The Leader - March/April 2008 - (Page 21)

c l i e N t r ela tioN sH ip M a N a GeM eN t: t a k i N G cr M pr oGr a M s to tH e N ext level and business negotiation capabilities. Successful Customer Relationship Managers have a balance of both “soft” communication skills and “hard” analytical business skills. Communicating the importance of the desired CRM skill set to the business units is also critical to achieving the business units’ advocacy of incorporating those skill sets into the role. Measure your perforMaNce For All The Right Reasons! The Right Location: Located 23 miles east of Dallas where U.S. Highway 80 and I-20 merge, Terrell features ideal east-west access to the Dallas/Ft. Worth Metroplex and the world. Terrell, Texas. Once an effective CRM program is in place, performance measurements must be designed and implemented to ensure continued success of the program. To create the appropriate performance metrics, real estate organizations need a clear understanding of the key corporate goals and the desired outcomes and behaviors of the CRM. Figure 5 illustrates the importance of aligning real estate metrics with corporate goals and ultimately using CRE metrics that are in a language that is important and meaningful to the customer. CRE metrics can be tailored to fit the appropriate audience as long as there is an understanding of corporate goals. For example, to increase productivity, the corporate executive will likely be most concerned about administrative cost per area, as opposed to more CRE aligned metrics such as the number of transactions per transaction manager. The performance metrics that are employed will naturally change and evolve as the CRM program grows in maturity. A measure of success in a Model One or Two CRM program might be defined as zero surprises or false starts, where as a more mature CRM program might be measured by its ability to reduce real estate costs and ultimately achieve superior execution of strategic initiatives. takiNG crM to tHe Next level The Right Address: Terrell is an excellent place to live and work and is home to more than 5,000 manufacturing and distribution jobs and 3,000 non-industrial positions plus six Fortune 500 company divisions. The Right Business Parks: Shovel ready 5 to 40-acre sites are available at the fully developed 750-acre Metrocrest Business Park and the renovated 385-acre Airport Business Park for industrial/manufacturing facilities. The Right Incentives: Aggressive incentives and programs for new industries seeking to start up, relocate, or expand include Triple Freeport Exemption, Tax Abatement and Job Training. The Right Workforce: Terrell has a young population, with a median age of 32.8. Companies can draw on a dependable and non-unionized workforce of over 400,000 in a 20-mile radius. The Right Leadership: Terrell benefits from a focused business climate where leadership embraces development without the big-city red tape that can choke the energy out of any enterprise. The Right Developments: Terrell has new residential subdivisions and retail developments that are breaking ground which will meet the demands of the unprecedented retail, industrial and housing growth. Whether real estate organizations are evaluating the status of already established CRM programs or designing and launching a new one, it is essential to understand the overarching goals. Does the organization want its Customer Relationship Managers to be responsible for the execution of work or to be part of the strategic planning process? Garnering input from client partners is an important part of the process, so that expectations can be met and managed. To evolve from Model One to Model Four, real estate organizations must review their own organizational models to make sure that the structure will enable achievement of desired behaviors and goals. Does the organizational model support or enable the Customer Relationship Manager to be the strategic Terrell has everything your company needs to grow and prosper. Our shovel ready business parks, economic development incentives, non-union labor force and pro-business leadership are right for companies with an eye toward expansion or relocation. For more information please contact Danny Booth at 972.524.5704, e-mail danny@terrelltexas.com or visit www.terrelltexas.com. ECONOMIC DEVELOPMENT CORPORATION WWW.TERRELLTEXAS.COM 2 0 0 8 t He l ea der 21 P.O. BOX 97 1314 W. MOORE TERRELL, TEXAS 75160 M arcH / ap r i l http://www.terrelltexas.com http://WWW.TERRELLTEXAS.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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