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The external, social, economic and political environments determine the opportunities for work and thereby potential profit. Clients’ needs and attitudes, like the external environment itself, are never static and therefore organizations need to adapt and respond to these fluctuations. Situated between the external and internal environment of an organization and operating at the boundary of the organization is the marketing function. There are many changes occurring in the UK construction industry: a levelling of the trade cycle; methods of placing contracts; increased emphasis on quality, experience and innovations; and increasing competition among firms; clients’ buying behaviour due to changes in the clients’ organization; and developments in technology. Evaluates the role of marketing in seeking to regulate the construction organizations’ relationships with changes within the industry and the external environment.

Previous methods have been developed to predict tracked hydraulic excavator output and associated costs of production, but these fail to provide a “complete” solution to the plant productivity problem. That is, when hiring or purchasing machines plant managers are not normally provided with sufficient detail to optimise the plant selection decision process. The crux of this problem is to choose an appropriate plant item from the vast range available. This paper contributes to resolving this selection process through the application of an optimisation technique, based on linear programming. Specifically, a decision tool for selecting the optimum excavator type for given production scenarios is presented. In achieving this aim, a mass excavation task was specified as the principal decision criterion. Production output and machine hire costs were predicted using both multivariate and bivariate regression models. The decision tool performed well during testing and therefore exhibits significant potential for use by practitioners. The paper concludes with direction for future research work; concentrating on development of a software package for accurately predicting productivity rates and assisting in the plant selection process.

Utilization of off‐highway vehicles forms an essential part of UK industry's efforts to augment the productivity of plant operations and reduce production costs. However, uninterrupted utilization of plant and equipment is requisite to reaping the maximum benefit of mechanization; one particular problem being plant breakdown duration and its impact upon process productivity. Predicting the duration of plant downtime would enable plant managers to develop suitable contingency plans to reduce the impact of downtime. This paper presents a stochastic mathematical modelling methodology (more specifically, probability density function of random numbers) which predicts the probable magnitude of ‘the next’ breakdown, in terms of duration for tracked hydraulic excavators. A random sample of 33 machines was obtained from opencast mining contractors, containing 1070 observations of machine breakdown duration. Utilization of the random numbers technique will engender improved maintenance practice by providing a practical methodology for planning, scheduling and controlling future plant resource requirements. The paper concludes with direction for future research which aims to: extend the model's application to cover other industrial settings and plant items; to predict the time at which breakdown will occur (vis‐à‐vis the duration of breakdown); and apply the random numbers modelling to individual machine compartments.

Invariably, business strategies are methods used to make and sell products or perform services. Often strategies employed are determined by the company’s reaction to events that are beyond its control. In the UK construction industry, consulting engineering firms are exposed to increasing marketplace competition. The rapid change from the traditional contract procurement route to the relatively new design and build, and management contracting towards the end of the 1980s in the UK, has also introduced many consulting firms to a new form of competition. These and other issues have, therefore, led to the investigation of how today’s small and medium sized consulting firms are coping in the present marketplace. Focuses on five key areas of business strategies that are fundamental to a firm’s survival and increased profitability. Discusses the findings of an explanatory survey of partners and chief executives of 57 consulting firms, carried out to identify existing practices in these firms. The survey results support the need for a more co‐ordinated marketing strategy, increased partnership with other consulting firms, and the need for strategic planning through careful environmental analysis.