacturing techniques many years before environmental concern became a serious issue. Over the next two decades the company began extending its reach overseas while establishing itself as a pioneer in the development of computers, advanced air conditioning systems, automobile electronics, satellites powered by photovoltaic technology, and nuclear power generation. From 1980 to the present day, the pace at which Mitsubishi Electric has introduced and refined breakthrough technologies and products for the benefit of society, industry and individuals has been nothing less than astonishing. These technologies include the worlds first large-scale LED screen for sports arenas, the worlds largest CRT television screen for the consumer market, the worlds first spiral escalator, the worlds fastest elevators, the antenna technology behind the worlds first commercial in-flight Internet service, and much more. Today Mitsubishi Electric is a global giant, with operations in 35 countries, more than 100,000 employees, and consolidated net sales of more than US$32 billion. The Product/Business Idea The mission of the company is to design a specific luxurious product that would facilitate the prospective customers. So that they dont have to keep several remotes and keep on changing the settings of each and every thing in the room, the purpose is to facilitate them ,the advantage company has by the launch of the product is its uniqueness and large target market. The company aims to achieve large revenue from the launch of the product moreover ensuring after sales service and to make loyal customers of the product. Smart objectives The company aims to launch the product in such a way that it fulfills maximum requirements of the customers and can be easy to handle, as the product is of different kind the company has decided to make a test product and testing it for sometime so to avoid complications in the product. The current objective is to install it to some specific locations by making agreements, so that it could help to serve its customers in most beneficial way. Then after sometime launch the product to broader commercial level. Estimated sales During our testing phase we plan to install our product initially in hospital, hotels, houses offices and school according to their specification. After their approval we would install the whole product with all functions activated they want. It is a complete product according to the consumer want. We have estimated a steady growth in our sale because our product is new to the market and overall economy of the world is in recession. We have estimated about 3 pieces a day and steady increase in the number of products sold after the awareness and huge spending on the promotional activities. The economic condition in Pakistan and the product is new although it is launched by the renowned company with more than 80 year experience globally and brand name of Japan which we all know is master in these kinds of products. Product Positioning Our basic concern with positioning the product favorably in the minds of the consumers relative to the competitors. We are focusing our product Universal controller as superiority with respect of other indirect competitors. Our product is positioned by use and application. Figure shows a position of our project which is realized by investigation in the form of extensive surveys and primary research through focus interviews etc. Our product is positioned with attributes like Luxurious, Expensive and Sony also comes in this segment according to the diagram. Whereas other competitors brand such as Samsung, JVC, Nobel, Pel, Dawlence are positioned in terms of functional and traditional. Sony Haier JVC Panasonic Nobel Universal Controller Expensive Luxury Functional Traditional Pel Market Analysis Our overall market constitutes of SEC A1 and A2. Our segmentation strategy is to target niche market for such an expensive product and our first priority is to satisfy our customers by providing good quality of both goods and services and base our marketing strategies according to that. Mitsubishi Company is diversifying i.e. it is adding up a new product line which is unrelated to existing ones. Therefore Universal controller is targeted to entirely distinct segments. We have diversified as our firm seeks to be unique in its industry and market segmentation along with particular dimensions that customers value. These dimensions might pertain to quality, design, and service, variety of offerings etc. imposition of our marketing strategies under the age group of 25 years and above with higher bracket income who can afford to use the product. Main users of this product comprises of management of Companies/Hospitals, Five star hotels, Big Multinationals and corporations, Homes etc. we p lanned to have a strong and adequate distribution network channel to make it available in Urban areas because majority of high income holders live in these areas. We have also determined strategies based on behavioral influence, their attitudes. One may use the product and offer others to use same product after getting fully satisfied and act as a Reference group. Reference group is one of the important and have a great influence in consumer purchases, eventually persuade others to make a decision to purchase after getting cost-benefit analysis and evaluation of alternatives. Reason for launching this new product with its distinctive qualities are to have an competitive edge with other companies and to create value for money i.e. people should pay exactly the cost that would equate to benefits derive from consuming it. Our new product is address to completely new market and it is combination of some of the existing products which work separately so by actually realizing the preferen ces and new uses of the product, we made this product to meet demand that other fails to deliver. Universal controller is identified as a want of the customers which offer them complete control for whatever they want since it is customized and meet all their requirement related to electronic appliances such as room temperature control, time settings, Camera options with security control, automatic doors and windows, lightening etc. Competitors Analysis We will compete in electrical industry, where market operates with numerous products effecting our new product indirectly. there is no direct competition but there are many indirect competitors that are currently satisfying the needs of our proposed target such as all the operating units include air condition, systems which control lights, sensor for security alarms etc whereas each unit is matched by the frequency of one controller manually but our product is compatible with variety of appliances by matching up appropriate frequency. Our product holds advantage which is far more then the competitive advantage obtains by our competitors. The foremost effect which we might face after launching our product in the market is that other competitors would copy our idea, hence would make efforts to adopt our technology through tests and inspections by the engineers. There is a threat in case of existing new firms servicing same product and making suitable plans to capture our market share a nd profits. Initially well charge higher prices to cover our initial cost of investment as soon as possible before other firms fill up that space. Product Life Cycle Introduction Growth Maturity Decline Phase out Mitsubishis Universal Controller Other problems which might occur that charging a relatively high prices in introduction stage of our product lifecycle only early majorities would prefer to consume for their Life style who are minorities and on the other hand late majorities would wait for its popularity before consuming it when multiple of other substitutes will be available. In introduction phase of the lifecycle, there are usually high production and marketing cost, and since sales are not materialized, profits are low thus it is important to recognize the necessity of altering the marketing mix to meet these changing conditions. Product