IJIPR Study Consumer Perception Facilities Management Middle Income Public India

International Journal of JOURNAL OF Rights (IJIPR), ISSN 0976-6529 (Print),
INTERNATIONAL Intellectual Property INTELLECTUAL PROPERTY
ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME
RIGHTS (IJIPR)

ISSN 0976-6529 (Print)
ISSN 0976-6537 (Online)
Volume 5, Issue 1, January - June (2014), pp. 01-17
© IAEME: http://www.iaeme.com/IJIPR.asp

IJIPR
©IAEME

A STUDY ON CONSUMER PERCEPTION IN FACILITIES
MANAGEMENT AMONG THE MIDDLE INCOME PUBLIC IN INDIA
FOR VARIOUS ANALYTICAL FACTORS APPLIED IN THE
STRATEGIC MANAGEMENT
Dr .V. Antony Joe Raja
Placement / Marketing Head, Rathinam Group of Institutions

ABSTRACT
This paper identifies the determinants of perception of consumers in facilities
management in India. The present study was carried out in South India. Since the main
objective of the study was to identify the awareness and determinants of perception of
consumer in the facilities management among the middle income groups in South India, we
concentrated on the variables like the Acceptance of an independent FM service provider,
Current Awareness of the people regarding FM services, Current Services, Criteria for
Choosing, Locating Services Provider, Speed Obtaining Services, Monthly Maintains
Services, Quality of Services Received, Reliability on Services Provider to keep up
promises, etc in FM services. Using pretested structured questionnaire, the primary data have
been collected purposively, by covering the wide range of Features, Characteristics, and
Comments from the randomly chosen two- hundred respondents from the study area. We
have applied statistical tools such as descriptive statistics along with regression analysis to
identify the factors determining facilities management and awareness of the facilities
management among the selected respondents. We found that 61.5 percent of the respondents
have the perception of facilities management and 38.5 percent of the respondents are unaware
of facilities management. The present paper concludes that the determinants of awareness of
facilities management were Acceptance, Awareness, Current Services, Criteria for Choosing,
Locating Services Provider, Speed Obtaining Services, Monthly Maintenance Expenses,
Quality of Services Received, Reliability on Services Provider, etc in FM services are
statistically Significant. The higher standard of living has positive relation to the awareness
of facilities management.
Keywords: Facilities management (FM), Defect Liability Period (DLP), Awareness of
facilities management, determinates of facilities management.
1

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print),

I. INTRODUCTION
1.1 Facility Management
Facility management is a profession that encompasses multiple disciplines to ensure
functionality of the built environment by integrating people, place, process and technology.
Facilities management as a profession should be used strategically to provide quality
working environments. The available quality management and performance management
techniques are reviewed, which can be applied to facilities management service providers
where facilities management functions are outsourced.
It provides a case that performance management is an essential element of the
tendering process and is necessary to enable continuous improvement in a climate of
increasing competition among service providers, many of which have diversified into many
different industry strands. It is also argued that there should be a shift in outsourcing trends to
an increased number of specialist service providers rather than the current predominant model
of bundled services. Office design is also presented as a strategic tool in improving
productivity and reducing absenteeism.
The Core Competencies of Facility Management
In 2009, a global job task analysis defined 11 core competencies. The GJTA included
responses from facility managers in 62 countries. It is the most comprehensive to date and the
first truly global survey and analysis. The core competencies are:
• Communication
• Emergency Preparedness and Business Continuity
• Environmental Stewardship and Sustainability
• Finance and Business
• Human Factors
• Leadership and Strategy
• Operations and Maintenance
• Project Management
• Quality
• Real Estate and Property Management
• Technology
Facility management is an interdisciplinary field devoted to the coordination of
space, infrastructure, people and organization, often associated with the administration of
office blocks, arenas, schools, convention centers, shopping complexes, hospitals, hotels, etc.
However, FM facilitates on a wider range of activities than just business services and these
are referred to as non-core functions. Many of these are outlined below but they do vary from
one business sector to another. In a 2009 Global Job Task Analysis the International Facility
Management Association identified eleven core competencies of facility management. These
are: communication; emergency preparedness and business continuity; environmental
stewardship and sustainability; finance and business; human factors; leadership and strategy;
operations and maintenance; project management; quality; real estate and property
management; and technology.
FM has become highly competitive, subject to continuous innovation and
development, under pressure to reduce costs and to add value to the core business of the
client organization where possible.
2


