Moving Property/FM to Profit Centres
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Sophia Brown, Global Facilities Manager at Diageo spoke at the FM & Property Event 2012
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Moving Property/FM to Profit Centres
- 1. Dialing up Property/FM – moving the dial from cost to profit centre (the art of survival in 2012 & beyond) Sophia Brown Diageo - Global Facilities Manager Property & FM conference – 19th /20th October
- 2. The context ….. • Most presentations I attend are about showing a completed solution or a result that has been achieved. But today I want to do something different. • I shall share a case study of a transformation I initiated of how we do business at Diageo ....and the benefits so far. • My rationale in sharing this with you is for you to think about how FM/Property can contribute to the on going commerciality of the business by leveraging available space.
- 3. The concept ….. • In other words my concept is about turning physical spaces into assets for our core business and deliver on their value add. Therefore we can: • leverage under valued spaces • transform the service delivery model • move workspaces from cost to profit centres
- 4. Workplace transformations … HQ Retail + Brand store £150k turnover/80% footfall ? ?HQ Bar & Bistro 9 fold increase in revenue ? Visitor Centres brand immersion experiences From … To (expected returns) Satellite office offset FM operating costs 1 2 3 4 5 Conference room/bar hire US / Montevideo / UK
- 5. The benefits ….. • Transforming how we are seen by the business • Strategic partner to the core business – SLA’s. ROI Brand visibility £ return Clients Customers Employees Metrics
- 6. The benefits ….. • Transforming how our function operates: • Commercial mindset v functional in the design / location, type, style of space and service model • Integrating Property & FM’s ways of working • Back of house to a front line business value-add
- 7. Workplace - ’on the big stage’ •1. Workplace is a brand immersion vehicle •2. Core business focus is external facing v ours is internal facing •3. What we do can influence consumer attitudes •4. How well we execute impacts on bottom line
- 8. Standing in the future...1 yr on HQ London •100,000 visitors / 1600 workplace consumers •c.72% felt ‘Closer to our brands’ •c.25% tasted a new brand for first time •1.1bn media impressions (re-use collateral greater ROI) •£400k turnover
- 9. Wrapping up ….. • Sharing my experience of how we are changing the traditional paradigm of how FM/Property do business. • Show how we as Property/FM professional can position ourselves as valued business partners directly impacting on business bottom line. • Very happy to open up to floor for questions ...keen to know how this can work for your companies and how I could help you achieve this.
- 10. The opportunity ..... • Key questions .... 1. What is the pulling power of your brand? 2. Does the physical & emotional experience of your workplace match up? 3. This way of working elevates us to a new position of trust ...are we equipped to deliver? Workplace - as the big stage - we are uniquely positioned to play in this space. Although our plays and performance needs will differ, the potential value add is great.
- 11. Thank you
Hinweis der Redaktion
- The why....... Internal pressures - Property/FM typically represent 7%-15% of a business operating costs. Property/FM viewed as a necessary cost of doing business. Focus is on squeezing out cost not adding more value. External forces - ..commoditisation of service delivery /outsourcing/shared service model /transactional services.. where is the unique value add we really bring Integrates Property/FM function at a more deeper level ie Example - a typical office building from the Diageo portfolio circa £20mn annual running costs........in the UK/Ireland we have 70+ Rationale for sharing our experience ......Me getting you to think about this
- Transform the service delivery model To a commercial one To an experiential one To ????
- The transformation has a number of aspects / dimensions....... Strategic - Aligned with our core business ...commercial pressures. Cultural change – internal ..forces integrated planning with Property and FM in workplace strategies External focus ...adopting a commercial mindset v pure functional in the whole space lifecycle See us a valued business partner v servant/master New language – using core business metrics v traditional SLA’s. Conversations and feeding back .....shifting from operational to / sharing success in terms of impact on our core business goals and objectives.
- The transformation has a number of aspects / dimensions....... Strategic - Aligned with our core business ...commercial pressures. Cultural change – internal ..forces integrated planning with Property and FM in workplace strategies External focus ...adopting a commercial mindset v pure functional in the whole space lifecycle See us a valued business partner v servant/master New language Conversations and feeding back .....shifting from operational to / sharing success in terms of impact on our core business goals and objectives.