1. DETERMINING THE DYNAMIC APPROACH OF FM SERVICE DELIVERY IN UK SHOPPING CENTRES PRESENTED BY ZAIRUL MUSA z.n.musa@2007.ljmu.ac.uk Liverpool John Moores University Byrom Street, Liverpool L3 2BD United Kingdom SUPERVISORS : PROF. MICHAEL PITT MATTHEW TUCKER ERES CONFERENCE 2009 STOCKHOLM, SWEDEN

2. OUTLINE OF PRESENTATION 1.Research Background 2.Research Problems 3.Research Questions 4.Research Aim and objectives 5.Research Methodology 6.Contribution to Knowledge ERES CONFERENCE 2009 STOCKHOLM, SWEDEN

3. RESEARCH BACKGROUND What is facilities management? – FM is the integration and alignment of non-core services, including those relating to premises, required to operate and maintain a business to fully support the core objective of the organisation (Tucker and Pitt, 2008) Although FM services are non-core in nature, if manage correctly, they should have a strategic importance to adding value to an organisations core business delivery.

4. WHAT IS THE BUSINESS OF SHOPPING CENTRES? CORE BUSINESS Retail Property Investment NON-CORE BUSINESS – Cleaning services – Housekeeping operations – Maintenance and engineering – Health and Safety – Waste management – Car park management – Security – Landscaping – etc. £ SUPPORTING

5. SHOPPING CENTRE MANAGEMENT Facilities management services OWNERS Contractors Property Manager Letting Agent Marketing/Leasing space Potential Tenants Centre Management Teams Operating & Managing Tenant MixFacilitiesProperty SHOPPING CENTRE MANAGEMENT

6. Single contract* Bundled/Multiple contract Integrated Total contract * Many shopping centres currently operate their facilities management services through single source contract. FACILITIES MANAGEMENT SERVICE DELIVERY IN SHOPPING CENTRES IN-HOUSE Totally operates by centre management teams OUTSOURCE

7. ISSUES: EXISTING MANAGEMENT APPROACH 1.Strategic issue With the traditional ‘managing agent’ led method in the retail shopping centre coming under pressure, Cant (2005) suggests that there is a significant opportunity to consider change the way centre infrastructure is managed and service delivered. 2.Losing business focus It seems that management of shopping centres are towards to property-led approach rather than business or customer-led approach (Howard, 1997) 3.Customer un-satisfaction Willis (2003) reports that many investors of shopping centres are now finding that they are not getting the level of FM service anticipated, and at cost originally sought. Retailers also feel they are not finding that their service charges necessarily equate to the level and quality expected. 4.Not cost effective option...by keeping all activities in- house apparently it’s not very cost effective option and also relatively static and standard fashion (Cant, 2005)

8. RESEARCH PROBLEMS This study has identified key research problems with FM service delivery in UK shopping centres. 1.There has been little research on current management system in UK shopping centres. 2.There is lack of studies on FM in shopping centres. 3.There is lack of studies on the trends of FM service delivery in shopping centres.

9. RESEARCH QUESTIONS MAIN RESEARCH QUESTION How the dynamic approach of FM service delivery can be determined and add value to the management of shopping centres? SPECIFIC RESEARCH QUESTIONS 1.What is the management system in UK shopping centres? 2.What is the trend of FM service delivery in UK shopping centres? 3.How to determine the best approach of FM service delivery for UK shopping centres? 4.How this approach can be an added value to the management of shopping centres?

10. RESEARCH AIM AND OBJECTIVES AIM To seek and determine the dynamic approach of FM service delivery in UK shopping centres. OBJECTIVES 1.To examine the management system in UK shopping centres. 2.To evaluate the approaches of FM service delivery in UK shopping centres. 3.To determine the dynamic model of FM service delivery in UK shopping centres. 4.To define the added value to the shopping centre management.

11. RESEARCH METHODOLOGY 1.Literature review 2.Questionnaire 3.Structured interviews Analytical Hierarchy Process (Decision Making Analysis ) In-depth interviews Dynamic model of FM service delivery Define the criteriaDetermine the approachDefine the added value PHASE 1PHASE 2PHASE 3 Dynamic criteria Added value Dynamic approach

12. CONTRIBUTION TO KNOWLEDGE Most of the previous research on facilities management are relates to the commercial office building, medical, hotel, educational and industrial. This research has potential to bridge the gap to the existing research and also contributes to the knowledge on theoretical development in facilities management with regards to shopping centres.

13. THANK YOU