Facility Management is supported with training and professional qualifications often
co-ordinate by FM institutes or associations, and a limited number of formal degree programs
exist at both undergraduate and graduate levels.
1.2 Contents
The FM sector acts as an umbrella, horizontally oriented market. It currently
represents about 5% of global GDP its relationship to the human resources, real estate and
information technology functions of an enterprise has increased.
The discipline of facility management and the role of facility managers in particular
are evolving to the extent that many managers have to operate at two levels: strategic-tactical
and operational. In the former case, clients, customers and end-users need to be informed
about the potential impact of their decisions on the provision of space, services, cost and
business risk. In the latter, it is the role of a facility manager to ensure corporate and
regulatory compliance plus the proper operation of all aspects of a building to create an
optimal, safe and cost effective environment for the occupants to function. This is
accomplished by managing the following activities:
Health and safety
The facilities management department in an organization is required to control and
manage many safety related issues. Failure to do so may lead to injury, loss of business,
prosecution and insurance claims; the confidence of customers and investors in the business
may also be shaken by adverse publicity.
Fire safety
The threat from fire carries one of the highest risks to loss of life, and the potential to
damage or shut down a business. The facilities management department will have in place
maintenance, inspection and testing for all of the fire safety equipment and systems, keeping
records and certificates of compliance.
Security
Security to any organization is necessary to protect the employees and the business
and this often comes under the control of the facilities management department, in particular
the maintenance of the hardware. Manned guarding may be under the control of a separate
department.
Maintenance, testing and inspection
Maintenance, testing and inspection schedules are required to ensure that the facility
is operating safely and efficiently, to maximize the life of equipment and reduce the risk of
failure. There are also statutory obligations to be met. The work is planned, often using a
computer-aided facility management system.
Cleaning
Cleaning operations are often undertaken out of business hours, but provision may be
made during times of occupations for the cleaning of toilets, replenishing consumables plus
litter picking and reactive response. Cleaning is scheduled as a series of "periodic" tasks:
daily, weekly, monthly, etc.

3


Operational
The facilities management department has responsibilities for the day to day running
of the building; these tasks may be outsourced or carried out by directly employed staff. This
is a policy issue, but due to the immediacy of the response required in many of the activities
involved the facilities manager will need to keep tight control, often requiring daily reports or
an escalation procedure
Some issues require more than just periodic maintenance, for example those that can
stop or hamper the productivity of the business or that have safety implications.
Many of these are managed by the facilities management "help desk" that staff are
able to be contacted either by telephone or email. The response to help desk calls are
prioritized but may be as simple as too hot or too cold, lights not working, photocopier
jammed, coffee spills, vending machine problems, etc.
Help desks may be used to book meeting rooms, car parking spaces and many other
services, but this often depends on how the facilities department is organized. It may be split
into two sections often referred to as "soft" and "hard" services. Soft would include reception,
post room, cleaning, etc. and hard the mechanical and electrical services.
Tendering
The facilities management team will seek to periodically re-tender their contracts, or
at the very least bench mark them to ensure they are getting value for money. For this to
happen it is necessary to have an up to date list of equipment or assets to send out with the
tenders. This information is often retained on the same computer as the maintenance schedule
and updating may be overlooked as equipment gets changed, replaced or new items are
installed. The asset register is also an important tool for budgeting, used to for life cycle
costing and for capital expenditure forecasting.
Commercial property management
Building may be owned by the occupier or leased. Leased properties will be subject to
periodic rent reviews.
Business continuity planning
All organizations should have in place a continuity plan so that in the event of a fire
or major failure the business can recover quickly. In large organizations it may be that the
staff moves to another site that has been set up to model the existing operation. The facilities
management department would be one of the key players should it be necessary to move the
business to a recovery site.
Space allocation and changes
In many organizations, office layouts are subject to frequent changes. This process is
referred to as churn rate, expressed as the percentage of the staff moved during a year. These
moves are normally planned by the facilities management department using computer-aided
design. In addition to meeting the needs of the business, compliance with statutory
requirements related to office layouts include: the minimum amount of space to be provided
per staff member; fire safety arrangements; lighting levels; signage; ventilation; temperature
control and welfare arrangements such as toilets and drinking water. Consideration may also
be given to vending, catering or a place where staff can make a drink and take a break from
their desk.
4


