The most modern, architecturally and technically perfect business center is not a viable unit without tenants. In order for it to work in full force, competent management is required. The choice here consists of only two options: organize your own management company, or rely on professionals from the outside. Let's try to weigh the pros and cons of each of these decisions. To begin with, we will define the terminology. UA deals not only with the maintenance of the building, but above all with the increase of profitability. In the Russian market, not everyone agrees with this interpretation. You can meet the sites of "management companies", where cleaning services are perfectly described, but there are no case studies confirming the actual management of facilities. In commercial real estate has its own terminology of management (management) triad: Asset management  - asset management or trust management; Property management  - property management (income minus expenses); Facility Management  - building infrastructure management (optimization of operating costs). The last option, Facility, solves a limited amount of tasks in the BC, so in the "solo" version it cannot replace the work of the management company, but is only one of its directions. So, object management is Property management. External management The main advantage of the external M is the ease of interaction between the parties. The owner of the business center does not buy people, but a certain service (or rather, a set of services, competencies, knowledge and reputation of not one person, but the whole range of services offered by the external management company). Accordingly, the result of the work of the MC is assessed very simply - she managed to increase the profitability of the business center or not. This significantly saves the time of the owner and allows you to get the predicted result, which can be fixed in the contract. Other advantages of this solution: 1. The staff of a professional management company consists of employees with relevant experience - no need to spend time and money on retraining your own staff; 2. To resolve issues and interact with the MC, one full-time specialist is sufficient; 3. Service takes place in accordance with the agreed quality standards; 4. The owner removes the risks of working with employees who are not residents of the Russian Federation; 5. The Criminal Code sets the ideology of service standards, as it understands and feels the end user of services - the tenant. Cons for the owner of only two. The first is the cost. Attracting an external management company is likely to be more expensive than creating your own, but this point is offset by professionalism and the ability to provide a higher level of profitability of the object. The second and main disadvantage is trust: it’s not so easy to open up and share the “pain” to a stranger, and even more so, to entrust the management of your “brainchild” of a third-party Criminal Code.  Self management To the obvious advantages of creating your own management service is the ability to control the situation and operational priority setting. In practice, this requires a certain professionalism (retraining of personnel or a new staff). Own operation service, perhaps gives a chance to reduce the cost of Facility Management, but there is a risk of duplication of roles and functions. Without a look at the Criminal Code, as an independent business unit, even if it’s your own, but without relevant experience in the external market, you can easily lose in the speed of reaction to the expectations and requirements of tenant customers.  Significant deficiencies that the owner will face: 1. Double commission for attracting tenants (both the staff member and the third-party broker must pay); 2. Lack of free time: the need to control the work of departments and solve problems of employees; 3. It will be necessary to independently search for personnel and build a personnel management scheme from scratch. At the same time, professionals will prefer to work not with the owner, but in the external management companies; 4. Most likely, some of the functions will double, and the state will be inflated; 5. The human factor: absenteeism, illness, not going to work for employees, in some cases - theft of staff. Fast or forgotten? We must not forget what David Weiss said at that time, the head of NorthernTelecom, “in the future there will be two types of companies - quick or dead.”  In fact, an external company that is accustomed to give all the best in the competitive real estate management market takes not price, but speed. For the current real estate market, the speed of response to the needs of tenants, the speed in proposing the best management practices, the speed in search of new services, the speed with which the MC enables its customers to be heard is “more than money can buy”. Agility and efficiency today rule even in such a conservative business as PropertyManagement. Are we ready to take on Craig Barrett's challenge from Intel “to move at maximum speed, blasting the road behind us? So, "Responsibility is a consequence of certainty." Define your tasks and priorities and weigh your own possibilities: this will help you make the right choice.

