The Leader - March/April 2008 - (Page 20)

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 tionnaire for Customer Relationship Managers to use to understand demand will enable them to make strategic decisions regarding the client portfolio. 5. Implement Effective Reporting Tools: Using effective reporting tools, such as a dashboard, enables CRE departments to consistently track and communicate updates, i.e., occupancy cost as a percentage of revenue. 6. Perform Industry or Internal Benchmarking: Benchmarking enables an organization to understand how space is typically utilized within the company’s industry, geography and/or by asset type. When proactively adapted to a real estate portfolio, benchmarking can serve as a catalyst for change, delivering significant value to the entire organization. Put a solid process in place. The disconnect between CRE and the business units can cause CRM programs to underperform, which is why it is important to incorporate the busi- ness units into the CRM organizational development process. If the business units understand the function and role of the Customer Relationship Manager and participate in the development process, the result is an aligned organization with a focus on executing the individual goals of the business units. Customer Relationship Managers should ask probing questions to implement the best process. For example, how can we do a better job of projecting demand? What are the revenue projections and financial ratios? How can we leverage information to deliver more accurate staffing projections? By understanding information, a process and associated tools can be put in place to support strategic alignment with customers. CBRE Client 3 has put an effective process in place that ensures alignment between the customer and the real estate organization, as is described in the case study below. Get the right people in the right roles. As discussed earlier in this paper, the Customer Relationship Manager role is all too often filled with existing staff whose skills and competencies might not be the best fit or who have not received sufficient training. Considering the traits based on research and our survey, the optimal traits for the role are strong communication, relationship building and problem solving skills. Real estate organizations will need to rethink the way they staff these roles and work with human resources departments to ensure the appropriate skill sets are matched. Targeted questionnaires and writing tests during the screening process can help reveal the communication and relationship building ability of the prospective candidate. Seeking input from the business units is also helpful. Real estate and industry knowledge is a plus, but the ability to build relationships, listen to and effectively communicate with customers is becoming paramount to the effectiveness of the Customer Relationship Manager role. Make sure CRM staff have the skills and are trained to do their job. Once talent is hired and onboard, real estate organizations can ensure that their Customer Relationship Managers are properly trained and have the skill sets to perform their jobs according to the desired CRM model. A thorough and comprehensive training program is critical to the success of the CRM program. One challenge real estate organizations face in seeking these skill sets in prospective Customer Relationship Managers is that communication and relationship building qualities are sometimes considered “soft” skills by the client. These skill sets are not valued as highly as sharp strategic analysis 2 0 0 8 t He le ade r 20 M arcH / ap r i l http://www.springfieldinthemiddle.com

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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