1.3 Europe
The European facility management association, Euro, uses the EN15221 definition.
The definition of facility management, EN15221-1, provided by the European Committee for
Standardization and ratified by 31 European countries is:
"the integration of processes within an organization to maintain and develop the
agreed services which support and improve the effectiveness of its primary activities."
According to this European standard, the scope of FM is 'Space & Infrastructure'
(planning, design, workplace, construction, lease, occupancy, maintenance, furniture,
cleaning, etc.) and 'People & Organization' (catering, ICT, HRM, HS&S, accounting,
marketing, hospitality, etc.).
Currently a project is underway to develop an ISO standard that defines FM on a
global level. This project is being led by the British Standards Institute represented by Stan
Mitchell, former chairman of BIFM and Global FM.
II. REVIEW OF LITERATURE
Nourse (1990)
FM unit is seldom aware of the overall corporate strategic planning, does not have a
bottom- lines emphasis
Becker (1990)
FM is responsible for co-ordinating all efforts related to planning, designing and
managing buildings and their systems, equipment and furniture to enhance the organisation’s
ability to compete successfully in a rapidly changing world
Bernard, (1996)
Defines facilities as “the premises and services required to accommodate and
facilitate business activity” .Bearing this in mind, to have any chance of being fully cost
effective the management of facilities must directly embrace the three generic cost centres
which includes premises, support services and information technology
Alexander (1999)
The scope of discipline covers all aspects of property, space, environmental control,
health and safety, and support services
Hinks and McNay (1999)
Common interpretations of the FM remit: maintenance management; space
management and accommodation standards; project management for new-build and
alterations; the general premises management of the building stock; and the administration of
associated support services
varcoe (2000)
A focus on the management and delivery of the business “outputs” of both these
entities [the real estate and construction industry]; namely the productive use of building
assets as workplaces
Nutt (2000)
The primary function of FM is resource management, at strategic and operational
levels of support. Generic types of resource management central to the FM function are the
management of financial resources, physical resources, human resources, and the
management of resources of information and knowledge

5


IFMA (2003)
Facilities must be managed as an integrated system. The International Facility
Management Association defines facility management as the practices of coordinating the
physical workplace with the people and work of the organization
III. OBJECTIVE OF STUDY
•
•

To find out the awareness of facilities management among the middle income group
To analyze the determinants of facilities management among the selected sample

