Expense management is the most important task for the owner of a business center. The desire to comply with the declared class and level, of course, generates a number of significant costs. How to determine if they are all necessary? Start with a performance audit. 1. Examine the contract with the management company. As a rule, a rather large volume of services is prescribed in it, but some of them remain on paper - in reality there is no need for them. If the building is functioning without these services, which may be required once and purely hypothetically, you can exclude them from the list, reducing up to 15% of the costs. An audit will also help ensure that the costs incurred for equipment or consumables are appropriate. 2. Optimize payroll. Did you have a situation with the “duplication” of functions, when a number of specialists are present not only in your staff, but also in the staff of the management company? The redistribution of responsibilities and a clear distribution of functions can be reduced to 30% of costs. Competent operation = reasonable savings 3. Proper operation of the systems (for example, timely execution of the schedules of the outage and recommendations of the manufacturer of equipment for expensive refrigerating machines (chillers)) prolongs their service life and reduces repair costs. 4. Examine whether energy and waste costs can be optimized. In the first case, the result is achieved by replacing the bulbs with LED lighting, installing motion sensors, and using frequency-controlled drives. The result is up to 30-40% savings. In the second case, it is advisable to use compactors (waste compactors). They reduce the cost of garbage collection by 2-4 times. Professional software - ASUO Of course, an automated object management system is not a cheap pleasure. However, this is a justified investment: its implementation will reduce operating costs by $ 5-6 per square meter / year (data for class A business centers). 5. ASUO automates a number of operations, reducing staff costs; allows you to develop a budget, automatically generating documentation; timely recognizes technical faults. 6. Fast processing of customer requests and prompt troubleshooting helps to establish a trusting relationship with tenants. Tax minimization 7. Independent assessment of the object and challenging its cadastral value will significantly save on taxes. There is no risk 8. It is necessary to carefully calculate the risks of marketed objects. For illegal banners you, as the owner, will pay a considerable fine. Want to know more? Ask your question to ILM.

First impression? One day, representatives of the business center turned to us for advice, which, while keeping the secret, we simply call it SUPER-PUPER. The problem was that the building fully corresponded to the class “A” - the location was practically on TTR, the corresponding engineering and infrastructure, but in the market it was persistently referred to as “B +” or even “B-”. Bad, insulting, and most importantly, a negative impact on rental rates. We did not have the task to conduct a complete survey of the BC, but the situation seemed interesting, and we decided to visit SUPER-PUPER. But first they asked the responsible persons: - How do you evaluate your brainchild? Representatives of "SUPER-PUPER" avidly praised: - The building is beautiful, with fashionable architecture! Covered and open parking, space enough for everyone! - Inside such a design! Glass, metal, stone, chandeliers author's, Italian furniture! - And the reception works, and there is a great cafe, next to two more restaurants, shops, what do people want? And the truth is that? "SUPER-PUPER" meets unknowingly We easily found a BC, and tried to park there, where “there is enough space for everyone” because they took care and ordered a guest place. Street parking was really spacious, except that the whole car was filled up with cars and littered with some kind of garbage and boxes. The barrier, having seen us, creaked and hung. I had to wait for the valet. We waited for him for 7 minutes, and during this time, some hurrying client decided to just leave the car on the pedestrian side. It was fascinating to watch the car owner and the passers-by. The parking man won them all, he appeared when the emotions of the participants in the quarrel begin to resemble the match "Russia - Spain". “Why does everyone put the car here, and not in the covered parking?” - We asked “The door doesn’t work there,” explained the employee, “and they don’t get directly into the building, so everyone bypass here.” That saves time. Quest "pass the gate" The stand shone with the royal brilliance of onyx and exuded an indescribable aroma of meatballs with onions. No less regal Aunt Glasha turned to us and said that she had lunch. Contact in 20 minutes. Our phrase “We have an appointment with CEO”, she put off dinner, looked out from behind the holders with advertising for dancing and yoga schools in the neighboring houses and issued us 2 passes.  To the question: - How do we get to the "..."? - Go there! For some reason, the beautiful glass turnstiles through which we tried to pass did not work. And for our attempts to overcome the obstacle indifferent watched the guard, chatting on the phone. He deigned to approach only when he finished his fascinating conversation: - The first time, perhaps, seems like you came from village. Where you all so dull are taken. Quick inspection We could tell a lot more about our fascinating journey to the BC SUPER-PUPER, but let us spare your nerves and let us know only what is available to the look (hearing and smell) of every visitor: A staff smoking area is arranged in front of the glass windows of the restaurant; Delicious, but little corresponding to the concept of the BC, barbecue flavors reaching even to the lobby, pointing to the neighborhood with a restaurant of Georgian cuisine; The Italian upholstered furniture was somehow shabby - apparently, it was worn out by the visitors of Aunt Glasha; A 5-year dirt bloom was visible on the lamps; On the reception desk and in the corridors lay a “respectable” black-and-white advertisement of a dancing school from a neighboring yard printed on a printer; Help yourself The owners of "SUPER-PUPER" watched our videos and photos silently. And with great interest thanked for out indifference. A month later we received a nice gift and a note: “Thank you for the saved money.” Instead of output How to upgrade the building class without significant costs? We will also be brief: The devil is often in the details.

