中文2466字
外文翻译
原文：
How to make communication &Customer service a priority
As our real estate world spins eve faster, it's often a struggle to not only acquire or sell a property, but to figure out how to put the right players in place, achieve the owner's objectives and retain tenants.
What do owners want ?
Simply put, owners want top managers who know their stuff. Easy enough,right? Not necessarily. When you're juggling a variety of tasks, mistakes are bound to happenrepors are late, due diligence is incomplete and tenant retention is at risk. Not surprisingly, owners and executives around the globe have strikingly similar desires in terms of how they view real estate managers today. They are finding that many managers are not conversant in the financial performance of their properties and their communication skills are lacking finesse. Many times managers are so busy looking after the small stuff that they forget the real reason they are there-to look after the owners' goals.
So how do you make sure you are managing your properties to the best of your ability? The following ideas provide some tips I've learned along the way.
Focus on what’s critical
We're all flooded with a seemingly endless round of "dailies." There are always plumbing issues, employee concerns and tenant troubles to grab our attention. Although these problems do need to be resolved, focusing solely on them can cause us to lose sight of what's really important-achieving the owner's objectives. I was recently asked to sit in on budget meetings as part of a consulting assignment for a small shopping center owner. The property team was in a quandary over which capital improvements the owner might require. The answer to their dilemma was relatively simple-they needed to ask the owner what his objectives were for the property.
Real estate managers must understand that an owner's priorities can shift; mergers take precedence, new players jockey for position, generational differences arise. It's crucial to be able to keep pace with both the market and the shift in priorities of those at the top. You must be able to act and react with them.
If you have a child, you know that when you have the opportunity to review his or her homework, you a
lso have the chance to re-learn things you may have forgotten-math, English or history skills. In property management, we also have an unexpected second chance to re-learn competencies and skills, like the ability to shift focus, to be flexible and to embrace new ideas.
Value creation is key
The real estate manager's primary responsibility is to create value. However, managers do not always understand how they can impact value; the concept can often seem overwhelming. Whether your owner is planning to sell his property in the near future, or is a long-term holder of real estate, he wants to generate and maintain value. Try to whittle the concept down into these more manageable pieces:
Know your property's position in the marketplace.This is crucial, as is a solid understanding of your competition. Your goal is to accurately assess the market around your property to determine whether you will be able to achieve market rents for your owner.
Do your homework. Make sure you know your property inside out, physically and fiscally.
Figure out what gives your property the competitive edge. Your property may not be the newest, but it
may be the best. What attributes does your property have? What unique characteristics separate it from the competition? Knowing what factors give your property the competitive edge is the key to achieving higher rents. Compare these factors with those of your competition using a comparison (comp) survey or grid.
Here's a short list of typical site attributes to get you started:
-Location
-Age
-Building exterior
- Building interior
- Parking
- Access
- Visibility
-
Signage
- Tenant mix/synergy
- Floor plate
- Building systems
react to中文翻译Brokers and appraisers are an excellent sourceof market comparison information. Sample comp grids may also be found
Customer service counts
To make sure your customer service is on the right track, here are four questions you should answer:
1. Who are our customers? Think about the myriad of requests and information you receive on a daily basis. When you're on the run and pressed for time, it may seem like people are interrupting you. Early in my career I had the pleasure of working for Westin Hotels. My boss was a great mentor to me, and I can still remember him saying, "Everyone is some one's customer." This means everyone you come across in your daily business is a potential customer-your boss, your clients, your tenants, the account
ant for your property, your vendors, the property's broker. Create a list of all of your customers both internal and external, and put it where you can see it every day.
2. How can we bring the company closer to its customers? People may not always agree with your message, but there is a way to convey it so they leave the conversation feeling respected. This takes practice. Patrick S. Donahue, president and CEO of Donahue Schriber, a California-based retail developer, agrees, "We need to get out of our offices and talk with our customers to see what they need, and how we can provide solutions to their issues."
As a direct example, last summer I was working on a consulting project for a
small shopping center. I asked the manager to tour me around the property. After about an hour or so, we had not visited a single tenant. When I asked why, the manager responded, 'Well, I don't like (the tenants), so I try not to go into their stores much.' Take a guess at the level of communication here: zero. Now take a guess at the level of customer satisfaction: also zero."
3. How can we create opportunities for superior service? Think of creating layers of opportunity. Every interaction with a client, a tenant or a vendor is an opportunity to create a relationship. Too often managers believe they only need to interact with a tenant when the lease is about to expire. Try taking
a survey of your tenants' preference for communication. Do they prefer phone calls, e-mails or visits? Ask how often they would like communication--weekly, monthly, never? Also, remember that communication doesn't always have to be a formal letter. I had a general manager of a million-square-foot property who stood in the lobby of his building each morning just to greet his tenants before they stated their day. He successfully created an opportunity to build relationships, and demonstrate his commitment to his tenants.
4. Can we deliver what we promise? If you've ever had to take your car to the repair shop, you know that promises mean a great deal. If the repairman promises to get your car back to you in good working order the same day, that's what you expea. If the day comes and goes, what happens? You're disappointed. If you call and don't get an answer, or are delayed further, you become frustrated. The same is true in real estate. Nothing will sink your reputation, and your company's, by not following through on your promises. Always promise what you can reasonably deliver. But don't stop there-if at all possible, try to exceed your customers' expectations. As Walt Disney is credited with saying, "Do what you do so well that people will want to come back, and bring their friends!"
Source: Shannon Alter，2008“How to make communication & Customerservice a priority”，CPM，nov/dec,pp.30-34.
译文：
如何沟通以及客户服务优先
由于我们的房地产世界发展的很快，通常来说工作不仅仅是努力的获得或者售出房子，而且还要出最正确有效的工作方法，以达到业主的目标并且留住客户。
业主想要的是什么？
简而言之，业主想要的是懂得他们需求的高层管理者。这很容易吗？这可不一定。当你面对许多任务的时候，错误往往不可避免，尽忠尽职也不一定是有用的，同时对业主来说也是一样的。这一点也不奇怪，全世界的业主和经营者对现在的物业管理人员有着同样的需求。他们发现许多的经理都不擅长财务管理并且他们很多人都缺乏一定的沟通技巧。大多数时间，经理都忙于处理一些琐事，以至于忘记了他们在这里的真正原因是为了满足业主的需求。
那么，你是怎样确定你的管理能力是最好的呢？下列的观点在前进的道路上给我提供了一些有益的建议。
关注什么很关键
我们都被一些看似无穷无尽的“资讯”所包围着。有那么多的问题需关注，我们总被员工关系和业主的麻烦吸引着注意力。虽然这些问题需要被解决，但是我们还需关注那些可能被我们忽略却极其重要的业主需求。最近，我被邀请出席了一个预算会议，为一个购物中心的业主提供了相关的咨询服务。财产所有者提出的资产改革要求可能会使得财产的管理团队陷入一种进退两难的境地。而解决这个困境的方法却是很简单的，那就是他们需要询问那些业主他们的目的是否更好的管理那些财产。
一个真正的物业管理服务人员必须明白，业主需求的优先次序是可以转变的，要知道兼并优先采取的立场，对于新的需求要把它们放在正确的位置上，以免出现新的分歧。这其中至关重要的是能够在紧紧围绕市场和高层工作重点的转移之间保持平衡。而你必须能够对他们的行为作出相应的反应。

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