Adoption Obviously not all the customers immediately purchase the product in the introductory stage of the product lifecycle, initial purchase of Universal Controller would be undertaken by innovator and Early majorities, those who are first to buy the new product and comprises of those people who are venture some and willing to take risk. Product Improvement We have a policy of changing and alter the product within the specified period of time to make people aware on regular bases regarding the product improvement. We planned to improve and alter by changing the feature of the product, its outlay, design, packaging and so forth. The reason for such a change to attract more customers, provide them upgrade models through marketing research development and modifying into new versions. Marketing plan Marketing plan is an essential component for all businesses. All businesses that are successful have followed a plan. Their success did not happen because of luck, it happened because the success was planned. A marketing plan helps establish, coordinate, and direct marketing efforts. It forces the organization to take a good, hard look at the market of your field and what is currently happening to it. Its a time to establish marketing goals and objectives, which can be later used for benchmarking yourself. Marketing plans helps keep the organization on the right track by following the guidelines it sets. It is also critical when trying to borrow money. When an organization plans to allow you to borrow money or invest in your organization, they require to examine your business plan. The marketing plan is a critical part of the business plan. Marketing Plan Elements: Executive Summary: brief explanation of what the organization does its mission statement, the managements infrastructure, and a short summary about the marketing objectives and the proposed plan. Current Marketing Situation: provides information about the current location, the target markets, and competitors in the market. Competitor and Issue Analysis: a more detailed description about the competition. Also includes potential challenges that could arise in the future due to business issue. Marketing Objectives: where the marketing goals and financial objectives are set. Objectives should be challenging, yet attainable for the organization. Marketing Strategy: plan for meeting the marketing objectives. Incorporates the marketing mix. Action Programs: an explanation of the different tasks of the marketing strategy. What will be done? When will it be done by? Who will do it? What will it cost? Budget: A more detailed look at the cost of the proposed marketing activities. Measurements: sets levels to measure if objectives are being met. Sets timeline to meet these measurable objectives. Supportive Documents: references to support the marketing plan. Includes the marketing research report. Controls: monitoring system for the marketing plan. Monthly or quarterly checklists to insure that the plan is operating effectively. Also included contingency plans. Plans of action in the event of a crisis. It is important to regularly update marketing plan. The market changes almost by the hour. The first marketing plan you create probably will not be effective in the future. Macro Environmental Factors Affecting Our Marketing Plans Economic Condition: Economic condition is a significant force that is affecting the marketing activities of just any organization. Economic conditions are reflected in business cycle Prosperity, recession, depression and recovery. High Inflation rate affects, as less people will buy the product so good idea would be to cut cost rather than evaporate. Competition: A companys competitive environment has major influence on its marketing program. Brand Competition (Pel, Waves and Haier) Substitute Product (Automatic air conditioner, Sensor door ) General Competition Marketing Objectives Marketing objectives which derive from the corporate objectives relate to needs of the target markets as well as to specific sales goals. These may be referred to as general need satisfying objectives and specific sales target objectives. Our marketing efforts will focus on communicating that promise to our clientele. While making marketing objectives a lot of care and extensive information is required so that the objectives which are drafted fit the companys strategic plans at all levels. As marketing objectives are set as benchmark and every individual in the firm has to work for attaining the desired results. We have set some wide and important marketing objectives. Mitsubishi is a company that has been known as a consumer friendly firm for the reason that the company has always strived hard to make their customers happy. So that in return they give loyalty and long term commitment to the product as well as the company. Ultimate controller gives understanding customers need great importance and seriously work on it. If your customer is not satisfied one cannot exist in the market for long. Developing new products, as Mitsubishi enjoys goodwill and a good reputation across the world, the ability to produce new products under its banners as customers at large trust the company. Another important aim of the marketing department is to create brand awareness. Even though a company like Mitsubishi and its product do not need any introduction but to capture the crunch which other acquires it is necessary to make people know about the new product which is known as ultimate controller. Increase product awareness among the target audience. Inform target audience about features and benefits of our service and its advantages. Decrease or remove potential customers resistance to buying our product. Need satisfying objectives means shifting managements view of organization from a producer point of view to a satisfier of target market needs. In the case of Mitsubishi who promises and aims to provide top of line products in the market take help of research and test marketing in order to adjust need satisfying overall objectives. Mitsubishi is a highly financed company who believe in quality provision to the consumer rather than quantity make ads which best fit the mind frame of the target market, putting no negative effect on any individual. For the product which we have come up is designed after a intense research on different fronts in order to know what actually consumers demand and what are their preferences. After evaluating the research they come to a conclusion which is best suited to consumers. So that consumer is happy with the product, the company and remains loyal to both. Test marketing is another technique used by the company in order to judge the minds of the consume rs. The main focus of this type of marketing is, consumer are the best judge and evaluators and by getting results before launch will definitely improve many things which might go against company and product if not properly researched. Marketing Overall Strategy Letting the Customers Know us: It is a fact well known that if your marketing is strong and you are able to get public attention the chances of increased profitability are very high. Therefore marketing wing of ultimate controller department is highly financed and this department strives hard so that it puts long lasting and positive impact on companys profits. Profit is not the only aim of a company when it enters the market. Acquiring market share is essential for surviving in the market. We need to create good relations with our customers. But good relationships are built on trust. So it is natural that the customers would want to learn as much as they can about our company. In this modern age the vast majority of shoppers do their research on the  web  before making a purchase. Having a company website is a cost effective way to convey in-depth information about our product. Competitive Based On Value: Most people choose the product that provides the greatest value for their money. In a competitive market, theres price parity among the principal players. But since we are providing a product that is the