In line with our parent company, our strategic imperative involves several initiatives and objectives to improve the company’s mission-vision goals and our bottom line, which is profit. These objectives use the initiatives and strategies to improve customer experience and satisfaction, business process and operations, workforce safety and quality management, training/learning, sustainable growth, and financial stability necessary or expansion.
Our company embraces community development and empowerment principles into our operating and economic development philosophy, as indicated in our development master plan in many communities. We use specific tools to assist in the local or regional project development process or to help evaluate and formulate development recommendations for local decision-making on our projects.
Although we continue to take global perspectives in developing initiatives for all our economic development and property management projects, we use lessons from previous local, national, and international development experiences. We interpolate with current and future locally specific prospects and decide on the measure of initiatives necessary to acquire new infrastructure construction, development, and management initiatives. Learn more
Our development conception & initiatives: Planning and design teams use professional real estate experts and construction consultants familiar with current industry trends in enhancing rural and urban community development initiatives as necessary. The teams review how best to stimulate economic growth and empowerment in an area, including our company’s initiatives to promote sustainable economic growth and development in the community.
You have heard that “if you build it, they will come” All it takes sometimes is to build a utility-focused infrastructure in an area to stimulate overall developments. We understand that promoting private infrastructure development initiatives in impoverished regions and blight urban settlements may be risky but rewarding if properly researched, planned, and implemented. Collaboration with other private investors, developers, and lending institutions willing to share the risk and ready to stimulate area-specific growth can be rewarding and sometimes necessary to mobilize new development in communities.
However, many challenges may hinder private development initiatives; essential among these challenges is politics of government administration, including lack of coordination among various government agencies and regulatory departments, including delay in implementation of land use changes for new development. Many area-specific land-use may require a zoning change, restrictive building and permitting regulations, and unclear definitions of what constitutes a community that needs immediate development assistance.
Significant among our development initiatives is the conscious efforts to work with jurisdictional government authorities diligently, interest groups, homeowners’ associations, and the community development corporations (CDCs) to effect meaningful changes in the local economic initiatives from the bottom-up instead of the top-down bureaucratic approach of political policy decision-makers at various government levels.
Strategic Development Imperative
Our strategic development imperative is to make a significant profit in the real state property development market by raising brand awareness with a social media campaign (marketing material, emails, promotions, and advertisement in social media) and also launching a strategy to open more business customer avenues worldwide with online products and services and increase outsourcing. Our strategic imperative is clearly defined but has strict business imperatives and objectives; however, operations leadership is our differentiation strategy. It also encompasses the quality of leadership that engenders growth, progress, and sustainability.
We hold firm to the belief and assertions that leadership is the responsible handling of operations, management, power, and authority. To help bridge the leadership skills gap, we invest heavily in our employees through leadership training and encourage lateral and vertical promotions with a succession planning strategy that uses employees’ performance records on and off the job as a base with measurement criteria.
Furthermore, our strategic state-of-the-art service provision and delivery system have proven reliable, consistent, and cost-saving compared to the industries we operate, given the short schedule of our emergence in the global markets.
Our service provision and delivery system have been able to control and use critical time-sensitive criteria. We use prevailing industry standards such as critical path analysis, integrating teams, programs, phases, stages, interfaces gap reduction, safety, and project risk management to reduce the time required to successfully produce and deliver projects and services.
B.C.W is poised to carry on its business operations and its affiliated subsidiary enterprises’ economic interests locally, nationally, and internationally in all parts of the world. Our company is ready to own, hold, purchase, and conduct businesses, including public and private infrastructure construction and development. These may include designing, building, managing, and operating physical installations, corporations, or operations.
These include real estate construction, development, management, financing, and mortgages involving commercial and personal property development within or outside the United States –especially in Texas and other neighboring states, including foreign countries of Asia, Europe, Africa, the Middle East, India, Australia, South America, and the Provinces of Canada.
Strategic Business Imperative
Our strategic business imperative is to introduce sustainable changes that can grow the business operations by acquiring and expanding our brands, subsidiaries, and customer bases worldwide. It will strengthen our business and competitive positions in the real estate development and property management industries. This clearly defined expected outcome is essential to achieve business growth goals. We have unique development and training experiences or protege arrangements with top industry commercial builders such as Texas Austin Commercial and Turner Construction companies, including many local builders and foreign developers.
Strategic imperatives are tools that can define what we need to focus on and what resources we need to make a difference as we make headway towards sustainable growth. We are essentially focusing on obtaining significant essential resources and forming an economic alliance with investors, partners, and other developers to gain comparative market advantages in the industry and local competitors. Getting a considerable presence, high financial leverage, and systemic advantage with our brand over the next 6– to — 12 months is critical to moving our organization toward its vision and desired goals.
Many of our company’s key projects and significant objectives will subsequently drive our strategic intent and respond adequately to the new economic insecurity environment clouded by the COVID-19 Pandemic. We will leverage and manage our collaboration resources, use real-time performance data in operations and management evaluation, evaluate progress, identify roadblocks and maintain superior connectivity to develop properties with great values for our growth.
Strategic Business Objectives
Our strategic business objectives focus on reducing operations costs, especially labor, materials, and production. The goals are to achieve these objectives using strategies that include and espouse information technology and innovations. These strategies consist of a digitalization strategy. It also has operational and performance excellence. It consists of new business and products acquisition, safety, quality products, supply and value chain management, value engineering, effective products, and services price reductions or increases considerations. Furthermore, it allows for constant improvements in business models, customer and supplier intimacy, competitive advantage, differentiation, and improved decision strategies.
We are using a cost leadership strategy to gain competitive advantages through the cost-effectiveness of our operations. As the business grows, the company will emphasize cost reduction to ensure competitiveness in our current global markets. Reducing products and service prices, invariable will attract more customers. Our products and services’ value and uniqueness, including price reduction, give us our differentiation generic strategy. This strategy continues to be the dominant strategy in our overall strategic business objectives as we review our strengths, weaknesses, opportunities, and threats SWOT).