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European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
CHAPTER 1. CHAPTER 1.
IntroductionIntroduction
1-1. Quality of facility management
Recently, The position of facility managers in organisations has got clearer than ever before, as an
expert who supports core-business. Facility management was originally a function inside
organisations. Now a day, organisations have tended to distinguish their core-business and non-
core functions from restructuring or reengineering aspect. Support functions, including facility
management, had had to clarify their role how they can contribute to core-business. On the other
hands, in the very hard competitive situation, the role of facility management has become
important. Alexander1 said, “In this climate of change, quality of life and environmental issues are involved
which together with issue of heritage and of conservation become part of the business agenda. Facilities
Management is at the heart of this process.” The workers are suffers hard time, therefore, the work
environment should be more comfortable and helpful. To develop the environment is exactly the
job of facility managers.
Thus, the relationship between core-function and facility manager has become the one between
customers and services providers. It means facility manager is expected to provide better services
to their customers. Furthermore, total facility management contractors have emerged; such as,
Johnson Control IFM and SI-CBX. They earn money by providing services on behalf of inhouse
facility manager. They have to guarantee good quality of services.
What is good quality of service? Unfortunately, there is no absolute quality measurement of
1 Alexander, 1996, p xviv
Chapter 1 Introduction 1
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
services themselves. Barrett2 says “There is never any objective measurement of a professional
services.” Then, what direction should facility managers aim to? Friday and Cotts3 said at the
beginning of their book, “Only the customer will define whether you are performing the right services.”
How customer perceives the services proved to them defines the quality of services. Cook4 also
said, “The customer’s perception is their reality. Customer service is about perception.” Quality is defined
by customers.
1-2. User satisfaction
How should facility manager measure the quality of services. Friday and Cotts5 said, “a measure of
quality for the customer is how close we come to their expectations about service and their perception of the
way we perform.” Customers, then. express their perception through expressing their level of
satisfaction. Friday and Cotts6 also said, “If the perception matches the expectation, you have satisfied
customers.” The quality can be measured by the satisfaction of customers. Therefore, how to get
the customer satisfaction is important aspect of facility managers to guarantee their performance.
Who is the customer? How the customer is identified? There are several aspects of identifying the
customer. Friday and Cotts7 categorized customer into, organization unit, building unit, business unit,
staff of the facility organisation, top management, external clients and visitors, external vendors to the facility
organization, external tenants of building, and the facilities themselves. Those can be figured as Fig 1-1.
However, the research focuses on each “end user.” Even an FM organisation makes a Services
Level Agreement (SLA) with “Top management” or “Business units,” primarily the end users
perceive services and express their satisfaction. Level of satisfaction of “End users” is often a
condition in SLA which FM organisation have to evaluate and achieve the level. Therefore, to get
2 Barrett, 1995, p453 Friday and Cotts,1995 , p34 Cook, 2000, p115 Friday and Cotts,1995 , p126 Friday and Cotts,1995 , p137 Friday and Cotts,1995 ,pp10-11
Chapter 1 Introduction 2
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
end users satisfaction is important.
On the other hand, the paper regards a whole FM organisation as “Facility Manager.” It does not
Chapter 1 Introduction 3
Business unit
Client Company
SLASLA
EndUsers
E
nd
U
se
r
Fig 1-1 Category of Customers in Facility Management and The focus of this research(Figured from [Friday and Cotts, 1995, p10-11])
Organisation unit
Top management
FM organisationStaff
Seniormanager
Vendors
Visitors
External tenants
Categoryof customer
“Facility Manager”
=FM
organisation
Building A Building B
Perc
eptio
nSa
tisfa
ctio
n
ContractSLA
Organisation
Category of Customers in Facility Management
The focus of this research
Perc
eptio
nSa
tisfa
ctio
n
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
matter for End User that who of FM staff provides services, their satisfaction express to
anonymously the whole FM organisation. It is important that the whole organisation gets end
users’ satisfaction.
1-3. Communication in facility management
How can a facility manager provide a service that meets end users’ expectation? It seems just
facility manager knows the requirements of end users and provides a service that meets the
requirements. However, facility managers cannot always achieve it, because resources for services
have limitation. In addition, end users’ expectation is subjective. Then, what should facility
managers do? Cook8 says, “customers’ expectation can often be conditioned by the service providers
themselves…in Disney attractions, the published waiting time is always 5 minutes more than the actual
waiting time.” Some information conditions customers’ expectation. For another example, Van der
Sluis9, the facility manager of Schiphol Group said, he explains the service level, which is agreed
with the manager of an end user, who and when requires much higher grade services than the SLA
of his/her department, and the user almost every time can understand his explanation. Informing or
explaining, here a word ‘communication’ is used for them, helps to fill the gap between
expectation and perception. In other words, communication with customer is important to get
satisfaction.
1-3-1. How does communication support getting users’ satisfaction?
The example of Disney attractions, above mentioned, might show the communication can control
customers’ expectation before they perceive the services. And they would consequently satisfy
after finding the service is better than their expectation. The example of Schiphol Group may show
the communication can adjust customers’ expectation after they perceive the services. And they
8 Cook, 2000, p129 Van del Sluis, personal communication, 1st November 2000
Chapter 1 Introduction 4
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
would consequently satisfy after knowing the services level is rational. Is it true or is there any
other communication? Facility manager should know relationship between communication and
satisfaction.
1-3-2. What ways of communication exist between facility manager and end users?
Kokuryo10, a Japanese professor at Keio Business School, categorises the communication
generally in seller and customer into three types (Fig 1-2):
-One way S-to-C: one-way from seller to customers
such as, providing product feature and availability
-Interactive S-to-C: interacting between seller and customers
such as help desks, and third
-Interactive C-to-C: interacting among customers
such as reputation and forum on the Internet.
If the model is applied into facility manger and his/her users, what kind of communication may
exits in each type, or how can each type of communication be characterised according to getting
satisfaction? Facility manager should know the structure of communication with end users.
10 Kokuryo, Online. Internet. 29 Nov 2000.
Chapter 1 Introduction 5
Fig 1-2. Type of communication between seller and customer[Kokuryo, Online. Internet. 29 Nov 2000]
One way S-to-C
seller
customer
Interactive S-to-C
seller
customer
Interactive C-to-C
seller
customer
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
What tools are effective for each communication?
The resource of communication also has limitation. Recently, there have been many IT systems for
supporting communication with customers. The most popular system is web-site on the Internet or
intranets. For instance, facility management department of Schiphol Group developed a web
catalogue of their services on the company’s intranet. In addition, many IT industry companies
provide some systems, called Customer Relation Management System. The most typical system of
this is customer front office solution (see section 2-1). The system manages the process of ordering
of services, and it support for the claim from customer. It also can record those claims, and it
consequently gives data for analysing services quality. Furthermore, Kokuryo shows a platform on
computer network that manages interactive C-to-C7. For instance, The Internet auction or user’s
forum of some product are regarded. Kokuryo said that if some rules and common words are
defined, C-to-C can be accelerated
Can the ideas of systems be specified and applied into the communication of facility management?
Facility manger should implement efficient communication support system.
1-4. Customer Relationship Management
There is an interesting business concept and research field of it, named “Customer Relationship
Management (CRM).” The first emergence of the concept is said an article, “Zero Defections:
Quality Comes to services.” The article explained the cost of losing customer is high, and insisted
the importance of aiming ‘Zero Defection’ (to lose customer). The article 11 said, zero defection,
“Requires mechanisms to find customers who have ended their relationship with the company – or are about
to end it.” In the research field, recently, it have been insisted organisations should shift from
product-oriented marketing to customer-oriented marketing, and maintain relationship with
customers. Now, it is discussed how companies can provide ‘personalised’ services to individual
11 Reichheld & Sasser., 1990, p5
Chapter 1 Introduction 6
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
through maintaining and cultivating relationship, and using IT tools.
Requirements of customers (= end users) of facility management are various, and the end users
only define the quality of services mentioned above. Therefore, facility management is highly
customer-oriented business. the concept of CRM must be able to be used for improving facility
management. Especially, there are plenty of ideas that using IT in CRM. They seem to be useful
for facility management. CRM is more explored in next chapter.
1-5. Objectives of the research
The objective of the research in general is to find a model of communication between facility
manager and end users to improving the end users’ satisfaction. To achieve the objective, the
research divides into follows sub-objectives,
Defining what types of communication exist between facility manager and end users:
occasion, contents, and interactivity (one-way, two-way).
Finding how each type of communication increases satisfaction of end users.
Defining the policy for the information system which supports the communication.
1-6. Hypotheses
Proactive communication from facility manager to users (one way S-to-C) increases end
users’ perception of services level and accelerates interactive communication.
Interactive S-to-C communication between facility manger and users (Interactive S-to-C)
increases end users’ satisfaction.
Interactive communication among users (Interactive C-to-C) reveals the potential
expectation of end users.
Chapter 1 Introduction 7
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
1-7. Study design
The research is carried out by the way of literature search, experiment and benchmarking
approach.
First of all, the research explores literatures in mainly the field of ‘Customer Relationship
Management (CRM),’ and defines the model for facility management communication. The field of
CRM has been well researched since an article12, “Zero Defection-Quality Comes to Services,”
was issued. It supposes to be easier to set a possible model than observing real facility
management jobs.
Then, the model is examined by an experiment. The model applies into a real set of end users and
facility manager. The limitation of resources of the research, it is difficult to apply some
treatments (= to change communication way) to real stage. Therefore, the study will be examined
by a the comparative experiment design.13 The study will be carried out by following steps (Fig 1-
3),
12 Reichheld & Sasser, 199013 Kumar, 1996, p94
Chapter 1 Introduction 8
Case A(Site A)Communication
character ofA
Case B(Site B)Communication
character ofB
Case C(Site C)Communication
character ofC
SatisfactionA
SatisfactionB
SatisfactionC
Properties of the model
Satisfaction, Expectation…
The modelOne way S-CInteractive S-CInteractive C-C
Fig 1-3 comparative experiment design
Case A
Case BCase C
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Selecting several groups of facility manager and end users in an company. Sites (places) are
regarded as the set.
Characterizing each facility manager’s communication according to the model.
Collecting data of satisfaction, perception, expectation, and communication experience of
each site of end users.
Finding the relation between the each case and the collected date of end users.
Define ideal character of the model of communication
The difference among the communication character: perception, expectation and behaviour of the
sites are regarded as treatments applied on each site, and the level of satisfaction of each site is
regarded as results of each treatment. Then, the study analyses the treatment and the results to find
the relationship between them.
Finally, the paper to seek best communication support system using benchmarking approach.
The benchmarking is carried out by literature and market information. Through comparing with
the model of communication and CRM solution system, a policy that facilities managers should
have when implement this kind of system will be defined.
1-8. Setting
The study is researched in office facility services, where the services are provided for mainly
‘people’ who have feelings of satisfaction. The data will be collected in a company where facility
services are wholly outsourced to a main contractor. Because the quality guarantee seems serious
in the cases, it supposes to be easy to find the well-developed communication. To find appropriate
model, the data will gathered in the UK where the outsourcing business is well developed.
Chapter 1 Introduction 9
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
CHAPTER 2. CHAPTER 2.
Customer Relationship Management (CRM)Customer Relationship Management (CRM)
2-1. The Concept of CRM
The ides of CRM (Customer Relationship Management) is high potential to adopt it into facility
management. Only customer (again using the ‘customer’ instead of ‘end user’ here, because CRM
discusses various industries and customers) defines the quality of facility management. Therefore
there must be some hint to improve the quality of facility management, especially through
communication between customer and services providers, because the relation in CRM is based on
the communication. In this chapter, the paper explores the study field of CRM and finds the
relation between CRM and facility management.
2-1-1. Why is customer relationship important?
There is an article14, which is thought of the trigger of CRM study, “Zero Defections: Quality
Comes to services.” At the time when the main actor of industry was changing from
manufacturing to services, the article tried to define the quality revolution of services industry.
