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Cost Centre to Profit CentreLeadership & Business Management for Facility Managers
Vision StatementThe FMCC is the resource and voice for Facility Management Consultants worldwide to leverage
our collective expertise to benefit IFMA members, and the Facility Management profession.
Mission StatementTo serve as a global Facility Management
consultants' resource and representative for Knowledge Sharing, Networking and Business
Opportunities in support of our impact upon the built environment and value to their clients..
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Today’s PresentationModerator: Mary Ressler, IFMA Components Manager
Presentation Title: Cost Centre to Profit CentreLeadership & Business Management for Facility Managers
Presenter(s):Geoff Williams, Nicole LobbCorporate Event Centre at CHSI
Presentation Logistics• Polls will be used throughout the webinar
• Q&A at the end of the presentation
• Quick survey at the conclusion of the Webinar
• PowerPoint & Recorded Webinar will be available online via FMCC’s Website (fmcc.ifma.org)
• Your Participation is Greatly Appreciated!
Presenter BioNicole Lobb is the Client Services & Facility Manager at Centre for Health & Safety Innovation. In her role, she is responsible for the operations and maintenance of CHSI, along with the fostering and development of tenant relationships.
As a member of IFMA Toronto’s executive committee, Nicole is aware of key industry trends and issues, and provides FMs with solutions that are informed, innovative and practical.
Presenter BioGeoff Williams is the General Manager at Centre for Health & Safety Innovation in Mississauga, Ontario, Canada, where he is responsible for day-to-day operations, business development and corporate strategy development.
Geoff is on the IFMA board of directors, is the past president and current secretary of the I.T. Council of IFMA, and the past president of the Toronto Chapter of IFMA.
Agenda/Outline• Review of common revenue opportunities for FM’s
• Integrating the Strategic Plan into FM
• Translating FM skills into those of a Small Business Manager
• Communicating with the Senior Executives
• Case Study: Centre for Health & Safety Innovation
Bottom Line
Revenue Opportunities for FM
Opportunities
• Leasing Roof Space (solar/cellular)• Parking• Retail Space• Food Service
“The Product”• Customer Service• Budgets• Marketing
FM as a Profit Centre
How well do you understand your corporate strategic plan?
How does the FM strategy fit into the strategic plan?
Can you demonstrate FM successes against corporate goals?
What can the FM do for the bottom line?
Strategy
Becoming a Small Business Manager (SBM):How do our skills stack up?
FM Skills: Product Understanding• What is your product/service?
• How does the product fit within the strategic plan?
• How does your product benefit others?
• What does success look like for your product?
• Has your product become a natural extension of your business?
FM Skills: Marketing• Marketing is a weak link for FM.
• How do you translate product understanding into marketing?
• Who is your target market?
• What will drive them towards your product?
• What strategies can you employ to improve your business?
FM Skills: Customer Service• FM’s should already be focused on customer service.
We understand:• The business we support is our customer• Building occupants are our customers
• What are our limitations?
• What are the steps to becoming a SBM?• Understand the customer of your business
FM Skills: Budgets• FMs are strong on managing expenses
• What are our limitations?
• What are the steps to becoming a SBM?• Learn how to budget for revenues
Revenue Projections
Engaging Senior Leadership• Be involved in strategic planning• Learn the players, their drivers and
how they prefer to communicate• What are their hot buttons?• Who are your allies?• Develop a strong relationship• Lobby before the “Big Presentation”• Present options grounded to the
business, not just the facility
Skills Mastered: Enter Senior Leadership
The FM as a Small Business Manager (SBM) can:• Develop a strategy for operating and developing the business.• Effectively articulate the product to all stakeholders.• Develop an effective marketing plan.• Demonstrate how the customers’ needs are being met.• Support the corporate bottom line.
Case Study:Corporate Event Centre at the
Centre for Health & Safety Innovation
Corporate Objective:“Create a unique meeting place that advances and promotes the Mission of CHSI and supports its partners & stakeholders.”
Who is CHSI?
Acting as:1. Tenant2. Landlord & Property Manager3. Facility Manager4. Corporate Event Centre (CEC)5. Community Events
CHSI Management TeamDevelop a team that aligns to service levels and matches your business size:
General Manager: • Formally “Facilities Director”• Manages the business
Client Services & Facility Manager: • Formally “Facility Manager”• Manages the building• Maintains the relationship with the internal client (tenant)
Guest Services Manager:• Newly created role to match with the growth of Corporate Event Centre (CEC)• Focuses on marketing the business and staying competitive• Maintains the relationship with CEC clients
CHSI Organization ChartBoard of Directors
Executive Operations Group General Manager
Finance & Audit
Health & Safety
Committee
Reservations Coordinator
Guest Services
Coordinator
Marketing Comm. Events
Guest Services Manager
Mail Room(Ricoh)
Food Service (Dana)
Janitorial (GDI)Incl. Day Porter
Client Services & Facility Manager
Accounting Human Resources
Information Technology
Maintenance Contracts
Tenant Liaison
Committee
CSR Team
Governance CommitteeGeneral Manager
Guest Services ManagerClient Services & Facility
Manager
Why does this work?Focus on Strategic Marketing for the business
Mission:“To be a unique meeting place for applied learning and innovation and to inspire prevention in the Community.”
CHSI’s Customer vs. CHSI’s ProductAligning the product to the customer
• Provide facility support to each different business (Paramedical Clinic vs. Health & Safety Associations)
Resident Clients(Landlord Role)
• Being flexible for multiple business types, but target corporate (plug & play corporate meeting environment)
Corporate Event Centre Clients
(CEC Role)
• Providing health, safety and wellness resources to the community
Community Event Clients(Community Role)
Aligning the productResident Clients
Understanding Unique Businesses Tenant Liaison Committee Health & Safety Committee
Customer Surveys Guest Services Relationships
Aligning the productCorporate Event Centre Clients
Competitive Pricing for Rooms Free Services Location, location, location
Plug & Play Not a ballroom! On site catering, no gratuities
Aligning the productCommunity Event Clients
Understand Community Needs Satisfying Multiple Market Segments
Timing of Events Industry Partners
FinanceKey Initiatives
• Managing the expense• Typical facility management + being creativeResident Clients
• Invested in re-branding• Invested in targeted marketing and collateral• Re-evaluated pricing strategy
Corporate Event Centre Clients
• Focusing on building a brand• Defining market and developing collateral• Building value to drive sponsorship
Community Event Clients
• Invested in the ability to serve our customers in the cafeteria• Re-engaged the SLA to ensure it was ran as a business• Adjusted the profit sharing scenario
Food Services
FinanceRevenue Results:
Engaging Senior LeadershipCHSI as a SBM has:• Developed a strategy for operating
and growing our business• Effectively articulated our products to
our stakeholders• Developed a strategic marketing plan• Demonstrated value to our customers• Dramatically improved the corporate
bottom line
Q&ANicole [email protected] [email protected]
Don’t Forget to Register for the next webinars:
• Thursday, April 16th, 2015 @ 1:00-2:00 PM ESTCommon Live Webinar by IFMA FMCC & IFMA ITC:“The Future of FM Technology, From the U.S. to Europe”Register today @ https://www4.gotomeeting.com/register/520714287
Ted Ritter, LEED® AP O+M, President Information Technology Council of IFMA & Managing Partner, Verdecom
Joachim Hohmann, CFM, Ph.D., MSc, Managing Partner, Consultants Circle
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