“ Innovation is critical in this sector. If we can’ t innovate, move boundaries and do things differently, we are going to stagnate. You have to be flexible, understand the opportunity, and then provide an innovative solution for it to benefit clients. We achieve this in part by embracing local talent, and bringing global practice to local talent.”
The most recent process of reinvention occurred a short five years ago. Having lost its major client, Broll was facing an uncertain future. Survival required action by the management team and diversification of income streams. The previous business model of being solely a property management company changed to a focus on diversified service streams for owners and occupiers- particularly multi-national companies.
Says Mr Horne:“ We had to be nimble in our service offering to clients. We designed a business that was very customer focused. We needed to understand what our clients wanted to achieve, and became focused on producing a solution around their specific requirements. This extended to our service providers too, who were critical to our operations and to the delivery of services to our clients.”
Enter John Keramianakis, Managing Director of Asset Control, whose company specialises in software solutions for operating large facilities and asset management. Their software is utilised by Broll to manage their business operations. Managing calls, allocating tasks and making systems like materials databases possible, it enables the management of costs and the delivery of efficiencies through direct, mobile contact with contractors and clients.
“ Through the portal, Broll is able to efficiently manage its network of service providers. It allows them to receive quotes for work to be done, status updates on jobs underway, invoices for work completed, and to assist in tracking supplier payments. The system removes all manual elements from the process, making Broll unique,” says Mr Keramianakis.
Having provided the service to Broll and other major clients, the company is also eyeing new market-contractors themselves.
“ We realised the need to start on the ground with the‘ bakkie-brigade’ – these are small contractors operating from a single truck.
We offer them a complementary set of tools, which includes a mobile app that they can load onto their smartphones or other portable devices, and
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similar software solutions that we offer to our highend clients. This enables small contractors to receive and execute work instructions and then submit the invoice back up the line – all whilst being mobile.
It was the want of a niche that saw us taking Asset Control out of a bigger business, to create a stand-alone entity, focused on providing solutions to the facilities management, property management and asset management industries.
Delivery of a service is always important. Because assets can be spread across the country, we recognised the need to provide a solution that allows for the correct service provider, located nearest to the asset, to carry the work out as quickly as possible.”
“ The Broll Property Group and Asset Control relationship clearly demonstrates how big businesses working with highly-specialised small businesses can be integral to growing the economy by developing solutions in niche sectors of business operations.
The winners are all the companies involved- ranging from the large corporation, the SME supplier tasked with delivering innovative business solutions, the contracting service providers, and ultimately the South African economy as a whole,” says Ms Nyembe.
RESOURCES
Magna Carta
Commercial Handbook 2016 35