Each one of those revenue opportunities is like a
separate business that you’re about to launch, Williams
continues. That means your next step is to develop a
strong case for why your organization should back your
efforts, including revenue projections and potential
risks and liabilities.
“The C-suite is typically most concerned about
time, risk, and money, and both time and risk relate to
money,” says Theriault. “The FM needs to ask the CEO,
CFO, or COO, as well as the IT person and the financing person, what they need to see in order to make
decisions. Different organizations have different ways
of representing financial analysis, so investigate what
they would like to see – sometimes that means digging
deeper into benchmarking information or talking to
Steps to Implementation
Now operating as a business within a business, the
facilities team at CHSI was charged a few years ago
with expanding the reach of the organization’s Corporate Event Centre. Business grew nearly twofold in
three years thanks in part to these steps.
1) Creating a strategy for growth. Starting with
CHSI’s vision, mission, and values, the team focused
on strategic marketing for the business, aiming to make
the event center a “unique meeting place for applied
learning and innovation and to inspire prevention in the
community” per its mission. This goal statement closely
mirrored the overall corporate objective: “Create a
unique meeting place that advances and promotes the
mission of CHSI and supports its partners and stakeholders.” The alignment between the organization’s
goals and the event center’s goals ensured that the end
result furthered both parties.
4 QUESTIONS FOR FMS
Building your plan to operate as a profit center starts
with these four questions, say Geoff Williams and Ni-
cole Lobb of the Centre for Health & Safety Innovation.
1) How well do you understand your corporate
2) How does the FM strategy fit into the strategic plan?
3) Can you demonstrate FM successes against corporate
4) What can the FM do for the bottom line?
CEN TRE FOR HEALTH & SAFE TY INNOVATION
“THE FM NEEDS TO ASK THE CEO, CFO, OR COO, AS WELL AS THE IT PERSON AND THE FINANCING PERSON, WHAT THEY NEED
TO SEE IN ORDER TO MAKE DECISIONS. ” —Michel Theriault, principal, Strategic Advisor
THE CENTRE FOR HEALTH AND SAFETY INNOVATION (CHSI) grew its business by understanding the three core
groups using its space and tailoring its facility and amenities accordingly.