BuildFit: MARKET INTELLIGENCE REPORT

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 Executive Summery

In the course of this report the mission and the vision of BuildFit has been closely examined.
The aim of the report is clearly stated. The primary qualitative and the secondary research
have been selected in order to conduct the research. The limitations to this research have been
stated. PESTLE analysis has been performed and the Perceptual Map has been prepared in
order to locate the company in the current business environment. The primary and the
secondary research have been performed on the variables like 1) Skill 2) Time 3) Finance 4)
Bonds and 5) Talent. The SWOT analysis has been done in order to formulate the strategic
aims of the Company.

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 Table of Contents

About the BuildFit ..................................................................................................................... 4

Aim of the Report ...................................................................................................................... 5

Method ....................................................................................................................................... 5

Limitations ................................................................................................................................. 5

PESTLE ..................................................................................................................................... 6

Perceptual Map .......................................................................................................................... 7

Summary of Findings from PESTLE and Perceptual Map ........................................................ 8

Primary and Secondary Research Findings ............................................................................... 8

Definitions................................................................................................................................ 10

Summary of Findings from the Primary and Secondary Research .......................................... 11

Strategic Objectives ................................................................................................................. 11

Objectives: ............................................................................................................................... 13

References ................................................................................................................................ 14

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About the BuildFit
The company, BuildFit gather information and hands it over to the construction industry so
that the makers in the industry can build better. The purpose of the company is collective in
nature. However, all the risks and the respective opportunities are also faced by the company
like any other players in the industry. These are the expansion of the market in an global
scale, introduction of new business models, and the need to become sustainable in approach
as per the UN sustainability agenda. The company therefore helps the builders in the industry
to find values in the business and new ways of managing the risks (Buildfit.net. 2019).

Therefore, the main aim of the company is to keep imagining and developing a business
system that actually initiates a change rather than imposing it. An imposition may create
resistance. However, an initiative may be acceptable as the basis of it is on logic. Such an
initiative is able to strike a balance that makes the responsible practice a habit. In this method
the commercial risks are reduced. However, the second aim on the part of the company is to
make the system available for everyone whether it is a small business or a big business.

Aims and Objectives:

 To balance the factors like the cost and the benefit, the risk and the opportunity, the
information and values, the risk and the respective opportunities. The natural
resources are under a huge pressure and the organization tries to make the whole thing
sustainable.
 In Australia, BuildFit as a company helps to achieve the UN sustainability goals
which are 17 in number including human well being, the protection of the natural
environment (Buildfit.net. 2019).
 To truly introduce a circular economy
 To comply to the rule of the land completely.

Vision of the company:

The aim is to enable the Australian products to competitive enough in terms of quality and on
the ground of compliance too. The focus is to shift the focus from profit to the value
(Buildfit.net. 2019).

Mission:

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  To develop a market mechanism for innovation and healthy competition so that the
future is supported.

Goals:

1. Providing a system that helps for material sourcing and evidence

2. Ensuring the best practice and transparency
3. Ensuring a bigger corporate social responsibility.

Aim of the Report

The report aims to find out the aspects of themes indicating potential opportunity for
development. These are to be found based on the following questions.

Q1: Are the present sustainable policies is suitable or should they be changed?

Q2: Are the players in the market following the existing criteria properly?

Q3: What is the major strategic opportunity in the market?

Method
In order to conduct the data necessary for the research both the primary and the secondary
data collection method has been used. The primary data collection has been performed in the
mode of immersive research which is qualitative in nature. The qualitative nature has been
performed in order to capture the emotions, words, thoughts, motives and ideas of the
relevant stakeholders (Jalaei and Jrade, 2015).

The sampling has been convenience sampling as the groups of the stakeholders has been
homogenous in nature.

The secondary research has been done by collecting relevant information from the relevant
and acknowledged scholarly per reviewed articles and reports of the company itself.

Limitations
The major limitation in conducting the research has been time and money and other
resources. The limitation of the resources has led to the limitation of the researches too. With
given resources, the sampling technique could have been selected otherwise in order to

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incorporate a larger number of respondents. The lack of quantitative tool stops the result from
further ratification (Chong et al. 2017).

PESTLE
The pestle analysis is performed here in order to have an understanding of the external
environments which is important for the stakeholders at different levels- both insider the
industry and outside the external community (Olfat et al. 2017).

Political  The political stability of Australia is a point of growth for the

company as the stability lead to the expansion of the industries
which cannot even exist without the construction industry.
 As a most sophisticated series of regulations in the world, there are
Australian Standards, National Construction Code, Social
Procurement Framework, and Chain of Responsibility Legislation
and so on.
 The higher tax rate is applicable for higher income slabs inj
Australia, though the businesses with less than $25 million turnover
can apply for a lower lax slab of 27.5% as compared to 30%
(Theaustralian.com.au. 2019).
Economic  Australia is the 13th largest economy of the world. The growth of
GDP is approximately 3% in the fiscal year 2019. Therefore, the
investment in the business is expected to grow gradually
(Theaustralian.com.au. 2019).