Reichleld and Sasser15, the authors of the article, placed a hint of the revolution from
manufacturing industry,
When manufacturers began to unravel the costs and implications of scrap heaps, rework, and jammed
machinery, they realized that “ quality” was not just and invigorating slogan but the most profitable way
to run a business. They made “zero defects” their guiding light, and the quality movement took off.
14 Reichheld & Sasser., 199015 Reichheld & Sasser., 1990, p1
Chapter 2 Customer Relationship Management 10
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Then, they16 defined the defection in service companies as “customers who will not come back.” They
revealed, “Customers generate increasingly more profits each year they stay with a company,”
such as shown in Fig 2-1. If customers leave the company, they17 said, “They take all that profit-
making potential with them.”
Therefore, they insisted it was important to retain customers. They recommended to manage
defections as follows,
To find customers who have ended their relationship with the company or are about to end it.18
To learn from defectors why they left the company and to use that information to improve the
business.19
16 Reichheld & Sasser., 1990, p117 Reichheld & Sasser., 1990, p318 Reichheld & Sasser., 1990, p519 Reichheld & Sasser., 1990, p6
Chapter 2 Customer Relationship Management 11
0 1 2 3 4 5 6 7YearCustomer
Acquisitioncost
Profit from price premium
Profit from referrals
Profit from reducedoperating cost
Profit from increasedpurchases and higherbalance
Base Profit
Com
pany
pro
fit
Fig 2-1. Why Customers Are More Profitable over time[Reichheld & Sasser., 1990, p4]
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
The article led vast study about the relationship, and later study found more positive relationship
than to just avoid defection, it is said ‘Loyal customers’. Cook20 said, “Some customers for example
may only have a relationship once with the company at one extreme; at other, customers will use the
organisation’s products or services on a regular basis,” and showed the levels of loyalty of customer as
Fig 2-2.
Now, many companies, especially retailers, adopt customer loyalty programmes. According to
Cook21, “During the last 10 years, more than 150 loyalty programmes have been established in the UK,
issuing over 50 million cards and costing over £3 billion in rewards.”
2-1-2. How are customers satisfied through communication
According to an article22, there are three types of communication with customers, the courteous,
the manipulative, and the personalized communication. The article showed an simple example of
them, a lemonade stand, as follows,
20 Cook, 2000, p721 Cook, 2000, p722 HMCL1, 2000, p3
Chapter 2 Customer Relationship Management 12
Fig 2-2. Loyalty Ladder [Cook, 2000, p7, Figure 1.2]
One-offPurchasers
OccasionalUsers
Regularcustomers
Advocates
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
There are three of them (lemonade stands), run by Jane, Jessica, and Judy.
When you approach Jane for lemonade, she greets you with a friendly smile and chats about the
weather and other low-involvement topics as she fills your order. Jane follows the model of the
Courteous Communication.
Jessica, on the other hand, greets you with prepared patter. “how can I help you? You’d like some
lemonade? Great. Are you aware of our Frequent Buyers’ Program? For the low price of 75 cents a
month, you can have lemonade every day the temperature exceeds 80°. Can I sign you up?” Jessica
follows the Manipulative mode.
Finally, Judy greets you with a real hello. She talks to you about your dietary needs. What would be
best for you, the sugared or the sugar-free lemonade? Perhaps you’re diabetic, or you’re trying to lose
weight? Judy has an appropriate, personalized program just for you. You leave feeling that you may
have told your lemonade seller more than you wanted to, but that she really understands your specific
lemonade needs. Judy is purveyor of the Personalized Communication Model.
The CRM concept is manly focusing on Judy’s the Personalized Communication Model. The
concept is more than the Manipulate communication, which unfortunately seems to be adopted in
many loyalty programs. An article23 defined the basic process of CRM in four, “Identify your
customers,” “Differentiate them, ” “interact with them,” and “customize.” Let the process adopt into
Judy’s example.
Identify your customersJudy knows who you are. She treats you as an particular individual. She must know your name or
she must remember you when you will come next time.
Differentiate themShe tries to find your dietary needs, such as you are diabetic, or on a diet.
23 Harvard Management Update, 2000, p3
Chapter 2 Customer Relationship Management 13
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Interact with themShe make a conversation with you to find your needs and solution. If you are on diet she
recommends sugar-free, but she may ask your favourite taste, et cetera.
CustomizeFinally, she offers an appropriate lemonade. She must offer same lemonade or find better one
when you will come next time.
2-1-3. CRM is a quality improvement cycle
CRM studies have discussed not only what is the good communication at the moment of
conversation, but also how to use the information from conversation. Swift24 defined the process in
more adoptable for whole organisation and in cyclic process rather than one time project, as
follows and Fig 2-3. The cycle is similar to the traditional cycle in TQM of Plan-Do-Check-
Action.
Knowledge DiscoveryThe process of analysing customer information to identify specific market opportunities and investment
strategies. This is done through a process of customer identification, customer segmentation, and customer
24 Swift, 2001, pp39-41
Chapter 2 Customer Relationship Management 14
KnowledgeDiscovery
MarketPlanning
Analysis &Refinement
CustomerInteraction
Learning
Action
Fig 2-3. The CRM process cycle [Swift, 2001, p40 Figure 2-2.]
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
prediction.
Market PlanningThis process group defines specific customer offers, delivery channels, schedules, and dependencies.
Customer InteractionThe key action phase of executing and managing customer/prospect communications with relevant, timely
information and offers using a variety interaction channels.
Analysis and RefinementThe process phase of continuous learning from customer dialogs by capturing and analysing data from
customer interactions and refining messages, communications, prices, volumes, locations, approaches, and
timings, and understanding specific responses to your customer stimulus.
The paper has discussed the communication between end users and facility manager, and reached a
Concept, CRM. However, The CRM concept is beyond the communication, it is improvement
process of quality of services. Swift25 defined CRM as follows,
Customer Relationship Management is an enterprise approach to understanding and influencing
customer behavior through meaningful communications in order to improve customer acquisition,
customer retention, customer loyalty, and customer profitability.
2-1-4. Tools and systems of CRM
There is a misunderstand that “CRM” is a category of computer systems. The misunderstand tells
that there are plenty of systems for CRM. If there were not recent development of IT (Information
Technology), the concept of CRM would not exists. Payne26 said, “In considering how CRM should be
implemented, information technology has a pivotal role to play in enabling companies to maximize profitability
through more precise targeting of market segments and the micro segments within them.” To organize each
25 Swift, 2001, p1226 Payne, 2000, Online Internet, 10th April 2001
Chapter 2 Customer Relationship Management 15
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
communication into customer knowledge and proactive action that customize customer needs, IT
systems assist to acquire and store the communication into data base, and find and analyze it.
Here, the category of CRM systems are explained. All the definition are quoted from “ESSC
GLOSSARY.27”
Front Office Solution - An application designed to assist corporations with management of their
'front office' tasks, such as sales, marketing and customer support.
Data Warehouse - single database containing an organisation’s entire customer records in compiled,
unified format
Data Migrating - The process of translating data from one format to another or moving data from one
storage site to another. Most common when a new system is implemented in place of a legacy one or
after an acquisition of a company or its data using another format.
Data Mining - The function of database applications that probe for hidden or undiscovered patterns in
given collections of data. These applications use pattern recognition technologies as well as statistical
and mathematical techniques and can have a key impact on the return on investment (ROI) for a
technology expenditure upon discovering marketing or customer service data about one's clients. Data
mining is not simple, and most companies have not yet actively mined their data, though nearly all have
plans to do so in the future.
2-2. CRM in Facility Management
Can the concept, equal process of CRM be applied to facility management? Peppers and Rogers 28
analyses suitability of CRM in businesses using two axes, ‘customer valuations’ and ‘customer
need,’ and dividing into quadrants as Fig 2-4. The horizontal axis expresses the diversity of
27 ESSC, GLOSSARY, online Internet, 10th April 200128 Peppers and Rogers, quoted by IBM NUMA-Q, 1999, p4
Chapter 2 Customer Relationship Management 16
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
customer needs. A business that is placed righter in this axis, the customer needs of it are diverse
and vice versa; for example, gas stations are placed in left because the customers can choose one
from only few products. On the other hand, the customers of bookstores can choose thousands of
books. On the other hand, the vertical expresses the differentiation in customer valuation. A
business is placed the higher of this axis, the value that its customers give the company is the more
different; for instance, in Airlines, business travellers much more profitable for them than the
others. Thus, pharmacies and Computer systems are placed in quadrants IV. Peppers and Rogers29
said, a business placed righter and the higher in this chart will benefit from CRM.
Where facility management is placed in this chart? The services which are proved to customers
(=end users) are diverse, such as space management, cleaning, catering, security, copy services, et
cetera. Some customer use much more services, more space, more security, or more copy services,
29 Peppers and Rogers, quoted by Harvard Management Update, 2000, p4
Chapter 2 Customer Relationship Management 17
Fig 2-4. Suitability of CRMadapted from [Peppers and Rogers, quoted by IBM NUMA-Q, 1999, p4]
CUST
OM
ER V
ALUA
TIO
NS
High
lydi
ffere
ntia
ted
Unifo
rm
UniformCUSTOMER NEED
Highlydifferentiated
Ⅲ Ⅳ
Ⅰ Ⅱ
AirlinesPackaged goods mfrs.
Gas station
PharmaciesComputer systems
Bookstores
Facility Management
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
and the others do not often use facility services. Thus, facility management is placed quadrant Ⅳ.
Therefore, facility management must benefit from CRM.
There must be some criticisms that indicate the difference of facility management and the other
businesses. The one is that the population of customer (end users) is finite in facility management.
The customer (end users) seem not to be able to leave the facility services, because usually there is
no choice facility manager in an organisation. And also a facility manager seems not to be able to
acquire new customers. However, if a customer (end user) become a situation where h/she almost
wants to leave the facility manager, his/her satisfaction would be the worst. The outsourced facility
manager could not be going to renew his/her contract. In contrast, if a facility manager succeeds to
make his/her customers be loyal, it means they are very satisfied, which is the quality goal of
facility management. Thus, CRM can be applied to closed market, such as facility management.
There must be also another criticism “Has the paper assumed a limitation to customise facility
services?” Indeed, facility manager cannot customise for each users, and to avoid confusion of
which level of various services is provided, SLA exists. SLA usually defines the detail of service
level of each service. Therefore, someone may say, “if there is SLA between customers and a
facility manager, the facility manager cannot perform CRM process, because he/she cannot
customise their services.” The statement may true in short-term. However, SLA is not eternal, in
some period, it is revised to fit the expectation of users. Therefore, CRM process can be used for
improve SLA. In addition, if facility manager can offer options within his/her resource and cost,
he/she can customise somewhat. Furthermore, the perception of customers are based on various
experience of them; it is based on not only the level of services, but also the attitude or the effort
of facility manager, et cetera, et cetera. Therefore, CRM can be useful for facility managers who
really wants to satisfy their customers (=end users).
Chapter 2 Customer Relationship Management 18
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
CHAPTER 3. CHAPTER 3.
Communication ModelCommunication Model
Let the paper bring back to communication. The aim of the research is to find good way of
communication between und users and facility manager. This chapter, firstly, the structure of
communication in facility management is defined. Then, the model is characterized by CRM
aspects and is made into possible model of communication.
3-1. Structure of the communication
What sorts of communication exist between end users and facility manager? Here, the paper try to
list up the type communication along to the model of Kokuryo, and then list up the way of
communication.
3-1-1. Type of communication
One way S-to-CThe type of communication is convey information that facility managers want end users to know.
Following are included this type
Services catalogue: Explaining what kind of services are provided and what levels they are;
such as quality, frequency, or price(cost) all services and level of each services.
Campaign: Trying to make end users do some actions in a certain period. For instance,
accelerating to use new services just after it has launched.
