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No description available.

Thesis (Ph. D.)--University of Toronto, 2005.

M.S.

M.S.

This thesis examines the availability and use of manufactured and imported building materials in southern and central Indiana before 1850. Specifically, it seeks to identify the extent to which materials such as paint, machine-cut nails, window glass and prefabricated sash, architectural hardware, and cast iron stoves were imported into the region from both foreign and domestic sources. It examines the transition from handmade and hand-wrought to standardized, mass-produced, and prefabricated building materials and explores the impact of emerging American consumerism, changing economic policy, and advancements in technology and transportation on the built environment of the Indiana frontier. / Historical context -- Whitewash and paint -- Wrought and cut nails -- Window glass and prefabricated sash -- Architectural hardward -- Cast iron stoves. / Department of Architecture

The strategic importance of the adoption of innovative processing technologies was analyzed for building products businesses. This study examined the two components of wood building products businesses: the structural panel industry and the softwood Iumber industry. To ensure that the relevance of adopting of innovative processing technologies was examined within an accurate contextual environment, additional important strategies and performance were also measured. A mail survey of the seventy-five largest North American producers of these two products provided the primary data necessary to investigate the strategic importance of process technology adoption, forward vertical integration, relative market share, grade sector focus, and investment intensity on firm performance as measured by profitability surrogates and changes in relative market share. This survey collected direct measures of the proportion of 1987 production produced by respondent firms that used controlled distribution channels and each of twentythree processes indicative of innovative technologies in the manufacture of building products. Information concerning the other strategic and performance factors was collected from secondary data sources. Results indicate that the adoption of innovative processing technologies has a positive impact on firm profitability. Investment intensity and grade sector focus also contributed to superior profitability. Forward vertical integration, and relative market share had no impact in differences between performance levels for the firms studied. Technologies were examined for underlying dimensions that group different process technologies together. Firms were clustered according to their level of adoption of innovative processing technologies and these clusters were then described according to a variety of firm-dependent characteristics, strategies, and performance measures. A strategy-performance model was developed for standardized, industrial product-markets and empirically tested using the data collected for the building products industry as an industry representative of this type of competitive environment. / Ph. D.

The wood-based building products industry has experienced significant turbulence over the past several decades as a function of multiple forces including among others globalization, product and process innovation, and shifting customer and consumer interest and demands. Collectively, these changes have challenged the historical tenets which have defined industry strategy and competition in the realm of basic products and contributed to consolidation and labor reductions. Consequently, an onus has been placed on industry participants to better understand and adapt to the new competitive landscape or risk loss of competitive advantages built on the practices suited to historical tradition. However, a limited range of work that considers the machinations of turbulence and resulting strategic implications has been directed toward the industry particularly where differentiation of products is limited. A contributing factor for this deficiency is the relative stability that has defined the industry for generations due in part to limited strategic variation beyond cost and production, limited cycles of technological and product innovation, commodity nature of many products, and passive manner of consumption. Accordingly, there is value in work that takes a critical and empirical view of industry changes in the context of both strategic and competitive implications, how participating firms address challenges, and what factors influence consumer purchase decisions. This work addresses this need through examination of each element, industry, firm, and consumer, in the context of turbulence, competition, and strategy and delineates previously unidentified considerations for competing in the new landscape. At the industry level, drivers of industry turbulence and subsequent strategic challenges, adaptations, and opportunities are identified and reviewed. Analysis suggests that improved strategy which considers organizational and product differentiation beyond cost and production efficiencies permits greater stability and increased leverage in the turbulent competitive environment. Recognizing a need for improved strategy, the firm level analysis employs a primary qualitative approach to isolate previously unidentified firm qualities analogous to successful deployment of a market orientation strategy using the resource based view of the firm as a framework for analysis. Connecting strategy to the consumer and product, theoretical consumer behavior constructs (consumption, behavior, and involvement) were connected to conceptualize dimensions of product differentiation capable of holding consumer appeal and acting as behavioral drivers in the passively consumed arena of primary wood-based building products. Taken together this work provides a view of strategic considerations within the wood-based building product industry that extends beyond previous work in several ways. First, by considering industry environment, firm strategy, and consumer behavior and product differentiation collectively in the manner described, this work provides a more vertically complete strategic perspective for industry participants. Second, within each chapter, findings and case based examples relevant to each element are presented. / Graduation date: 2012

This business plan for expanding a home improvement company emphasizes: attracting more customers to increase sales; establishing new companies such as contractors, distributors, and wholesalers; and leading the market for home improvement goods and construction materials in Lampung.