IV. DATA COLLECTION AND METHODS OF THE STUDY
The present study was carried out in South India. Since the main objective of the
study was to identify the awareness of the facilities management in South India and to
analyze the determinants of facilities management services among the selected samples, we
concentrated on the variables like the Acceptance, Awareness, Current Services, Criteria for
Choosing, Locating Services Provider, Speed Obtaining Services, Monthly Maintains
Services, Quality of Services Received, Reliability on Services Provider, etc in FM services.
Using pretested structured questionnaire, the primary data have been collected purposively,
by covering the wide range of demographic, economic and social factors, from the randomly
chosen two hundred respondents from the study area. The period of collection of the data was
2013-14. . We have applied statistical tools such as descriptive statistics, stepwise correlation
along with regression analysis.
V. FINDING AND DISCUSSION
Research Hypothesis
H0 = There is a significant relationship between accepting a new FM services provider
(dependent variable) and the independent variables like awareness, ease to locate the services
providers, speed obtaining services provider, quality of services received , current services,
criteria for choosing FM services, maintenance expenses, reliability on services providers
promises.
H1 = There is no significant relationship between accepting a new FM services
provider (dependent variable) and the independent variables like awareness, ease to locate the
services providers, speed obtaining services provider, quality of services received , current
services, criteria for choosing FM services, maintenance expenses, reliability on services
providers promises.
Table 5.1 Showing Areas
Freq
(%)
50
25
Tamilnadu
50
25
Kerala
50
25
Andhra
50
25
Karnataka
200
100
Total
Source: Primary Data
6


The above table 5.1 indicates that the majority of the respondents are ascended in the
order as from Tamil Nadu 25%, Kerala 25%, Andhra 25%, and Karnataka 25% respectively.
Table 5.2 The Nature & Characteristics of the respondent’s residence
The Nature & Characteristics
Num
(%)
Property Location In City
East
West
Central
North
South

52
33
31
47
37

26
16.5
15.5
23.5
18.5

Property Nature
Apartment
Individual House

133
67

66.5
33.5

Is it a Community Living
Yes
No

189
11

94.5
5.5

Number of Units in Community
Less than 20
21 – 40
41 – 60
61 – 80
Over 81

40
90
24
22
24

20
45
12
11
12

Is the Resident
Owner
Tenant

119
81

59.5
40.5

If, Tenant
Leased on Own
Corporate
Own House

76
5
119

38
2.5
59.5

Living in Current Property
Less than 3 Years
More than 3 Years

54
146

27
73

Property Under
DLP
Outside

56
144

28
72

Who Arranges FM Services
7


Home Owner Association
Individual
Builder

56
103
41

71
129

Age of the Property
Less than 5 Years
More than 5 Years

28
51.5
20.5

35.5
64.5

The above table 5.2 indicates that the majority of the respondents are ascended from
the east 26%, north 23.5%, south 18.5%, and west16.5%, central in around 15.5%
respectively.
The table 5.2 states that the majority of the respondents are the people who live in
apartments rates 66.5% where as the people living in the individual house stays at 33.5%
respectively. The table indicates that over 94% of the respondents are living in communities
and just 5% of the respondents are living individually.
The table 5.2 indicates the that majority of the respondents are living in communities
comprising minimum of 20 to 81 communities fall in the order as follow:
• 45% of respondents live in the community of 21-40
• 20% of respondents live in the community of less than 20.
• 12% of respondents live in the community of 41-60.
• 12% of respondents live in the community of over 81.
• 11% of respondents live in the community of 61-80 respectively.
The table indicates that 59.5% of the respondents are the owners and the rest of 40.5%
are the tenants who have leased on their own and a few leased to them by their companies.
The table 5.2 shows that the 38% of the respondents have leased on their own for
2.5% of the respondents the company they work leased for them and rest 59.5% of the
respondents are owners of the house they live in. The majority 73% of the respondents has
been living in the current property for more than three years and the rest of the 27 % have
been living in the current property for a period of less than three years. The majority of the
respondents are living in the property which has crossed the Defect Liability Period and only
a 28% are within the DLP period.
For the majority of 51.5% of the respondents they themselves have to arrange for FM
services and for 28% of the respondents the home owner association does it and for the rest
of 20.5% of the respondents the builder arranges it.
The majority 64.5% of the respondents is living in the property which has crossed
over 5 years and the rest of 35.5% are living in the property that is yet to be 5 years old.
Table 5.3 Response of respondents regarding FM services
Features
Num
(%)
Awareness of FM Services
Yes
123
61.5
No
77
38.5
Happy with Current Services
Yes

