EBFM4103 Strategic Facilities Management Report: Ponderosa Case Study

This report provides a comprehensive analysis of strategic facilities management, focusing on the Ponderosa Golf & Country Resort in Johor Bahru, Malaysia. It begins with an introduction to the case study, outlining the resort's vision, mission, and facilities, including golf courses, hotel accommodations, and other amenities. The report then delves into a literature review of strategic facility planning (SFP) and SWOT analysis, emphasizing their importance in the competitive business environment. A detailed SWOT analysis identifies the resort's strengths, weaknesses, opportunities, and threats, providing a foundation for strategic planning. The core of the report focuses on Strategic Facilities Planning (SFP) to address the identified issues, covering aspects like facility improvements, management systems, customer satisfaction, and service enhancements. The report concludes with a summary of findings and recommendations for improving the resort's operations and achieving its business goals, ensuring competitive advantage and stakeholder satisfaction. The report utilizes the provided assignment brief which outlines specific instructions for the report's structure and content, including word count and submission guidelines.

Running head: STRATEGIC FACILITIES MANAGEMENT
Strategic Facilities Management
Name of student
Name of University
Author note

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
business environment and at the same time, achieve efficiency in terms of business
functioning and also prioritise on reducing the costs without compromising on the quality of
products and services. The management of facilities also include focusing on the
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

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 to Tompkins et 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 (Tompkins et al., 2010).
As stated by Alexander (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
identifying the cause of such issues, furthermore, implement necessary changes for
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
and also other amenities are
provided to cater the needs of people
 The staffs of the Golf course and
resort are very much helpful and
have worked collaboratively to
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
 Presence of swimming pool,
gymnasium, tennis court and other
modern amenities
Weaknesses
 The company do not have a clear
mission and vision, which may
create issues while accomplishing
the business goals
 Poor marketing techniques, resulting
in lack of awareness among the
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
 The membership accounts are
mainly hold by the older individuals
and thus young members of the club
are less (Jensen, 2017)

7
STRATEGIC FACILITIES MANAGEMENT
 The double storey 16 rom lodge
offers different kinds of
accommodation facilities and also
make customers experience an
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
allowed for catering the needs of
people in different market segments
 The company could expand the
courses in area for extending the
business operations (Stark, 2015)
Threats
 Threat of competitors and
introduction of similar kinds of
services in the marketplace
 The bad weather and climatic
conditions could also be a major
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
mountain biking, trekking, etc.,
which could act as substitutes and
decline the purchases of facilities
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).

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
handed over the responsibility of developing the SFP for meeting the demands and
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
economic market requirements. The USV Annals of Economics and Public
Administration, 14(2 (20)), 131-138.
Jensen, P. A. (2017). Strategic sourcing and procurement of facilities management
services. Journal of Global Operations and Strategic Sourcing, 10(2), 138-158.
Langston, C., & Lauge-Kristensen, R. (2013). Strategic management of built facilities.
Routledge.

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). Strategic analysis of the development of high-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. In Product 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.

14
STRATEGIC FACILITIES MANAGEMENT