The Leader - March/April 2008 - (Page 18)

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 ing more of a business planning partner, leaving the execution to the field teams. proGraM MaNaGe MeNt (We discuss this alternate organizational office Model model in the next section.) The case study below reveals how one CBRE client has successfully implemented executive enterprise strategy level Customer Relationship Managers, who are closely aligned with their respective business units and focused on strateBU BU BU BU gic planning. identify requirements and opportunities Aligning with client’s growth. The “total CBRE client roundtable session highoutcome KPIs” crm team crm team crm team crm team lighted the fact that many CRM models Business Orientation struggle to stay aligned with their comdevelop strategies panies’ growth due in part to mergers Real Estate Execution program management office and acquisitions. Companies that merge (deploys program managers and project managers) and acquire multiple companies typically experience a rapid growth in real PLA TM PjM FM estate portfolios and people. When playPLA TM Pjm FM ers change and companies change, the business unit’s focus can change, which KPIs KPIs KPIs KPIs makes it a challenge at times for corporate real estate to keep up. pla – portfolio and lease administration fm – facility management Companies must stay flexible to keep tm – transaction management kpi – key performance indicator pace with the changing landscape. For pjm – project management example, one CBRE client’s employee population doubled in the past 18 months Our studies indicate that the most effective CRM team due to three mergers. That company’s challenge is to integrate members are those that can focus on building relationships its CRM with the portfolio planning process, which varies with the customer and understanding the strategy of their according to asset type. assigned business units. CRM success is ultimately achieved There isn’t necessarily one model or one-size-fits-all solution when business strategy is effectively translated into terms for corporate real estate CRM programs. Varying models work if other CRE team members can use to develop strategic real they have certain basic elements in place, such as well-defined estate plans that are aligned with the company’s core busiorganizations, communication and analysis tools, a thorough and ness objectives. Successful CRM programs maintain a balance comprehensive planning process, and the skills and training to between the strategic capabilities that enable participation in ensure that the optimal characteristics are developed and cultithe executive decision-making process and the tactical savvy vated. These elements are discussed in the next section. required to execute on those customer goals through real estate delivery. eleMeNts of aN effective crM proGraM One emerging trend in CRE organizational models is to have Consider the organizational model: linking CRM to business two separate functions: one focused on building relationships unit strategy and delivery. Research and discussions with corand capturing business knowledge and the other on executporate real estate leaders reveal common themes of successful ing the tactical requirements associated with service delivery. CRM programs. The organizational model of CRE can play a This organizational model enables Customer Relationship pivotal role in the success of a CRM program. As discussed Managers to align with their real estate executives, becomearlier, one of the challenges with CRM programs is that FIG. 4 2 0 0 8 tHe le ade r 18 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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