168
8

84

No

32

16

Decision Making on FM Services
Willing to pay Premium for good service
Looking For Cheapest Service

75
125

37.5
62.5

Willing to Accept Independent FM
Services Provider
Yes
74
No
126

37
63

Ease of Locating Service Providers
Difficult
Not so Difficult
Easy
Immediately Available

11
61
126
2

5.5
30.5
63
1

Speed of Obtaining Service Providers
Difficult
Not so Difficult
Easy
Immediately Available

5
58
136
1

2.5
29
68
0.5

Monthly Maintenance Expenses in ( RS. )
Less than 500
501 – 1000
1001 – 2000
2001 – 3000
Above 3000

3
75
103
16
3

1.5
37.5
51.5
8
1.5

Quality of Service Received
Very Bad
Bad
Ok
Good
Excellent

1
4
77
112
6

0.5
2
38.5
56
3

1
5
64
121
9

0.5
2.5
32
60.5
4.5

Reliability on Service Providers Promises
Very Bad
Bad
Ok
Good
Excellent

The above table shows that the majority 61.5% of the respondents are aware of the
FM services and the rest of them are unaware of the FM services.
9


The vast majority of the respondents that is 84% of them are happy with the current
service and rest are not.
It is understood from the above table that the main criteria of the respondents for
decision making in regard with the FM services is the low cost, it is preferred by 62.5% of
respondents over other 37.5% who are willing to pay a premium. The table also indicates that
majority of the respondents that is 63% of them are resistant in accepting an independent FM
service provider because of the uncertainty and rest of 37% are willing to accept an
independent FM service provider.
From the above5.4 table it is known to us that the ease of locating the service
provider are almost easy for 63% respondents and it is difficult for over 30% of the
respondents and it is only immediately available for 1% of respondents.
From the above5.3 table it is understood that the speed of obtaining the service from
provider are almost easy for 68% of the respondents, it is not so difficult for 29% of them.
And it is immediately available for only 0.5% of the respondents.
The above table5.3 indicates that the amount spent on monthly maintenance by the
majority 51.5% of the respondents spend Rs.1001 to 2000, 39% of the respondents spend Rs.
1000 and below. And around 10% of the respondents spend over Rs.2000 for monthly
maintenance respectively.
The table 5.3 it is understood that current quality of services received by the
respondents are good to 56%, its ok 38.5%, excellent for only 3%, bad for 2% and very bad
0.5% respectively.
From the above5.4 table it is known that the reliability of the present service provider
promises are good for 60.5%, ok for over 32%, excellent for 4.5%, bad for 2.5% and very bad
0.5% respectively.
Table 5.4 Respondent’s comments on particular FM services
Respondent’s Comment on Following
Services
Security Services
Not Required
Reqd but not Necessary
Reqd & Necessary
Very Necessary
Can’t Manage without it
Nil
Electrical Services
Not Required
Reqd & Necessary
Very Necessary
Nil

10

(%)

29
41
21
8
0
101

14.5
20.5
10.5
4
0
50.5

8
38
52
18
6
78

4
19
26
9
3
39

12
36
26
13

Air Conditioning Services
Not Required
Reqd & Necessary
Very Necessary

Num

6
18
13
6.5

Nil

1
112

0.5
56

2
44
36
15
3
100

1
22
18
7.5
1.5
50

8
30
18
16
2
126

4
15
9
8
1
63

10
24
25
10
2
129

5
12
12.5
5
1
64.5

15
21
19
14
1
130

7.5
10.5
9.5
7
0.5
65

Common Areas Maintenance Services
Not Required
Reqd & Necessary
Very Necessary
Nil

5
24
36
14
2
119

2.5
12
18
7
1
59.5

Value Added Services
Not Required
Reqd & Necessary
Very Necessary
Nil

16
43
65
18
1
57

8
21.5
32.5
9
0.5
28.5

Plumbing Services
Not Required
Reqd & Necessary
Very Necessary
Nil
Carpentry Services
Not Required
Reqd & Necessary
Very Necessary
Nil
Masonry Services
Not Required
Reqd & Necessary
Very Necessary
Nil
Landscaping Services
Not Required
Reqd & Necessary
Very Necessary
Nil