first of its kind in Pakistan so we need not to cut our prices or rates, but instead we will add additional services that will elevate our offer making it too good to resist. This is called bundling. we may need to test various offers until you find a winning combination. Keep In Touch: We will be communicating with our customer database at least every four to six weeks. Use a combination of sales and marketing tactics to stay in touch, such calls, e-mail and postal mail. We will make a habit of periodically communicate with our customers for any problems they may have faced and their recommendations. We would also ask the customers to forward our product information to friends or family members who would appreciate our product and would help us to increase our customer database. We would emphasize on building strong relationship with our customers and their recommendations would be welcome. Strategies to Maintain and Expand Future Growth: We pursue a variety of growth strategies, including the following: the VI Strategy, which aims to make strong businesses stronger, the AD Strategy, which is designed to reinforce solutions centered on strong businesses; and the Global Strategy. With a wide range of products and businesses that are both competitive and enjoying growth in markets worldwide, the ultimate controller is pressing ahead with these strategies as it strives for further domestic and global success. Marketing Mix Strategies Product: The product/service is about a universal system that is being installed in any room or house and controls all the electrical and other things in the room. These things include air conditioning system/temperature adjustment, sound system, doors and windows, lights etc. moreover these option can be altered and can be limited till specific things as per your clients requirement. The product is under the strong brand name of Mitsubishi electric. Making User Manuals Easy to Understand: The ultimate controller promotes measures to create user manuals that are easy to read and understand, enabling customers to use products safely and comfortably. Our guidebook for producing user manuals forms the basis of these measures, Changes for the Better, our corporate statement, encapsulates all that we stand for and aspire to a brighter future for society, industry and everyday life through innovation. Universal Design that Provides Ease of Use: Universal controller is designed in such a way that they can be used by as many people as possible. Mitsubishi Electric works to make products that are truly easy to use and easy to live with, by assessing products in terms of whether they facilitate worry-free living, are simple and easy to understand, use displays and expressions that are easy to identify, and incorporate ergonomic We are also working consistently to develop and improve universal designs both for the way products are used and for easier installation and maintenance. After sale à ¢Ã¢â€š ¬Ã‚ ¦.Principle of Notification, Collecting Information, Repair and Recall of Products: In a case where there is a report that a major problem has occurred in a product that we have sold, we have a system for quickly and accurately considering and deciding on steps and measures to take, including the participation of upper management. For recalls in particular, we will work on an ongoing basis to make sure all the relevant products that were sold are returned and repaired, and we will apply these efforts to a wide array of sales channels. Price: Premium pricing: Premium pricing is the practice of keeping the price of a product or service artificially high in order to encourage favorable perceptions among buyers, based solely on the price. The practice is intended to exploit the tendency for buyers to assume that expensive items enjoy an exceptional reputation or represent exceptional quality and distinction. People think that higher price mean a superior service or product. It does not. New firms that may come into the market may provide the same quality service at lower cost. This would lead the customers to think that lower priced companies have poor customer service and a defective product. We are going to use the following two factors to enhance premium pricing: First, specialized knowledge about the service, and prove it to the customers by telling them about the impact new hardware would have on their live and guide them through the process of installation. Second, we will not hide the high price. But we will also explain the reason why the solution to their problem is too expensive, and why it would actually benefit them more in the long run. We can also gain valuable insight of our target market by testing the price before releasing that price to your whole target market. The price of our product/service would be 50,000/- if installed in a single room. Whereas special offers would be given on installation of bigger units such as one entire office or hotel floor. Moreover negations could be done on these bigger projects, by minimizing the contents of the product. it would also be favorable for the company to install on big projects as the cost of installing is less than a single room. Distribution: We would choose direct distribution channel because our product is totally new to the global market. The product is high-involvement and is not part of the regular purchase pattern. Its complex nature ensures that the customer has to be deeply involved while buying the product. Moreover, he should also evaluate all the possible alternatives. Through the direct distribution channel, we would be in a position to exercise more control over the channel. We could satisfy our customers with timely delivery and be in a position to reduce our distribution costs. Thus, meaning a reduction in the expenditures in the short and the long run. A pull selling strategy is one that requires high spending on advertising and consumer promotion to build up consumer demand for a product. If the strategy is successful, consumers will ask their retailers for the product, the retailers will ask the wholesalers, and the wholesalers will ask the producers. Push marketing is where you develop advertising and promotional strategies geared toward your marketing and distribution channels to entice them in promoting your product. But since we are marketing the product ourselves and there are no whole sellers, intermediaries or agents we cannot utilize push marketing for our product or services. Our marketing involves creating an environment encouraging sales. The promotion campaign is to be powerful enough to pull the prospects towards the product and service. The traditional hard-selling Pakistani approach calls for pushing the products towards the clients. However, in the modern business era, the pull strategy is a better bet for increasing the sales. Pull marketing attracts ideal clients to the product. The purchase decision comes voluntarily or at least there is a product inquiry by the customer which would allow us to use our other tools to capture them. Promotional: We recommend an aggressive promotional campaign for our new product. We are doing this to persuade more and more people to buy our product. In order to promote our product, we would be using both above the line and below the line activities. We would be using the following above the line activities: Advertising through television. Newspaper. Magazines. People: The essential ingredients to any service are the staff and people. It is important to recruit an educated staff and train them appropriately in the delivery of their service is essential in order to obtain to obtain a form of competitive advantage. Consumers make judgments on the product and service based on the employees they interact with. Staff will have the appropriate interpersonal skills and service knowledge to provide the service that consumers are paying for. Process: Refers to the systems used to assist the organization in delivering the service. Regular check up on the customer will allow us to know if anything is wrong automatically we can then fix it. Public