OVERCOMING THE DAILY CHALLENGES FACED BY FACILITY MANAGERS
Property owners may think
they offer accommodation (brick & mortar) to tenants, however, it is not that simple. They appoint Property / Facility Managers and Building Managers to serve their best interest, which is to secure a stable rental income over the life of the building at the lowest cost possible.
It sounds a simple assignment, but it is not.
A typical building requires more than 20 technical and soft service providers, each one making a distinctive impact on how tenants experience the building. The scary scenario is that neither the building manager nor the property / facility manager, and especially not the property owner has any direct control over the current or future performance (reliability of performance) of any of these technical or soft service providers. Neither does any of them know how each of these service providers impact tenant experiences due to their performance and staff behaviour. Neither are they able to equate service provider performance to cost in order to ensure they receive the value they pay for and have (hopefully) stipulated in the Service Level Agreements.
In summary,
the experience of tenants (legally bound to making grudge payments every month) is directly and profoundly influenced by numerous independent service providers who, each in his/her own manner influences the net return on the property investment. They either contribute to tenant loyalty or disloyalty (influencing tenure surety) and they influence the bottom line by (unknowingly) tolerating less than an optimal cost to performance ratios.
The fact is, concealed inefficiencies increase direct cost and reputational damage erodes income.
Therefore, all the factors responsible for this bottom-line reality must be identified, quantified, and managed by introducing proactive remedies that will indicate incremental improvements (deterioration) by the relevant Performance Indices increasing (decreasing).
We have mastered all these challenges.
We use sound academic business instruments (for accuracy and relevance), supported by leading technology (for cost effectiveness) and driven by a unique 5-point strategy (for swift, and enthusiastic cooperation of all stakeholders.
The process of development starts
by quantifying the exact potential of critical business processes for each service provider and then determines the current service levels of each per service provider. It sets performance benchmarks for these business processes according to their potential. Not any of this was possible before. Now, we are able to compute a myriad of Performance Indices for the sake of proactive remedial action. This development process is pro-active and identifies weak links even before tenants are negatively affected.
