We need to address the many pressing needs of the various service providers spanning diverse industries being contracted for building maintenance. We apply procedures that are important to both contractors and their clients. Therefore, we create a win-win scenario for all.  

Step 1: Creating order in an industry – levelling the playing field

Enterprises rendering soft- or technical services should be (i) categorised (in terms of size and types of contracts they are able and willing to take) and (ii) qualified (indicating its ability to execute).  

Win-win scenario: It will identify strengths which an enterprise could highlight in a tender/quote. It will also identify weaknesses – a confidential report to the enterprise will indicate what steps to take before problems experienced create reputational damage to them and to their client.  

Step 2:  Improve the efficiency levels of each service provider

In order to know where to improve service levels the performance of service providers must be evaluated. This process will correct misunderstandings between contracting parties – the difference between what is expected and what is promised; and discrepancies in what is actually delivered and what is perceived to have been received.  

Win-win scenario:  This process will result in scientifically correctly compiled Performance Indexes. Enterprise will be strongly motivated to improve their Performance Index and can only do so when doing the right things right so that clients experience benefits that are meaningful and noticeable. This is a dynamic process resulting in regular confidential Performance Improvement Proposals comprising Fundamental Management Information of strategic, tactical and operational importance.

Implementing the above basic documentation across the industry (as a first phase) will result in massif numbers of data which we could put through our analysis regimen leading to real industry founded benchmarks spread over diverse industries.  

We also foresee that industry associations could publish valuable information for their members already in the early stages of implementing the above.

Steps 1 & step 2 are continual.  Companies that are compliant (step 1) must remain compliant and the improvement off efficiency levels (step 2) should never stop.  

BENEFITS FOR ENTERPRISES AND THE INDUSTRY THEY REPRESENT

1. Clients (Facility Managers) are now better able to distinguish between service providers based on performance against cost

2. Cost is not the dominant consideration when allocating contracts – value for money is

3. This process establishes the value for money service providers offer their clients and allow enterprises to communicate this value clearly to clients

4. Unfair competition is reduced because rogue companies are eliminated

5. The performance of numerous business processes is benchmarked so that enterprises can measure themselves against industry standards 

6. Business processes and skills are connected to identify skills shortages clearly in the enterprise as well as for the industry

7. Training (content and methodology) is brought in line with on-site needs

8. The service provider is not a lone operator anymore, but its performance is integrated into the bigger picture of the whole property-based industry

9. Inefficient and rogue enterprises are eliminated by the market – not because of bias or discrimination but because of VALUE-FOR-MONEY considerations

10. The property industry is dependent on good service providers and the value of a well-performing service provider is scientifically computed and communicated to all Asset Managers, Managing Agents as well as Facility Managers – all of whom are clients or prospective clients of Q5 Property Solutions.

The participants of this Q5 Value Management Process will experience it as a positive development tool with numerous benefits not listed above – all of these translating into improved profitability and enduring sustainability.