Thesis (Ph. D.)--University of Hong Kong, 2007. / Title proper from title frame. Also available in printed format.

The world of business and consultancy are undergoing enormous change at an unprecedented rate. It is at such a time of upheaval that the values of a profession come under increasing pressure. But it is also a time when the values of a consultant (independence, objectivity and integrity) are never more important. This study emphasises and focuses on guidelines for smaller MCFs to obtain a competitive advantage in an ever changing environment. With large companies shedding jobs and outsourcing all but their core workforce, the consultancy industry moved into a new post industrial age in which the proportion of smaller knowledge base service companies or the so-called Management Consulting Firms (MCFs) is on the increase. The essence of management consulting firms is to render independent advice and assistance about management issues. This typically includes identifying and investigating problems and/or opportunities, recommending appropriate actions and helping to implement solutions. Change brings with it new problems, the solutions to which cannot be derived from past experience. Many changes occurring simultaneously and interacting with each other give rise to complexity. The essence of consultancy lies in the twin activities of helping client companies develop solutions to novel problems in resolving complex issues. Thus the greater the rate of change the greater the demand for consultancy services. The macro, market, micro environments segmentation in which MCFs operates, is of the most important driving forces that influence it existence. To anticipate the impact of these forces in advance could assist smaller MCFs to manage it to their own competitive advantage. The findings of the study serve as a source of reference that provide practical guidelines for a competitive strategy for smaller MCFs in an environment, best described as uncertain, complex and subject to continuous change. To conclude, these guidelines are formulated to practically implement a strategy to obtain a competitive advantage for smaller MCFs. / Prof. N. Lessing

Thesis (doctoral)--Uppsala universitet, 2003. / Includes bibliographical references.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Management consulting refers to the area of intervention, which is assistance to entrepreneurs, managers and other decision-makers in business management and the public sector. The study will cover the area of management consulting and the primary focus of this study is companies presently doing business as Management Consulting firms with a global presence. The study excludes software vendors and management consulting firms that specialise only in implementing computer software systems like Oracle, SAP, etcetera. There are a great number of firms offering management consulting among other services like auditing for example. Prominent among these are the major accounting firms namely Ernst and Young, Deloitte Consulting, PriceWaterhouseCoopers, and Arthur Andersen. They form part of this study. Marketing has become a more critical need than ever and it has become an important and influential factor in building and maintaining a profitable enterprise. The marketing of a product and or service is very important and the question can be posed whether management consulting firms have clear marketing strategies and tactics, or whether they stumbled onto their success in attracting clients per chance. The purpose of this study is to identify existing marketing strategies and tactics being used by management consulting firms. The objective is to determine the nature of the compilation of a structured framework for an effective standardised marketing strategy plan. The problem statement is the following: "How can marketing strategies and tactics for management consulting firms be used as an effective marketing tool to attract business for the consulting firm?" The greatest problem concerning this study is the fact that minimal research and literature has been directly compiled on thé topic. It was therefore a study on opinions, viewpoints, books in general on the topic of marketing as well as the daily media was researched to determine and evaluate possible existing marketing strategies and tactics. Since the field of marketing strategies and tactics for management consulting services and firms is relatively new, the exploratory research approach was used. Chapter 1 deals with the purpose, objective, problem statement and research methodology. Chapter 2 involves a literature study to define the term and scope of management consulting, and an overview of the management consulting process is given. Chapters 3 identifies and evaluates the existing marketing strategies and tactics of management consulting firms. Chapter 4 explores differentiation based on service and skills as well as industry specialisation. The question that needs to be answered is whether management consulting firms should be specialists or generalists. Chapter 5 addresses pricing. The different approaches to costing and fee setting are discussed. The study is completed in