BARRATT DEVELOPMENTS

Barratt Developments



Table of Content

Introduction4

Methodology5

Background7

Steeple Analysis7

Challenge8

Solution8

The Results9

Graduate Intake9

Branding Campaign10

Engagement Survey10

Pestle Analysis10

Political Factors10

Social and Legal Factors11

Economic Factors11

Market12

Competitive Environment12

Unique Selling Points and Competitive Advantage13

Gearing15

Debt15

Model Analysis15

Five Forces Model15

Ansoff's Matrix15

SWOT Analysis16

Strengths (internal positive factors)16

Weaknesses (Internal Negative Factors)16

Opportunities (External Positive Factors)16

Threats (External Negative Factors)17

Conclusions And Recommendations17

References18

Barratt Developments

Introduction

The process of construction is a complex one and involves a large number of parties, such as clients, designers and other professionals, contractors and subcontractors, and those who manufacture and supply building materials and components. Whatever the prevailing economic system, the actual construction process itself involves a large number of separate processes, whereby the components and elements of the building are assembled with a great diversity of material inputs, crafts and equipment. The management of the whole process, and of the site operations which are integral to this process, is complex and increasingly sophisticated. The process of construction is clearly, very management intensive. The increasing technological complexity of construction projects has led to great differentiation of specialist roles, and this in turn has led to the need for more effective integration of these specialists. Fellows et al. (2001) provide that not only are there large differences between firms in terms of size and scope of work, but within firms there is often a great diversity of activity.

Kotler (1982) also confirms this. The construction industry is also still typified with the traditional separation of design and production (Kotler, 1982). Eisenhardt argue that we live in an increasingly complex, uncertain and dynamic world. In these conditions we need different strategy models, models that can reflect and ideally incorporate and handle turbulence. There is need to develop theory and practice that takes account of the chaotic and turbulent conditions of our time. The world is not a neatly packaged, rational and predictable place( Eisenhardt 2001). Rather, it is constantly changing and presents business with an increasingly hostile market and turbulent environment. Under these conditions, survival depends upon either having to exercise some control over the environment and one's market or deploying speed and agility and flexibility in business matters. Faced with an apparent inability to plan or control the future, current management wisdom urges managers to develop an adaptive stance and to be prepared to react to unexpected and unanticipated events. The key to success and even survival in the modern world would now seem to rely on firms being able to effectively adapt to novel all unpredictable situations faster than their competitors. (barrattdevelopments.co. 2011)

Methodology

In order to carry out a proper strategic analysis for Barratt Developments plc, a study will be carried out to give a clear picture of what the background to the current situation is. The theoretical models of strategy provide a useful way of describing different approaches taken by different firms and also provide a benchmark by which progress can be tested in future years (Mintzberg et al, 2008). A growing healthy company needs to seek areas in which it can apply its distinctive capability or competitive advantage in an environment where different cycles of economic activity, different ...