Notice (routine): Taking attention for some rules, safety, security and others. E.g. the rules of
disposal, the place of fire exits, attention to ware ID et cetera.
Chapter 3 Communication Model 19
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Notice (occasional): Informing end users some changes and inconvenience at the occasion.
For example, stopping some equipment for maintenance, changing place or delivery time of
a services.
FAQ (Frequent Asked Question): Informing the answer of frequently asked question from
users.
Interactive S-to-CThe type of communication exchange information each other. The type can be categorised into two
types; the one is that facility managers initiates it (here it is called outbound), another is that end
users initiate it. (called inbound).
Arrangement (outbound) : Facility manager initiates it for arranging his/her job; such as
arranging space allocation, maintenance schedule, or others.
Answer to question (inbound) : End user asks a question about of services; such as the
details of a services, the status of his/her order, or others.
Requirement (inbound): End user requires some arrangement for a services. For instance,
requiring about space allocation, air condition, delivery schedule of a services.
Answer to complain (inbound): Literally, complaining about the services; such as wrong or
miss delivery of a service, the quality of a service, or the attitude of staff.
Interactive C-to-CThe type of communication takes place without facility manager. End user may ask his/her
colleagues for the detail of services, or he/she may make a rumour about the services or the facility
manager or the staff.
Exchange (asking and teaching) information: An end users asks about services to
colleagues not to facility services staff.
Chapter 3 Communication Model 20
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Rumour: End users talk about bad reputation of facility services.
3-1-2. Way of communication
The communications, which are listed above, can take place following way,
Paper(letter, poster) : The way is used for distribution information, or sending a message
(One way S-to-C). The way is rather formal.
Web-site : The way is used for distribution information widely in the organisation (One way
S-to-C). The way is easy to access for end users, but technical skill or support is needed to
use it for facility manager.
Face to Face (informal) : The way is the most interactive and close relationship.
(Interactive S-to-C). The communication takes place in unscheduled.
Meeting (formal Face to Face) : The way is used for discussion and making decision
between end users and facility manager (Interactive S-to-C). Or, sometime facility manager
distributes information for particular group of users (One way S-to-C, including interactive;
such as Q&A).The communication is rather formal, and scheduled.
Telephone : The way is the easiest to make interactive communication (Interactive S-to-C).
However, it may be a little difficult when the end user and the facility manager do not know
each other well.
E-mail : The way is easy to use both distributing information and interactive
communication. (One way S-to-C, Interactive S-to-C). There might be some time lag. It may
also easy even when end the user and the facility manager do not know each other.
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3-2. Character of the types of communication
According to the studies of CRM, interactive communication makes customers’ satisfaction better,
and the more the communication is personalized for each customer, the more satisfaction the
services provider can get. Especially, Swift30 said, “Inbound,” and “Interactive” communication
strategy get good sales (see Fig 3-1). Therefore, it is considered Interactive, personalized, and end
user initiated communication make satisfaction higher. The ideal situation of CRM is “customised
services for each.” However, even a facility manager cannot customise perfectly for each user’s
need, it is considered that he/she can satisfy a end user if the end user is satisfied by the facility
manager’s solution (or explanation).
While interactive communication is considered the most important, facility manager cannot ignore
one way communication. Cook31 insists importance of informing customer charters and service
guarantees, such as “all correspondence will be actioned with 48 hours of your enquiry.” The one way
communication is considered to make end users aware (perceive) to the services. It is consider to
trigger interactive communication. In addition, if the one way communication is often updated, it
can support interactive communication, such as FAQ. Peppers, Rogers and Dorf32 said, “A company
30 Swift, 2001, pp33-3431 Cook, 2000, p16032 Peppers, Rogers, & Dorf, 1998, p6
Chapter 3 Communication Model 22
Fig 3-1. Marketing communication strategy adapted from [Swift, 2001, p34 Figure 1.7]
Company Initiated(Outbound)
Customer Initiated(Inbound)
Interactive
Passive
DifferentialMarketing
Success rate 6-15%
Relationship (1:1) Marketing
Success rate 18-30%
TraditionalMarketing
Success rate 2-5%
InformationalMarketing
Success rate 1-3%
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
that provides helpful, up-to-date information at its Web site won’t need to spend as much as it once did
supporting a more expensive call center.”
In addition, another interesting phenomenon is Interactive C-to-C communication. Kokuryo33
suggests the existence of this type and communication as above mentioned, the other book34 also
indicates of occurring of the type of communication, as “If the customer can’t get the information from
the car company itself, she can start talking to other people who have had similar experiences.” Therefore,
it is considered that Interactive C-to-C communications often take place among end users when a
facility manager does not make enough communication with end users.
All the aspects of those character of each type of communication are examined in an experiment.
The paper discuss the experiment in next chapter.
In short, following hypotheses come,
Proactive communication from facility manager to users (one way S-to-C) increases users’
perception of services level and accelerate interactive communication.
Interactive S-to-C communication between facility manger and users (Interactive S-to-C)
increases users’ satisfaction.
Interactive communication among users (Interactive C-to-C) reveals the potential
expectation of users.
33 Kokuryo, Online. Internet. 29 Nov 2000.34 The Cluetrain Manifest, quoted by HMCL2, 2000, p4
Chapter 3 Communication Model 23
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
CHAPTER 4. CHAPTER 4.
Evaluation of the ModelsEvaluation of the Models
4-1. Experiment Design
4-1-1. The Aims of the Experiment
To evaluate the model of communication, the research carries out an experiment. The experiment
is finding out how communication between facility manager and end users affects satisfaction of
end user; perception and expectation of end users of that satisfaction consists.
The experiment has mainly two part. The one is to examine how end user is satisfied with the
services that the facility managers provide to them. The examination is being carried out by a
questionnaire for the end users. The questionnaire asks them not only their satisfaction with
facility services but also their perception level of services, expectation, and experience of
communication with facility manager. Those questions will describe the character of
communication. The questionnaire aims to describe the correlativity among satisfaction,
perception, expectation and communication.
Another is to characterize communication that facility managers have everyday. The characters are
described along the flame of communication, mentioned previous chapter. In practice, some
facility managers are interviewed for the communication.
It is difficult to identify the relation directly between the characters of communication and the end
users’ satisfaction. Therefore, the experiment adopts the comparative experiment design. The
experiment deduces the relation from a comparison of several sets of communication characters
and end users’ satisfaction (Fig 4-1.). It is also difficult to apply some treatments to real field, it
Chapter 4 Evaluation of the Models 24
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
means to change communication ways of facility manager. Therefore, the communication
character of each set is regarded as a treatment, and the end users’ satisfaction is regarded as the
result of each treatment. The other conditions of each set; e.g. the services which is provided for
the sets, the culture surrounding the satisfaction et cetera, are needed to be same. Therefore, the
experiment selects a big company that has several sites, in all of which the facility services are
provided a FM organisation. Each site in the company is regarded as the set of the experiment.
(Fig-4-2.)
4-1-2. Study Population
The experiment selects Xerox Ltd. as the study population to fulfill the conditions of comparative
experiment design. Xerox has many sites in the UK, and some of them are occupied by more than
250 people. An FM outsourcing firm, SI-CBX, provides facility services in one contract which
covers whole Xerox Ltd. SI-CBX situates an account manager and his/her team on each site to
look after the end users. Therefore, each site, a set of an account manager and occupants of site,
can be regarded as comparative set of the experiment. In addition, it is possible to assume that all
of the employees of Xerox Ltd. has same culture that influences their satisfaction, and also same
Chapter 4 Evaluation of the Models 25
Set A(Site A)
Communication Character
A
Set B(Site B)
Communication Character
B
Set C(Site C)
Communication Character
C
SatisfactionA
SatisfactionB
Satisfaction
C
Fig 4-1. comparative experiment designComparing
Regarding as treatment
Results
ByQuestionnaire
andInterview
ByQuestionnaire
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
services are provided for the employees.
4-1-3. Design of the questionnaire
The questionnaire is designed for examining the satisfaction of end users and characterising their
communication. The sheets is attached as Appendix 1.
The primary aim of the questionnaire is to find how end user is satisfied with the facility services.
Q1: <<Satisfaction>>
Overall, which one of the following
statements best describes your
feeling about the facilities services?
Possible answer (choose one)
Very satisfied
Somewhat satisfied
Neither Satisfied Nor Dissatisfied
Somewhat Dissatisfied
Chapter 4 Evaluation of the Models 26
Set ASet A Set A
Fig 4-2. Actual sets of study population
A Company
Team A Team B Team C
Site AEnd users
Site BEnd users
Site CEnd users
A FM organisation
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Very Dissatisfied
However, the satisfaction is considered to be composed from various element, such as perception
of services, expectation, and experience of communication. Therefore, the questionnaire asks
supplementary questions as follows. The questionnaire try to find out the correlativity among
satisfaction, perception, expectation and experience of communication. The relations among the
questions are showed in Fig 4-3, .
Q2 <<Perception>>
Do you know what kinds of
services are provided?
Possible answer (choose only one)
I know almost all services.
I know some services.
I know how to find the services.
I don't know well what services are provided.
I don't know at all what is facilities service.
Q3 <<experience1>>
How did you or do you know the
services?
Possible answer (multiple choice)
I have read the Service Level Agreement (SLA)
Services catalogues (hardcopy)
Website services catalogues
Notice board
Induction process
I asked or ask the Help Desk
I asked or ask the facilities services staff
Q4 <<expectation>>
Overall, how do you think about
absolute quality of services?
Possible answer (choose only one)
Much more than My Expectation
More than My Expectation
Almost Equal to My Expectation
Less than My Expectation
Much less than My Expectation
Q5 <<experience2>>
Have you ever contacted the facilities
services staff in this six months?
Possible answer (choose only one)
No, I have never contacted
Yes, I have contacted.
>> How many?
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European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Q6 <<experience3>>
Why haven't you contacted?
Possible answer (choose only one)
The services were clear and always satisfied me, I
have never thought to make a contact.
The services didn't satisfy me sometime, but it not
too unclear to ask nor too bad to complain.
I didn't feel anything about the services
The services didn't satisfy me, but I though it was
in vain to complain, nothing would change.
The services didn't satisfy me, but I don't know to
whom or how I contact.
Q7 <<experience4>>
Why did you contacted the facilities
services staff?
Possible answer (multiple choice)
I asked about the details of a service.
I asked about the status of my order.
I asked about the other question.
I required some arrangement for a service.
I complained because a service was different from
my order.
I complained because the quality of a service was
not good.
I complained because the attitude of service
person was not appropriate
I complained because of the other reasons
Q8 <<satisfaction2>>
How satisfied are you with the
solution of the facilities services staff
to your problem of above(Q7)?
Possible answer (choose only one)
Very Satisfied
Somewhat Satisfied
Neither Satisfied Nor Dissatisfied
Somewhat Dissatisfied
Very Dissatisfied
Q9 <<experience5>>
Have you ever talked about the
services with your colleagues?
Possible answer (multiple choice)
I asked or taught colleagues about the details of a
service.
I talked a rumour of the facilities services with my
colleagues.
I have never talked about the services with my
Chapter 4 Evaluation of the Models 28
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colleagues
4-2. Collected Data
4-2-1. Outline of experimented sites
The sheets of questionnaire were distributed to three sites of the company surrounding London.
The sites are looked after by three teams of facility managers. The approximate number of
occupants and the provided services are showed in Table 4-1.
Table 4-1. Outline of experimented sitesSite1 Site2 Site3
Approximate number of occupants
1200 1000 280
The provided services Almost same services are provides for each site; e.g. Space management (including conference room booking), cleaning, security, catering
4-2-2. Profile of Collected data
The sheets of questionnaire were distributed randomly selected occupants in each site. The number
Chapter 4 Evaluation of the Models 29
Q6:experience3
why not
Q8:satisfaction2Q7:experience4Q5:experience2
Q9:experience5
Having contacted ?(interactive S-to-C)
NO
YES Question?
Complained?