Social  In terms of wealth and education, Australia is one of the best places
on the earth to live. This has attracted a big expat population to
work and live on the country (Bong et al. 2015).
 The population of the country is 22.9 million as far as BBC Report
goes.
Technological  Adoption to the new technologies is faster in Australia more than
many other developed countries. The use of the modern
technologies has been growing at a rate of 4% in the country. This

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 open mindedness to the use of technology is prospective to
BuildFit.
Legal  The country has a much structured legislation regarding the
businesses. There are fair trading laws, fair competition laws, and
the consumer laws. The most primary legislation is The fair Work
Act of 2009.
Environmental  Like any other big economy on earth, the country faces the
challenges related to the environmental changes. This has led to the
strict environmental legislation in the country.

Perceptual Map
A perceptual map is the visual representation of the perception of the potential customers
about the special attributes of the organization, the brand, the product or the service. In the
visual representation the product or the service can be placed in respect of the two axis at the
most basic level.

Values

Company’s Position

Risk Responsibilities

Information

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Summary of Findings from PESTLE and Perceptual Map
The findings from the PESTLE analysis and the Perceptual Map can be summarized under a
few bullet points (Chan et al. 2019).

 The political stability in the country is the instrumental for the growth in the industry.
Regulations like Australian Standards, National Construction Code, Social
Procurement Framework, and Chain of Responsibility Legislation are implemented in
order to keep the system in good structure. Therefore, the growth of BuildFit is
expected in such condition. However, the company may have to face the tax issues.
 As far as the economic growth is concerned with the increasing multicultural
demography due to immigration, large number of reputed universities and many other
opportunities, the population is increasing. Therefore, the consumption is on the rise
with growth in the new and the old businesses. From this perspective, the building
industry can grow in the region in a sustainable manner.
 The trend to adoption to the new technologies in general has ensured that the
developments in the field of building information by BuildFit will be widely accepted
by the players.
 Legal issues coupled with the environmental factors are big thing in Australia. With
much structure regulation almost in every field the company need to keep in mind
wide range of issues related to these aspects. However, being a responsible entity,
BuildFit has ensured its fame and reputation among the internal and external
stakeholders.
 The perceptual map shows that the stakeholders are of the view that the company has
hold a good position in terms of values and responsibilities as weighed against
information and risk.

Primary and Secondary Research Findings

Secondary Research

Articles/Insights 1. Time 2. Finance 3. Talent 4. Skills

X X X
Jalaei and Jrade,
(2015)
Olfat et al. (2017) X X X

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Chong et al. (2017) X X
Jayarathna et al. X X
(2017)
Koschatzky et al. X X
2015
Chan et al. (2019) X X X
Bong et al. (2015) X X X
Theaustralian.com.au. X X
2019)
Buildfit.net. (2019) X X
Total 7 5 6 4

Therefore, the order of priority in as far as the secondary research is

1) Time

2) Talent

3) Finance

4) Skill

Primary Research

Respondent/ Time Talent Finance Skill Bonds

Insights
1 X X X X
2 X
3 X X X X
4 X X X
Total 3 1 2 4 2

The priority order in the qualitative primary research is

1) Skill

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2) Time

3) Finance

4) Bonds

5) Talent

Definitions
1. Skill

Skill is one of the most important terms in both Secondary and the Qualitative primary
Research. It is one’s ability- may be individual ability or collective ability- to accomplish a
task in a given time and resources. The skill should be certain about the result.

The skill detected in the secondary research is domain specific. It is the skill in the building
and the skill in running a building information system and developing the same.

The skill as discussed in the process of the research are analytical and the problem solving
skill with keen technical knowledge, ability to work under pressure of time constrain and
resource constrain, skill to teamwork, skill for the time management. Apart from that
interpersonal and communication skill is also required apart from the technical skills. In time
the members need to develop a leadership skill to be implemented on an emergency basis.

2. Time

Time is perhaps the most impotent thing in almost everything in the transient world. The
world is determined by time.

In the construction industry time seems to take a more valuable position as far as the research
has shown. The builders need to build in time, and the information system needs to be kept
updated in time. Any lack in both the performance may end up in either technical or
economic disaster (Mikhaylova et al. 2015).

3. Finance

Finance is the basis of the economy. Broadly the economy runs on the financial relations of
different groups of stakeholders in different businesses.

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For the building industry, finance is one of the most crucial factors as a good financial
backbone of the economy will lead to expansion necessitating the need in new buildings. On
the other hand different size of businesses needs different size of building necessitating
different levels of financial flow and support. However, in the case of small and medium
scale building, employing building information system is not economically feasible.

