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Published on February 28, 2014

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International Journal of JOURNAL OF Rights (IJIPR), ISSN 0976-6529 (Print), INTERNATIONAL Intellectual Property INTELLECTUAL PROPERTY ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME RIGHTS (IJIPR) ISSN 0976-6529 (Print) ISSN 0976-6537 (Online) Volume 5, Issue 1, January - June (2014), pp. 01-17 © IAEME: http://www.iaeme.com/IJIPR.asp IJIPR ©IAEME A STUDY ON CONSUMER PERCEPTION IN FACILITIES MANAGEMENT AMONG THE MIDDLE INCOME PUBLIC IN INDIA FOR VARIOUS ANALYTICAL FACTORS APPLIED IN THE STRATEGIC MANAGEMENT Dr .V. Antony Joe Raja Placement / Marketing Head, Rathinam Group of Institutions ABSTRACT This paper identifies the determinants of perception of consumers in facilities management in India. The present study was carried out in South India. Since the main objective of the study was to identify the awareness and determinants of perception of consumer in the facilities management among the middle income groups in South India, we concentrated on the variables like the Acceptance of an independent FM service provider, Current Awareness of the people regarding FM services, Current Services, Criteria for Choosing, Locating Services Provider, Speed Obtaining Services, Monthly Maintains Services, Quality of Services Received, Reliability on Services Provider to keep up promises, etc in FM services. Using pretested structured questionnaire, the primary data have been collected purposively, by covering the wide range of Features, Characteristics, and Comments from the randomly chosen two- hundred respondents from the study area. We have applied statistical tools such as descriptive statistics along with regression analysis to identify the factors determining facilities management and awareness of the facilities management among the selected respondents. We found that 61.5 percent of the respondents have the perception of facilities management and 38.5 percent of the respondents are unaware of facilities management. The present paper concludes that the determinants of awareness of facilities management were Acceptance, Awareness, Current Services, Criteria for Choosing, Locating Services Provider, Speed Obtaining Services, Monthly Maintenance Expenses, Quality of Services Received, Reliability on Services Provider, etc in FM services are statistically Significant. The higher standard of living has positive relation to the awareness of facilities management. Keywords: Facilities management (FM), Defect Liability Period (DLP), Awareness of facilities management, determinates of facilities management. 1

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME I. INTRODUCTION 1.1 Facility Management Facility management is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology. Facilities management as a profession should be used strategically to provide quality working environments. The available quality management and performance management techniques are reviewed, which can be applied to facilities management service providers where facilities management functions are outsourced. It provides a case that performance management is an essential element of the tendering process and is necessary to enable continuous improvement in a climate of increasing competition among service providers, many of which have diversified into many different industry strands. It is also argued that there should be a shift in outsourcing trends to an increased number of specialist service providers rather than the current predominant model of bundled services. Office design is also presented as a strategic tool in improving productivity and reducing absenteeism. The Core Competencies of Facility Management In 2009, a global job task analysis defined 11 core competencies. The GJTA included responses from facility managers in 62 countries. It is the most comprehensive to date and the first truly global survey and analysis. The core competencies are: • Communication • Emergency Preparedness and Business Continuity • Environmental Stewardship and Sustainability • Finance and Business • Human Factors • Leadership and Strategy • Operations and Maintenance • Project Management • Quality • Real Estate and Property Management • Technology Facility management is an interdisciplinary field devoted to the coordination of space, infrastructure, people and organization, often associated with the administration of office blocks, arenas, schools, convention centers, shopping complexes, hospitals, hotels, etc. However, FM facilitates on a wider range of activities than just business services and these are referred to as non-core functions. Many of these are outlined below but they do vary from one business sector to another. In a 2009 Global Job Task Analysis the International Facility Management Association identified eleven core competencies of facility management. These are: communication; emergency preparedness and business continuity; environmental stewardship and sustainability; finance and business; human factors; leadership and strategy; operations and maintenance; project management; quality; real estate and property management; and technology. FM has become highly competitive, subject to continuous innovation and development, under pressure to reduce costs and to add value to the core business of the client organization where possible. 2