Having talked with colleagues? (interactive C-to-C)
NOYES: ask or teach
Satisfaction for the response
YES: make a rumour
Q1:satisfaction1
Overall Satisfaction for the services
Q2:perception
Know services?
NO
YES
Q3: experience1
How having known?(One way S-to C)
Q4: expectation
The service quality is more or less than expectation?
Fig 4-3. Structure of the questionnaire
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
of distributed and collected sheets of questionnaire are showed in Table 4-2.
Table 4-2. Profile of Collected dataSite1 Site2 Site3 Total
Distributed(Approximates)
100 50 100 250
Collected30 8 35 73
Collect rate per distribution
30% 16% 35% 29%
Collect rate per occupants
2.5% 3.2% 3.5% 3.0%
4-2-3. Outline of interviews
Interviews took place with not only the three team leaders of each site, but also a leader of the
other site. The interview also took place with the senior manager who supervise those teams.
Followings are asked,
Type of communication often happening
How Identifying end-users
Whether differentiating end-users or not
Effective way of communication
Customizing and improvement of the services
Tip and policy of communication
Feeling for the job
4-2-4. Modified the for analysis
QuestionnaireBefore analysing the data, it is supplemented for analysis. To calculate the means, the numbers, 5
to 1, are applied to each answer, as Table 4-3. If an single choice question is not answered, it is
also applied the most neutral answer as follows, and the mean is used for the answer which is
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European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
ticked two or more answer in single choice question. In addition, even though the respondents who
answer “don’t know well” and “don’t know at all” were not asked Q3, it can be regarded that they
do not know how to know. Therefore “0” is applied to every question in Q3 for those respondents.
In the same way, for the respondents who “have not contacted with staff” in Q5, “0” is applied to
every question in Q7. All of the data is attached as appendix 2.
Table 4-3. Modified the answer for analysis(Greyed cells are the used for no answer)
Applied number
Applied question5 4 3 2 1 0
Q1 Overall Satisfaction
Very
satisfied
Somewhat
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied-
Q2 PerceptionKnow
almost all
services
Know some
services
Know how
to find
Don’t know
well
Don’t know
at all-
Q3 how to know1. SLA - - - - Ticked Not ticked
2. Service Catalogue - Ticked Not ticked
3. Website - - - - Ticked Not ticked
4. Notice board - - - - Ticked Not ticked
5. Induction process - - - - Ticked Not ticked
6. Help desk - - - - Ticked Not ticked
7. Ask staff - - - - Ticked Not ticked
Q4 ExpectationMuch more
than
expectation
More than
expectation
Equal to
expectation
Less than
expectation
Much less
than
expectation
Q5 Have contacted with staff?
Yes No
2. How many?Filled in number is used No
Q6 Why didn’t contact
Always
satisfiedNot bad
Nothing to
feelIn Vain
Don’t know
how to-
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Q7 Why contacted1. asked the detail of
a servicesTicked Not ticked
2. asked the status of order
TickedNot ticked
3. asked othersTicked
Not ticked
4. required arrangement
TickedNot ticked
5. complained mistake
TickedNot ticked
6. complained quality Ticked
Not ticked
7. complained attitude
TickedNot ticked
8. complained othersTicked
Not ticked
Q8 Satisfaction of solution
Very
satisfied
Somewhat
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied-
Q9 Talked with colleagues
NeverAsked or
Taught
Talked
rumour-
4-2-5. Summary of the result <questionnaire>
Table 4-4 shows the summary of each answer in the questionnaire. The ways of summarising are
follows. The process of editing of data is attached as appendix. 3
The single choice questions; Q1, Q2, Q4, Q5, Q6, Q8, and Q9:
The frequency of each answer are showed in percentage. Grey scale is used for levelling the
frequency.
The means are showed in the last row of each questions’ tables.
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The multiple choice questions; Q3 and Q7:
Each frequency against the number of respondents are showed in percentage. Grey scale is
also used for the levelling the frequency.
In addition to each result of the items of Q7, the items are merged into three: Asking,
Requiring, and Complaining, and the frequency are showed.
The numerical answer: Q5 sub question ‘how many’
The frequency of certain ranges are showed in percentage, and grey scale is also used.
The means are showed in the last row of the question’s table.
Table 4-4a. Summary of the result of questionnaire Q1Overall satisfaction Site1 Site2 Site3 All sites Grey scale
5 37% 13% 29% 30% 62% and more
4 50% 50% 40% 45% 38 - 62% (less)
3 10% 13% 20% 15% 24-38% (less)
2 3% 25% 11% 10% 7-24% (less)
1 0% 0% 0% 0% -7% less
The mean 4.2 3.5 3.9 4.0 The satisfaction levels of all sites are high, the peak is on Level 4: ‘somewhat satisfied’
Table 4-4b. Summary of the result of questionnaire Q2Perception of Service Site1 Site2 Site3 All sites Grey scale
5 57% 38% 26% 40% 62% and more
4 27% 63% 51% 42% 38 - 62% (less)
3 13% 0% 9% 10% 24-38% (less)
2 3% 0% 14% 8% 7-24% (less)
1 0% 0% 0% 0% -7% less
The mean 4.37 4.38 3.9 4.1 More than 80% percent of end users in each site know the services. Even though the means are
almost same between Site 1 and Site 2, the percentage (57%) of Level 5: knowing almost all
service at Site 1 is a remarkable result.
Chapter 4 Evaluation of the Models 33
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table 4-4c. Summary of the result of questionnaire Q3How to know Site1 Site2 Site3 All sites Grey scale
SLA 3% 0% 3% 3% 62% and more
Catalogue (hardcopy) 7% 13% 0% 4% 38 - 62% (less)
Web-site 27% 0% 0% 11% 24-38% (less)
Notice board 27% 0% 14% 18% 7-24% (less)
Induction process 13% 13% 20% 16% -7% less
Help desk 43% 50% 37% 41% Ask staff 70% 88% 57% 66%The number of res 30 8 35 73In every site, interactive ways (Help desk, Ask staff) often happen to perceive the service level.
At Site 1, one way communication also seems to be used often for perception.
Table 4-4d. Summary of the result of questionnaire Q4Expectation of quality Site1 Site2 Site3 All sites Grey scale
5 3% 0% 3% 3% 62% and more
4 37% 25% 29% 32% 38 - 62% (less)
3 57% 50% 66% 60% 24-38% (less)
2 3% 25% 3% 5% 7-24% (less)
1 0% 0% 0% 0% -7% less
The mean 3.4 3.0 3.3 3.3 Many end user feel the quality is no more and no less than their expectation. At Site 1 and
Site_3, the services is perceived rather high than the end users expectation.
Table 4-4e. Summary of the result of questionnaire Q5Have contacted to staff Site1 Site2 Site3 All sites Grey scale
0 3% 13% 17% 11% 62% and more
1 97% 88% 83% 89% 7-24% (less)
Most of people have some experience of contacting facility staff. -7% less
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European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table 4-4f. Summary of the result of questionnaire Q5’ How manyThe range of times Site1 Site2 Site3 All sites Grey scale
0 time 3% 13% 17% 12% 62% and more
1- 2 times 17% 50% 40% 33% 38 - 62% (less)
3- 9 times 23% 13% 20% 22% 24-38% (less)
10-19 times 33% 13% 6% 17% 7-24% (less)
20-29 times 10% 0% 9% 3% -7% less
30 and more times 13% 13% 9% 13%The mean 15.4 6.9 9.9 11.8 The number of contacted times seems difference between Site 1 and the others. The end users
at Site 1 seems to have contacted more often than the others
Table 4-4g. Summary of the result of questionnaire Q6Why didn't Site1 Site2 Site3 All sites Grey scale
5 0% 0% 67% 50% 62% and more
4 0% 100% 0% 13% 38 - 62% (less)
3 100% 0% 33% 38% 24-38% (less)
2 0 0 0 0 7-24% (less)
1 0 0 0 0 -7% less
The mean 3.0 4.0 4.3 4.1 It is too few to analyse the data.
Table 4-4h. Summary of the result of questionnaire Q7Why contacted? Site1 Site2 Site3 All sites Grey scale
Ask service 53% 13% 31% 38% 62% and more
Ask status of order 17% 25% 26% 22% 38 - 62% (less)
Ask others 23% 25% 11% 18% 24-38% (less)
Requirement 80% 38% 46% 59% 7-24% (less)
Complain wrong 3% 0% 6% 4% -7% less
Complain quality 7% 25% 11% 11% Complain attitude 0% 0% 0% 0% Complain others 13% 13% 0% 7%The number of res 30 8 35 73The average of ‘Requirement’ at Site 1 is remarkable.
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European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table 4-4i. Summary of the result of questionnaire Q7' summarisedWhy contacted? summarised Site1 Site2 Site3 All sites Grey scale
Asking 70% 63% 54% 62% 62% and more
Requiring 80% 38% 46% 59% 38 - 62% (less)
Complaining 23% 38% 17% 22% 24-38% (less)
the number of res 30 8 35 73 7-24% (less)
The end users of site 1 have contacted with the facility management staff
remarkably often, especially for requiring
-7% less
Table 4-4j. Summary of the result of questionnaire Q8Satisfaction for solution Site1 Site2 Site3 All sites Grey scale
5 50% 25% 34% 40% 62% and more
4 30% 38% 37% 34% 38 - 62% (less)
3 20% 13% 26% 22% 24-38% (less)
2 0% 25% 3% 4% 7-24% (less)
1 0% 0% 0% 0% -7% less
The mean 4.3 3.6 4.0 4.1 The satisfaction at Site 1 seems higher than the others.
Table 4-4k. Summary of the result of questionnaire Q9Talk with colleagues Site1 Site2 Site3 All sites Grey scale
3 27% 13% 31% 27% 62% and more
2 63% 50% 60% 60% 38 - 62% (less)
1 10% 38% 9% 12% 24-38% (less)
The mean 2.17 1.8 2.23 2.2 7-24% (less)
Many people (70% or more) have some experience of talking about the
services with their colleagues. Interactive C-to-C communication happens
very often.
-7% less
Chapter 4 Evaluation of the Models 36
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
4-2-6. Summary of the result of interviews
In general, there were not big difference among them. In the interviews, Followings are the
summary of them and each record are attached as Appendix 4.
Type of communication often happeningAll of the team leaders said that the most frequently happened communication is ‘instruction,’
which means explanation of services and, provide specific information. The second is
arrangement, for instance moving space and booking conference room. The arrangement meant
that combining several services into one, for instance, when an end user wants to held a
conference, he/she require to book a room, order catering, and equipment for the conference
needs.
The communication of instruction tends to be one time go-and-return, the one of arrangement and
answering the complain tend to be several times interactive conversation.
Most of them are often walking around the sites, and seeking communication with end users.
How Identifying end-usersA question: “do you remember the name and face of end users?,” was asked to them. All of them
answered, ”Not all, but some key persons.” The key persons includes, head of the departments,
secretaries and administrators. A team
leader estimated 10% of occupants are the
key persons, and also indicated
communications tends to come through
the key-persons (Fig 4-4.)
Whether differentiating end-users or not At first of the question, they are asked “Is there any special person, such as frequent complainer?”
Chapter 4 Evaluation of the Models 37
Key person The other End users
Facility manager
Fig 4-4. Key person in end users
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Some of the leaders said yes, and there were only one or two in a site. However, the said no special
services are provided for the persons. In addition, there are some persons who are not complainer
but needed to look after a little more carefully giving information and arrangement.
Effective way of communicationThere are two answers in the interviews. The first one is the effectiveness of email. Using email,
they said, they can easily, record, copy & paste, and forwarding the information. They recognized
email is useful tool for communication. On the other hand, most of the team leaders said the most
effective way of the communication is face-to-face. A conversation that needs careful treatment,
they use face-to-face. However, one problem of face-to-face is to be difficult to record the
information within the conversation. A team leader added a useful suggestion, “If it is need to record
the conversation, I always send a email to feedback the content.”
