This document discusses the importance of strategic facilities management in improving business efficiency and customer satisfaction. It explores a case study of Ponderosa Golf & Country Resort in Malaysia and provides solutions to overcome organizational issues and enhance facilities and services.
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Running head:STRATEGIC FACILITIES MANAGEMENT Strategic Facilities Management Name of student Name of University Author note
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1 STRATEGIC FACILITIES MANAGEMENT Table of Contents A detailed introduction of the case study...................................................................................3 Organisation Vision and Mission...........................................................................................3 Golf and Hotel Facilities........................................................................................................3 Others Facilities provided.......................................................................................................3 System used for guest check in and check out.......................................................................3 Others service provided..........................................................................................................4 Literature review of strategic facility planning (SFP) and SWOT analysis...............................4 Conduct a SWOT analysis to identify the organization issues..................................................5 Strategic Facilities Planning (SFP) to overcome the issues.......................................................6 Facilities provided..................................................................................................................6 System used in managing the accommodation.......................................................................6 Customer satisfaction.............................................................................................................6 Hotel services.........................................................................................................................7 Others.....................................................................................................................................7 Conclusion..................................................................................................................................8 References..................................................................................................................................8
2 STRATEGIC FACILITIES MANAGEMENT A detailed introduction of the case study Nowadays with the changing face of business, the business organisations have focused on managing customer focused activities for operating within the competitive businessenvironmentandatthesametime,achieveefficiencyintermsofbusiness functioning and also prioritise on reducing the costs without compromising on the quality of productsandservices.Themanagementoffacilitiesalsoincludefocusingonthe empowerment of staffs along with remaining productive all throughout with the management of a proper design of the workplace too. The Ponderosa Golf & Country Resort Johor Bahru in Malaysia has been considered as the case study and as a management consultant, it is the responsibility of me and my team to develop a strategic facility planning for the Golf Resort and ensure improving the hotel and resort facilities for catering the demands and expectations of the customers and also satisfy the other stakeholders involved with the business and within the hospitality industry (Ponderosagolf.com, 2019). This will also ensure that the company attains competitive advantage in business and the desired level of profit with much ease and efficiency. Organisation Vision and Mission The organisational vision is to become one of the leading golf club and resort in Johor Bahru, Malaysia while the mission has been to deliver the best quality facilities and services when compared to other golf club and resorts within the area. The mission of the company is also to manage inviting facilities that are well maintained as well as functional while at the same time, arrange food facilities and dining alternatives for maintaining consistency in terms of services all throughout the Club by ensuring that most priority is given to the guests and golf club members (Ponderosagolf.com, 2019).
3 STRATEGIC FACILITIES MANAGEMENT Golf and Hotel Facilities. The Golf club consists of a resort that offers facilities for both the families and also for the golfers that are available for both sports and recreational activities managed within the golf club and resort. At Ponderosa Golf & Country Resort in Johor Bahru, Malaysia, there is a holistic resort consisting of 16 rooms along with a western style double storey building, which is quite spacious as well as comfortable for the guests to have a relaxing and enjoyable experience and even enjoy the scenic beauty consisting of lush greenery and beautiful slopes of the golf course where the game is being played. Not only these accommodation facilities offer great experience for the guests, but also the promotional activities include various packages for the guests to play at the golf course at discounts and offers while even providing annual season pass. There is also a lounge that has been made available for the guests to manage corporate events and also for the purpose of holding wedding, various cultural programs, etc. Others Facilities provided. Few other facilities at the Ponderosa Golf & Country Resort Johor Bahru in Malaysia include a large Olympic sized swimming pool, tennis court, spa, driving range, gymnasium, sports lounge, café, Chinese restaurant, activity halls that have a capacity of 50 as well as 500 guests. System used for guest check in and check out. The system used for the purpose of check in and check out for the guests are the Club On system and Hotel On system. The Club on system has been for the check in and out purposes for the club and individuals holding the membership of the club whereas the Hotel on system is mostly associated with the check in and out for the hotel management system. This could be an effective way to reduce the waiting time for the guests at the reception
