Adding value to clients: learning from four case‐studies

Abstract

PurposeThe purpose of this paper is to explore how facilities management (FM) suppliers can add value to their clients. It investigates client perceptions as well as the supplier perceptions, and searches for gaps between the two.Design/methodology/approachA literature search on client value sheds light onto key issues. The literature search is used to design semi‐structured interviews for four large clients' organisations and one major FM supplier, both at operational and strategic levels. A total of eight client managers and six supplier managers participated in 1.5 hours interviews.FindingsThere is a difference in perception between operational managers and senior managers, both at the clients' organisations and the FM supplier. There are areas which are more significant for clients than suppliers. These include the issues such as: trust and provision of timely management information and management reporting.Research limitations/implicationsAs with any case study the sample size is limited. The clients' organisations were all trading organisations, and may not represent the views of the blue chip clients.Practical implicationsSuppliers need to spend more effort on creating loyalty in existing clients, rather than generating new clients. Suppliers need to focus on finding solutions for client's business problems, rather than merely delivering a contract. Client satisfaction and assessment tools need to take a 360 degree perspective, rather than the usual survey of end‐users, or facilities managers.Originality/valueThe paper provides a case study of how client value is dynamic and dependant upon the role of the client in their own organisation. There is no single concept of value for any client. The detailed findings highlight specific areas where there are gaps between suppliers' and clients' perceptions.