relation: PR is a low-cost, high-impact way to build name recognition and early sales. With it we can reach virtually any audience, and PR often provides greater credibility than advertising. Tell a Compelling Story: Major media outlets receive hundreds, even thousands, of press releases daily. The fact that our  business  is opening isnt especially interesting. We will need to go beyond the boring news and tell a story that engages the media and our audience e.g. how will your new company benefit the community? By bringing in new jobs. Choose The Right Media: The press is a fickle creature so it is best to use a media that we know will not write a bad review about us. So our press list doesnt have to be long choosing only the media that reach our best prospects and feature editorial or advertising for the product and service we are marketing. Use Media Relations Tactics: Effective PR takes dedicated attention over time to build relationships with the media. However our initial release is just a knock at the door. For an effective media relations campaign, we will need to maintain good relations with them. Make it easier to cover us: We will have a complete press package ready to send to the media that express interest in our story. This can include anything relevant, from product spec sheets to background on your company. We will begin our PR rollout just prior to launching our company, and maintain a well-targeted media relations campaign that reaches out with enough frequency to get us noticed without angering anyone either from the press or the local community then and only then we may be sure to win positive coverage for our new business. Environmental Management and Environment-Related Business Strategies Under Environmental Vision 2021, a long-range vision for environmental management formulated in October 2007, the Mitsubishi Electric Group strives to realize a sustainable society by making positive contributions to the earth and its people through technology and action. As initiatives to help prevent global warming, we are working to reduce CO2 emissions resulting from product use by 30% compared with fiscal 2001 levels, from production by 520,000 tons, or 30% compared with fiscal 1991 levels, and from power generation. With the overarching objective to promote a recycling-based society, we are also implementing measures consistent with the 3Rs (reduce, reuse, recycle) product principle while targeting zero emissions in our manufacturing processes and the elimination of direct landfill waste. As we work to ensure harmony with nature and to foster environmental awareness, we will implement initiatives that develop personnel who think, feel and act for the environment. The Mitsubishi Electric Group is active across a wide spectrum of environment-related fields. In its efforts to help prevent global warming, the Group delivers a host of energy-saving products and services such as solar power generation systems, power devices, high-efficiency automotive equipment, energy-saving countermeasure and support equipment, energy-related building equipment, high-efficiency lighting, heat pump applications and clean energy. Education and Awareness of Human Rights The Mitsubishi Electric Group recognizes that its business operations are interrelated with a wide range of peoples and societies, and our code of conduct maintains respect for human rights. Through measures such as training of our employees on human rights issues and promotion of the employment of people with disabilities, we work earnestly to foster respect for human rights while putting programs into practice. At the same time, we have a determination to apply measures appropriate to the proper handling of contemporary issues such as sexual harassment, power harassment, security of the private information of individuals, genetic therapy, and others emerging from recent c

Comparing Epic of Gilgamesh and Book of Genesis of the Holy Bible :: Comparison Compare Contrast Essays

Parallels Between the Epic of Gilgamesh and the Bible The most well-known parallel between the Epic of Gilgamesh and the Bible is the story of the Flood, in Genesis 6-7. This is essentially equivalent to the story that Utnapishtim, the Sumerian Noah, tells to Gilgamesh on Tablet XI. Even the way the narrative is laid out is similar - the gods put a bug in Utnapishtim's ear; a description of how the ark is built ("daubed with bitumen," a common glue or mortaring agent in Mesopotamia); everyone piles in, and it starts to rain. When it's over, Utnapishtim releases a dove, then a swallow, and finally a crow.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, the section of the Bible that really seems linked to Sumerian mythology is the book of Ecclesiastes. The writer of that book informs us, in Eccl. 12:9-10, that in the course of composing it he read widely, presumeably everything that he could get his hands on in those days. From internal evidence it's obvious that he read some version of the Epic of Gilgamesh. It's fascinating to see that the story, already very ancient by Biblical times, circulated so widely in the Middle East.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ecclesiastes 4:9-10 (in the Revised Standard version) runs, "Two are better than one, because they have a good reward for their toil. For if they fall, one will lift up his fellow; but woe to him who is alone when he falls and has not another to lift him up." This appears in fragmented form in Tablet V column ii of the epic. (If you want to look at the tablets in English translation the best one is by John Gardner.) It was apparently a common proverb in the Middle East, and you can easily find equivalents all over the place in literature. It appears in King Lear and in Beowulf, "Bare is back without brother behind it." (Alliteration's artful aid, what?)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Epic of Gilgamesh has two main parts. In the first, Gil has a number of the standard Conan-the-Barbarian style adventures, whomping monsters, humping maidens, defying the goddess Ishtar. And he's king of Uruk, one of mankind's first cities - all very picturesque, and would make a great cover for a genre paperback. Then, in the second half, Gil has a spiritual crisis and goes on a quest for eternal life. Well, when he's wandering around having angst, he meets a Wise Woman, a barmaid - it seems the Sumerians invented beer, too.

Health Organization Case Study Research Essay

Health Organization Case Study Research a health Health Organization Case Study Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.). Harvard Business Review Online and Hoover’s Company Records, found in the GCU Library, are useful sources. You may also find pertinent information on your organization’s webpage. Review â€Å"Singapore Airlines Case Study.† Prepare a 1,000-1,250-word paper that focuses on the organization or network you have selected. Your essay should assess the readiness of the health care organization or network in addressing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment. You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center. Only Word documents can be submitted to Turnitin. Singapore Airlines Case Study (student paper) Singapore Airlines was created in 1972 following a separation from Malaysian Airlines. In the wake of reorganization, Singapore Airlines undertook aggressive growth, investing and trading to maximize profitability and expand market share. Through this change, a new company philosophy emerged, â€Å"Success or failure is largely dictated by the quality of service it provides† (Wyckoff, 1989). By reinventing the company infrastructure and introducing new initiatives focused on excellence in customer service, Singapore Airlines became a global leader in the service industry, elevating existing standards among competitors. Evaluation of Workforce Management Program The strategy widely utilized by Singapore Airlines to ensure differentiation in an increasingly competitive market was its attention to in-flight service. â€Å"Good flight service [was] important