chapter 6 with conclusions and recommendations. / AFRIKAANSE OPSOMMING: Bestuurs konsultasie verwys na die area van intervensie waar hulp aan entrepreneurs, bestuurders en ander besluitnemers in die private en publieke sektor verleen word. Hiedie studie dek die area van bestuurs konsultasie en die primêre fokus van die studie is firmas wat tans konsultasie firmas bedryf met 'n internasionale teenwoordigheid. Hierdie navorsings verslag fokus op die bemarkings taktiek en strategieë van bestuurs konsultasie firmas. Die studie sluit sagteware firmas en bestuurs konsultasie firmas uit wat uitsluitlik spesialiseer in die implementering en instandhouding van rekenaar sagteware. Voorbeelde van sulke firmas is Oracle en SAP. Daar is 'n groot aantal firmas wat bestuurs konsultasie saam met ander dienste soos byvoorbeeld ouditering aanbied. Prominent onder hierdie groep is Ernst and Young, Deloitte Consulting, PriceWaterhouseCoopers, and Arthur Andersen. Hulle vorm deel van hierdie studie. Bemarking van die diens word al hoe meer belangriker as ooit en dit is 'n kritiese faktor om 'n winsgewende firma te bedryf. Die bemarking van 'n produk of diens is baie belangrik en die vraag kan gevra word of bestuurs konsultasie firmas uitgewerkte bemarking strategieë en taktiek het om kliënte te werf, en of hulle per toeval daarin slaag om besigheid te kry. Die doel van hierdie studie is om bestaande bemarkingstrategieë en-taktiek wat deur bestuurskonsultasie firmas gebruik word, te evalueer. Die doelwit is om die aard van die gestruktureerde raamwerk vir 'n effektiewe gestandardiseerde bemarkingsplan te bepaal. Die probleem stelling is as volg: "Hoe kan bemarkings taktiek en strategieë vir bestuurskonsultasie firmas gebruik word as 'n effektiewe bemarkingsmiddel ten einde besigheid vir die konsultasie firma te lok?" 'n Groot probleem is dat minimale navorsing en literatuur aangaande die onderwerp opgestel is. Dit gaan dus 'n studie wees van opinies, standpunte, asook boeke in die algemeen oor die onderwerp bemarking. Die daaglikse media gaan ook nagevors word om die moontlikheid van bemarkingstartegiëe en taktiek te bepaal. Aangesien die veld van bemarkingtaktiek en -strategiëe vir bestuurskonsultasie firmas redelik nuut is, gaan die eksploratiewe navorsings metode gebruik word. Hoofstuk 1 behandel die doel, doelwit, probleemstelling en navorsingsmetodologie. Hoofstuk 2 dek 'n literatuurstudie aangaande die aard en omvang van bestuurs konsultasie, asook 'n oorsig van die bestuurs konsultasie proses. Hoofstuk 3 identifiseer en evalueer die bestaande bemarkingstrategiëe en taktiek van bestuurs konsultasie firmas. Hoofstuk 4 ondersoek differensiasie gebaseer op diens en bevoegdhede sowel as industrie spesialisasie. Die vraag wat beantwoord moet word is of bestuurs konsultasie firmas slegs in een veld moet spesialiseer en of hulle 'n meerdoellige fokus moet hê. Hoofstuk 5 spreek prys aan. Die verskillende benaderings tot prys en koste word bespreek. Die studie word afgesluit in hoofstuk 6 met 'n samevatting en aanbevelings.

published_or_final_version / abstract / Geography / Doctoral / Doctor of Philosophy

O conhecimento é visto por muitos como o principal ativo das organizações na atualidade. Entre as empresas que primeiro tiveram essa percepção e se lançaram ao desenvolvimento e uso de práticas de gestão do conhecimento estão as empresas de consultoria. Essas empresas, genericamente designadas como empresas de serviços profissionais, além do pioneirismo na gestão do conhecimento, enfrentam uma série de mudanças internas e externas, da mesma forma que muitas das demais empresas de serviços profissionais. O tema desta tese explora a intersecção dos dois temas: discutindo aspectos da gestão do conhecimento em empresas de consultoria. O ponto de partida escolhido é o modelo estratégia - aprendizagem - competências. Em poucas palavras, o modelo advoga que as estratégias da organização moldam as suas competências, que por sua vez guiam as suas escolhas estratégicas. O vínculo é estabelecido através da capacidade de aprendizagem que a organização possui. Tomando esse argumento, este trabalho elabora sua discussão em dois estágios. No primeiro parte-se de uma proposição encontrada na literatura que argumenta que a estratégia de produto/mercado de uma organização guia sua estratégia de gestão do conhecimento. Essa proposição é analisada à luz de um estudo qualitativo em sete empresas de consultoria. Dado o apoio limitado que se encontrou, desenvolveu-se um segundo estágio de pesquisa, com o desenvolvimento de um quadro de análise mais abrangente para se entender o uso dos processos de gestão do conhecimento. Esse quadro foi avaliado através de um segundo estudo qualitativo em três grandes empresas de consultoria, que usa entrevistas com 29 profissionais de escritórios localizados em dois países. Os resultados indicam que as competências existentes na organização são tão influentes no uso de práticas de gestão do conhecimento quanto suas escolhas estratégicas. / Knowledge management has received much attention in the last few years, as knowledge is increasingly seen as the core asset to organizations. Consulting firms are among the leading