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME Facility Management is supported with training and professional qualifications often co-ordinate by FM institutes or associations, and a limited number of formal degree programs exist at both undergraduate and graduate levels. 1.2 Contents The FM sector acts as an umbrella, horizontally oriented market. It currently represents about 5% of global GDP its relationship to the human resources, real estate and information technology functions of an enterprise has increased. The discipline of facility management and the role of facility managers in particular are evolving to the extent that many managers have to operate at two levels: strategic-tactical and operational. In the former case, clients, customers and end-users need to be informed about the potential impact of their decisions on the provision of space, services, cost and business risk. In the latter, it is the role of a facility manager to ensure corporate and regulatory compliance plus the proper operation of all aspects of a building to create an optimal, safe and cost effective environment for the occupants to function. This is accomplished by managing the following activities: Health and safety The facilities management department in an organization is required to control and manage many safety related issues. Failure to do so may lead to injury, loss of business, prosecution and insurance claims; the confidence of customers and investors in the business may also be shaken by adverse publicity. Fire safety The threat from fire carries one of the highest risks to loss of life, and the potential to damage or shut down a business. The facilities management department will have in place maintenance, inspection and testing for all of the fire safety equipment and systems, keeping records and certificates of compliance. Security Security to any organization is necessary to protect the employees and the business and this often comes under the control of the facilities management department, in particular the maintenance of the hardware. Manned guarding may be under the control of a separate department. Maintenance, testing and inspection Maintenance, testing and inspection schedules are required to ensure that the facility is operating safely and efficiently, to maximize the life of equipment and reduce the risk of failure. There are also statutory obligations to be met. The work is planned, often using a computer-aided facility management system. Cleaning Cleaning operations are often undertaken out of business hours, but provision may be made during times of occupations for the cleaning of toilets, replenishing consumables plus litter picking and reactive response. Cleaning is scheduled as a series of "periodic" tasks: daily, weekly, monthly, etc. 3

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME Operational The facilities management department has responsibilities for the day to day running of the building; these tasks may be outsourced or carried out by directly employed staff. This is a policy issue, but due to the immediacy of the response required in many of the activities involved the facilities manager will need to keep tight control, often requiring daily reports or an escalation procedure Some issues require more than just periodic maintenance, for example those that can stop or hamper the productivity of the business or that have safety implications. Many of these are managed by the facilities management "help desk" that staff are able to be contacted either by telephone or email. The response to help desk calls are prioritized but may be as simple as too hot or too cold, lights not working, photocopier jammed, coffee spills, vending machine problems, etc. Help desks may be used to book meeting rooms, car parking spaces and many other services, but this often depends on how the facilities department is organized. It may be split into two sections often referred to as "soft" and "hard" services. Soft would include reception, post room, cleaning, etc. and hard the mechanical and electrical services. Tendering The facilities management team will seek to periodically re-tender their contracts, or at the very least bench mark them to ensure they are getting value for money. For this to happen it is necessary to have an up to date list of equipment or assets to send out with the tenders. This information is often retained on the same computer as the maintenance schedule and updating may be overlooked as equipment gets changed, replaced or new items are installed. The asset register is also an important tool for budgeting, used to for life cycle costing and for capital expenditure forecasting. Commercial property management Building may be owned by the occupier or leased. Leased properties will be subject to periodic rent reviews. Business continuity planning All organizations should have in place a continuity plan so that in the event of a fire or major failure the business can recover quickly. In large organizations it may be that the staff moves to another site that has been set up to model the existing operation. The facilities management department would be one of the key players should it be necessary to move the business to a recovery site. Space allocation and changes In many organizations, office layouts are subject to frequent changes. This process is referred to as churn rate, expressed as the percentage of the staff moved during a year. These moves are normally planned by the facilities management department using computer-aided design. In addition to meeting the needs of the business, compliance with statutory requirements related to office layouts include: the minimum amount of space to be provided per staff member; fire safety arrangements; lighting levels; signage; ventilation; temperature control and welfare arrangements such as toilets and drinking water. Consideration may also be given to vending, catering or a place where staff can make a drink and take a break from their desk. 4

