The role of the marketing function in operations of a construction enterprise: misconceptions and paradigms

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Abstract
Elaborates on specific realities of the construction environment, and of management and operations of growing construction enterprises. Presents a case study looking particularly at entrepreneurial attitudes towards the marketing function in the sector, and illuminates the areas of “misfit” between modern business philosophy and traditional “engineers paradigm”. Offers some lessons to entrepreneurial managers/owners on how to reap benefits of marketing orientation by replacing the inherent inward‐oriented management attitudes with increased understanding of the complex and changing construction environment, clients’ expectations and sources of competition. Offers scope for further discussion on the role of the marketing function in the development of entrepreneurial construction companies in the UK and abroad.

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