Customizing and improvement of the servicesSpecifically, one by one customizing arrangement are sometimes taken place. In addition, at a site
where the team was registered as ISO9001, all requests come to helpdesk are recorded and
analyzed every month. The analysis is mainly done on the tracking the request; such as, the
number of request that is finished until the dead line, and if not, analyzing why not, and so on.
Tip and policy of communicationThe tip of treatment for complain, they said, can be summarized as follows,
1st Listen, and specify the problem, what is happening,
2nd Categorize into two types of problem, one is misunderstanding the service levels, another is
something really wrong being happened.
3rd For the first one, they explains the service level and why the service level are set like those;
for instance, cause of the cost et cetera.
For the second, it is the most important that admitting the guilt at first, then promise the date until
Chapter 4 Evaluation of the Models 38
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when they will settle down the problem. it does not matter the length, sometimes they say until
next week, and sometimes they say within a half an year. Then, the promise should be followed
up at the deadline promised, even though, the problem is not settled down, it is important to
report the status.
Feeling for the jobAll of the team leaders said they were enjoying their jobs. They said, complain was much often
happen than compliment. However, they agreed it is a great pleasure if they can solve a problem
and satisfy the end user.
However, a team leader also said that he sometime felt a pressure for not to be able to fix the
problem in the dead line.” He said some back-up support are needed, for instance writing a formal
letter instead of him, because he was often out of office and it was difficult to make a time for
writing.
OthersEscalation process : if a problem can not be settled down at a staff level the problem brings up to
the team leaders, and then the senior manager. The escalation up to the senior manager has not
often happened, the manager said “very few.”
Policy or motto: There are no special policy of the teams, the senior manager said. Instead, the
company has shared values: Integrity, Progressive, Open, and Supportive. The senior manager
said, “Communication is the key success factor,” and it is taken place according to the values.
4-3. Analysis of the Date
4-3-1. The methods for analysis
Here, the statistical methods: Analysis of Variance (ANOVA), Chi-square (χ2) test and
Chapter 4 Evaluation of the Models 39
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
regression analysis used for analysis are explained. A reader, who is familiar with those methods,
should skip to the next section
At first, the research examines whether the sites are different or not. The paper uses a method,
“Analysis of Variance (ANOVA).” The method is applied to Q1, Q2, Q4, Q5 How many, Q8 and
Q9 of questionnaire. Actually, using the method, each mean of samples (the results of site-groups)
are examined that they are different or not.
Then, for ‘yes-no’ and ‘true-false’ question, such as Q3, and Q7, the “Chi-square (χ2) test” is
applied to test the differentiation.
Q5 Have contacted and Q6 are not analysed because the respondents who answered ‘no’ in Q5
Have contacted are too few to analyse the data (1 in Site 1, 1 in Site 2, 4 in Site 3), and also the
same reason is not Q6 analysed.
On the other hand, to examine the relation between satisfaction and communication way
examination is done through “Regression analysis,” and investigates hypotheses of the research.
First, the data of questionnaire is examined about the relation among them, and try to find how the
user’s satisfaction is come out from the other factor, such as expectation, or some experience.
Analysis of Variance (ANOVA): Analysis of Variance is a statistical method which examine the difference of populations. Here, the
method is explained briefly step by step for analysis of Q1.
It is examined whether the ‘Over all satisfactions’ of sites are different or not. This is whether the
sample means of sites, here expressed as , , and , are different because of difference of in
the underlying population means μ1, μ2, and μ3, or these differences in ’s may be reasonably
Chapter 4 Evaluation of the Models 40
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
attributed to chance fluctuations alone35. The examination are done by testing a statistical
hypothesis of “no different” in population means, called null hypothesis,
H0: μ1 = μ2 = μ3
The test of this hypothesis is done to test whether the variance of is large relative to the
variance of each site-group. Here, the sample sizes of each site-group are different, therefore, the
variance of , MSA, is given as follows,
MSA =
SSA/(a-1)
a: the number of site-group
ni: sample size of site-groupi
: grand average of all data
SSA =
On the other hands, The pooled variance of each site-group, MSE, is given as follows,
MSE =
SSE/
SSE =
Then, it is known that the value of (MSA / MSE) follows F distribution36. If H0 is not true the F
ratio will tend to be larger. The larger is F, the less credible is the null hypothesis. The credibility
is showed by F’s p-value. For example p-value = 0.05 means there is 5% chance that H0 is true. In
other words, the less p-value, the more different in satisfactions of each site-group. The p-value
can be calculated by most of spread-sheet PC software, such as Microsoft Excel, or by a table that
attached most of statistical book, such as “Appendix Table VI” of Wonnacott & Wonnacott37. Here,
35 Wonnacott & Wonnacott, 1990, p32536 Wonnacott & Wonnacott, 1990, p32837 Wonnacott & Wonnacott, 1990, pp673-674
Chapter 4 Evaluation of the Models 41
(4-1)
(4-2)
(4-3)
(4-4)
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
the paper calculates the p-value by a function, FDIST, of Microsoft Excel. Table 4-5 shows the
summary of those value, and the scheme is used for analysis the other questions.
Table4-5. ANOVA Table for Unequal Sample Sizes(adapted from [Wonnacott & Wonnacott, 1990, p334, Table 10-5])
Source Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-Adifferences
between site-
group means
SSA = d.f.A=(a-1)
MSA =
SSA/(a-1)F=
FDIST(F, d.f.A,
d.f.E)
RESIDUAL(ERROE):
differences
between
observations
and
means
SSE = d.f.E=
MSE =
SSE/
d.f.: degree of freedoma: the number of site-group, ni: sample size of site-groupi ,
Chi-square ( χ 2) test “Chi-square (χ2) test provides a simple test based on the difference between observed and
expected frequency,” Wonnacott & Wonnacott38 explained. In the other word, the test can examine
whether the frequency of ‘yes’ in ‘yes-no’ or ‘true’ in ‘true-false’ question in each site is different
from each other, or not. The test is also used null hypothesis, H0: there is no different among the
sites. For instance, it can be tested that the frequency of ‘yes’ in Q5: ‘Have contacted with staff’ of
each site-group is different from the others. If the H0 is true, each site-group frequency is expected
to be same probability of whole observation (Table 4-6, row 3). The sum of deviation squared and
38 Wonnacott & Wonnacott, 1990, p549
Chapter 4 Evaluation of the Models 42
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
weighted (Table 4-6, row 6) shows the deviation from H039. The sum of them, called chi-square
(χ2), is know to follow χ2 distribution of d.f. (degree of freedom) = r-1 (r: the number of sites) .
Therefore, the p-value of the value of χ2 shows the probability of H0; the lower the p-value is, the
higher H0 can be rejected, and it means the frequency of each site can be said to be different from
the others. The p-value can be calculated by a function in spread-sheet software, here a function,
CHDIST, in Microsoft Excel, is used.
Table 4-6 chi-square (χ2) calculations(Adapted from [Wonnacott & Wonnacott, 1990, p551 Table 17-1]
Site-group Group 1 Group 2 Group 3 Total1. total number of
observed datat1 t2 t3 t=Σti
2. Observed frequency of ‘yes’ O
o1 o2 o3 o=Σni
3. Probability (if H0 true)p
p1= t1/t p2= t2/t p3= t3/t
4. expected frequency(ei= o*pi)
e1= o*p1 e2= o*p2 e3= o*p3
5. Deviation (di=ni- e1) d1=o1- e1 d2=o2- e2 d3=o3- e3
6. Deviation squared and weighted (c2i=di2/ei)
c21=d12/e1 c22=d22/e2 c23=d32/e3 χ2=Σc2i
Regression AnalysisTo find the relation between over all satisfaction and the other factors, the research uses regression
analysis. The analysis determines a formula, like follows, from the observed data.
Q1 = a + bQ2+ cQ3… (Q1: Over all satisfaction, Q2: Perception, and so on)
39 Wonnacott & Wonnacott, 1990, p551
Chapter 4 Evaluation of the Models 43
(4-5)
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
In the other word, only regarding about the Q1 and Q2, the analysis find a line that may fit the
plotted data in a graph, such as Fig 4-5a. It can expand into more variables, such as Fig 4-5b
For instance, if a result:[Q1 = 1+ 4*Q2-3*Q3…], is given, it can be said that Q2 is positively
related with Q1, and Q3 is negatively related with Q1. In the other word, the higher Q2 is, the
higher Q1 becomes, and the higher Q3, the lower Q1 becomes.
The line or plane (coefficients of the formula) can be calculated by a criterion that is called
Ordinary Least Squares (OLS)40, as follow,
Minimize Σdi2 : di is the deviations between the observed data and the
estimated line (see Fig 4-5a).
Most of spread sheet software, such as Microsoft Excel has a function that calculates the
coefficients. The research calculates them by a function, LINEST, of Microsoft Excel. In addition,
each standard error (SE) of coefficient is given by the function. Using the SE, the credibility of
each coefficients can be showed, as follows. For instance, explaining the credibility of a
coefficient: b In the result formula, Q1 = a + bQ2+ cQ3, using SE of b.
40 Wonnacott & Wonnacott, 1990, p361
Chapter 4 Evaluation of the Models 44
Fig 4-5. Regression analysis; Fitting line or plane for data(adapted from [Wonnacott & Wonnacott, 1990, p359 Figure 11-2] and [p401 Figure 13-3])
Q1
Q2
Q1 =a+bQ2
Q1
Q2
Q3(Q21,Q31)Q
3
cb
d1
q1
a. single variable b. multi variables
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
If there is no relation between Q1 and Q2, the real value of b (here used β)would be 0.
Therefore, the credibility of b can be showed through testing a null hypothesis H0: β=0.
The real value of b (here (100-p)% (for instance, 95% p=5) confident interval is given as
follow41,.
here t is the value of t distribution of d.f. (degree of freedom) =n-k-1
(n: the number of data, k: the number of coefficients, except a).
Now : β=0 is assumed, therefore, must be within . In the other word, if is
outside of , H0 is rejected, and it means the credibility of b is (100-p)%.
On the other hand, p-value (p/100) of t distribution can be given by a computer soft, such as
a function: TDIST in Microsoft. Therefore p-value of shows the credibility of b (the less
p-value is, the more credible b is)
The relation between Q1 and others can be examined two way of regression analysis. The one,
called simple regression, is find the relation one by one, using only one variable in the formula 4-
5. The result can be showed by matrix, like Fig. 4-6. On the other hand, a variable, such as Q1, can
be described by multiple variables, called multiple regression. In multiple regression, each
coefficient explain purely the relation between
the regressee and a regressor. On the other
hand, in simple regression, the coefficient
includes indirect effects of the regressor. For
instance, suppose two formula are given, as
41 Wonnacott & Wonnacott, 1990, p380
Chapter 4 Evaluation of the Models 45
(4-6)
Q1 1Qm= a+bmiQi
b12 b13
Q1 Q2 Q3
Q2 b21=b12 1 b23
Q3 b31=b13 b32=b23 1
Fig 4-6. Correlation matrix
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
follows,
Q1 = 1 + 4Q2 + 3Q3
Q3 = 3Q2
The pure effect of Q2 is ‘2,’ when Q2 increases 1 point, then Q1 increases 2 point. However, Q2
also affects Q3, increasing 1 point cause 3 point increase of Q3. Therefore, the formula of simple
regression becomes follows,
Q1 = 1 + 4Q2 + 3*3Q2 = 1 + 13Q2
Formula 4-8 includes indirect effect of Q2.
The research uses multiple regression analysis for describe main regressee Q1, to examine
carefully the effects of each variable. The relation among the other variable are examined by
simple regression (correlation matrix).
4-3-2. Analyses of data
ANOVA on QuestionnaireHere, each ANOVA table of Q1, Q2, Q4, Q5;How many, Q8 and Q9 are calculated.