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME 1.3 Europe The European facility management association, Euro, uses the EN15221 definition. The definition of facility management, EN15221-1, provided by the European Committee for Standardization and ratified by 31 European countries is: "the integration of processes within an organization to maintain and develop the agreed services which support and improve the effectiveness of its primary activities." According to this European standard, the scope of FM is 'Space & Infrastructure' (planning, design, workplace, construction, lease, occupancy, maintenance, furniture, cleaning, etc.) and 'People & Organization' (catering, ICT, HRM, HS&S, accounting, marketing, hospitality, etc.). Currently a project is underway to develop an ISO standard that defines FM on a global level. This project is being led by the British Standards Institute represented by Stan Mitchell, former chairman of BIFM and Global FM. II. REVIEW OF LITERATURE Nourse (1990) FM unit is seldom aware of the overall corporate strategic planning, does not have a bottom- lines emphasis Becker (1990) FM is responsible for co-ordinating all efforts related to planning, designing and managing buildings and their systems, equipment and furniture to enhance the organisation’s ability to compete successfully in a rapidly changing world Bernard, (1996) Defines facilities as “the premises and services required to accommodate and facilitate business activity” .Bearing this in mind, to have any chance of being fully cost effective the management of facilities must directly embrace the three generic cost centres which includes premises, support services and information technology Alexander (1999) The scope of discipline covers all aspects of property, space, environmental control, health and safety, and support services Hinks and McNay (1999) Common interpretations of the FM remit: maintenance management; space management and accommodation standards; project management for new-build and alterations; the general premises management of the building stock; and the administration of associated support services varcoe (2000) A focus on the management and delivery of the business “outputs” of both these entities [the real estate and construction industry]; namely the productive use of building assets as workplaces Nutt (2000) The primary function of FM is resource management, at strategic and operational levels of support. Generic types of resource management central to the FM function are the management of financial resources, physical resources, human resources, and the management of resources of information and knowledge 5

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME IFMA (2003) Facilities must be managed as an integrated system. The International Facility Management Association defines facility management as the practices of coordinating the physical workplace with the people and work of the organization III. OBJECTIVE OF STUDY • • To find out the awareness of facilities management among the middle income group To analyze the determinants of facilities management among the selected sample IV. DATA COLLECTION AND METHODS OF THE STUDY The present study was carried out in South India. Since the main objective of the study was to identify the awareness of the facilities management in South India and to analyze the determinants of facilities management services among the selected samples, we concentrated on the variables like the Acceptance, Awareness, Current Services, Criteria for Choosing, Locating Services Provider, Speed Obtaining Services, Monthly Maintains Services, Quality of Services Received, Reliability on Services Provider, etc in FM services. Using pretested structured questionnaire, the primary data have been collected purposively, by covering the wide range of demographic, economic and social factors, from the randomly chosen two hundred respondents from the study area. The period of collection of the data was 2013-14. . We have applied statistical tools such as descriptive statistics, stepwise correlation along with regression analysis. V. FINDING AND DISCUSSION Research Hypothesis H0 = There is a significant relationship between accepting a new FM services provider (dependent variable) and the independent variables like awareness, ease to locate the services providers, speed obtaining services provider, quality of services received , current services, criteria for choosing FM services, maintenance expenses, reliability on services providers promises. H1 = There is no significant relationship between accepting a new FM services provider (dependent variable) and the independent variables like awareness, ease to locate the services providers, speed obtaining services provider, quality of services received , current services, criteria for choosing FM services, maintenance expenses, reliability on services providers promises. Table 5.1 Showing Areas Freq (%) 50 25 Tamilnadu 50 25 Kerala 50 25 Andhra 50 25 Karnataka 200 100 Total Source: Primary Data 6

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME The above table 5.1 indicates that the majority of the respondents are ascended in the order as from Tamil Nadu 25%, Kerala 25%, Andhra 25%, and Karnataka 25% respectively. Table 5.2 The Nature & Characteristics of the respondent’s residence The Nature & Characteristics Num (%) Property Location In City East West Central North South 52 33 31 47 37 26 16.5 15.5 23.5 18.5 Property Nature Apartment Individual House 133 67 66.5 33.5 Is it a Community Living Yes No 189 11 94.5 5.5 Number of Units in Community Less than 20 21 – 40 41 – 60 61 – 80 Over 81 40 90 24 22 24 20 45 12 11 12 Is the Resident Owner Tenant 119 81 59.5 40.5 If, Tenant Leased on Own Corporate Own House 76 5 119 38 2.5 59.5 Living in Current Property Less than 3 Years More than 3 Years 54 146 27 73 Property Under DLP Outside 56 144 28 72 Who Arranges FM Services 7