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4 STRATEGIC FACILITIES MANAGEMENT counter, but would also be effective in raising the service standards, furthermore raise the level of satisfaction among the clients too. Others service provided. Few other services provided by The Ponderosa Golf & Country Resort Johor Bahru in Malaysia include the golf training sessions for the children, dance and also swimming lessons have been provided. There is a gymnasium that provides body healthy exercises for the individuals and the playground within the golf club and resort offers various sports activities and playground activities outdoor as well. Literature review of strategic facility planning (SFP) and SWOT analysis The strategic facilities management or planning, also referred to as the SFP, highlights the importance of various factors that are responsible for influencing the individuals to make purchases of the services provided at the golf club and resort. Not only does these factors are responsible for influencing consumer behaviours, but also these are related to the assessment of strengths, weaknesses, opportunities and threats related to the management of better functioning and planning the facilities and services to be delivered to the people by the Golf club and resort. According toTompkinset al. (2010), strategic facilities planning or SFP has been an effective strategy implemented by the organisations to sustain in the competitive business environment with the management of improved supply chains and to ensure acquisition of clients on a large basis. Strategic Facility Planning or SFP has focused on the type of process, quantity and location along with prioritisation of business approaches and initiatives that are aligned with the organisation’s vision and mission (Tompkinset al., 2010). As stated byAlexander(2013), the SFP process has been related to the better understanding of the corporate culture and also the core values, beliefs, policies and principles underlying the organisation, which has been effective for improving the structure of new facilities and facilitate change all throughout the organisation (Alexander, 2013). Here the location of the
5 STRATEGIC FACILITIES MANAGEMENT business, capability and also the various conditions are considered to maintain an affordable and achievable plan required to transform the business goals present in the business action plan into an effective facility response for the coordination of people within the workplace and at the same time, integrate the people, place, processes and technology with the corporate goals and objectives to be achieved in business (Steiner, 2010). It has not only benefited the business, but also has contributed largely to the various stakeholders involved in business, which further helped in coping up with different situations and at the same time, merge the SFP process with the strategic goals, policies and frameworks needed to foster cooperative and integrated relationships all throughout. Considering the process of SFP, a proper life cycle analysis is required, which can ensure evaluation of costs incurred while managing the ownership as well as the various business functions and processes (Alexander, 2013). This kind of process has been considered as effective and reliable in terms of developing assets in the economic terms and also the social externalities, which are critical for the establishment of a positive corporate culture and plan for the strategies and facilities to be aligned with the organisational values and beliefs for the accomplishment of business goals and objectives with much ease and efficiency. The SFP has been related to the SWOT considering the fact that the business needs to understand the mission, vision, values and objectives to be achieved and then analyse the needs for organisational facility, which can be considered as a major area of strength for the business. The planning stage would assist the business in the development of strategies needed to meet the long term goals, furthermore manage proper implementation of the planned strategies along with improved relationship between the buyer and the suppliers involved in business (Langston & Lauge-Kristensen, 2013). Few of the issues could be the lack of marketing approaches undertaken by the business and also high costs incurred during the management of life cycle of products and services at the company. With the help of