Do you have a service plan, Mr. Fix? Everyone knows that a baker should bake pies, a shoemaker should sews boots, and a professional cleaning company should clean the business center. We abstract a little from a situation: we will present the house in which the big family lives. She hired staff to maintain cleanliness. The range of work is obvious: the house should be clean, the result should remain visible, and the service personnel, as inconspicuous as possible. At first glance, it is. But the cleaning in the office is carried out during the working hours of the head of the family, the dishes are not cleaned on time, and the lawn is not cut and weeds at all. At the same time, the cost of staff work is decent, and none of the staff seems to be relaxed. And now let's scale up: the house is a business center, and the family is dozens of tenant companies. The problem in both situations is the same: the lack of a service plan. The principle of optimal and sufficient So that the cost of cleaning does not become exorbitant, use this principle when developing a service plan. Light devices located at a decent height do not need daily wiping, and technical rooms do not need daily floor cleaning. But the bathrooms and elevators should be in perfect order throughout the day. The wider your list of required services, the more expensive the cleaning will be. To create a service plan, it’s not enough to know the building like the back of your hand. You need to repeatedly go through it and look at the premises through the eyes of the tenant. What does the central hall and reception look like, is there dirt in the elevators, are there no bags of garbage at the doors of the offices? How clean is the bathroom and how long does it take to clean them? Write down the stages of your path on a piece of paper and proceed to the formation of tasks. Cleaning frequency Conditionally cleaning of the premises is divided into daily, supporting and general: The height of the daily cleaning is not higher than 2 meters. The complex includes cleaning dust and debris, washing floors; General cleaning is usually carried out once a week, with the sequence of premises recorded in a special schedule; The supporting cleaning of bathrooms and elevators is made every hour; It should be noted those premises, the cleaning of which is carried out as needed several times a day - for example, meeting rooms. Separate items are rendered services for the improvement of the territory: in the service plan it is necessary to prescribe how often they should be carried out. Do not forget about watering lawns (otherwise they will have to be re-built) and snow removal. The last point is more profitable to consider in fact, per unit. There are no trifles in the household Cleanliness is a relative concept even for cleaning companies. Therefore, the service plan should list what is included in the concept of cleaning. For example, carpets and upholstered furniture should not only be vacuumed but also promptly cleaned. Ceiling and wall lights are cleaned in the presence of an engineer who will de-energize and remove them. Blinds require daily refreshing cleaning and periodic chemical - for this they are removed. In addition to walls and floors, it is necessary to wipe the doors and handles. It makes no sense to include in the contract services that may require one-time: it is easier to pay for them in fact. Cleaning should not interfere with tenants The arsenal of modern clinics is impressive - equipment, inventory and cleaning products need to be stored somewhere. Owners often allocate the smallest premises for this, located far from the entrances. In fact, this will lead to higher prices for services - staff will be forced to repeatedly return for one or another inventory, and will spend more time cleaning. Obligatory point of the service plan is zoning of premises and a clear sequence of cleaning, so that it occurs without cross-contamination (if you first clean the floor and then the surface, the floor will become dirty again). Who gets the "chemistry"? This is one of the fundamental issues. Of course, all chemicals used must have safety certificates. But the moment that is often ignored is the material of the surfaces. The abundance of glass, mirrors, and stainless steel elements in the interior is an increase in costs, since removing dirt and fingerprints from such surfaces requires certain resources and takes a lot of time. Clean - where there's no litter Trite, but true: optimization of the cost of cleaning is possible if tenants maintain cleanliness in workplaces and public spaces. In this case, the savings on payroll reaches 30-50%!

Do you still believe in the myths that only offices of A and B + class should have a quality infrastructure, while requirements for B and C are significantly reduced? In this case, do not be surprised if your cashflow does not yet meet expectations. It's simple: give tenants more than they expect, and make a profit! What do tenants want? We regularly conduct surveys of our clients and see that the requirements for the infrastructure of business centers have increased significantly over the past two or three years. Employees of offices spend a lot of time at work and want to solve personal tasks “on the spot” - whenever possible, in the same room where they work. The basic needs are food service, parking, pharmacy, bank or ATM, payment terminals. Additional pleasant bonuses will be the retail zone, dry cleaning, advertising agency, ticket offices, travel agency. In large centers, it is desirable to have a fitness or wellness club and even a swimming pool. Attention to detail The secret of success lies in the details. To understand the needs of a tenant, you should look at the infrastructure of the building through the eyes of an ordinary employee and go his way step by step: 1. How do people get to work? Is there enough space for parking a car, a motorcycle? Does the car wash work during parking? Is there a bicycle parking? Is the movement of corporate shuttle bass organized if the BC is located at a distance from the metro? 2. Where do employees eat? Does the food supply offer a varied (including vegetarian) and at the same time budget menu? Is there a cafe or restaurant in the BC where you can have lunch with customers or business partners? 3. What services may be required by tenant companies at any time - legal, printing, courier, booking tickets, taxi call, dry cleaning? 4. Where can people make the necessary purchases - buy groceries, gifts, flowers? 5. Where should a person go, if he feels unwell at work - is there a medical office and a pharmacy in the building? 6. Where can employees walk at lunchtime? Is there a recreational area with a landscape design and benches? And a small playground? 7. Where do tenants negotiate with clients, conferences and seminars? If they occupy a small office in which there are no similar options, can they rent a conference room or a meeting room for a fee? “Correct” infrastructure is the key to tenant loyalty Absolute fact: even in class C business centers, it is really possible to create an extensive and thoughtful infrastructure that will be in demand from office tenants, which means it will bring you additional profit. In this case, the place of work becomes a functional and atmospheric space, and the loyalty of employees and companies increases. Add to this periodic events for tenants - seminars, workshops, sports tournaments, team building - and get grateful paying customers. And your cashflow. How to start a change for the better? It's simple: call or write to ILM specialists. For each project we develop new ideas and concepts.