The Leader - March/April 2008 - (Page 19)

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 Customer Relationship Managers tend to be either too tactical or pulled into the tactical delivery of real estate, thereby losing focus on building the appropriate relationships necessary to understand the strategic direction of the business. Figure 4 displays a CRE model that enables a more strategic focus by the CRM team. A Program (or Project) Management Office or PMO layer in the CRE organization can help balance the strategic with the tactical. The CRE model in Figure 4 also has dedicated CRM personnel that serve as the liaison between the PMO layer and the business units. This structure enables the CRM staff to focus on understanding the customer’s operating objectives and identifying workplace requirements and opportunities. This deep understanding of the business units ensures that Customer Relationship Managers will be better positioned to effectively translate these objectives and requirements into real estate strategies that can then be implemented by the execution partners with management oversight from the PMO layer. A good real estate organizational model needs to be supported by the right people, tools and communication methods to enable a Model Four CRM program. CBRE Client 2 shares their elements of a successful CRM program in the case study below. Emphasize good communication. Communication and relationship building skills are the top two desired characteristics of CRM staff. Developing those skills – according to our survey – along with preparing a thorough communication plan are critical to the success of the CRM program. Effective communication is bi-directional. Remember to incorporate feedback mechanisms into your communication plan geared toward your key stakeholders. Understanding their perspective will enable you to customize your existing plan to your customer’s preferences. use the right analytical methods. Communication is effective when supported by a variety of channels, which should be outlined in a formal plan. Strategic analysis and performance are effective when aided by the right business methods and tools. The following methods will help take Customer Relationship Managers to the next level, enabling them to become more strategic in their partnership approach, and thus, ultimately achieve the status of valued partner to the business units: 1. Analyze the Portfolio: It is of utmost importance in any real estate client relationship to understand the client portfolio. Some specific portfolio analyses that no Customer Relationship Manager should be without include: vacancy rates, lease expiration dates, utilization rates and occupancy, among others. 2. Perform Space Planning/Utilization Study: Understanding vacancy rates and space usage at each location is critical to making strategic space decisions. This knowledge will support the Customer Relationship Manager’s ability to be a business partner to the client. 3. Develop a Business Case: Like a good communication plan, building a business case is important when undertaking an initiative, such as alternative working environments or relocating a campus/facility. Having a business case tool template will ensure that executive managers cover the bases when determining budget, timing and resources needed for their project. 4. Understand Demand: Determining demand is critical to forecasting future needs. Having a consistent template ques- 2 0 0 8 tHe le ade r 19 M arcH / ap r i l http://www.roanoke.org/testimonials

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

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.