11


The above table 5.4 indicates that the security services are required but not necessary
for 20.5%, not required for 14.5%, required and necessary for 10.5%, very necessary for 4%
of respondents and 50.5% of the respondents did not comment on security services. The table
indicates the electrical maintenances services required and necessary for 26%, required and
not necessary for 19%, very necessary for 9%, not required for 4%, can’t manage without it
for 3% of respondents and 39% of the respondents did not comment on electrical services.
The table 5.4 indicates the air condition services required but not necessary for 18%,
required and necessary for 13%, very necessary for 6.5%, not required for 6%, can’t manage
without it for 0.5% of respondents and 56% of the respondents did not comment on air
condition services. The table indicates the plumbing services required but not necessary for
22%, required and necessary for 18%, very necessary for 7.5%, can’t manage without it for
1.5%, not required for 1% of respondents and 50% of the respondents did not comment on
plumbing services.
The table 5.5 indicates the carpentry services required but not necessary for 15%,
required and necessary for 9%, very necessary for 8%, not required for 4%, can’t manage
without it for 1% of respondents and 63% of the respondents did not comment on carpentry
services. The table indicates the masonry services required and necessary for 12.5%,
required but not necessary for 12%, not required for 5%, very necessary for 5%, can’t
manage without it for 1% of respondents and 64.5% of the respondents did not comment on
masonry services.
The table 5.5 indicates the landscaping services required but not necessary for 10.5%,
required and necessary for 9.5%, not required for 7.5%, very necessary for 7%, can’t
manage without it for 0.5% of respondents and 65% of the respondents did not comment on
landscaping services. The table indicates the common area maintenance services required
and necessary for 18%, required but not necessary for 12%, very necessary for 7%, not
required for 2.5%, can’t manage without it for 1% of respondents and 59.5% of the
respondents did not comment on common area maintenance services.
The table 5.5 indicates the value added services required and necessary for 32.5%,
required but not necessary for 21.5%, very necessary for 9%, not required for 8%, can’t
manage without it for 0.5% of respondents and 28.5% of the respondents did not comment on
value added services.
Table 5.6 who decides to allow third party (New FM Services Provider) inside to
provide timely good service
Who decides
Freq
(%)
Self
92
46
Association
48
24
Builder
5
2.5
Self & Association
23
11.5
Self & Builder
26
13
Association
&
6
3
Builders
Total
200
100
From the above table states that in case third party wants to enter inside their
premises for timely good FM services it can be decided by self 46%, association 24%,self &
12


builder13%, self & association 11.5%, association & builder 3% and builder 2.5%
respectively.
Table 5.7 Regression analysis
Model Summary
-2 Log
Cox & Snell R
Step
likelihood
Square
Nagelkerke R Square
a
1
244.378
.092
.125
a. Estimation terminated at iteration number 4 because parameter
estimates changed by less than .001.

Classification Table

Observed
Step 1
Would you prefer to 1
have an
2
Independent FM
Provider
Overall Percentage
a. The cut value is .500

Predicted
Would you
prefer to have
an Independent
FM Provider
1
2 (%)
19
55 25.7
11

115

91.3
67.0

Variables in the Equation
B S.E. Wald
df
Sig. Exp(B)
Step FMawareness
.45 .336 1.59
1
.206 1.530
1a
HappyWithCurrentService
-1.2 .437 9.14
1
.003
.267
CrietriaForDecisionMaking
-.05 .32 .032
1
.85
.944
LocatingServiceProviders
.15 .42 .123
1
.72
1.162
SpeedOfobtainingSevice
.38 .48 .619
1
.43
1.467
QualityOfService
.28 .43 .438
1
.50
1.331
ReliabilityOnServiceProviders
-.16 .35 .205
1
.65
.851
Constant
-.78 1.50 .269
1
.60
.458
a. Variable(s) entered on step 1: FM awareness, Happy with current service, Criteria for
Decision Making, Locating Service Providers, Speed of obtaining Service Providers,
Quality of Service, and Reliability on Service Providers.
The variable in the equation table contains the coefficients for the (fitted) line and the
other relating information about the coefficients. The equation the line found from the output
=-.780+0.425X1-1.322X2-0.058X3+0.150X4+0.383X5+.286X6-.162X7
13


