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2021 年 01 月
Contractorsrsquo; Competition Strategies in Bidding: Hong Kong Study
Yongtao Tan1; Liyin Shen, M.ASCE2; and Craig Langston3
Abstract: Selecting an appropriate competition strategy in bidding is the ambition of most contractors. The multiple requirements of clients encourage contractors to consider other strategies to deliver additional benefits besides offering a low-price bid. Offering low bids will reduce contractorsrsquo; profits and potentially make development less attractive. Contractors need to understand their specific resources that generate competitive advantage and accordingly develop strategies to win contracts. This paper reports the findings from a recent survey on competition strategies in the Hong Kong construction industry. Thirteen typical bidding strategies, their used frequency in bidding, and their effectiveness for winning contracts of different types and between different groups of contractors are studied. The analysis of findings is explored to provide local contractors and clients with new insights into competition strategies in bidding.
DOI: 10.1061/(ASCE)CO.1943-7862.0000219
CE Database subject headings: Competition; Bids; Frequency; Contractors; Hong Kong.
Author keywords: Competition strategy; Bidding; Frequency; Effectiveness; Cluster analysis.
Introduction
Construction contracts are normally awarded to contractors through competitive bidding. A great deal of research effort has contributed solutions and methods for bidding for construction
works and determining markups (Griffis 1992; Ioannou and Leu
1993; Skitmore and Pemberton 1994; Fayek 1998; Liu et al. 2005). However, these research efforts focus on how to formulate the optimum tender price in bidding. With the advent of multiple
criteria for contractor selection, particularly for public works, there is an increased need for other effective competition strate-
gies besides the low-bid strategy. Shen et al. (1999) developed an
optimal bid model for assisting contractors in determining better
bidding strategies when considering tender price and construction time collectively. Tan et al. (2008) introduced the goal program- ming method for assisting a contractor to find out its own most
competitive strategy in bidding for construction contracts where multiple selection criteria are adopted.
In practice, contractors with different degrees of preference to the factors affecting bidding decisions, e.g., maximizing expected profit, will apply different bidding strategies to meet these objec- tives. To meet specific objectives, contractors adopt various com-
1Tutor, Dept. of Building and Real Estate, The Hong Kong Polytech- nic Univ., Hung Hom, Kowloon, Hong Kong (corresponding author). E-mail: bstan@polyu.edu.hk
2Professor, Dept. of Building and Real Estate, The Hong Kong Polytechnic Univ., Hung Hom, Kowloon, Hong Kong. E-mail: bsshen@polyu.edu.hk
3Professor of Construction and Facilities Management and Associate Dean (Research), Faculty of Business, Technology and Sustainable Development, Bond Univ., Gold Coast, Australia. E-mail:
Note. This manuscript was submitted on August 26, 2008; approved on March 16, 2010; published online on March 18, 2010. Discussion period open until March 1, 2011; separate discussions must be submitted for individual papers. This paper is part of the Journal of Construction Engineering and Management, Vol. 136, No. 10, October 1, 2010.
copy;ASCE, ISSN 0733-9364/2010/10-1069–1077/$25.00.
petition strategies. Fine (1975) identified several strategies including random bidding when work levels are low, selective
bidding, and severely competitive bidding with claim back op- tions within the limits of the contract. Stone (1983) also suggested that some firms accept lower standards of work than others and
this gives rise to differences in efficiency and therefore cost. With the challenge of a best value model for awarding public works, other issues such as relationships with various parties in construc-
tion and attitudes to partnering are considered as important (if not more) as tender price (Langford and Male 2001). For interna- tional contractors, forming joint ventures with local partners has
become a popular strategy when entering into new markets, espe- cially in developing countries (Lim and Liu 2001). Mitigating risk has always been an important part of a contractorrsquo;s decision as to
whether to bid on a construction project involves numerous un- certainties and complexities (Han et al. 2005).
However, few research efforts have contributed to examining
the typical competition strategies in a particular construction mar- ket. Moreover, the competition for work in the Hong Kong con- struction market has become more intensive, and there is reason
to believe that an increased demand for delivering additional value to clients (other than lowest bi
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