NG Bailey: Constructing Business Model Change

Craig Marsh and Helen Sweeney

Chapter Chapter 5 in Leading HR, 2010, pp 90-102 from Palgrave Macmillan

Abstract: Abstract In the old days (not so long ago), an NG Bailey supervisor could sit in the portakabin, make a cup of tea, look out of the window, and see what his people were doing on site. If they stepped out of line, breaking one of the many procedures controlling the strictly regulated environment that characterized the construction trade, then he would quickly be able to point this out to the perpetrator. The future, however, looks somewhat different. Equipped with a PDA, the employee (who may or may not work directly for NG Bailey), skilled in customer relations, knowledgeable about the business of his client as well as his own trade, is sent off to the client in a company van. Unsupervised on site, he communicates with the company through his handheld computer; he is the “point man” for the company, the representative on site and the person the client will rely on to provide them with long-term value in their 25-year maintenance contract.

Keywords: Business Model; Construction Industry; Business Unit; Executive Team; Business Model Change (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28134-9_5

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DOI: 10.1007/978-0-230-28134-9_5

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