FMJ.CO.UK TOTAL FACILITIES MANAGEMENT FOCUS
DECEMBER/JANUARY 2020 29
the organisation, o en sharing knowledge
alongside the service. This may mean that
hard FM specialisations cannot be delivered
at all.
“Previously, organisations have had
to balance the benefits of TFM with
those of insourcing or using specialist
service providers who can work in a close
partnership with the company and provide
technical expertise. However, the market
is rapidly evolving to bring together the
benefits of each model.
“The Integrator model o ers an additional
service which can work alongside any or
a mix of traditional outsourcing models. It
is designed to sit between the client and
supply chain as a single, independent point
of information. Insourced and individual
or bundled outsourced services can all
be incorporated into the supply chain.
The Integrator then provides impartial
information on supplier performance,
estate and assets, finance and cost control,
workplace experience, and FM compliance.
“In a period where organisations are
undergoing rapid digital transformations,
failure to utilise readily available,
independent, real-time data is a massive
oversight. An intelligent service delivery
model can aid in procurement, auditing,
and benchmarking of independent
suppliers. It also o ers an opportunity
to agree and deliver broader or higherlevel
outcomes through its independent
management and data-led approach.
“TFM has several benefits that need
not come at a trade-o for organisations
requiring a simple FM solution. However,
where organisations benefit from working
with multiple service providers, technology
can play a role in streamlining the
process. In either case, data-led solutions
are required to compete in a crowded
marketplace.”
SERVICE SPECIALISTS
Interestingly, the i-FM FM Audit Report(2)
detected a growing preference for
single service deals, with nearly half of
respondents predicting a return to using
individual service specialists. So what are
the advantages to the client?
Anthony Bennett, Owner Director,
Bennett Hay (provider of bespoke
hospitality services), explains: “While many
workplace services have been implemented
as a TFM provision, the catering and
reception service industries have continued
to maintain their specialisms. We operate
several contracts with a mix of hospitality
and guest services, including reception,
hosting and catering, delivering a blended
service aimed at a modern workplace
experience.
“When you’ve been on the receiving
end of great service you remember it,
but as professionals in the industry, we
understand how much it can influence
your opinion of an establishment.
However, defining the special something
that makes service provision great is
considerably more di icult than it looks.
We’ve nurtured our role as a specialist
service provider – it has allowed us to
focus our skills, expertise and innovation
on delivering a bespoke service to our
clients’ brand and culture.
“Service is not just something that
happens, but is formed from meticulous
research, practice, training and
years of experience. It’s o en
the little things that make
the most impact, so we
never overlook the
details and strive to
make our guests’
lives as easy as
possible – we
o er full flexibility
in our contracts,
allowing clients
to choose the right
financial model
matched directly with
the bespoke service
provision they desire.
“Once you’ve built a strong
understanding of your client, you
can anticipate their needs – knowing
how they like to operate and what level
of service provision they require means
you can foresee their needs ahead of time
and act on them e iciently. It not only
makes the life of your client much easier,
but also shows that you are continually
representing their priorities. TFM models
tend to focus on delivering commercial
objectives; providing specialised services
means that the interests of the client
organisation are retained, with the focus
being more about the brand experience.
“A rounded service provision allows
you to look at the subtle details – it may,
for example, be the case that your client
famously champions the best of British
and has a reputation for advocating locally
sourced products. Drawing interesting
details from these creates a richer back
story and authenticity for clients. The
role of a specialised service provider
allows complete commitment to help
bring a client’s brand to life – it allows for
investment in areas that are likely to make a
considerable impact on the client and, in
turn, on service for their customers,
both internal and external.
“We have also found it is key to
o er transformation training
for combined service teams –
we’ve done this successfully
for many clients who
manage a wide service mix.
While this training approach
is still unique within our
industry, we’ve fine-tuned it
and delivered it successfully
across a number of locations,
helping clients to transform their
Service is not just something
that happens, but is formed from
meticulous research, practice, training
and years of experience. It’s often the
little things that make the most impact,
so we never overlook the details and
strive to make our guests’ lives
existing service into something that
mirrors who they are as a brand.
“In my view, an experienced client team
is better placed to manage a mix of single
service lines than the TFM model – having
a great o ering and the right facilities will
only go so far, because a er all, service
is a people-centric industry. This means
having more than just a good product – you
need to be able to focus on the finishing
touches that add up to a truly unique and
exceptional experience.”
as easy as possible.”