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME Home Owner Association Individual Builder 56 103 41 71 129 Age of the Property Less than 5 Years More than 5 Years Source: Primary Data 28 51.5 20.5 35.5 64.5 The above table 5.2 indicates that the majority of the respondents are ascended from the east 26%, north 23.5%, south 18.5%, and west16.5%, central in around 15.5% respectively. The table 5.2 states that the majority of the respondents are the people who live in apartments rates 66.5% where as the people living in the individual house stays at 33.5% respectively. The table indicates that over 94% of the respondents are living in communities and just 5% of the respondents are living individually. The table 5.2 indicates the that majority of the respondents are living in communities comprising minimum of 20 to 81 communities fall in the order as follow: • 45% of respondents live in the community of 21-40 • 20% of respondents live in the community of less than 20. • 12% of respondents live in the community of 41-60. • 12% of respondents live in the community of over 81. • 11% of respondents live in the community of 61-80 respectively. The table indicates that 59.5% of the respondents are the owners and the rest of 40.5% are the tenants who have leased on their own and a few leased to them by their companies. The table 5.2 shows that the 38% of the respondents have leased on their own for 2.5% of the respondents the company they work leased for them and rest 59.5% of the respondents are owners of the house they live in. The majority 73% of the respondents has been living in the current property for more than three years and the rest of the 27 % have been living in the current property for a period of less than three years. The majority of the respondents are living in the property which has crossed the Defect Liability Period and only a 28% are within the DLP period. For the majority of 51.5% of the respondents they themselves have to arrange for FM services and for 28% of the respondents the home owner association does it and for the rest of 20.5% of the respondents the builder arranges it. The majority 64.5% of the respondents is living in the property which has crossed over 5 years and the rest of 35.5% are living in the property that is yet to be 5 years old. Table 5.3 Response of respondents regarding FM services Features Num (%) Awareness of FM Services Yes 123 61.5 No 77 38.5 Happy with Current Services Yes 168 8 84

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME No 32 16 Decision Making on FM Services Willing to pay Premium for good service Looking For Cheapest Service 75 125 37.5 62.5 Willing to Accept Independent FM Services Provider Yes 74 No 126 37 63 Ease of Locating Service Providers Difficult Not so Difficult Easy Immediately Available 11 61 126 2 5.5 30.5 63 1 Speed of Obtaining Service Providers Difficult Not so Difficult Easy Immediately Available 5 58 136 1 2.5 29 68 0.5 Monthly Maintenance Expenses in ( RS. ) Less than 500 501 – 1000 1001 – 2000 2001 – 3000 Above 3000 3 75 103 16 3 1.5 37.5 51.5 8 1.5 Quality of Service Received Very Bad Bad Ok Good Excellent 1 4 77 112 6 0.5 2 38.5 56 3 1 5 64 121 9 0.5 2.5 32 60.5 4.5 Reliability on Service Providers Promises Very Bad Bad Ok Good Excellent Source: Primary Data The above table shows that the majority 61.5% of the respondents are aware of the FM services and the rest of them are unaware of the FM services. 9

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME The vast majority of the respondents that is 84% of them are happy with the current service and rest are not. It is understood from the above table that the main criteria of the respondents for decision making in regard with the FM services is the low cost, it is preferred by 62.5% of respondents over other 37.5% who are willing to pay a premium. The table also indicates that majority of the respondents that is 63% of them are resistant in accepting an independent FM service provider because of the uncertainty and rest of 37% are willing to accept an independent FM service provider. From the above5.4 table it is known to us that the ease of locating the service provider are almost easy for 63% respondents and it is difficult for over 30% of the respondents and it is only immediately available for 1% of respondents. From the above5.3 table it is understood that the speed of obtaining the service from provider are almost easy for 68% of the respondents, it is not so difficult for 29% of them. And it is immediately available for only 0.5% of the respondents. The above table5.3 indicates that the amount spent on monthly maintenance by the majority 51.5% of the respondents spend Rs.1001 to 2000, 39% of the respondents spend Rs. 1000 and below. And around 10% of the respondents spend over Rs.2000 for monthly maintenance respectively. The table 5.3 it is understood that current quality of services received by the respondents are good to 56%, its ok 38.5%, excellent for only 3%, bad for 2% and very bad 0.5% respectively. From the above5.4 table it is known that the reliability of the present service provider promises are good for 60.5%, ok for over 32%, excellent for 4.5%, bad for 2.5% and very bad 0.5% respectively. Table 5.4 Respondent’s comments on particular FM services Respondent’s Comment on Following Services Security Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil Electrical Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil 10 (%) 29 41 21 8 0 101 14.5 20.5 10.5 4 0 50.5 8 38 52 18 6 78 4 19 26 9 3 39 12 36 26 13 Air Conditioning Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Num 6 18 13 6.5