Table4-8a. ANOVA Table for Q1 Overall SatisfactionSource Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA = 3.79 d.f.A=2 MSA = 1.90 F=2.32 P= 0.11
RESIDUAL(ERROE):
SSE = 57.09 d.fE=70 MSE = 0.82
Chapter 4 Evaluation of the Models 46
(4-7)
(4-8)
(4-8)
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table4-8b. ANOVA Table for Q2 PerceptionSource Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA = 4.25 d.f.A=2 MSA = 2.12 F=2.73 P=0.07
RESIDUAL(ERROE):
SSE = 54.38 d.fE=70 MSE = 0.78
Table4-8c. ANOVA Table for Q4 ExpectationSource Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA =1.01 d.f.A=2 MSA =0.51 F=1.32 P=0.27
RESIDUAL(ERROE):
SSE =26.74 d.fE=70 MSE =0.38
Table4-8d. ANOVA Table for Q5 How many times contactedSource Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA = 703.93 d.f.A=2 MSA = 351.97 F=0.75 P=0.48
RESIDUAL(ERROE):
SSE = 32852.88 d.fE=70 MSE = 469.33
Table4-8e. ANOVA Table for Q5 How many times contacted (inter-quartile-range)Source Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA = 257.93 d.f.A=2 MSA = 128.96 F=18.55 P=0.00
RESIDUAL(ERROE):
SSE = 250.24 d.fE=70 MSE = 6.95
Table4-8f. ANOVA Table for Q8 Satisfaction for solutionSource Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA = 3.18 d.f.A=2 MSA = 1.59 F=2.10 P=0.13
RESIDUAL(ERROE):
SSE = 53.15 d.fE=70 MSE = 0.76
Chapter 4 Evaluation of the Models 47
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table4-8g. ANOVA Table for Q9 Talk with colleaguesSource Sum of Squares, SS d.f. Mean Square, MS F Ratio P-value
FACTER-ASSA = 1.50 d.f.A=2 MSA = 0.75 F=2.04 P=0.14
RESIDUAL(ERROE):
SSE = 25.84 d.fE=70 MSE = 0.37
Usually in statistical conventions of ANOVA, the null hypothesis H0 is rejected ( = the mean of
groups are different) when its p-value is less than 0.05 (5%). According to the convention, all
above p-value is more than 0.05, then it is difficult to declare each site is different from the others.
However, it is not also proved the sites are same. Here, even though the statistical risk is increased,
the paper says the sites are different from the others, if a p-value is less than 0.15 (15%).
According to the rule, each question is analyzed as follows,
Q1 Overall satisfaction: It can be said there are some difference among the means of the answer.
Therefore, from table 4-4a, the end users of Site 1 are the most satisfied (4.2), then Site 3 (3.9)
following by Site 2(3.5).
Q2 Perception of the service : The mean of each answer can be said different, but Site 2 (4.38)
and Site 1 (4.37) are almost same. It shows the end users know the services well, and then Site 3
(3.9) follows.
Q4 Expectation of quality: Even though expanding the criteria into 0.15, it is hard to say there are
some difference among the expectation of sites. The expectation seems vary even in a same site.
Q5 How many have contacted: According to table 4-8e, It is hardly said there are some difference
among the frequencies of contact with facility manager. However, from table 4-4f, the
distributions of sites seem different. The numbers seem too vary (each variance is rather large) to
reject the null hypothesis. Therefore, ANOVA is done on inter quartile range (Table 4-8f). In the
Chapter 4 Evaluation of the Models 48
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
inter quartile range, the quarter of the respondents are eliminate from the analysis from both side
(too few and too many), only middle two quarters are used for analysis. It can emphasis the
character of samples42.
The inter quartile data shows clearly the difference, therefore, the end users of Site 1 communicate
with facility manager the most (the whole sample mean: 15.4 times), then, Site 3 (9.9 times), and
followed by Site 2 (6.9 times).
Q8 Satisfaction for the solution: It can be said that the satisfactions for the solution among the
sites are different. It shows the end users of Site 1 is the most satisfied (4.3 point: more than ‘some
what satisfied’) , then, Site 3 (4.0 point), followed by Site 2 (3.6 point).
Q9 Have talked with colleagues: It also can be said there are some difference among the
experience of talking with colleagues about the services. The end users of Site 2 more often talked
negative things about the services (1.8 point), then Site 1 (2.17 point) and followed by Site 3 (2.23
point).
Chi-square ( χ 2) test on questionnaire To examine the differentiation of ‘Yes – No’ and ‘True – false’ question, chi-square (χ2) test is
applied on Q3 and Q7. The result of them are showed in table 4-9.
42 Wonnacott & Wonnacott, 1990, p29
Chapter 4 Evaluation of the Models 49
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table 4-9 Deviation squared and weighted and Chi-square (χ2) testa. Q3 How to know
Deviation squared and
weighted Site1 Site2 Site3 chi_square p-value SLA 0.04 0.22 0.00 0.26 0.88 Catalogue (hardcopy) 0.48 1.37 1.44 3.29 0.19 Web-site 6.75 0.88 3.84 11.47 0.00 Notice board 1.32 1.42 0.24 2.99 0.22 Induction process 0.18 0.08 0.27 0.52 0.77 Help desk 0.04 0.15 0.13 0.32 0.85 Ask staff 0.08 0.58 0.39 1.05 0.59 b. Q7 Why contacted?
Deviation squared and
weighted Site1 Site2 Site3 chi_square p-value Ask service 1.75 1.39 0.44 3.59 0.17 Ask status of order 0.38 0.03 0.23 0.64 0.73 Ask others 0.51 0.23 0.80 1.55 0.46 Requirement 2.27 0.62 1.03 3.92 0.14 Complain wrong 0.04 0.33 0.22 0.59 0.74 Complain quality 0.50 1.44 0.01 1.95 0.38 Complain attitude N.A because No one answered N.A Complain others 1.84 0.37 2.40 4.61 0.10 c. Q7 Why contacted (summarised)
Deviation squared and
weighted Site1 Site2 Site3 chi_square p-value Asking 0.34 0.00 0.31 0.65 0.72 Requiring 2.27 0.62 1.03 3.92 0.14 Complaining 0.03 0.89 0.36 1.28 0.53
According to the test, if the criteria is expanded into 0.15 (15%), it can be said there are some
difference among the sites only in Q3 Web-site, Q7 requirement, and Q7 Complain others.
Web-site catalogue is provided only at Site 1, therefore the difference is necessary. On the other
aspect, the difference shows if the web-site catalogue is provided, it can be often used.
‘Complain others’ is different among the sites. The written answer of the question, most of the end
Chapter 4 Evaluation of the Models 50
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
user of Site 1 complained about the air-condition. It seems some problem with the air condition.
However, just comparing the experiment of complain (Q7 summarised), it is hard to say there are
some difference among the sites.
The most remarkable difference is the experience of ‘Requirement’ It can be said there are some
differences among the site, it happened quite often at Site 1. 80% is absolutely high average. It
seems the facility manager of Site 1 encourage the end users to require some arranges.
Regression analysis for questionnaireAt first of the analysis, Q1 is described by multiple regression. For clarifying the effect upon Q1:
Overall satisfaction, the answer of Q3: How to know the services is too detail, then is not
included in the analysis. And also, the answers of Q7: Why contacted can be merged into three
kinds: Q71;asked, Q72;required, and Q73;complained. In addition, only few respondents (only 6
in 73 respondents) answered Q5:no (= have not contacted), therefore, Q6: Why didn’t contact is
excluded from the analysis. To investigate the difference among the sites, two following dummy
variable are added,
S2: if a respondent is Site 2; then S2 = 1; otherwise 0.
S3: if a respondent is Site 3: then S3 = 1; otherwise 0
If the coefficient of those variable is more than 0, then the site has more positive relation to
Overall satisfaction than Site1.
Thus, the following regression formula is calculated.
Q1 = a + bQ2+cQ4+d1Q5+d2Q52 +e1Q71+e2Q72+e3Q73+fQ9+vS1+wS2
The results are showed as follows,
Chapter 4 Evaluation of the Models 51
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Table 4-10 the result of R1
Ove
rall
satis
fact
ion
inte
rcep
t
Perc
eptio
n of
Se
rvice
Expe
ctat
ion
of
qual
ityHa
ve
cont
acte
d to
Ho
w m
any
times
Aski
ng
Requ
iring
Com
plai
ning
Satis
fact
ion
for
solu
tion
Talk
with
co
lleag
ues
Site
2
Site
3
Q1= a bQ2 cQ3 d1Q5 d2Q52 e1Q7 e2Q7 e3Q7 fQ8 gQ9 vS1 wS2
Coefficient
0.19 0.27 0.43 -0.49 -0.00 -0.22 -0.04 -0.13 0.30 0.36 -0.26 -0.24
P-value 0.82 0.03 0.18 0.21 0.86 0.28 0.85 0.55 0.04 0.03 0.44 0.25
The formula (table 4-10, row ‘coefficient’) shows, following relation between overall satisfaction
and the others,
Q2: Perception of services has positive relation. It means the more an end user know the
services, the more satisfied the person is. The relation is strong in statistics aspect (p-value <
0.05)
Q8: Satisfaction for solution has positive relation. In other word, The more an end user is
satisfied for solution, the more the person is satisfied overall. The strong in statistics aspect
(p-value < 0.05)
Q9: Talk with colleagues has positive relation. The less point of Q9 means the more
negative talking about services. Therefore, it can be said that the less an end user was
satisfied the more negative thing the person have talked with colleagues. The relation is also
statistically strong (p-value < 0.05).
The influence of the site is statistically not strong, however, the coefficients (v and w) show
both Site2 and Site3 affect the overall satisfaction (Q1) lower. The Site 2 affects it more than
Site 3. The result is consistent with the ANOVA of Q1
Even though statistical credibility is not strong (p-value = 0.18 > 0.15), Q3: Expectation of
quality has positive relation. It says the more the service is than a end user’s expectation, the
higher overall satisfaction of the person is.
Chapter 4 Evaluation of the Models 52
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
The formula can hardly say some relation between Q1 Overall satisfaction and interactive
communication (Q5 have contacted, Q5 How many, and Q7 Why contacted: asking;
requiring; and complaining). But, it can neither say there is no relation between them.
Then, the relation between among question except Q1 are examined by regression matrix, as table
4-11. For Q3 How to know the services, only relation between Q2 Perception of services.
From table 4-11, here, the relations that are more than 0.20 are picked up, and explained.
The experience of contacting staff (Q5) makes the perception of the services (Q2) higher,
the frequency of contacts (Q5’) and the experience of asking (Q71) also make the
perception of the services (Q3) higher. it seems natural behaviour.
Not strong but there are positive relation between the perception of the services (Q2) and
both the experience of requiring (Q72) (0.15) and the experience of complaining (Q73). It
shows if an end user’s perception become higher, it accelerates interactive communication.
The perception of the services (Q2) has positive relation with the experience of talk with
colleagues (Q9). It can be said that the less an end user know the services, the more negative
the person tend to talk with colleagues.
Table 4-11 Correlation matrix (except Q1 overall satisfaction)
Q2:P
erce
ptio
n of
Ser
vice
Q4:E
xpec
tatio
n of
qua
lity
Q5:H
ave
cont
acte
d to
Q5
’:How
man
y tim
esQ7
1:Ask
Q72R
equi
re
Q73:C
ompl
ain
Q8:S
atisf
actio
n fo
r sol
utio
nQ9
:Talk
with
co
lleag
ues
Q2:Perception of Service 1.00 0.07 0.49 0.22 0.23 0.15 0.13 -0.08 0.24
Q3:1SLA 0.07
2Catalogue(hardcopy) 0.49 3Web-site 0.22
Chapter 4 Evaluation of the Models 53
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
4Notice board 0.15 5Induction process 0.13 6Help desk -0.08 7Ask staff 0.24
Q4:Expectation of quality 1.00 -0.03 0.02 -0.19 0.25 -0.06 0.48 0.09
Q5:Have contacted to staff 1.00 0.19 0.08 0.06 -0.03 0.44 -0.06
Q5’:How many times 1.00 0.21 0.16 -0.04 0.10 -0.06 Q71: Ask 1.00 -0.09 0.01 -0.07 -0.04 Q72: Require 1.00 0.04 0.31 0.25 Q73:Complain 1.00 -0.10 0.14 Q8:Satisfaction for
solution 1.00 0.00
Q9:Talk with colleagues 1.00
The experience of contacting staff (Q5) also makes satisfaction for solution (Q8) higher. It
can show the treatment of the staff satisfy their request.