organizations in the development and use of knowledge management processes and systems. At the same time, those firms, broadly classified as professional service firms (PSF), are, as most of the PSF, undergoing several and deep changes. This dissertation places itself in the intersection of these two fields of research, analysing knowledge management processes in consulting firms. The study\'s starting point is the strategy-learning-competence model, which proposes that an organization strategic choices shape its competencies, as well as its competencies guide its strategy formulation processes, closing a self-reinforcing cycle. As the driving force that makes the cycle to be closed, stand the learning capabilities of the organization. Thus, learning links strategy to competencies. Drawing on this argument, this dissertation engages itself in a two-stage study. In the first, it takes one proposition found in the literature that claims that a firm\'s market strategy shapes its knowledge management processes. Using a qualitative study, it investigates the proposition on seven consulting firms. Since the linkage is found not to be not as strong as claimed, a second stage unfolds, developing a more comprehensive framework to explain the use of knowledge management practices. Theframework is used in a second qualitative study within three consulting firms that gathers data from 29 interviews with consultants from two countries. Results indicate that firm\'s existing competencies are as strong as market strategy in shaping knowledge management practices.

O conhecimento é visto por muitos como o principal ativo das organizações na atualidade. Entre as empresas que primeiro tiveram essa percepção e se lançaram ao desenvolvimento e uso de práticas de gestão do conhecimento estão as empresas de consultoria. Essas empresas, genericamente designadas como empresas de serviços profissionais, além do pioneirismo na gestão do conhecimento, enfrentam uma série de mudanças internas e externas, da mesma forma que muitas das demais empresas de serviços profissionais. O tema desta tese explora a intersecção dos dois temas: discutindo aspectos da gestão do conhecimento em empresas de consultoria. O ponto de partida escolhido é o modelo estratégia - aprendizagem - competências. Em poucas palavras, o modelo advoga que as estratégias da organização moldam as suas competências, que por sua vez guiam as suas escolhas estratégicas. O vínculo é estabelecido através da capacidade de aprendizagem que a organização possui. Tomando esse argumento, este trabalho elabora sua discussão em dois estágios. No primeiro parte-se de uma proposição encontrada na literatura que argumenta que a estratégia de produto/mercado de uma organização guia sua estratégia de gestão do conhecimento. Essa proposição é analisada à luz de um estudo qualitativo em sete empresas de consultoria. Dado o apoio limitado que se encontrou, desenvolveu-se um segundo estágio de pesquisa, com o desenvolvimento de um quadro de análise mais abrangente para se entender o uso dos processos de gestão do conhecimento. Esse quadro foi avaliado através de um segundo estudo qualitativo em três grandes empresas de consultoria, que usa entrevistas com 29 profissionais de escritórios localizados em dois países. Os resultados indicam que as competências existentes na organização são tão influentes no uso de práticas de gestão do conhecimento quanto suas escolhas estratégicas. / Knowledge management has received much attention in the last few years, as knowledge is increasingly seen as the core asset to organizations. Consulting firms are among the leading organizations in the development and use of knowledge management processes and systems. At the same time, those firms, broadly classified as professional service firms (PSF), are, as most of the PSF, undergoing several and deep changes. This dissertation places itself in the intersection of these two fields of research, analysing knowledge management processes in consulting firms. The study\'s starting point is the strategy-learning-competence model, which proposes that an organization strategic choices shape its competencies, as well as its competencies guide its strategy formulation processes, closing a self-reinforcing cycle. As the driving force that makes the cycle to be closed, stand the learning capabilities of the organization. Thus, learning links strategy to competencies. Drawing on this argument, this dissertation engages itself in a two-stage study. In the first, it takes one proposition found in the literature that claims that a firm\'s market strategy shapes its knowledge management processes. Using a qualitative study, it investigates the proposition on seven consulting firms. Since the linkage is found not to be not as strong as claimed, a second stage unfolds, developing a more comprehensive framework to explain the use of knowledge management practices. Theframework is used in a second qualitative study within three consulting firms that gathers data from 29 interviews with consultants from two countries. Results indicate that firm\'s existing competencies are as strong as market strategy in shaping knowledge management practices.