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME Can’t Manage without it Nil 1 112 0.5 56 2 44 36 15 3 100 1 22 18 7.5 1.5 50 8 30 18 16 2 126 4 15 9 8 1 63 10 24 25 10 2 129 5 12 12.5 5 1 64.5 15 21 19 14 1 130 7.5 10.5 9.5 7 0.5 65 Common Areas Maintenance Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil 5 24 36 14 2 119 2.5 12 18 7 1 59.5 Value Added Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil 16 43 65 18 1 57 8 21.5 32.5 9 0.5 28.5 Plumbing Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil Carpentry Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil Masonry Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil Landscaping Services Not Required Reqd but not Necessary Reqd & Necessary Very Necessary Can’t Manage without it Nil Source: Primary Data 11

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME The above table 5.4 indicates that the security services are required but not necessary for 20.5%, not required for 14.5%, required and necessary for 10.5%, very necessary for 4% of respondents and 50.5% of the respondents did not comment on security services. The table indicates the electrical maintenances services required and necessary for 26%, required and not necessary for 19%, very necessary for 9%, not required for 4%, can’t manage without it for 3% of respondents and 39% of the respondents did not comment on electrical services. The table 5.4 indicates the air condition services required but not necessary for 18%, required and necessary for 13%, very necessary for 6.5%, not required for 6%, can’t manage without it for 0.5% of respondents and 56% of the respondents did not comment on air condition services. The table indicates the plumbing services required but not necessary for 22%, required and necessary for 18%, very necessary for 7.5%, can’t manage without it for 1.5%, not required for 1% of respondents and 50% of the respondents did not comment on plumbing services. The table 5.5 indicates the carpentry services required but not necessary for 15%, required and necessary for 9%, very necessary for 8%, not required for 4%, can’t manage without it for 1% of respondents and 63% of the respondents did not comment on carpentry services. The table indicates the masonry services required and necessary for 12.5%, required but not necessary for 12%, not required for 5%, very necessary for 5%, can’t manage without it for 1% of respondents and 64.5% of the respondents did not comment on masonry services. The table 5.5 indicates the landscaping services required but not necessary for 10.5%, required and necessary for 9.5%, not required for 7.5%, very necessary for 7%, can’t manage without it for 0.5% of respondents and 65% of the respondents did not comment on landscaping services. The table indicates the common area maintenance services required and necessary for 18%, required but not necessary for 12%, very necessary for 7%, not required for 2.5%, can’t manage without it for 1% of respondents and 59.5% of the respondents did not comment on common area maintenance services. The table 5.5 indicates the value added services required and necessary for 32.5%, required but not necessary for 21.5%, very necessary for 9%, not required for 8%, can’t manage without it for 0.5% of respondents and 28.5% of the respondents did not comment on value added services. Table 5.6 who decides to allow third party (New FM Services Provider) inside to provide timely good service Who decides Freq (%) Self 92 46 Association 48 24 Builder 5 2.5 Self & Association 23 11.5 Self & Builder 26 13 Association & 6 3 Builders Total 200 100 Source: Primary Data From the above table states that in case third party wants to enter inside their premises for timely good FM services it can be decided by self 46%, association 24%,self & 12