in its own right and is a reflection of attention to detail throughout the airline† (Wyckoff, 1989). This statement perpetuated the belief that excellence in service was directly tied to the careful selection and individual performance of in-flight crews charged with the responsibility of fulfilling the needs of individual passengers and exuding the levels of service demanded by the organization. Applicants destined to work as flight stewards were drawn from a very young population, typically spanning the ages of 18-25 years of age with high school equivalency against the English system of education. Selection of applications was competitive largely due to the degree of skill, poise, and experience required of its candidates. These policies led to the on-boarding of a highly skilled and youthful workforce with positive attitudes and a willingness to be trained. Critique of this approach revealed several disadvantages. The most significant being the potential for greater turnover when hiring a younger population as opposed to an older, more experienced crew. Experience alone would play some role in the development of new employees, as greater experience would bring greater poise and confidence. However, in light of the predominant population Singapore Airlines catered to, a younger in-flight crew would remedy the awkwardness likely to be encountered by older clients being served by older crew members. In addition, a younger crew would likely be more accepting of new procedures and less cynical of the requirements of employment. In light of the young demographic most desired in this role, recruitment, training and â€Å"conversion† processes were both stringent and comprehensive. All aspects of in-flight service, including training related to terminology, amenities and food preparation were provided in great detail, as were training for emergency preparedness and response to every potential s cenario encountered in the air and on the ground. Formalized on-boarding, training and continued development were the hallmarks of the comprehensive workforce program. Even well into a crew member’s employment, on-going training and cyclical evaluation provided a mechanism for employees to be aware of individual performance and gain exposure to methods of continuous  improvement. With an on-going plan of evaluation, communication, and development, the workforce was well-positioned for high levels of performance and quality improvements. Though it would seem that Singapore Airlines’ work management program suited the organization well, it greatly narrowed the pool of applicants and kept many, well-qualified and experienced candidates from positions that would create diversity among the largely homogeneous workforce and place the organization in a better position to serve populations whose ethnic origins were not of Asian descent. If the organization aims to be the leader in an increasingly global marketplace, the workforce must mirror the diverse needs and perceptions of the greater population. Advertising Campaign Singapore Airlines is known in the airline industry for its quality of service. This emphasis on customer service and customer satisfaction is largely reflective of the Asian culture for which the company embodies. Attention to detail, impeccable presentation, and care for others are traits synonymous with countries of Asian heritage. Similarly, Asian countries revere conservatism, organization and hierarchy (Allik, n.d.) so, it would follow that young Asian individuals demonstrate the same gracious, caring behaviors to others. The expectation of â€Å"gentle, courteous service† is consistent with these norms and with the approaches taken by the organization. So much are these standards and stereotypes linked to Asian culture and the epitome of service, that the symbol applied to the airline is that of a young Asian woman. This image is resoundingly more beguiling and traditional, recognized by nearly 50% of consumers over typical marketing imparted by competitors, with a marginal recognition of 9.6%. In light of the positive impact and recognition of the existing marketing campaign, it was considered advisable to retain the current marketing strategy. Systems for Measuring Service Quality Singapore Airlines has two primary components involved in measuring service quality. The first is a system to measure customer complaints and compliments for every 10,000 passengers. The second measurement is a  comparative rating of airline services prepared by the International Research Associates (INRA). The first component, customers’ complaints and compliments, stayed relatively the same despite rapid organizational expansion. This type of analysis has shown a generally high satisfaction level, but could be skewed due to the vast areas the complaints and compliments could cover; from ticket sales and baggage areas to in-flight crews. To address this concern the complaints were split between the areas. However, to get an accurate barometer of customer satisfaction, it was recommended that the airline conduct routine surveys of customers. Often, customers submitting comments fell into one of two categories; those having complaints or those having compliments. The second component to gauge customer satisfaction involved the INRA surveys. The airline executives paid particular attention to these scores as they indicated levels of satisfaction among the general consumer population and identified areas requiring continuous improvement. In 1973 Singapore Airlines scored 68, in 1974 the company scored 74 and in 1979 they scored 78. The scores of 39 other airlines demonstrated that two other competitors, Cathy Pacific and Thai International, were improving rapidly. This provided one indicator of competitive advantage. In order for Singapore Airlines to stay ahead of their competitors they would need to evaluate their position against industry leaders and determine if changes would be needed to stay competitive, particularly with respect to customer service and customer satisfaction (Wyckoff, 1989). Plan to Introduce Slot Machines Singapore Airlines has responded to many changes in order to differentiate itself within an increasingly competitive market place. One responsive action was to remove sleepers, replacing them with a business class section. Reactions from consumers were less than favorable. The move strayed from what consumers came to expect of elite levels of customer service, which were in large part, due to the attention paid to the personal needs of its elite customers. Although intended to be innovative and distinctive, the inclusion of slot machines on transatlantic flights was another idea met with considerable consumer dissatisfaction. While potentially generating a new stream of revenue, the idea only worked to incite passengers with a new category of charges. In addition to generating cost for the consumer, the  machines took valuable space away from seats and posed problems in light of weight restrictions (Time, 1981). These changes only compounded issues and introduced new problems such as the potential for in-flight injury, rather than improving in-flight services. While there was some opportunity for revenue, initially, the gains would last for a season and were not expected to extend out into the long-term. Conclusion The Singapore Airlines Case Study highlights both effective as well as ineffective management approaches within the company. The subsequent analysis and evaluation of company operations and strategies offer a compelling glimpse of organizational design and leadership amid change, as well as provide a platform for future discussions of organizational development and change management. Group evaluation of organizational design, organizational decision-making, and organizational process at Singapore Airlines yielded some recommendations for new approaches to address complaints, become more mainstream in an increasingly diverse market space, and become more innovative without losing sight of the customer service focus that has made Singapore Airlines so successful.