The Construction Industry Indicators (CIIs) continue to reflect a steady growth in the level of client dissatisfaction with the performance of contractors and consultants on construction projects whilst firms in the industry battle for survival. In order to survive in the highly competitive construction market, firms within the industry, need a paradigm shift. To move from traditional project delivery methodologies which continue to yield unsatisfactory results to innovative project delivery methods and practices. With the advancements in computational technologies and processes, the industry needs to move towards integrated, collaborative and computable processes, to increase productivity, efficiency, infrastructure value, quality and sustainability, reduce lifecycle costs, lead times and duplications. Building Information Modelling (BIM) is the innovative project delivery method that helps reduce fragmentation and provides opportunities for enhanced collaboration and distributed project development. BIM is slowly gaining momentum in the South African construction industry. Even though there is an abundance of industry discussions and academic literature professing the ability of BIM methodologies to increase productivity, scholars have found that it has not yet been coupled with the availability of useful metrics, knowledge and tools to reliably measure BIM benefits. Few organisations and individuals have been exposed to some BIM tools whilst many still lack thorough understanding of BIM as a project delivery method. To capture the full benefit of BIM methodologies, firms in project networks must coordinate and develop interoperable business practices and procedures. This study assessed the level of BIM adoption, capability and maturity in consulting and construction firms and evaluated if there were differences in the level of adoption, capability and maturity of BIM between consulting and construction firms. The study also evaluated the relationship between level of BIM maturity and project performance of consulting and construction firms. The study found that there is a statistically significant relationship between the level of BIM capability and project performance. Lastly, the study reports on the current perceived benefits of BIM in the South African construction industry.

Det existerar ett implementationsgap när det kommer till formulering och implementation av strategi. Detta är något som leder till att företag ofta misslyckas med att realisera strategier. Gapet existerar även för hållbarhetsstrategier, vilka blir allt viktigare som en konsekvens av de hållbarhetsutmaningar som samhället står inför idag. Att förankra en hållbarhetsstrategi är en komplex process. Det involverar många organisatoriska områden och aktiviteter, där olika typer av organisationer har olika förutsättningar. Med detta som utgångspunkt formulerades studiens syfte till att utveckla ett ramverk med huvudområden och nyckelaktiviteter för förankring av hållbarhetsstrategi i teknikkonsultbolag. Hållbarhet är högaktuellt för både konsultbolag och företag inom teknikintensiv industri. Studien ämnar att hjälpa teknikkonsultbolag att minska implementationsgapet och öka den positiva inverkan från deras hållbarhetsstrategier. Med vetenskaplig litteratur som grund togs en analysmodell fram. Analysmodellen innefattar en undersökning och värdering av åtta huvudområden för förankring. Därtill innebär analysmodellen en undersökning och värdering av ett antal nyckelaktiviteter för förankring inom varje huvudområde. Detta lade grunden för det initiala ramverket. De åtta huvudområdena är ledarskap, kommunikation, företagskultur och värderingar, organisatoriskt lärande, resursallokering och planering, organisationsstruktur, formella system samt externa intressenter. Baserat på analysmodellen togs två frågeställningar fram. Den kvalitativa empiriinsamlingen skedde genom semistrukturerade intervjuer. Intervjuer genomfördes med elva respondenter från tio olika konsultföretag, samt fyra respondenter från studiens uppdragsgivare som är ett teknikkonsultbolag. Syftet med intervjuerna var att undersöka företagens förankringsprocesser av hållbarhetsstrategi för att kunna undersöka och värdera hur viktiga huvudområdena och nyckelaktiviteterna är för förankringen. Analysen resulterade i en slutgiltig version av ramverket med värderade huvudområden samt reviderade och värderade nyckelaktiviteter. Studien resulterade i två slutsatser. Den första slutsatsen är att det finns åtta huvudområden som är relevanta att beakta vid förankring av olika anledningar. De tre viktigaste huvudområdena att fokusera på är ledarskap, kommunikation och företagskultur och värderingar. Däremot får inget huvudområde bortses från helt. Den andra slutsatsen är att det finns flertalet nyckelaktiviteter inom respektive huvudområde att beakta vid förankring, där några konstaterats vara viktigast. Det finns ett överlapp och ömsesidig påverkan mellan huvudområdena. Därtill är hållbarhetsstrategiprocessen