The experience of requirement (Q72) and expectation of quality (Q3) has positive relation.
It can be said that quality of services including the treatment of custom requirement.
The experience of requirement (Q72) has positive relation with both satisfaction for
solution (Q8) and the experience of talk with colleagues (Q9). It shows, if an end user
requires something, the facility manager can satisfy them. On the other hand, an end user
who does not require tend to make negative talking with his/her colleagues.
Catalogue (hardcopy) (Q32) and Web-site (Q33) has positive relation with the perception of
the services (Q2) has positive relation as well as the way to asking the staff about the
services (Q37). It can be interpreted that proactive informing (one-way) makes perception
higher, and also encourage end users to ask the staff about the services.
Chapter 4 Evaluation of the Models 54
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
4-3-3. Considering the relation between the satisfaction and communication way
Here, the paper try to summarise the analysis. The overall satisfaction of Site 1 is higher than the
others, then, how the satisfaction can be increased at Site 1 is explained.
(1) Perception: The more an end user knows the service, the higher the overall satisfaction
becomes. The perception is increased by proactive one-way S-to-C; such as, catalogue and
web-site, especially web-site is effective. Interactive S-to-C (ask and answer) is also increase
the perception. In addition, the more an end user knows the services, the more they tend to
requires and complain. Perception brings end users to more frequent interactive
communication with the staff.
(2) Satisfaction for the solution: The more an end user is satisfied on the solution for his/her
contact to staff, the higher the his/her overall satisfaction becomes. In the sample sites (not
only Site 1), the facility mangers positively struggle with the request and behave faithfully
against problems, and getting satisfaction for the solution..
(3) Expected Quality: If an end user feels that the quality is more than his/her expectation,
his/her overall satisfaction becomes higher. If a facility manager can cope with an end user ’s
request well, the facility manager can make the end user’s feeling about quality higher. It can
be said that interactive S-to-C that provide personalised solution is a part of quality of facility
services. Therefore, it can be said the good result of interactive S-to-C increasing the overall
satisfaction
(4) Interactive C-to-C: If some end users are not satisfied on the services, they tend to talk
negative things with their colleagues. Bad reputation of services is spread beyond the facility
manager.
Chapter 4 Evaluation of the Models 55
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Above those can be described as Fig 4-7.
Thus, the hypotheses are proved to be true.
True : Interactive S-to-C communication between facility manger and users (Interactive S-
to-C) increases users’ satisfaction.
True : Proactive communication from facility manager to users (one way S-to-C) increases
users’ perception of services level and accelerate interactive communication.
True : Interactive communication among users (Interactive C-to-C) reveals the potential
expectation of users.
Chapter 4 Evaluation of the Models 56
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
Chapter 4 Evaluation of the Models 57
Dissatisfaction
Satisfaction
PerceptionOf service
Satisfactionfor solution
Quality
Meet to Requirement
Web-siteCatalogue
Rumour
Fig 4-7. How Overall Satisfaction is creased
One-way S-to-C
Interactive S-to-C
Interactive C-to-C
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
CHAPTER 5. CHAPTER 5.
CCommunication ommunication SSupport upport Information SInformation Systemystem
Until previous chapter, the paper has discussed how communication between facility manager and
end users can increase the satisfaction of end users. Here the paper try to find some solutions that
make the communication better. Especially, the paper focus on information system. Even though,
it is true that many organisations have failed to adopt Information System, because, Barrett43 said,
“System had been bought on the strength of their technical specifications rather than on the ability to support
an information system which satisfied organizational needs,” however, recent Information Technology
has strongly supported many kinds of processes, and sometimes it has brought innovation.
The paper tries to set a policy that shows facility managers how to develop communication support
system. The paper wants to avoid a failure that falls into only technical aspect. Therefore a policy
is set here rather than technical aspects. The paper carries out to set a policy through
benchmarking technique, which sometimes brings superior performance goal rather than
improvement of current process.
5-1. Strategic role of Information System
Before discussing the policy of communication support system, the paper verifies the role of
information system in organisational context. There have been some Information System that
brought significant change in an organisations. Laudon & Laudon44 call it “Strategic Information
Systems,” and explain it as, “Computer systems at any level of the organisation that change, goals,
operation, products, services, or environmental relationships to help the organisation gain a competitive
43 Barrett, 1995, p15444 Laudon & Laudon, 1999, p51
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advantage.” Laudon & Laudon45 said, in order to use Information System as Strategic Information
System, at first the organisation must understand where strategic opportunities for business are
found. They46 explain it using Porter’s competitive forces model. Even though, the method is
proved to be incorrect (choosing only one option of Porter’s strategies is not enough), thinking of
each strategy and mixture of them are still valid (See porter’s model at appendix 5). Here, the
paper explores those opportunities in, Product Differentiation, Focused Differentiation, Developing
Tight Linkages to Customers and Suppliers and Becoming the Low-Cost Producer
Product Differentiation Laudons47 said that one of strategic thinking is to create “Unique new products and services that can
easily be distinguished from those of competitors, and that existing competitors or potential new competitors
can’t duplicate.” It meant to provide different product or service from competitors. In 1970’s ATMs
(Automatic Teller Machines) were the example of it, Laudon & Laudon47 said. The inventor,
CitiBank, had become the largest bank in the USA.
Focused Differentiation The other strategic thinking is to identify a specific target for a product or service that it can serve
in a superior manner. Data Mining systems support an organisation to find a specific target. The
system48 finds patterns in large pool of data and infers rules from them that can be used to guide
decision-making.
Developing Tight Linkages to Customers and Suppliers: Though the idea strayed from Porter’s strategy, Laudon & Laudon49 insisted the importance of
“lock” customers the firm’s products and that tie suppliers into a delivery timetable and price
structure. The concept is included in CRM. Laudon & Laudon49 regarded CRM systems as
45 Laudon & Laudon, 1999, p5146 Those ideas are quoted from Laudon & Laudon, 1999, pp52-5747 Laudon & Laudon, 1999, p5248 Laudon & Laudon, 1999, p5349 Laudon & Laudon, 1999, p54
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Strategic Information System that changed business process from product-oriented to customer-
oriented.
Becoming the Low-Cost Producer: The easiest understood strategic thinking is to become the low-cost producer. Information systems
can help organisations to achieve significant lower costs. Wal-Mart’s50, the leading retail business
in the USA, replenishment system is the example. The system, triggered by POS (Point of Sale),
sends orders for new merchandise directly to suppliers as soon as consumers pay for their
purchases at the cash register. The system allows Wal-Mart to relieve from to spend much money
on maintaining large inventories of goods in its own warehouse.
5-2.Benchmarking
5-2-1. What and Why benchmarking?
How can an organisation find Strategic Information System? One of the tools for it is
benchmarking. There are several kinds of benchmarking (see appendix 6). Although The term of
benchmarking had been used in computer field for long time which means to compare hardware or
software performance among several products, and the benchmarking is now categorised as
performance benchmarking. The paper uses “benchmarking” as “Strategic Benchmarking” and
“External Benchmarking” (see appendix 6). that can be a tool for seeking Strategic Information
System.
Camp51, the pioneer of benchmarking, defined it as, “Benchmarking is the search for industry best
practices that lead to superior performance.” In addition, Codling52 said, “Benchmarking against best
practice requires seeking out the undisputed leader in the process that is critical to business success –
regardless of sector location.” An organisation can place significant improvement goal of a process
50 Laudon & Laudon, 1999, p5351 Camp, 1989, p1252 Codling, 1992, p11
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through benchmarking that seeking best practice beyond industries and place. One of legendary
example53 is that Xerox, big photocopier manufacturer benchmarked L.L. bean about its logistics
operation, which was done by Camp. Xerox found the productivity of L.L. Bean, mail order retail
company in the USA, was three times of Xerox . Xerox analysed the gap and set a new goal of the
operation. After the practice, Xerox introduced benchmarking into whole company processes as a
tool of TQM.
The paper follows benchmarking steps, which Camp54 described (fig 5-1.). Limitation of the
53 Camp, 1989, all part of the book, the example is explained.54 Camp, 1989, p17
Chapter 5 Communication Support System 61
1. IDENTIFY WHAT IS TO BE BENCHMARKED
2. IDENTIFY COMPARATIVE COMPANIES
3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA
4. DETERMINE CURRENT PERFORMANCE “GAP”
5. PROJECT FUTURE PERFORMANCE LEVELS
6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE
7. ESTABLISH FUNCTIONAL GAOLS
8. DEVELOP ACTION PLANS
9. IMPLEMENT SPECIFIC ACTIONS AND MONITER PROGRESS
10. RECALIBRATE BENCHMARKS
LEADERSHIP POSITION ATTAINEDPRACTICES FULLY INTEGRATED INTO PROCESSES
ANALYSIS
PLANNING
INTEGRATION
ACTION
MATURITY
Fig. 5-1. Bench marking process Steps [Camp, 1989, p17]
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research the benchmark is carried out through literature resources, and is done until step 7
“Establish functional goal.” The goal can be the policy of the communication support system.
5-2-2. Benchmarking Steps
1. What to be benchmarkedCamp55 said, the step is, “Often one the most difficult steps in the process.” It means the step is one of
the most important steps. In this benchmarking, final aim is to find the policy of communication
support system. However, the system will be for the process of communication. Therefore, the
communication process should be benchmarked. The aim of communication is to get end users ’
satisfaction, and from the previous experiment, following processes can increase the satisfaction.
Increasing perception process
Meeting with requirement process
Involving user-to-user communication process
Through the benchmarking, the paper describes the structure of information that is transported by
the communication.
2. Comparative process and system and 3. Data Collection Method According to the context of the paper, here also some processes of CRM are selected for
benchmarking. The data is collected from articles. The paper selects three articles,
Communicating with Your Customers on the web56
mySAP.com Customer Relationship Management57
The cluetrain manifesto58
55 Camp, 1989, p4156 HMCL2, 200057 SAP, Online. Internet. 30th April 200158 Levine, Locke , Searls & Weinberger, 2000
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The first one is used for benchmarking a process that provide information to end users. The second
one is used for describing the flow and structure of the communication, from the article it will be
found how to manipulate interactive communication. The third one is used for how to involve
interactive C-to-C.
4. Current GAP<<A. Increasing perception process>>
In the experiment, it is recognized that to provide information proactively is effective for
increasing end users’ perception, especially the web-site. The first article59 showed how to use the
web, much more purposefully than technically. The article60 said four aspect: “Define your value
proposition,” “Focus on behavioural – not demographic – segmentation, “ “Design for effortless navigation,”
and “Consider your site complementary to – not independent of – your existing offline channels.” Here, the
paper considers those aspect in facility management process one by one.
1) Define your value proposition: the article61 insisted an importance to answer following
question before designing a web-site: “Why will customers come here? What do I want them to do?
Why would they come back?” End users of a facility may visit the web-site to seek particular
information of a service, may not just browse general information. When an end user visits
the web-site, facility manager has to provide the information of service level precisely. A
team leader who was interviewed said sometime misunderstanding of service level brought
an end user to having complain. If an end user has got useful information, which has been
needed for the end user’s action, he/she would come back to seek another information when
he/she wants to seek it another occasion. The research has not investigate deeply any example
of the web-site, in general, it might be said that the web-site tend to be comprehensive, like
what are the all services provided. However, end users want to seek particular services. Each
59 HMCL2, 200060 HMCL2. 2000, pp3-561 HMCL2, 2000, p3
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service has to be found easily from end users.