Development Of A New Facility In A University - Free Essay Example

Sample details Pages: 14 Words: 4202 Downloads: 1 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 1.0 Introduction A client brief has been provided for the development of a new facility in the University of Salford. In this report, a review will be carried out based on the requirements of the client in the brief and critically analyse the potential procurement methods for both the design and construction of the project. Recommendations for the appropriate procurement route and forms of contract supporting by detailed reasons will be suggested in the report. Don’t waste time! Our writers will create an original "Development Of A New Facility In A University" essay for you Create order The Client, The University of Salford, is aspiring to become an outstanding University renowned for the quality of its engagement, humanity, global reach and leadership in research, innovation and education. Strategic plan has been developed to achieve the Universitys goal which is to be ranked amongst the very best of UK universities and recognized internationally by 2017. To achieve this objective, the School of the Build Environment is intended to develop a new facility within the university campus. The building is to be a prestigious and high aesthetic facility which will replace an older building in the university. The new proposed building will contain facilities listed as below: State of the art lecture theatres Meeting rooms Extensive classroom and studio facilities Office accommodation Laboratory accommodation Learning Resource Units External works In addition, the Client requires the new facility to be carbon neutral to be in accordance with the University policy. Furthermore, the Client has allocates a budget of  £ 20 million to cover the total development cost of the project. This cost will include construction works, external works, statutory and professional fees. This proposed building must be completed and handover by 1st of August 2012. The completion date is critical as the facility must be ready for the new academic year. In short, the Clients key requirements and objectives of this new build building are listed as follows: New university facility which will realise the Universitys goal to become a high reputable and internationally renowned university. The facility is to be constructed in highest aesthetic and qualitative standards. The budget of the project is  £ 20 million. The construction time is important as the building is needed by 1st of August 2012 at the very latest. To carry out the construction works of this new facility, the Client needs to understand the various procurement methods available for the project. Hence, this report will analyse the key procurement issues for the Client to consider. 2.0 Procurement Assessment Criteria (PAC) Turner (1990) says that à ¢Ã¢â€š ¬Ã‹Å"the procurement route that is appropriate to the overall balance of objectives and to client priorities for each project should arise from those objectives and priorities. There are several procurement assessment criteria being set as a guide to choose the appropriate method of procurement: Time Complexity Quality Cost Risk Flexibility In this case, three main criteria which are time, cost and quality will be focused and assessed in the following sections for this particular project to find the most suitable procurement route that balance between these three criteria. Figure 2.1: The balance of time, cost and quality 3.0 Traditional Procurement The traditional system, probably the most commonly adopted procurement strategy in UK, sometimes referred as à ¢Ã¢â€š ¬Ã‹Å"design-bid-build method. This is because the traditional route separates the responsibility for the design of the project from its construction with a à ¢Ã¢â€š ¬Ã‹Å"tendering period (Cooke Williams, 2009). Initially, the client appoints consultants for design and for cost control and contract administration of the project. After the design is completed, the tender stage starts by using two stage tendering or negotiation to appoint a contractor for the project. The appointed contractor will then enters into a direct contract with the client and responsible to build and deliver the project. The organizational structure of traditional procurement is shown in Figure 3.1. In addition, due to the design must be completed before the tender stage, the cost of construction can be determined with reasonable certainty before the construction commences on site (Morledge, Smith Kashiwagi, 2006). Client Consultant Contractor QS, structural engineer Architect    Subcontractor Supplier Figure 3.1: Traditional procurement (Morledge, Smith Kashiwagi, 2006) The traditional procurement is commonly used because of its particular advantages. These advantages are listed as follows: The design is complete before tendering ensures price certainty for the client. The design does not substantially change during construction therefore contract variations can be kept to a minimum. The client able to have direct influence and retains control over the design team, thus quality in the design can be assured. Detailed information such as drawings and Bills of Quantities provide a common basis for tendering and evaluation is relatively easy. The procedures are well known and enabling confidence to be assured in parties which involved throughout the process. Variations and contract changes are relatively easy to handle. Firm contractual date for completion. While this procurement route has its advantages, there are also criticisms. The main disadvantages are: The duration of project may be longer than other procurement methods as the strategies is sequential and construction cannot be commenced before the completion of design. A longer duration of project may make the cost of project higher because of the increased period of interim financing charges and interim payment to the contractor and consultants. These may cause the cost of project exceeds the clients budget. All the design risk is carried by the client. The contractor has no input into the design and planning of the project. The sequential nature of this system can result in poor communication between the client and the project team and can be cause of expensive disputes. 3.1 Cost By adapting this method of procurement, the cost is agreed as a lump sum fixed price between the University and the contractor thus provides overall cost certainty for the University before the construction commences on site. Besides, the project cost can be estimated, monitored and controlled by the Clients cost consultant during the whole project period and therefore large cost overruns will not occur which is an important advantage to the Client. In addition, traditional method could provide the Client value of money. As explained before, since the design stage is completed before the construction, the design and cost consultant team of the Client will corporate to ensure the design is value for money. 3.2 Time With this procurement route, as the design is carried out before the tender process, the length of time spent to develop the design and prepare the tender documents by the consultant team can be very long. This process tends to prevent the construction works to be started on site. In fact, traditional procurement is identified as the slowest method of procurement compare to others. Hence, this is a disadvantage for this new university facility project as the date of completion is critical. 3.3 Quality The traditional procurement provides the high degree of certainty that the quality and aesthetic standards will be met (Masterman, 2002). This is because the University can select the most appropriate design team for this project to complete the design before the tender stage. During the design stage, the University has direct control and influence over the design therefore can ensure the high aesthetic and quality standards for the new facility are fulfilled. 