We as a chapter are excited about the programs and events we have planned for the new year, but we also are reflecting on the amazing virtual programs we’ve had since our Programs Committee has taken things online.
This week we’re highlighting our October Chapter Meeting with speaker John Rimer, CFM, the Owner/Principal of FM360Consulting. With over 23 years of FM experience as well as being an IFMA Qualified Instructor, John presented “Getting an A-Grade at the C-Level; Selling the Value of FM” to our chapter for our October Chapter Meeting. Here is a brief recap of his presentation.
We are always selling whether it is selling your operating budget, capital budget and all other business cases. Here are some tips to helping you prepare your business case:
Remember the C-SUITE
- C – Collect Data such as Financial data and Operational statistics such as KPIs to understand and know your business.
- S – Study Players by Identifying the stakeholders and getting to know them. Find out the business goals, drivers and passions that motivate them. What can they get out of this so that you are both winners.
- U – Understand Climate by doing your research and being prepared. Explain the benefits and how they are not just financial, there are social and environmental benefits as well.
- I – Interpret Facilities and translate your business into their language by avoiding the technical language and focus on things like safety and risk. Explain the why behind your business case – don’t just asking for money.
- T – Tout Value by communicating what you do. The whole team is selling the facilities business so invest in soft skills and make sure they realize the value in what they do.
- E – Execute by delivering on your promises and continuing to monitor the progress with KPSs and Benchmarking. Continue to learn and grow but remember to celebrate progress!
When you do all of the above, creating the Business Case is a whole lot easier. Try to keep it short, possibly one page, and follow the C-Suite above to add details to these 5 pieces of your Business Case.
- Start with a brief description of what the issue is
- Define what the current condition is
- What is the risk and impact of failure (financially, socially and environmentally)
- Define the timeline
- List the critical next steps to keep this on schedule, what do you need to know and by when
We are all managing relationships, one of those relationships should be with the C-Suite. Let’s make sure we are marketing our hard work, what facilities is doing and how it can benefit not only them, but the entire business.
Feel free to check out more examples from John Rimer at www.fm360consulting.com/selling