6 STRATEGIC FACILITIES MANAGEMENT SWOT analysis, the strengths and weaknesses are assessed, which could also help in identifyingthecauseofsuchissues,furthermore,implementnecessarychangesfor overcoming the issues and ensure management of people, place, processes and technology effectively too (Talib, Yang & Rajagopalan, 2013). Conduct a SWOT analysis to identify the organization issues Strengths It is a private country club and resort that consists of a large golf course andalsootheramenitiesare provided to cater the needs of people The staffs of the Golf course and resortareverymuchhelpfuland haveworkedcollaborativelyto provide information for assisting the clients to acquire the best quality services (Collins & Junghans, 2015) There are food and accommodation facilities while a space for rent has been arranged for arranging events, various programs along with private meetings as well Presenceofswimmingpool, gymnasium, tennis court and other modern amenities Weaknesses The company do not have a clear missionandvision,whichmay createissueswhileaccomplishing the business goals Poor marketing techniques, resulting inlackofawarenessamongthe people, which is a major strength (Steiner, 2010) The company website is not much alluring, due to which, customers are unable to find relevant information about the services delivered Themembershipaccountsare mainly hold by the older individuals and thus young members of the club are less (Jensen, 2017)
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7 STRATEGIC FACILITIES MANAGEMENT Thedoublestorey16romlodge offersdifferentkindsof accommodationfacilitiesandalso makecustomersexperiencean enjoyable stay at Ponderosa (Appel- Meulenbroek et al., 2014) Skilled staffs and high commitment from their end Opportunities There is a major scope for growth and development of local business The golf club and resort offers a wide range of facilities, which has allowedfor cateringtheneedsof people in different market segments Thecompanycouldexpandthe coursesinareaforextendingthe business operations (Stark, 2015) Threats Threatofcompetitorsand introductionofsimilarkindsof services in the marketplace Thebadweatherandclimatic conditionscouldalsobeamajor threat as it might create issues for the people to play at the golf course (Alyoubi, 2015) There are other sports activities that are popular among people such as mountainbiking,trekking,etc., which could act as substitutes and declinethepurchasesoffacilities and services at Ponderosa Golf & Country Resort, Johor Bahru
8 STRATEGIC FACILITIES MANAGEMENT Strategic Facilities Planning (SFP) to overcome the issues Based on the strengths, weaknesses, opportunities and threats, the strategic facilities planning or SFP has to be prepared for managing place, people, process and technology for the purpose of ensuring delivery of best quality services, furthermore overcome the issues that may emerge. The SFP is related to the various components of SWOT analysis and thus there are various issues including not having a clear vision and mission and also the lack of proper marketing techniques and approaches, which could be the cause of being unable to accomplish the goals and objectives with ease and efficiency (Novikov, 2018). The marketing efforts put by the company were also not effective because of the lack of attractiveness of the website, which has also contributed to the lack of clients and thus resulted in sales decline too. It was also found that most of the individuals who have memberships in the club are not the young teenagers, but the older adults, which has also reduced a certain portion of the customers having membership in the club. With the presence of competitors and similar kinds of activities available in the marketplace at a much reasonable price, the customers have been inclined to those (Eși, 2014). This has also been one of the major reasons for the sales decline and reduced profit level. Facilities provided The golf course must be managed properly every day to ensure that the needs of the members as well as the visitors are fulfilled, furthermore, reach the desired level of satisfaction (Ponderosagolf.com, 2019). The club house facilities must include locker rooms, lounge, bar and reception for catering the varied interests of the guests. The annual club house membership plan should be improved by brining something unique and innovative
9 STRATEGIC FACILITIES MANAGEMENT such as free practice sessions for the young individuals and additional discounts, which could also draw in more customers towards the golf club and resort in Malaysia (Martin et al., 2014). System used in managing the accommodation The Club On system must be used along with the Hotel On System for ensuring successful membership by the visitors to the place and at the same time, reducing the waiting time of guests at the reception. With the lesser waiting time, the customers would be satisfied and this would increase the sales revenue too. Customer satisfaction To ensure customer satisfaction, survey process must be conducted to attain information and data in the form of responses provided by the customers and then implement necessary changes for improving the services’ delivery options. The use of social networking websites would be a great approach too for engaging more clients and raise the awareness among clients too (Bell & Harrison, 2018). Hotel services To improve the facilities, the company needs to strengthen the skills, knowledge and expertise of the staffs, which could be possible with the help of training sessions based on the assessment of their needs of development. With the improvement of skills and knowledge of the staffs, they would be able to implement a maintenance plan clubhouse furniture and also review the catering equipment on an annual basis. The decorations and colourful paintings during the festive seasons could further assist in bringing the potential of the hotel staffs and also ensure delivery of best quality hospitality services for raising the level of satisfaction among the clients (Thomas & Galla, 2013).