2) Focus on behavioural – not demographic – segmentation: The article62 said demographic
segmentation; such as, male, female, old, young, is worthless on the Internet (or an intranet)
because there was no way to know who was visiting the web-site. However, end users come
to the web-site for a reason, and a behaviour brings them there. To interpret the aspect into
facility services, facility manager should segment the service into several behaviours of end
users rather than end user’s department or job. For instance, an end user comes to the web-
site just wanting to know a services, or wanting to require further arrangements and so on.
3) Design for effortless navigation: The article63 insisted the importance of the easiness of
finding content as well as the content itself. The easiness is achieved through same
navigation, using end users’ ‘language,’ and legibleness. First, all transaction way on which
an end user order certain services should be same. It should be same with the other services in
an organisation, and follow common sense in the Internet world, because end users do not
want to memorise special manner for each transaction. It should be reconsidered not only the
user interface but also transaction itself. Second, it should be avoided to use technical terms.
On the other hand, special dialect of the organisation makes the contents easier to understand.
Thirdly, it should be simple rather than too much informative. End users do not want to spend
much time to understand it.
4) Consider your site complementary to – not independent of – your existing offline
channels: The article64 said the importance of integration the web site into offline channel.
The staff of observed facility services team often walk around the sites and pick up end users’
request. In the web-site, an end user must be able to see ‘the same type of conversation with
62 HMCL2, 2000, p363 HMCL2, 2000, p364 HMCL2, 2000, p4
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the one the staff do.
<< B. Meeting with requirement process >>
From the experiment, it was found that to meet end users’ requirement, which is expected as a
kind of quality, increases overall satisfaction. According to the CRM studies, which is discussed in
Chapter 2 (see pp14-15), the process consists: Identify end users, differentiate them, interact with
them, and customize. And to make the process into organisation-wide activities, the CRM concept
recommend an organisation to adopt cyclic improvement process: knowledge discovery, market
planning, customer interaction, and analysis/refinement. There are many IT solution for those
process. Here a solution, mySAP.com Customer Relationship Management65 (after here, SAP-
CRM is used for it), is picked up and examined how it supports those process.
1) Casts: In SAP-CRM, there are three kinds of casts on the stage: customers, service
representatives (service reps), and marketers. In facility services, customers can be interpreted
as end users, service rep as facility service staff, and marketers as the person who analyses and
plans a solution for requirement.
2) Three types of information (knowledge): SAP-CRM allows all casts to play on consolidated
information. The information consists three type of knowledge. First one is scenarios that
describes how each cast makes action and uses the other knowledge. Second one is
information of services itself, such as price and configuration, which is often brought from
another enterprise database. Third one is the information of customer, such as who used a
services, how the end user was satisfied, et cetera.
3) Interface : SAP-CRM provides several ways to access the information. First one is web-
browser that is used by all casts. Second one is mobile access, which is similar to first one, but
the connecting time to the information is shorter than first one. Service reps use the access
65 SAP, Online. Internet. 30th April 2001
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point via PC or Personal Data Assistance (PDA). Third one is email and telephone. Not only
customers but also service reps can use this access point in SAP-CRM.
4) The structure : To actualise above activities, SAP-CRM66 consisits by several components, as
Fig 5-2. The function of each component is follows,
Index server: To allow all user to access faster from web-browser, the component gathers
information in advance.
ITS (Internet Transaction Server): The component stores the scenarios how customers and
service reps act (use the other information) at their browser access.
IPC (Internet Pricing & Configurator): The component provides the information about the
price and configuration of services.
CTI (Computer Telephony Integration): The component is an interface that interpret voice
data into computer handy data.
Communication Server: The component provides a pack of information to mobile devise
(PC, PDA), which is treatable local environment of the devise offline.
Web projector: The component gathers information from CRM database according to the
request of customer, service rep and marketer, and makes the information into web-visible
format.
my.SAP.com workplace: The component is portal interface that allows each marketer to use
all of CRM information from the other components as he/she likes way.
66 SAP, Online. Internet. 30th April 2001 ,p6
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my.SAP.com workplace server: The component store a scenario how marketers act (use
information), and the scenarios are used by my.SAP.com workplace.
Thus, SAP-CRM unifies all ways of communication and information. In interviews, most of the
team leader insisted ‘face-to-face’ is the most effective way to interact with end users. On the
other hand, they also indicated the weakness of ‘face-to-face’ as it was difficult to record the
communication. Various interfaces in SAP-CRM allows the team leader (as services reps) to
Chapter 5 Communication Support System 67
TelephoneAccess
MobileAccess
BrowserAccess
from the Internet
BrowserAccess
from intranet
ITS IPCIndex server
WebProjector
CRMDatabase
CRMServer
MySAP.com Workplace
server
MySAP.com Workplace
EmailAccess
Communication Sever
CTIServer
Customer Servicerep
marketer
Interface
Scenarioprovider
Knowledgedatabase
The otherEnterprisecomponent
S
C&S
C: Customer infoS: Service info
C&S
Fig 5-2. Structure of SAP-CRMAdopted from [SAP, Online. Internet. 30th April 2001, p6]
European Master Facility Management May 2001The model of communication Between Facility Manager and End Users for getting real satisfaction Hitoshi Kumagai
record and handle the communication. In addition, as a team leader said, the more they spend time
on the conversation with end users, the less they can spend time on back-office jobs (such as
writing official letters). If they can make some scenarios of those back-up jobs and save into
my.SAP.com workplace server, the jobs can be done almost automatically. Even though in a thin
connection to computer networks, they can access it through communication server.
<<C. Involving user-to-user communication process>>
From the experiment, it was found that negative interactive C-to-C communication occurs when
end users are not satisfied. A book67 said the Internet has accelerated the conversation much faster.
How facility manager should involve the conversation into his/her process. The book68 said service
providers should be rather involved the conversation. The book69 introduce two contrastive
example; the one is Intel, another is United Airline, both was happened in online forum. In the
case of Intel, the company did not enter the conversation, during the people, who design and work
with computer chips, was talking with a bug of a chip of the company in an online forum. The
conversation had escalated and after all the company got huge damage from the reputation. On the
other hand, a sequence of conversation was also happened, which was taking about the bad
services of Shuttle by United Airline. In the case, one employee of United Airline joined
personally, and he showed appreciation of those voices. He encourage the participants to talk about
the bug. Finally, the company joined the conversation officially, consequently bad reputation of the
Shuttle has been disappeared.
How the facility manager should be involved the conversation. Both cases above are rather good
situation, because the conversation can be seen. Therefore, at first, the facility manager should
offer the place of conversation, such as on-line forum. Then, the book70 recommends, “Only choice
67 Levine, Locke , Searls & Weinberger, 2000, p5268 Levine, Locke , Searls & Weinberger, 2000, p7169 Levine, Locke , Searls & Weinberger, 2000, pp108-11070 Levine, Locke , Searls & Weinberger, 2000, p71
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is to start encouraging employees to talk to customers –and empowering them to act on what they hear,”
and when a staff joins the conversation the book71 said, “Join it as a person with a name, a point of
view, a sense of humour, and passion.” The staff should be involved as a person, and too formal
attitude should be avoided.
5. Future Performance LevelIn the near future, Information Technology will unify the casts and information more no matter
what ways of communication are used. E-commerce market, which is the main field of CRM
concept, would develop much more. However, as the interviewees said that face-to-face
communication is the most important, facility services provider should consider how they should
bring the human-warm conversation into systematic, they should not change the communication
into machine-cold one. Therefore, the processes should be the organisational activities that include
not only the developing the information system, but also education and human developing, and the
second is more important than first one..
6. Establish Goals ‘ A policy of communication support system ’ From the discussion in this chapter, it can be summarised as follows, and these can be the policy of
the communication support system.
End users should be centric in the system: to make scenarios what they want to know,
and want to do, how they behave on the stage.
All sorts of ways of communication: face-to-face, telephone, email, web-site et cetera,
should be unified into a consolidated information. The communication should includes
the stage of interactive C-to-C.
71 Levine, Locke , Searls & Weinberger, 2000, p110
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Clarify the scenarios of the staff: what should do, and what jobs are their back-office
jobs, and so on. Then, the scenarios should develop to not only the information system,
but also the program of human resource development.
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CHAPTER 6. CHAPTER 6.
ConclusionConclusion
One of the objectives of the research is to define the types of communication between end users and
facility managers. The assumed communication type from literatures in the early part of the paper was
one-way S-to-C, Interactive S-to-C, and Interactive C-to-C. All of those type of communication were
recognized in the experiment that was taken place in a real set of end users and facility managers.
-One-way S-to-C; such as catalogue (hard copy) and web-site were used for increasing the perception
for services of end users.
-Interactive S-to-C communication was used for all kinds of occations that had assumed: asking
about the services, requiring some arrangement, and complaining. Especially, in a Site (Site 1), where
the services marked the highest score of overall satisfaction, the communication of requirement
occurred very often. According to the CRM concept, to customise services brings high satisfaction,
however, before taking place the experiment, it had been wondered that ‘requirement’ would happen
so often or not, because, facility services had seemed difficult to customise. The frequency of
requirement was a kind of a discovery of the research. The customise can happen as a combination of
several services.
-Interactive C-to-C was also recognised in the population. 70% of end users have some experience to
talk with their colleagues.
The second objective of the research is to find how each type of communication increases
satisfaction of end users. After exploring main in CRM studies, three hypotheses had been thought:
1)_Proactive one-way S-to-C communication increases end users’ perception of services level and
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accelerates interactive communication. 2)_Interactive S-to-C increasing users satisfaction, and
3)_Interactive C-to-C communication reveals the potential expectation of end user. From the
experiment, it was recognised that proactive one-way communication increased end users perception
of the services, and accelerated interactive communication. In addition, it was recognised the
perception level had positive correlation directly with overall satisfaction. It was found that one of the
ways to get end users satisfaction is to increase the perception of the services.
In statistical aspect, direct correlation between interactive S-to-C and overall satisfaction could not
proved. However, it was recognised facility managers’ good solution for requirement increased the
level of feeling for quality, and the solution were often provided through interactive S-to-C ‘requiring.
Therefore, it can be said that interactive S-to-C, especially solving the requirement, which could be
said customise in CRM concept, increases overall satisfaction.
Furthermore, the correlation between overall dissatisfaction and negative interactive C-to-C
communication is recognised in the most statistically strong. Many articles said the existence of this
communication, and it is also found in facility services. If a facility manager can find those kind of
interactive C-to-C conversation, he/she would find the potential expectation for the services. Many of
CRM solution package can implement those aspects.
The third objective of the research is to define the policy for communication support information
system. The aims of the system should be: to increase perception, to meet with requirement, and to
be involved interactive C-to-C communication. To achieve the aims, firstly end users should be
centric in the system, and the system should be designed according to the behaviour of them.
Secondly, all sort of ways of communication; such as face-to-face, telephone, email and also so on,
should be unified. The stage of interactive C-to-C; such as online forum, should be included. In
addition, those communication must be connected to consolidate information, which includes user
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information, the knowledge of transaction (scenarios), and service information. Finally, it must be
considered the scenarios of facility staff, and be implemented the scenario into the system. It is much
more important that the scenarios should be developed inside the staff themselves.
The CRM concept is more than the way of communication. It is rather whole organisational quality
improvement cycle. in the research, it could not be investigated how to improve the services quality
from the communication. The processes of CRM besides customer interaction: knowledge discovery,
market planning, and analysis & refinement (see chapter 2, p15) deserve to study, for instance,
exploring into the meaning of each conversation itself. Therefore, one of possible future studies is
improvement process of services quality through communication. Especially in practice, how to
develop SLA and improve it from the processes seems interesting. The way of quality improvement
must be found from the study.
Chapter 6 Conclusion 73