- Specialised or innovative services add tremendous value to your contract.
- Being relevant to building users and other actors helps you win more contracts.
- Building lifecycle and user perspective incorporate interdependence between actors in the design.
Builders and facility managers enjoy a competitive advantage, if they design and operate buildings and public spaces based on the evolving needs of users and other actors such as maintenance service providers. Being relevant to users and other actors requires a full range of services. Providing specialised or innovative services adds tremendous value to your contract. By translating user needs into desirable physical structures and innovative services, you become trustworthy partners for building owners and users.
Buildings are becoming multi-functional, and more than just a place to work or leisure. An understanding of future users’ needs helps property developers, architects, construction companies and facility managers build a physical structure that serves the users better. Doing so helps win future contracts as well.
Design with users in mind
By using the building lifecycle and adopting a user perspective, builders and their partners are able to incorporate the expectations from and the interdependence between various actors. These insights are useful from the stage of building inception to occupancy to refurbishment. Costs of operating a building could increase due to unforeseen user needs or lower-than-expected occupancy, which could be avoided if users and occupants are involved as early as in the design stage.
Be relevant to win contracts
Being relevant helps you win more contracts. Most of today’s rental contracts are full-service contracts. They provide “soft” services such as catering and cleaning, as well as “hard” services such as maintenance. When you become a one-stop shop for your tenants, you can up the game by providing specialised or innovative services that add tremendous value to your contract.
Meet evolving needs
User needs evolve throughout the building lifecycle in response to new technologies, new work concepts or demographic variables such as age. Innovations inspired by user needs boost customer satisfaction. One example of user-inspired innovation is a room and seat booking system that facilitates users to search for co-workers or available working space with specific facilities.
In most cases the users and occupants of a building are not directly involved in the design of the building. This leads to higher than needed operating costs in order to accommodate users and having to deal with a lower than expected occupancy. Taking a users’ perspective during the planning, or creating innovative services while operating buildings deliver cost benefits for the owners and operational benefits for the users.
Serve upstream businesses
Companies that develop upstream services build on user needs and knowledge from the earlier stages in the building lifecycle. Maintenance companies that provide corrective or inspection services can find upstream knowledge by connecting with manufacturers. As an example, product knowledge revealed through conversations with manufacturers can be combined with proper spare part management to predict lifecycles and minimise the impact of maintenance on building user operations.
Downstream service development is built on an understanding of user needs during the usage stages of the building lifecycle. By listening to the needs of building users and maintenance service providers during the usage stages of the building lifecycle, construction and installation manufacturers may discover opportunities in the handover procedures of maintenance instructions or during rest points after delivery. Maintenance companies can offer suggestions for improvements that will help manufacturers improve their service and reduce costs during the maintenance period.
Toilets are a consistent source of dissatisfaction in user surveys of public spaces. The issue is often not the lack of toilets, but inadequate signage to make people aware of where to go and directing them to the closest ones. The same applies for information booths and street-exits. Making these services a core part of the experience requires collaboration between the different parties who design, operate and manage them.
Collaborate to improve public spaces
Toilets are a consistent source of dissatisfaction in user surveys of public spaces. The issue is often not the lack of toilets, but inadequate signage to the closest ones. The same problem also occurs for information booths and street exits. Making these services a core part of the experience of public spaces requires collaboration between different parties who design, operate and manage the spaces.
People who travel through metro and train stations follow a fixed number of paths as they enter and leave the station. Understanding these movements over the course of the day can significantly improve travellers' experience by eliminating physical and service obstacles, and by providing timely information in the right place. Key is to incorporate the surroundings in the design of the station to manage the experience as travellers enter or leave the physical space.
Don’t forget the surroundings
For instance, people who use the metro and train stations follow a fixed number of paths as they enter and leave the stations. Understanding these movements over the course of the day can significantly improve traveller experience, by eliminating physical and service barriers and by providing timely information. The key is to incorporate the surroundings in the design of the station, in order to improve the traveller experience.
Be a trustworthy partner
Companies that develop building services based on user experience and needs enjoy a competitive advantage. By translating user needs and wants into desirable physical structures and innovative services, these companies become trustworthy partners for building owners and users.