The Leader - March/April 2008 - (Page 16)

clieN t r ela tioN sH ip M aNaG e Me Nt: taki NG crM p ro G raMs to tHe Ne xt le v e l FIG. 1 four Models of crM MaNaGeMe Nt MODEL ONE: customer relationship manager as cre point person accountabilities n collects cre requirements (space/operational) and coordinates cre resources to resolve n manages resolution of space and operations issues n interacts with mid-level managers daily and senior-level infrequently n balances goals of cre, business unit (bu) and company n effective communication between crm and cre groups MODEL TWO: program manager accountabilities n understands space needs n coordinates cre resources n manages resolution of space and operations issues n interacts with mid-level managers daily n balances goals of cre, bu and company n effective communication between crm and cre groups MODEL THREE: planning partner accountabilities n actively participates in annual business planning process n aligns cre operations strategies with bu strategy n understands industry, business strategy kpis, operations ratios n effectively delegates resolution of operations issues, but manages space issues n strategy/tactical ratio (70/30) challenges n monitoring the strategic shifts within bu and making appropriate changes to cre strategy MODEL FOuR: business solution partner accountabilities n active member of bu management committee n aligns cre operations strategies with bu strategy n understands industry, business strategy kpis, operations ratios n effectively delegates resolution of space and operations issues n strategy/tactical ratio (90/10) challenges n senior executive commitment n staff transformation n compensation budget their CRM programs as having evolved to Model Three. No CRE director viewed their CRMs to be in Model Four status, with the group agreeing that Model Four may not be the ultimate goal for all CRE organizations. But how does corporate real estate get to a Model Four CRM program? We take a look at some of the challenges corporate real estate organizations face as well as the elements of an effective CRM program to reveal how companies can evolve from Model One to Model Four. cHalleNGes WitH curreNt crM Models Managing disconnect between CRE and business unit goals. One key finding in our research is that all too often, CREs develop their CRM programs – determining roles and responsibilities as well as desired characteristics of the Customer Relationship Manager – without consulting with the business units. Ironically, the Customer Relationship Manager’s role is to ensure the customer’s strategy and goals are effectively conveyed to the real estate organization and executed upon. So why wouldn’t the customer be a part of the CRM program development process? This lack of involvement can cause a misalignment between the goals and strategies of the business units and the overall delivery of real estate services. As with any key initiative, gaining input and insight from key stakeholders is a major success factor in the development of the CRM role. It is critical that the CRE department understands what level of relationship the business units expect from the CRM role. CRE departments and business units can consider the four relationship levels identified in Figure 2. Customer Relationship Managers can create trust by illustrating an ability to understand the operating objectives of clients, developing strategies that help improve operating efficiency, and following through with flawless execution and communication. Only once this trust is built can “partnership” and “advice” follow, helping to evolve the Customer Relationship Manager into the Model Three and Four levels. Overcoming misalignment of roles and talent. Through interviews and discussions with senior CRE executives, CBRE has discovered that many feel their CRM programs and individual Customer Relationship Managers lack the core capabilities required for this function. Figure 3 illustrates the optimal characteristics of 2 0 0 8 tHe le ade r 16 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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