iterativ något som kräver ett kontinuerligt arbete med nyckelaktiviteterna. Baserat på slutsatserna togs två rekommendationer fram. Den första rekommendationen är att ta hänsyn till alla åtta huvudområden vid förankring, men prioritera ledarskap, kommunikation och företagskultur och värderingar högst. Däremot får inget huvudområde bortses från helt. Den andra rekommendationen är att vid förankring prioritera de viktigaste nyckelaktiviteterna inom de mest relevanta huvudområdena högst. På grund av överlapp mellan huvudområdena kan positiv förstärkning mellan dem utnyttjas och arbetet bör vara kontinuerligt och anpassas till förändringar. Framtida forskning kan undersöka rekommendationer för vad en organisation bör göra i nästa steg efter att förankringsprocessen påbörjats. Dessutom kan fler intervjuer genomföras, både med fler företag samt fler personer inom samma företag på olika organisatoriska nivåer. Det skulle således kunna stärka ramverket och förståelsen för förankring av hållbarhetsstrategi. Specifikt kan också fler intervjuer med teknikkonsultbolag öka kunskapen om förankring för teknikkonsultbolag. / There is an implementation gap when it comes to strategy formulation and implementation, which leads to companies often failing to realise strategies. This gap also exists for sustainability strategies, which are becoming increasingly important as a consequence of the sustainability challenges facing society today. Embedding a sustainability strategy is a complex process. It involves many organisational areas and activities, with different types of organisations having different requirements. With this as a starting point, the aim of the study was formulated as to develop a framework with main areas and key activities for anchoring sustainability strategy in engineering consulting firms. Sustainability is an important topic for both consultancies and companies in technology-intensive industries. This study aims to help engineering consultancies reduce the implementation gap and increase the positive impact of their sustainability strategies. Based on the scientific literature, an analytical model was developed, consisting of the examination and evaluation of eight main areas for anchoring and the examination and evaluation of a number of key activities for anchoring within each main area. This laid the foundation for the first version of the framework. The eight main areas are leadership, communication, corporate culture and values, organisational learning, resource allocation and planning, organisational structure, formal systems and external stakeholders. Based on the analysis model, two questions were developed. The qualitative empirical data was collected through semi-structured interviews. Interviews were conducted with eleven respondents from ten different consulting firms, as well as four respondents from the study’s case company, an engineering consulting firm. The purpose was to investigate the companies’ sustainability strategy anchoring processes in order to examine and evaluate how important the main areas and key activities are for anchoring. The analysis developed a finalised version of the framework with evaluated main areas and revised and evaluated key activities. The analysis resulted in two conclusions. The first conclusion is that there are eight main areas that are relevant to consider when anchoring for different reasons. The three most important main areas to focus on are leadership, communication and corporate culture and values. However, no main area should be completely ignored. The second conclusion is that there are several key activities within each main area to consider for anchoring, but some have been identified as most important. There is an overlap and mutual influence between the main areas. Additionally, the sustainability strategy process is iterative, requiring continuous effort on the key activities. Based on the findings, two recommendations were also developed. The first recommendation is to consider all eight main areas when anchoring, but to prioritise leadership, communication and corporate culture and values the most. However, no main area should be completely ignored. The second recommendation is to prioritise the most important key activities in the most relevant main areas at the top of the anchoring process. Due to overlaps between the main areas, positive reinforcement between them can be utilised, and work should be continuous and adapt to change. Future research could explore recommendations for what an organisation should do in the next steps after the anchoring process has begun. Furthermore, additional interviews could be conducted, both with more companies and more people within the same company at different organisational levels. This could thus strengthen the framework and understanding of anchoring sustainability strategy. Specifically, conducting more interviews with engineering consultancies could enhance knowledge of anchoring in engineering consultancies.