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10 STRATEGIC FACILITIES MANAGEMENT Others Few other options to stay ahead of the competitors and remain competitive include arranging various sports events to attract more visitors while the use of social media platforms could also be effective for increasing the number of followers, furthermore, ensure improving the brand image and awareness to draw in more clients. The guests should be greeted properly by the staffs and even they should be provided and showcased with various offers and discounts for the packages that they are willing to purchase (Tompkins et al., 2010). With the wide range of options available for them, they would feel positive to make purchases based on their budget and preferences (Ponderosagolf.com, 2019). Conclusion The report was prepared to discuss about the strategic facilities planning at the Ponderosa Golf & Country Resort Johor Bahru, Malaysia. As a consultant, I have been
11 STRATEGIC FACILITIES MANAGEMENT handedovertheresponsibilityofdevelopingtheSFPformeetingthedemandsand expectations of clients and ensure higher level of customer satisfaction. The golf club and resort provided various facilities and the services were quite good though had been faced with various issues including the presence of competition, lack of marketing efforts and poor revenue generation. The SWOT analysis of the golf club and resort was done to assess the strengths, weaknesses, opportunities and threats, based on which, the strategic facilities planning was prepared for overcoming the issues and ensure increase in sales revenue and attaining competitive advantage too. This would not only improve the business functioning by enhancing the efficiency of people, process and technological implementation, but could also assist the company to raise the awareness among clients, furthermore, ensure remaining competitive and attain desired level of profit in business.
12 STRATEGIC FACILITIES MANAGEMENT References Alexander, K. (2013). Facilities management: theory and practice. Routledge. Alyoubi, B. A. (2015). Decision support system and knowledge-based strategic management. Procedia Computer Science, 65, 278-284. Appel-Meulenbroek, M. R., Then, D. S. S., Tan, T. H., Santovito, R. F., & Jensen, P. A. (2014). Attributes of alignment of real estate and facilities management to business needs. Journal of Corporate Real Estate. Bell, J., & Harrison, B. T. (2018).Vision and values in managing education: Successful leadership principles and practice. Routledge. Collins, D., & Junghans, A. (2015). Sustainable facilities management and green leasing: The company strategic approach. Procedia Economics and Finance, 21, 128-136. Eși, M. C. (2014). The mission statement of the business organisation by reference to the economicmarketrequirements.TheUSVAnnalsofEconomicsandPublic Administration,14(2 (20)), 131-138. Jensen,P.A.(2017).Strategicsourcingandprocurementoffacilitiesmanagement services.Journal of Global Operations and Strategic Sourcing,10(2), 138-158. Langston, C., & Lauge-Kristensen, R. (2013). Strategic management of built facilities. Routledge.
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13 STRATEGIC FACILITIES MANAGEMENT Martin, J., McCormack, B., Fitzsimons, D., & Spirig, R. (2014). The importance of inspiring a shared vision.International Practice Development Journal,4(2). Novikov,S.V.(2018).Strategicanalysisofthedevelopmentofhigh-technology manufacturing facilities. Russian Engineering Research, 38(3), 198-200. Ponderosagolf.com (2019). Retrieved 16 July 2019, from https://www.ponderosagolf.com/ Stark, J. (2015). Product lifecycle management. InProduct lifecycle management (Volume 1)(pp. 1-29). Springer, Cham. Steiner, G. A. (2010).Strategic planning. Simon and Schuster. Talib, Y., Yang, R. J., & Rajagopalan, P. (2013). Evaluation of building performance for strategic facilities management in healthcare: a case study of a public hospital in Australia. Facilities, 31(13/14), 681-701. Thomas, L., & Galla, C. (2013). Building a culture of safety through team training and engagement.BMJ Qual Saf,22(5), 425-434. Tompkins, J. A., White, J. A., Bozer, Y. A., & Tanchoco, J. M. A. (2010).Facilities planning. John Wiley & Sons.