4.0 Design and build Procurement Ashworth (2006) defined design and build as à ¢Ã¢â€š ¬Ã‹Å"a procurement arrangement where one single entity or consortium is contractually responsible to the client for both the design and construction of the project. In other words, under a design and build strategy, a single contractor takes the risk and responsibility for designing and building the project. The client will employ a design team to carry out some preliminary design or scheme design. The client will then appoint a contractor to assume the responsibility for the design as well as the construction process. The contractor needs to develop the scheme design to a detailed design. Figure 4.1 illustrates the relationships between the parties that involved in the project. In this method of procurement, the construction can start before the detailed design is completed, but at the contractors risk (Morledge, Smith Kashiwagi, 2006). In practice, design and build procurement consist of a range of variable. The two common vari ants of this type of procurement are client-led design and build and contractor-led design and build. Client Architect or QS advisers Contractor Subcontractor Suppliers Architect and other designers Figure 4.1: Design and build (Morledge, Smith Kashiwagi, 2006) In client-led design and build, also known as develop and construct, a small number of contractors will be invited to tender for the project when the design is virtually completed possibly with full bills of quantities or notional bills. In this procurement route, study of Cooke Williams (2009) indicates that the client is fully involved in the design development and therefore the design risk is taken fully by the client as the contractor has little involvement to the fundamental design. Additionally, the client will be responsible for all design fees from start to ends of the project. There is an alternative to this method which is a popular practice in the construction industry. Once the contract has been awarded, the design team including the clients architect and other members of the design team will be novated to the contractor. In other words, the contractual obligation to complete the detail aspect of design is legally passed over to the contractor. In this way, the client wi ll maintain an interest in the design but the contractor will be responsible to the continuing design fees and the entire design (Cooke Williams, 2009). On the other hand, in contractor-led design and build, the client may provide minimal information in the outline brief to the contractor. Thus, the contractor is fully responsible for the conceptual and detailed design. As a result, the contractor has to produce a building which meets the clients requirement. In this situation, the contractor takes all of the responsibilities, risks and rewards of design. The contractor may provide an in-house design facility or engage independent design teams (Cooke Williams, 2009). It is preferable to appoint a design team coordinator to ensure the flow of information between the design team and the project team. The main advantages of design and build procurement are listed as follows: The client has only to deal with one firm since the contractor provides single-point responsibility for design and construction. Price certainty is obtained before the commencement of construction works provided the clients requirements are adequately specified and changes are not introduced. The total cost of project is usually lesser than other types of procurement systems. The overall project period is reduced because of overlapping activities as construction can be started before the design is completed. Despite its advantages, design and build has many arguments among the practitioners and client of the industry. The drawbacks of this procurement method are: Tender bids are difficult to compare since each design will be different result in different project time and prices. The tender period and negotiation tends to be much longer Changes of client to project scope can be expensive. No guarantee in terms of design and quality because has less control over this aspect. The client may find difficult in preparing an adequate and sufficiently comprehensive brief. 4.1 Cost The design and build approach enables the contractor to be more positive about the final cost to the Client at an earlier stage (Masterman, 2002). The price would be agreed between the Client and the contractor before construction commences on site. Besides, the initial cost and final cost of using this procurement system are usually lower than other procurement approaches. This is mainly because of the reduction in design costs and the integration of design and construction process. However, value for money is difficult to assess in this type of procurement. This is because there is usually limited information available at the tender stage, not to mention there are different methods, designs and services can be offered by the contractor. As a result, the Client may not be able to judge the efficiency of the design. 4.2 Time The specialty of this procurement route is that the contractor is responsible for both design and construction. Therefore, it allows the overlap of design and construction phases thus reduce the overall project period. This would be an advantage for the University because it ensures the construction works of the new facility can be commenced early. According to Masterman (2002), design and build projects have a better record in terms of completion on time. Hence, the University would be able to have the new building ready for new academic year by using this method of procurement. 4.3 Quality This method of procurement would not be a suitable procurement for this high aesthetic and quality standards project. Design and build is belief that most suitable for simple uncomplicated project which the aesthetic and quality of the project is low. The reason for this is that the contractor is responsible to develop the detailed design of the project. In some circumstances, inevitably the contractor will economise the cost of design to boost the profit margins which will caused a negative effect on the project quality. Additionally, in a design and build project, if the Client unable to provide a satisfactory brief, it is possible result in the Clients functional and quality requirements being unsatisfied. 5.0 Management Procurement 5.1 Management Contracting In this procurement strategy, a management contractor is engaged by the client to manage a number of work package subcontractors in return for a fee. Morledge, Smith Kashiwagi (2006) stated that the management contractor has direct contractual links with all of the subcontractors and carries the responsibility for the construction works without actually carrying out that work. In this method of procurement, the works are let in forms of work package and subcontractors will bids competitively for each work package to obtain the work. The relationship between the parties in management contracting is shown in Figure 5.1.1. Client Consultants Contractor QS, structural engineer Architect Work contractor Figure 5.1.1: Management contracting (Morledge, Smith Kashiwagi, 2006) Management contracting is a à ¢Ã¢â€š ¬Ã‹Å"fast track strategy says Morledge, Smith Kashiwagi (2006). The work package approach allows the maximum overlap design and construction activities. In more general terms, provided that the work package is completed, the subcontractor may starts works on site before all of the design works are completed. Therefore, the overall project period can be reduced. Due to the nature of this type of procurement, cost certainty cannot be achieved until all packages of work is tendered and let. Hence, strict control of the work package budget is essential for the success of the project (Cooke Williams, 2009). In this strategy, the client reimburses the cost of the work packages to the appointed management contractor who will then pay the subcontractors. So, it is important to appoint the management contractor carefully and ensure that the management fee is appropriate. As the common characteristics of management contracting are previously described, the advantages of this procurement route can now identified: Overlapping of the design and construction processes tends to save time for the overall project thus enables earlier completion to be achieved. The nature of the procurement enables the contractor contribution to design and project planning. Changes can be accommodated provided that packages affected have not been let and there is little or no impact on those already let. Quality of the project can be assured as the design can be developed in stages and site supervisor can be appointed to ensure the quality standard is achieved. On the other hand, there are also weaknesses in this procurement method. The disadvantages are listed as follows: Poor price certainty at the early stage and the potential cost commitment depends on the design team estimates. The total cost of project is usually unknown until the project is well into the construction programme. The client must provide a good quality brief to the design team as the design will not be completed until the client has committed significant resources to the project. The client is responsible for the majority of the project risks. Damages of delay are difficult to pin on one subcontractor. 5.2 Construction Management Under a construction management strategy, Morledge, Smith Kashiwagi (2006) points out that the client does not allocate risk and responsibility to a single main contractor. The client employs the design team and appoints a construction manager based on a negotiated fee simply to manage, programme and co-ordinate the design and construction activities carried out by the work package contractors. Unlike the management contracting, the each work package contractors have direct contractual link with the client and is paid directly by the client (see Figure 5.2.1). Client QS, structural engineer Architect Construction manager Trade contractor Trade contractor Figure 5.2.1: Construction management (Morledge, Smith Kashiwagi, 2006) The construction manager will provides professional construction expertise without assuming financial risk because there is no contractual link with design team or work package contractors. Hence, by using this procurement route, Morledge, Smith Kashiwagi (2006) stated that the client has to be involved closely in the design and construction phases and take necessary actions based on the recommendations from the construction manager. Therefore, this method of procurement is not suitable for inexperienced client. It is recommended to use this procurement for large and complex project or a high degree of design innovation where the client wants deep involvement. Basically, the construction contracting has the similar advantages and disadvantages with the management contracting. Therefore, they will not discuss more in this section and please refer to the previous section if necessary. 