by Keung Wing-fai, Frederick. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 107-111). / ABSTRACT --- p.i / ACKNOWLEDGMENT --- p.iv / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.viii / LIST OF FIGURE --- p.ix / CHAPTER / Chapter I --- INTRODUCTION TO STUDY --- p.1 / State of Art --- p.1 / Objectives of the Study --- p.4 / Methodology --- p.4 / A Model for study --- p.4 / Deductive Method --- p.6 / Inductive Method --- p.8 / Framework of Study --- p.8 / Chapter II --- QUANTITY SURVEYING AS A SERVICE --- p.10 / Introduction --- p.10 / Quantity Surveying in the Surveying Profession --- p.11 / Land Surveying --- p.13 / Quantity Surveying --- p.13 / General Practice Surveying --- p.13 / Building Surveying --- p.14 / Quantity Surveying in the Construction Industry --- p.14 / The Construction Process --- p.14 / Roles of Key Participants in the Construction Process --- p.17 / Relationship of Key Participants in the Construction Process --- p.18 / Principal Services of the Quantity Surveying Profession --- p.21 / Preliminary Cost Advice --- p.21 / Cost Planning --- p.22 / Contracting Methods --- p.22 / Tendering --- p.23 / Valuation of Construction Work --- p.24 / Project Management --- p.24 / Chapter III --- DEVELOPMENT OF THE QUANTITY SURVEYING PROFESSION --- p.25 / Life Cycle Analysis of the Profession --- p.25 / Concept of Product Life Cycle --- p.25 / Concept of Profession --- p.27 / Noel McDonagh and Professor Peter Brandon's Framework --- p.27 / Profession Life Cycle of Quantity Surveying Applications (Services) --- p.28 / Profession Life Cycle of Quantity Surveying Skills --- p.32 / Profession Life Cycle of Quantity Surveying Knowledge --- p.35 / Future Development of the Quantity Surveying Profession --- p.36 / Application of the Boston Consulting Group (BCG) Model to the Quantity Surveying Profession --- p.36 / Application of Ansoff's Product/Market Expansion Grid to the Formulation of Development Strategies for the Quantity Surveying Profession --- p.39 / Sequence of Development of New Services --- p.42 / Chapter IV --- ENVIRONMENTAL ANALYSIS OF THE QUANTITY SURVEYING PROFESSION IN HONG KONG --- p.45 / Economic Environment --- p.45 / Economic Background of Hong Kong --- p.45 / Construction Industry in Hong Kong --- p.47 / Estimation of Private Sector Quantity Surveying Market Size and Profitability of the Quantity Surveying Profession in Hong Kong --- p.48 / Competitive (Immediate) Environment --- p.49 / Competitors --- p.50 / Potential Entrants --- p.52 / Substitutes --- p.53 / Buyers --- p.54 / Suppliers --- p.56 / Conclusions --- p.56 / Chapter V --- EXPLORATION OF OPPORTUNITIES FOR QUANTITY SURVEYING PROFESSION IN THE PEOPLE'S REPUBLIC OF CHINA --- p.57 / Introduction --- p.57 / Major Factors Affecting Foreign Investment in China --- p.58 / Special Economic Zone --- p.61 / Professional Design Services in China --- p.62 / The Role of Quantity Surveyors in the PRC --- p.63 / Chapter VI --- STRATEGIC CHOICES TO QUANTITY SURVEYING CONSULTANCY FIRMS IN HONG KONG --- p.65 / Segmentation of Market --- p.65 / Market Segmentation by Client Types --- p.66 / Market Segmentation by Work Types --- p.70 / Opportunities and Threats --- p.71 / Levels of Strategies --- p.72 / Literature Review on Strategies --- p.73 / Strategic Directions for Private Sector Quantity Surveying Consultant Firms in Hong Kong --- p.76 / Chapter VII --- RESULTS OF QUESTIONNAIRE TO LOCAL QUANTITY SURVEYING CONSULTANCY FIRMS --- p.87 / Introduction --- p.87 / Collective Results --- p.89 / Characteristic of Firms --- p.89 / Carrying Out of Corporate Planning --- p.90 / Jobs-in-hand and Income Classification --- p.92 / Jobs-in-hand classified according to Work Types --- p.92 / Jobs-in-hand classified according to Client Types --- p.93 / Income classified according to Service Types --- p.93 / Strategic Directions for the Hong Kong Office --- p.94 / Relative Importance of Future Clients --- p.98 / Chapter VIII --- CONCLUSIONS --- p.100 / Strategic Direction of The Quantity Surveying Profession as a Whole in Hong Kong --- p.100 / Strategic Directions of Individual Quantity Surveying Practices in Hong Kong --- p.102 / Summary --- p.105 / REFERENCES --- p.107 / BIBLIOGRAPHY --- p.110 / APPENDIX / Chapter 1. --- "Questionnaire on ""Strategic Management of Quantity Surveying firms in Hong Kong"""