The regression equation above shows the positive relationship between the dependent
variable Acceptance of new FM services providers and the independent variables such as
awareness, easy to locate the services providers, speed obtaining services provider, quality of
services received are positively contributing to dependent variable.
The regression equation also shows that there is negative relationship with the
corresponding variables current services, criteria for choosing FM services, reliability on
services provider’s promises.
One unit change in the pack of those variables will make a respective negative change
equal to its Co-efficient value in dependent variable acceptance of new FM services provider.
VI. FINDINGS
•

•

•
•
•

•
•

•
•

•

The study shows that the awareness of the facility management is not up to the mark
despite drastic development in the standard of living of middle class people in South
India due to industrialization and technological advancement making the life of the
people convenient.
The market (facilities management business) segment in wide open and there is no
established facility management services providers in the city, so if the attempt is made
by any reasonable player then they have higher chance for establishment of their
business.
Most of the people are likely to accept this service, if it is presented as it is promised.
The cost, quality, consistency and reliability in keeping the promises made with regard to
facilities management are factors that are highlighted among the respondents.
As for the present, respondents are availing each and every service from different sources
and persons. And if all the facilities management services are provided collectively by a
single source then the respondents are most likely to accept in without resistance.
If the services are persistent and excellent
then respondents are ready to pay a
reasonable premium in consideration with services rendered.
As for as the residency pattern concerned, it consists of minimum of 20-40 families
living together as community hence the opportunity to make everyone a potential
customers without much effect is very much likely.
Presently to locate the service provider is slowly becoming a hard task, and if at all they
are located then response from them are not very pleasing for the respondents.
As far as the people living are concerned they are ok with the current services provider
arranged by the association but they are certainly ready to shift to a better service
provider very sooner than later.
And for the community living people they certainly need this kind of convenience and
they are also ready to pay a reasonable premium.

VII. SUGGESTIONS
•
•

The awareness of the facility management services should be created through awareness
campaigns, advertisements and also if possible conveying it by door to door.
As there are no established facility management service providers in the city, the sooner
any organization enter into the market the more they have the advantage of establishing
their business.

14


•
•

•

•

•

The organization should have a variety in their proposal of services offered, and it should
be ensured that it will be served as promised.
As each and every requirement of the people has to be provided by various individuals,
the organization will have an edge over them when you provide it all in one umbrella
collectively.
If the services provided by the organization are persistent and provides the requirement
of consumer on time then they are ready to pay a reasonable premium for the services
rendered.
If the organization cover the communities then the chance of acceptance and creation of
loyal customers are high because the decision making is done by each and every one
separately as not in the case of apartments where the association of members make the
decision.
The organization have to consider the factors such as:
•
•
•
•
•

•
•

Cost of the services offered.
Variety of the services offered.
Quality of the services offered.
Consistency in providing the services.
And the reliability of the services provider in keeping their promises.

The services provider must be very easily accessed by consumers and they must be
affordable at the same time.
The people are unaware of facility management services and it leads to the resistances,
hence awareness must be created in abundance to overcome this Issue.