5.3 Cost The uncertainty of price will be seen as a disadvantage for the management procurement system. However, the benefit of this à ¢Ã¢â€š ¬Ã‹Å"fast track strategy may result in cost savings and offsetting extra construction costs. Therefore, it could reduce the overall expense of the project. Besides, in this procurement, the cost of the project can be minimised by improving buildability and by work package contractors undertake the works at competitive prices. 5.4 Time For projects which need fast design and construction period, this would be the appropriate type of procurement to be used. The overlapping of design and construction phases will allows an early start of construction works on site and therefore saving in time can be achieved. Since the time of completion is an important issue in this project, the Client would be suggested to consider to adopting this procurement methods. 5.5 Quality Under this procurement route, the quality of the completed project can be achieved which fully meet the Clients needs provided that the design team is working closely with the management contractor on all aspect of the project to ensure he is fully aware of the design constraints as well as the Clients requirements. Besides, due to the management contractor is appointed at the early stage, he will be able to contribute his construction expertise to achieving an efficient quality standard for this project. 6.0 Justification of procurement strategy 6.1 Procurement Matrix After considering and evaluating the options of procurement available for the project, the most appropriate procurement system that suitable for the project can be selected. This can be achieved by assessing and setting the priorities of the project objectives in terms of time, quality and cost and the client attitude to risk. A universal procurement selection technique which is a procurement matrix is employed to help to select an appropriate procurement strategy for this particular project. The Universitys key objectives and requirements of this project are taken into account during the assessment. After completing this procurement matrix, the result shows that Management Contracting would be best suited procurement system for this new university facility project. Please see the attachment for the completed procurement matrix for this project. 6.2 Procurement strategy After a critical analysis of the procurement options as discussed above and completing the procurement matrix, the Management Contracting route is highly recommended to be adopted for this new build facility project. The reasons of this suggestion is being made are discussed as below. 6.2.1 Cost strategy In terms of cost issue, the Management Contracting probably is not the most recommended procurement systems compare to Traditional and Design and Build. This is because it is not the greatest at providing price certainty to ensure the budget of  £ 20 million can be met at the beginning of the project. However, Morledge, Smith Kashiwagi (2006) points out that this does not mean that the Client has less control over the project cost as strict supervision can be exerted over this aspect of the project. Due to that each package of work are being let by competition between contractors, the Client can monitor the cost closely and if necessary, adjust later work packages in order to cover any cost overruns in the previous work package. Furthermore, the University has to appoint the Management Contractor so that he can advise and contribute at the design process based on his professional expertise and carry out value engineering works to ensure the project is being built within the budget. 6.2.2 Time strategy The completion on time is a key requirement of this project. The Client has specifically required that the new facility must be completed on 1st August 2012. Under this circumstance, Management Contracting would be appropriate to meet the deadline. Due to the rapid progress of this procurement which provides overlapping of design and construction phases allows early commencement of works on site and therefore results in time saving. Moreover, the key strategy to ensure the project is completed on time is to make sure that all of the information from the design team is continuously issued on time to the Management Contractor and to ensure that the Management Contractor is always being updated. Hence, these could avoid any misunderstandings and delays during the construction works. Besides, the competency and experience of the Management Contractor will also ensure this à ¢Ã¢â€š ¬Ã‹Å"fast track procurement can be carried out efficiently. A high level of experience Management Contractor who familiar with this type of procurement route must be appointed so that the works on site are well manage and control throughout the whole process. 6.2.3 Quality strategy The Management Contracting would ensure the required high quality and aesthetic standards of this new build project can be successfully met. This is because this type of procurement method allows the Client to appoint and oversee the design team to develop detailed design which fulfills the specific requirements. Furthermore, to ensure the quality and aesthetic standards of this university facility are met, the Client has to make sure that the design team are aware and focus from the beginning of the project to develop the design based on these commitments. Additionally, all of the detailed drawings and specification produced by the design team must go into the contract between the Client and the Management Contractor so that the requirements of the Client are well informed thus can be managed efficiently the works on site to ensure the requirements are met. 7.0 Form of Contract A contract is defined by Cooke Williams (2009) as a means of formalising the relationship between the contracting parties in which the rights and obligations of the parties are agreed and the balance of risk between the parties established. The contracts also establish how administrative procedures and the serving of formal notices are to be conducted and mechanisms for dealing with contract payments, delays, compensation and disputes says Cooke. There are several of contracts produced by different bodies used in the construction industry but by far the JCT (Joint Contracts Tribunal) is the most popular forms of contract in use. Hence, the JCT 2005 Management Building Contract is recommended to be used in this project. The JCT 2005 Management Building Contract comprises (Hackett, Robinson Statham, 2007): Management Building Contract Management Works Contract Tender Agreement Management Works Contract Conditions Management Work Contract / Employer Agreement Under this forms of contract, the management contractor tenders on the basis of a management fee and the works contract are being let by separate packages when the design of those packages are developed (Cooke Williams, 2009). The management contractor is legally bound with these work package contractors under the Management Works Contract. In other words, the management contractor is responsible to manage the work package contractors. Moreover, during the design stages, the contract also requires the management contractor to cooperate with the consultant team such as architect, engineering and quantity surveyor. In addition, all necessary programmes for execution of the project which includes detailed construction programme are required to prepare by the management contractor (Cooke Williams, 2009). Under the contract, the management contractors duties include maintaining and regularly updating the detailed construction programme. 8.0 Conclusion In conclusion, the Management Contracting is the most suitable procurement route for this project. This procurement system allows the Client to design the new university facility according to his requirements and appoints the Management Contractor to manage the construction works on site. Using the Management Contracting, the price certainty can be achieved with close monitor of the cost of each work packages so that the building can be built within the budget of  £ 20 million. Furthermore, the advantage of this à ¢Ã¢â€š ¬Ã‹Å"fast track procurement method tends to meet the time of completion for this project. Last but not least, since this is a prestigious project, this type of procurement route ensure the high quality and aesthetic standards are met in accordance with the Clients requirements. With these, it is recommended for the University to adopt the Management Contracting as the method of procurement to maximise the success of the project.