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME builder13%, self & association 11.5%, association & builder 3% and builder 2.5% respectively. Table 5.7 Regression analysis Model Summary -2 Log Cox & Snell R Step likelihood Square Nagelkerke R Square a 1 244.378 .092 .125 a. Estimation terminated at iteration number 4 because parameter estimates changed by less than .001. Classification Table Observed Step 1 Would you prefer to 1 have an 2 Independent FM Provider Overall Percentage a. The cut value is .500 Predicted Would you prefer to have an Independent FM Provider 1 2 (%) 19 55 25.7 11 115 91.3 67.0 Variables in the Equation B S.E. Wald df Sig. Exp(B) Step FMawareness .45 .336 1.59 1 .206 1.530 1a HappyWithCurrentService -1.2 .437 9.14 1 .003 .267 CrietriaForDecisionMaking -.05 .32 .032 1 .85 .944 LocatingServiceProviders .15 .42 .123 1 .72 1.162 SpeedOfobtainingSevice .38 .48 .619 1 .43 1.467 QualityOfService .28 .43 .438 1 .50 1.331 ReliabilityOnServiceProviders -.16 .35 .205 1 .65 .851 Constant -.78 1.50 .269 1 .60 .458 a. Variable(s) entered on step 1: FM awareness, Happy with current service, Criteria for Decision Making, Locating Service Providers, Speed of obtaining Service Providers, Quality of Service, and Reliability on Service Providers. The variable in the equation table contains the coefficients for the (fitted) line and the other relating information about the coefficients. The equation the line found from the output =-.780+0.425X1-1.322X2-0.058X3+0.150X4+0.383X5+.286X6-.162X7 13

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME The regression equation above shows the positive relationship between the dependent variable Acceptance of new FM services providers and the independent variables such as awareness, easy to locate the services providers, speed obtaining services provider, quality of services received are positively contributing to dependent variable. The regression equation also shows that there is negative relationship with the corresponding variables current services, criteria for choosing FM services, reliability on services provider’s promises. One unit change in the pack of those variables will make a respective negative change equal to its Co-efficient value in dependent variable acceptance of new FM services provider. VI. FINDINGS • • • • • • • • • • The study shows that the awareness of the facility management is not up to the mark despite drastic development in the standard of living of middle class people in South India due to industrialization and technological advancement making the life of the people convenient. The market (facilities management business) segment in wide open and there is no established facility management services providers in the city, so if the attempt is made by any reasonable player then they have higher chance for establishment of their business. Most of the people are likely to accept this service, if it is presented as it is promised. The cost, quality, consistency and reliability in keeping the promises made with regard to facilities management are factors that are highlighted among the respondents. As for the present, respondents are availing each and every service from different sources and persons. And if all the facilities management services are provided collectively by a single source then the respondents are most likely to accept in without resistance. If the services are persistent and excellent then respondents are ready to pay a reasonable premium in consideration with services rendered. As for as the residency pattern concerned, it consists of minimum of 20-40 families living together as community hence the opportunity to make everyone a potential customers without much effect is very much likely. Presently to locate the service provider is slowly becoming a hard task, and if at all they are located then response from them are not very pleasing for the respondents. As far as the people living are concerned they are ok with the current services provider arranged by the association but they are certainly ready to shift to a better service provider very sooner than later. And for the community living people they certainly need this kind of convenience and they are also ready to pay a reasonable premium. VII. SUGGESTIONS • • The awareness of the facility management services should be created through awareness campaigns, advertisements and also if possible conveying it by door to door. As there are no established facility management service providers in the city, the sooner any organization enter into the market the more they have the advantage of establishing their business. 14

