The Leader - March/April 2008 - (Page 14)

real e stat e MaNaGeMeNt Client Relationship Management: Taking CRM Programs to the Next Level By kareN ellzey, darcy Mackay, Julie JoHNsoN, aNd cosiMa ziMMerMaN corporate real estate (cre) orGaNizatioNs are iNcreasiNGly iMpleMeNtiNG custoMer relatioNsHip MaNaGeMeNt (crM) proGraMs iNto tHeir orGaNizatioNal Models to eNsure aliGNMeNt BetWeeN tHe strateGic directioN of tHeir coMpaNy aNd tHe BusiNess decisioNs BeiNG Made By tHe corporate real estate Group. HoWever, tHe Models, tools aNd tecHNiQues used to support tHis evolviNG fuNctioN vary, resultiNG iN a raNGe of crM proGraMs – froM tactical to strateGic – aNd a Wide array of results. tHe evolutioN of crM We have identified four models of CRM alignment, which CRE organizations typically adopt (see Figure 1). The first CRM model represents a tactical role, with the Customer Relationship Manager serving primarily as a point person for the real estate organization, charged with collecting CRE requirements and managing the resolution of space requests and service delivery issues. The Model One CRM team interacts primarily with mid-level managers, rarely interfacing with senior-level executives. In the second model, CRM staff performs a Program Manager role, offering a greater understanding of demand fore- casting. This role oversees the delivery of real estate services, yet still has similar qualities as the Model One Customer Relationship Manager, serving as the point person for mid-level managers and coordinating resources. In Models Three and Four, the CRM role evolves from tactical to strategic by dedicating a greater percentage of their time to gaining business knowledge, building relationships and developing proactive solutions at the highest level of their assigned businesses. The Model Four Customer Relationship Manager has a stake in the decision-making process and serves as a business planning partner to the customer and the CRE organization. 2 0 0 8 tHe le ade r The Model Four Customer Relationship Manager understands industry and business strategy performance metrics and effectively delegates resolution of space and operational issues, in addition to performing one or more of the aforementioned roles. The strategic focus of Model Four’s role elevates the CRE organization to that of an active advisor and collaborative consultant to the business units. In a recent pulse survey of 20 CRE executives conducted by CB Richard Ellis (CBRE), most corporate real estate directors indicated that they consider their CRM programs to fall into either Model One or Two on the continuum. Only a handful of respondents regard 14 M arcH / ap r i l

Table of Contents Feed for the Digital Edition of The Leader - March/April 2008

The Leader - March/April 2008 Leadership Contents Message from the CEO Real Estate in the News Taking CRM Programs to the Next Level A Commitment to Sustainability GSA’s National 3D-4D-BIM Program Sustainability at ABN-AMRO Getting to the Real Issues in Today’s Competitive Marketplace ManPower Consolidates Real Estate & Project Management with One Provider HP's Renee Leach and Team Como's Robin Harris San Antonio's Mario Hernandez Chicago Workplace, Mid-Atlantic, and Boston The Gold Standard: California Is the State for Innovation Pat Crumley: Education Is a Path to Success Postcards from the Edge Tribune's Stephanie Pater Economic Development in the News A Look Ahead EDP Continues Expansion in Asia-Pacific

The Leader - March/April 2008

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