STRATEGIC BUSINESS MODEL DEVELOPMENT FOR ARCHITECTURAL SERVICES:
ANALYZING COMPETITOR DESIGNS
Abstract
This study explores the architectural design firms in Shi Jiazhuang
City, China, focusing on enhancing their competitiveness in the services
industry. Offering a holistic view of these firms’ challenges and
opportunities by employing a dual survey research design incorporating
internal and external perspectives. The study highlights 10 Chinese
architectural design companies in terms of their strengths, weaknesses,
opportunities, and threats (SWOT) while integrated with Porter’s Model
in the external forces. Furthermore, the research introduces Betz’s
Strategic Business Models, providing architectural firms with a roadmap
for future success. The study identifies four generic business models
applicable to respondents, including Strategic Response, Strategic
Enterprise, Strategic Innovation, and Strategic Firm, offering tailored
strategies to leverage strengths and address weaknesses effectively. In
Porter’s Five Forces analysis, three generic strategies are identified,
emphasizing the need for strategic responses to new entrants, leveraging
partnerships for supplier negotiations, and positioning as a premium
service provider to mitigate customer bargaining power. This research
equips architectural firms in Shi Jiazhuang City with actionable
recommendations to thrive in a competitive industry. Integrating SWOT
and Porter’s Five Forces analyses with Betz’s Strategic Business Models,
this study leads to strategic adaptation to market dynamics and securing
a solid position in the industry.