Get in touch! In one of our previous articles, we talked about the importance of implementing software in a business center. Through this approach, tenants will be able to promptly report problems and problems in the offices, and the management company will be able to respond to these messages. but   It is equally important to get feedback from the tenant. Has the problem been solved in time and in good quality? Does the company have any other wishes or tasks? If there is no such feedback, this story may come out. BC VSEKLASSNO loved tenants. Especially in the days of payment. The rest of the tenants did not greatly interfere with the life of the building. But once the time has come X - just three large companies have announced that they want to leave the premises. It was at least unexpected. - And what happened? - The administrator asked uncomprehendingly. Head of Company A grinned: - Over the past three months, our staff has been complaining about the unpleasant smell in the room. Do you know how many times we asked to check the ventilation? - But we figured out this question, - the administrator was surprised, - Here, literally last week, we found the reason. “We sent the application 10 times,” the director of company “A” informed, and each time we were informed that the problem was in a different place, so specifically our office did not even need to visit and smell. My employees run up, they do not want to work in such an environment. And where is the guarantee that our office will not smell again? Director of company "B" joined the conversation: - And how does your plumber, you know? The administrator frantically pressed the computer keys: - You left a request that on the 2nd floor the toilet in the women's toilet broke. He was repaired. - Fix it! - Answered the director of the "B" - just three days repaired! All this time, there was a real traffic jam in the toilet, and the cleaning lady informed the staff that little work was needed to go up to the third floor. At the director of the company "B" the administrator was already afraid to raise his eyes. But it did not help him. - We regularly burn out light bulbs, and the lighting is very dim. Employees complain. When the secretary called to find out when they would replace the lamps, they answered us: “What can you not screw the light bulb”? The tenants were unmoved and moved out. But much worse, new companies did not line up to occupy the vacated areas. Even when the rate significantly reduced. Even when she was dropped again. Rumors about indifferently BC spread very quickly. After that, the VSE KLASSNO administration had to change its easy approach to communicating with tenants, conduct a survey of them, identify shortcomings and dismiss some of its employees. The new approach "VSE KLASSNO": "Feedback - the main driver for growth and improvement." It is a pity that for this understanding the owner had to incur considerable losses. Go to visit To avoid such incidents in your BC, keep abreast of events. First, ask tenants to fill out a questionnaire in which they can evaluate the building: · Its location;  · External and internal furnish;  · Quality engineering systems;  · Parking;  · Cafe and other infrastructure;  · The work of the management company, cleaning, security and so on.  Such surveys will help identify weak or vulnerable spots in the BC system. And the wishes and suggestions of tenants - to improve the quality of service and the work of the management company. Secondly, organize a system for monitoring the implementation of applications. The administrator or another responsible person must call or visit the office and check if the problem is resolved and whether the tenant has any remarks left. Thirdly, problems need to be warned: at least once every couple of months, visit each office in person and ask if the company has any questions or suggestions. It's simple: even the most competent marketing strategy will not help with the work of word of mouth, if your business center is not satisfied.