4. Talent

Talent is necessary for any kind of business as it is the talent that introduces the disruptive
changes to any kind of industry.

For the building industry talent is important because it evolves the design and the technology.
It improves in the time management and the overall quality of the work. In running and
updating a building information system, talent of the employees is necessary. Without it the
system will not be properly updated or developed.

Summary of Findings from the Primary and Secondary Research

Themes Time Talent Finance Skill Bonds

Totals 10 7 7 8 2
Therefore, the order becomes

1) Time

2) Skill

3) Talent

4) Finance

5) Bonds

Strategic Objectives
In order to set the strategic objectives of BuildFit, a SWOT analysis is necessary. The SWOT
analysis is performed on the basis of the information gathered in the form of PESTLE
analysis, perceptual map, the primary and the secondary research.

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Strength Weakness
 Internal Transparency is strength to  The sustainability agenda as
the company addressed by the BuildFit, has not
 The spirit of innovation among the been properly conveyed to all the
workforce is a true potential for the stakeholders.
company (Jayarathna et al. 2017)

Opportunity Threat
 As the company adheres to all the  Growing complexity in terms of
rules and regulations of the country, taxation
the much structured legislation of  Emerging competitors in the market
Australia is an opportunity for the  Lack of unanimous acceptance on the
company. part of the market players
 The domestic economy is growing. It (Koschatzky et al. 2015)
is certainly a big opportunity for
BuildFit
 The Political Stability is an
advantage.

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Objectives:
1. To meet the growing demands in the market
2. To convey to all the part of the stakeholders the sustainability agenda as addressed by
the company
3. To foster innovation as it is the very breath of the company
4. Innovation needs to be used in order to develop disruptive technology
5. To harvest the corns of regional stability and growth
6. To gain a competitive edge over the competitors by fostering innovation (Littlejohns,
2016).

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References
Bong, S., Rameezdeen, R., Zuo, J., Li, R.Y.M. and Ye, G., 2015. The designer's role in
workplace health and safety in the construction industry: post-harmonized regulations in
South Australia. International Journal of Construction Management, 15(4), pp.276-287.

Buildfit.net. (2019). [online] Available at: https://www.buildfit.net/ [Accessed 31 Aug. 2019].

Chan, W.S., Chang, F.D., Chen, C.S., Chiu, Y.F., Liu, C.C. and Tsai, Z.D., 2019, June.
Optimizing The Reliability of The Fire Alarm System in The Taiwan Photon Source. In 10th
Int. Partile Accelerator Conf.(IPAC'19), Melbourne, Australia, 19-24 May 2019 (pp. 4026-
4028). JACOW Publishing, Geneva, Switzerland.

Chong, H.Y., Lee, C.Y. and Wang, X., 2017. A mixed review of the adoption of Building
Information Modelling (BIM) for sustainability. Journal of Cleaner Production, 142,
pp.4114-4126.

Jalaei, F. and Jrade, A., 2015. Integrating building information modeling (BIM) and LEED
system at the conceptual design stage of sustainable buildings. Sustainable Cities and
Society, 18, pp.95-107.

Jayarathna, L., Rajapaksa, D., Managi, S., Athukorala, W., Torgler, B., Garcia-Valiñas, M.A.,
Gifford, R. and Wilson, C., 2017. A GIS based spatial decision support system for analysing
residential water demand: A case study in Australia. Sustainable Cities and Society, 32,
pp.67-77.

Koschatzky, V., Oliveira, F.D. and Somerville, P., 2015. Modeling earthquake hazard and
risk in Australia and New Zealand. In Proceedings of the Tenth Pacific Conference on
Earthquake Engineering, Sydney, Australia.

Littlejohns, L.B., 2016. System Building Blocks for Health Promotion Policy and Practice in
a Regional Health System in South Australia (Doctoral dissertation, Flinders University,
School of Medicine.).

Mikhaylova, O., Johnston, I.W., Narsilio, G.A., Kivi, A.V., Aditya, R. and Noonan, G., 2015,
April. Performance of borehole ground heat exchangers under thermal loads from a school
building: full-scale experiment in Melbourne, Australia. In Proceedings World Geothermal
Congress (pp. 19-25).

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Olfat, H., Shojaei, D., Briffa, M. and Rajabifard, A., 2017, April. The Current Status and
Ongoing Investigations of 2D and 3D Digital Cadastre (ePlan) in Victoria, Australia.
In Proceedings of the Academic Research Stream at the Annual Conference Locate,
Research@ Locate.

Theaustralian.com.au. (2019). Business News 2019 | The Australian. [online] Available at:
https://www.theaustralian.com.au/business [Accessed 31 Aug. 2019].

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