VIII. CONCLUSION
The study shows that the awareness of the facility management among the people is
very low in South India but everyone is seeking for better living and convenience. The
market (facilities management business) segment is wide open and there are no established
facility management services providers in the city. If proper awareness is made then most of
the people are likely to accept this service if it is presented to them keeping in mind the easy
accessibility, cost, quality, consistency and reliability in keeping the promises made with
regard to facilities management services.
Presently to locate the service provider is mammoth task, and if at all they are located
their responses are not very pleasing for the people. As far as the apartment living people
are concerned they are ok with the current services provider by the association but they are
certainly ready to shift to a better services provider very sooner than later. And for the
community living people they certainly in need of this kind of convenience and they are
also ready to pay a reasonable premium for this service.
With all this we can conclude that this field is a budding field in South India and even
in India itself. There is a great potential for this field to take the center stage very soon and it
will also open employment opportunities in a large scale and also the standard of living of the
people will further increase due to this kind of convenience enjoyed. And it will be the
betterment of the country in all aspects.

15


IX. REFERENCES
Articles
[1]

“A case Study on Consumer Buying Behavior and Brand Loyalty with regard to
Processed , Liquid Milk in Gauhati, Assam”, Indian Journal of Marketing, Vol. 41,
Number.5 Issue: May 2011.
[2] Encon Y.Y. Hui and Albert H.C. Tsang(2004) : Sourcing strategies of facilities
management Journal of Quality in Maintenance Engineering Volume 10 · Number 2·
2004 · pp. 85-92.
[3] Dr.V.Antony Joe Raja, “Emerging Trends in Human Resource Management with
Special Focus on Outsourcing in Various Sectors”, International Journal of
Management (IJM), Volume 3, Issue 1, 2012, pp. 197 - 204, ISSN Print: 0976-6502,
ISSN Online: 0976-6510.
[4] Dr.V.Antony Joe Raja, “World Market Statistical Survey in Stakeholders:
International Level Enhancing Business Efficiency Through Company Ethical
Behavior”, International Journal of Advanced Research in Management (IJARM),
Volume 5, Issue 1, 2014, pp. 23 - 30. ISSN Print: 0976 – 6324, ISSN Online:
0976 – 6332.
[5] Anssi Salonen (2004): Managing outsourced support services: observations from case
study Volume 22 · Number 11/12 · 2004 · pp. 317-322.
[6] Edward Sullivan (2005): Building Operating Management, p 27-30.
[7] Dr. V.Antony Joe Raja, “The Study of E-Commerce Service Systems in Global Viral
Marketing Strategy” International Journal of Marketing & Human Resource
Management (IJMHRM), Volume 3, Issue 1, 2012, pp. 9 - 18, ISSN Print: 0976 –
6421, ISSN Online: 0976- 643X.
[8] Jennings, D., (2002), Strategic sourcing: benefits, problems and a contextual model,
Management Decision.
[9] Dr.V. Antony Joe Raja, “Assessment of CMM and its Impact on Software Quality”,
International Journal of Management (IJM), Volume 1, Issue 1, 2010, pp. 145 - 155,
ISSN Print: 0976-6502, ISSN Online: 0976-6510.
[10] Timothy Maechling and Jeffrey Bredeson (2005), Discovering value in outsourcing
Facilities management,BioPharm InternationalVol.15,issue 5.
[11] Becker, F. (1990), the Total Workplace, Van Nostrand Reinhold. New York, NY.
[12] Alexander, K. (1996). Facilities Management: Theory and Practice. London & New
York: Taylor & Francis Group.
Books
[1]
[2]
[3]
[4]

C.R. Kothari, Research Methodology – Methods and Techniques (Second Edition),
new age international (P) ltd, publisher
Suja R.Nair Consumer behavior and marketing research 2005, Himalaya publishing
house
Hawkins best coneyConsumer behavior marketing strategy, TATA Mcgraw-Hill
Richard B Chare, Nithin K Agarwal Operation Management for competitive
advantage, TATA Mcgraw-Hill

16


Website
[1]
[2]
[3]
[4]

www.elsiver.com
www.ifma.org
www.rakli.com
www.wikipedia.com

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IJIPR Study Consumer Perception Facilities Management Middle Income Public India

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