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1、LOGOPotential Impact of the WTO on Saudi Construction FirmsPrepared by:Abdullah A. Al-ShayaAwad Al-GahtaniHusam Al-Shaikh-Khalil12 Jan,2008ContentsIntroduction 1Objectives of the Research2Literature Review3Research Methodology 4Results & Discussion5Conclusions & Recommendations6Introduction vThe Wor
2、ld Trade Organization (WTO) It encompasses the rules of trade(GATT) , (GATS) , (TRIPS) , (DSP)148 members , 28 lining up .vSaudi Arabia & WTOthe Saudi construction firms will be braced with new opportunities and challenges. Environment characterized by the GATS Framework of Liberalization (GFOL).Obj
3、ectives of the Research1.To explore features of the WTO and the GATS which are likely to impact the Saudi construction industry.2.To investigate the impact of the economic globalization and GATS (GFOL) on the Saudi construction firms as a result of Saudi Arabia joining the WTO.3.To discuss the perti
4、nent issues identified and synthesize appropriate conclusions. 4.To identify the suitable strategies for Saudi construction firms in the post-WTO environment.5.To recommend areas of further researchLiterature ReviewvGeneral vHistorical Background vObjectives and Functions of the WTO vThe WTO Agreeme
5、nts vGeneral Benefits of Joining the WTO/GATS vThe GATS vWTO and Saudi Arabia vCase Studies of Selected WTO Members vSWOT Analysis vExternal Factors (Opportunities/Threats) vThe GFOL as a Double-Edged Sword vInternal Factors (Strengths/Weaknesses)Research Methodology vThe main purpose of this resear
6、ch is to investigate what are the important features of the GFOL and to assess the internal factors of Saudi construction firms and hence to propose some of the generic strategies for them.vIn case of present research, both quantitative (Survey results of internal factors) and qualitative data (Inte
7、rpretations from Literature survey) were availablevRespondents were chosen from a variety of backgrounds such as project management, strategic planning, and those acting as owners or clientsvAlso Organizations responsible for prequalifying and evaluating bids of contractors and/or subcontractors.vIn
8、 general, they were highly experiencedResearch MethodologyResearch MethodologyvThe questionnaire essentially required the respondents to answer three types of questions:For each factor, what is the current status of large Saudi construction firms? such as: in terms of financial resources, technologi
9、cal capabilities, managerial capabilities, and othersFor each factor, what does the current status of Saudi construction firms represent?Is/Are there additional factor (s)? If yes, what are they?vSWOT analysis aimed at identifying the strengths and weaknesses of Saudi construction firms and matches
10、them with the opportunities and threats in the post-WTO environment, and proposing general strategies in order to become more resilient to the effects of liberalization.Results & DiscussionResults & DiscussionvSome of the twenty-six factors:Financial Resources (FR):- It is observed that fifty-seven
11、percent 50%) of respondents agree that status of FR represents a source of strengthManagerial Capabilities (MC):- The status of MC is neither high nor low, but it represents one of the weaknesses. Human Resources (HR):- The status of HR can be treated as medium and representing one of the weaknesses
12、.R&D Activities (R&D):- It can be concluded that status of R&D is low and it represents a major weakness.Strategic Planning (SP):- Sixty percent (50%) of respondents do agree that the current status of SP represents a weakness.Client Relations (CR):- The status of CR is medium and represents one of
13、the strengths.Results & DiscussionJoint Ventures (JV):- the status of JV is low and represents a major weaknessIT Utilization (IT):- the status of IT is low and symbolizes a major weaknessInformation Systems and Knowledge Acquisitions (IS&KA):major weaknesses for the large Saudi construction firms.v
14、The experts are however in a reasonable agreement regarding eight internal factors: innovation in services, global operations, R&D activities, strategic planning, training/retraining activities, joint ventures, IT utilization, and information systems and knowledge acquisitions. They assessed the sta
15、tus of large Saudi construction firms to be low that represents weaknesses in facing the challenges of WTO.vConsequently, the strategic plan proposed of this study is partial in that it will focus only on limited internal factors, where the surveyed experts have achieved some reasonable agreement on
16、. Proposed StrategiesvTo reduce/improve the extent of weaknesses of Saudi construction firmsvTo avoid the areas of business activities wherein the contemporary weaknesses are pre-requisites for success, and to exploit the strategic perspectives constituting major strengths. vThe various possible gen
17、eric strategies for construction firms can be categorized into following fifteen components:1 - Concentrated growth (specialization in and targeting on selected markets and products/services)2 - Market development (adding new markets for the range of services)3 - Products/services development (modif
18、ication or improvement in existing products/services)4 - Innovation (offering new alternative for existing products/services)Proposed Strategies5- Horizontal integration (acquisition of firms with the same products/services)6- Vertical integration (acquisition of suppliers and/or users organization)
19、 1077- Joint ventures8- Concentric diversification (acquisition of businesses with the specific intention to improve weaknesses or exploiting contemporary strengths)9- Conglomerate diversification (acquisition of discrete firms)10- Retrenchment (reducing assets or scale of activities)11- Divestiture
20、 (closing or selling part of the firm)Proposed Strategies12- Liquidation (step-by-step closure of the business)13 - Monopolization (protection of present markets)14 - Cost leadership (cost reduction of products/services)15 - Differentiation (offering special value to the customer through distinguish
21、ed quality and performance)Suitable Generic StrategiesThe generic strategies are grouped into three categories:1.Proactive Strategies- strengthening the weakness to reap the benefits of Saudi Arabia joining the WTO2.Defensive Strategies- to defend locally in the post-WTO scenarios by minimizing the
22、exposure to weakness3.Exploiting the contemporary strength-to reap the benefits of Saudi Arabia joining the WTO and to cope the post-WTO threatsConclusionsvGATS Framework of Liberalization is a double-edged sword for the large Saudi construction firms vWhile the Kingdoms entry into the WTO will endo
23、w the large Saudi construction firms with the overseas opportunities in the 148 member countries, limited only by special privileges within regional groupings, increased competition due to the entry of international competitors into Kingdom and the reduced concessions/subsidies due to the WTO regula
24、tions are also inevitablevThe analysis of survey data reveals that the large Saudi construction firms are not prepared enough to compete with the potential international competitors in the WTO era and they need to address adequately their contemporary areas of major weaknessesRecommendationsvThe Sau
25、di construction firms need to develop and adopt a culture of strategic planning/thinking. This will necessarily need top management commitments and coordination between the Government, construction industry, universities, and other research organizations in the KingdomvA strategic agenda, considerin
26、g different characteristics specific to a Saudi construction firm and the market (s)/ submarket (s), needs to be setvThe Saudi construction firms must address the issues raised in this study properly so as either to improve or avoid being exposed to their obvious weaknessesvThe Saudi construction in
27、dustry and hence the professionals involved therein must develop a clear understanding of the WTO and GATS rules & obligationsRecommendations for Further StudiesvFurther study is required using the Delphi rounds of survey to arrive at a more common understanding of the contemporary strengths and wea
28、knesses of the Saudi construction firms and to propose the strategies thereofvTo seek the opinion of firms executives on the practicality of adopting the recommendationsvEffect of various government regulations on implementing the strategies proposed in this studyvA similar study for proposing strategies specific to certain companies and/or small and medium sized enterprises (SMEs) needs to be carried outLOGO
