The development of the construction industry from a traditional crafting industry towards a service-based industry requires a more structured and effective process of developing and designing services. This trend, as well as a growing number of competitors, increased market saturation, deregulation and multiplication of successful service concepts (comp. Fähnrich and Meiren 2007), make the service markets in the construction industry more dynamic, and increase the pressure on the participating services providers. In addition, facility management (FM) services need to consider an increasing variety of user groups. In the future, the structure of tenants’ households, for example, will vary even more than today, resulting in more diverse service needs for residential buildings (see figure 1 below). The same is true for office buildings, considering the increasing flexibility of people’s work schedules and the blurring of the boundaries between work and private life.
The provision of the right services to a customer is therefore a crucial yet challenging task. It requires a structured service development process which considers (and continuously adapts to) key user needs. And it should be as integrated as possible, since customers increasingly ask for facility managers as central contact points to coordinate the different services of a building, which are provided by different sub-contractors. This may be the internal facility
management team of a company, but it could also be a general contractor who provides services along with the building, or a consultant team that supports the building definition, production and use phase.
JA.I3CON_SEA_Guidelines (6.3 MiB) [Debe estar registrado para ver el archivo]