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME • • • • • The organization should have a variety in their proposal of services offered, and it should be ensured that it will be served as promised. As each and every requirement of the people has to be provided by various individuals, the organization will have an edge over them when you provide it all in one umbrella collectively. If the services provided by the organization are persistent and provides the requirement of consumer on time then they are ready to pay a reasonable premium for the services rendered. If the organization cover the communities then the chance of acceptance and creation of loyal customers are high because the decision making is done by each and every one separately as not in the case of apartments where the association of members make the decision. The organization have to consider the factors such as: • • • • • • • Cost of the services offered. Variety of the services offered. Quality of the services offered. Consistency in providing the services. And the reliability of the services provider in keeping their promises. The services provider must be very easily accessed by consumers and they must be affordable at the same time. The people are unaware of facility management services and it leads to the resistances, hence awareness must be created in abundance to overcome this Issue. VIII. CONCLUSION The study shows that the awareness of the facility management among the people is very low in South India but everyone is seeking for better living and convenience. The market (facilities management business) segment is wide open and there are no established facility management services providers in the city. If proper awareness is made then most of the people are likely to accept this service if it is presented to them keeping in mind the easy accessibility, cost, quality, consistency and reliability in keeping the promises made with regard to facilities management services. Presently to locate the service provider is mammoth task, and if at all they are located their responses are not very pleasing for the people. As far as the apartment living people are concerned they are ok with the current services provider by the association but they are certainly ready to shift to a better services provider very sooner than later. And for the community living people they certainly in need of this kind of convenience and they are also ready to pay a reasonable premium for this service. With all this we can conclude that this field is a budding field in South India and even in India itself. There is a great potential for this field to take the center stage very soon and it will also open employment opportunities in a large scale and also the standard of living of the people will further increase due to this kind of convenience enjoyed. And it will be the betterment of the country in all aspects. 15

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME IX. REFERENCES Articles [1] “A case Study on Consumer Buying Behavior and Brand Loyalty with regard to Processed , Liquid Milk in Gauhati, Assam”, Indian Journal of Marketing, Vol. 41, Number.5 Issue: May 2011. [2] Encon Y.Y. Hui and Albert H.C. Tsang(2004) : Sourcing strategies of facilities management Journal of Quality in Maintenance Engineering Volume 10 · Number 2· 2004 · pp. 85-92. [3] Dr.V.Antony Joe Raja, “Emerging Trends in Human Resource Management with Special Focus on Outsourcing in Various Sectors”, International Journal of Management (IJM), Volume 3, Issue 1, 2012, pp. 197 - 204, ISSN Print: 0976-6502, ISSN Online: 0976-6510. [4] Dr.V.Antony Joe Raja, “World Market Statistical Survey in Stakeholders: International Level Enhancing Business Efficiency Through Company Ethical Behavior”, International Journal of Advanced Research in Management (IJARM), Volume 5, Issue 1, 2014, pp. 23 - 30. ISSN Print: 0976 – 6324, ISSN Online: 0976 – 6332. [5] Anssi Salonen (2004): Managing outsourced support services: observations from case study Volume 22 · Number 11/12 · 2004 · pp. 317-322. [6] Edward Sullivan (2005): Building Operating Management, p 27-30. [7] Dr. V.Antony Joe Raja, “The Study of E-Commerce Service Systems in Global Viral Marketing Strategy” International Journal of Marketing & Human Resource Management (IJMHRM), Volume 3, Issue 1, 2012, pp. 9 - 18, ISSN Print: 0976 – 6421, ISSN Online: 0976- 643X. [8] Jennings, D., (2002), Strategic sourcing: benefits, problems and a contextual model, Management Decision. [9] Dr.V. Antony Joe Raja, “Assessment of CMM and its Impact on Software Quality”, International Journal of Management (IJM), Volume 1, Issue 1, 2010, pp. 145 - 155, ISSN Print: 0976-6502, ISSN Online: 0976-6510. [10] Timothy Maechling and Jeffrey Bredeson (2005), Discovering value in outsourcing Facilities management,BioPharm InternationalVol.15,issue 5. [11] Becker, F. (1990), the Total Workplace, Van Nostrand Reinhold. New York, NY. [12] Alexander, K. (1996). Facilities Management: Theory and Practice. London & New York: Taylor & Francis Group. Books [1] [2] [3] [4] C.R. Kothari, Research Methodology – Methods and Techniques (Second Edition), new age international (P) ltd, publisher Suja R.Nair Consumer behavior and marketing research 2005, Himalaya publishing house Hawkins best coneyConsumer behavior marketing strategy, TATA Mcgraw-Hill Richard B Chare, Nithin K Agarwal Operation Management for competitive advantage, TATA Mcgraw-Hill 16

International Journal of Intellectual Property Rights (IJIPR), ISSN 0976-6529 (Print), ISSN 0976-6537 (Online), Volume 5, Issue 1, January - June (2014), pp. 01-17, © IAEME Website [1] [2] [3] [4] www.elsiver.com www.ifma.org www.rakli.com www.wikipedia.com 17

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