Building & Facility Management
The setting up of a building infrastructure is a binding strategic step – binding in the sense of capital costs, but especially also in terms of the consequences for the situation surrounding operating costs.
The principles concerning the construction of a multi-functional sport, event and leisure centre can themselves be found in the corporate principles and policies of the business. Corporate principles are defined by:
Functionality, primarily from the point of view of the customer („beyond the line of visibility“) and also that of the employee („behind the line of visibility“): The process of „blue printing“ – primarily used by result oriented quality studies – is a suitable instrument with which to analyse behaviour in the target groups concerning room choices, room orientation and room utilization.
Capacities, viewed from the perspective of commercial utilization and maintenance: Specific scales of utilization define the required room capacities, which must be configured according to the results of comprehensive functionality analyses and oriented to the need of not only the customer but also the employees and contractors. Projected utilization plans play a role here. In the process, the particular challenge, as far as the planning is concerned, consists of finding a commercial compromise between, on the one hand, optimum specifications in terms of room size and facilities and, on the other hand, flexible options in terms of adaptability of utilization and expansion. All this is, of course, implied in the term „multi-functional“ site.
Requirements concerning aesthetics and ambience: The look and feel of the room and its facilities is also a powerful instrument of communication. It is a signal for the quality requirements of the service provider and is perceived by the target group as an anticipation of their willingness to purchase. As far as the aesthetic perfection of a structure is concerned (e.g. facilities, colour schemes, materials and accessories) the planners must constantly have the following proverb in mind: „The fish has to like the taste of the worm ... not the angler“
The art of project management is the ability to clarify with the construction planners which assumptions will be used as a basis for the planning of operations as far as customers‘ perception of quality is concerned. The draft layout, room schedule and master plan will, to this end, provide a clear picture. Further data will also be obtained from other example properties which have been used as a reference point, the search for a suitable architect, and the carefully targeted and rewarding moderation of a constructively critical process of coordination and planning between planners, engineers, fitters, technical and commercial operators – the latter referring not only to the management of the facility as a whole, but also to the notion of a director of a profit center (egg. gastronomy / hospitality)
Ultimately, questions of finance and also of profit forecasts must constantly be looked at under the consideration of the temporal discrepancies of costs and receipts.
- Experience proves that savings made in investing occasionally necessitate higher follow-up costs in the area of facility management.
- The level of expenditure for setting up and starting a business (initial promotion, opening events and especially the pre-training of the personnel) determines the launch and also the sustainability of proceeds.
Since the personnel, with their assured manner (knowledge) and friendliness (motivation) in terms of their communication skills, create the first lasting signals of quality and image in the start-up phase, it is important that the job specification, the choice of personnel and the „on the job training“ take place well before the venture begins. A special feature of GSM is the ability, due to multi-functional reference facilities, to adhere to this principle exactly. (see www.racket-center.de)
