COLLIERS INTERNATIONAL

Transcription

1 COLLIERS INTERNATIONAL ACCELERATING SUCCESS: A CMN Plan for the Future Our Knowledge is your Property

2 The Colliers International offer: We accelerate your success by making our knowledge your property

3 SUCCESS CAN BE DEFINED IN MANY WAYS: ACCOMPLISHMENT, COMPLETION, FORTUNE, MASTERY, MATURATION AND TRIUMPH. BUT, IT CAN ONLY BE ACHIEVED IN ONE WAY: COMMITMENT. COLLIERS INTERNATIONAL IS COMMITTED TO ACCELERATING THE SUCCESS OF OUR PEOPLE, OUR CLIENTS AND THE COMPANY THROUGH THE CREATION AND SHARING OF KNOWLEDGE. WE HAVE DONE THE RESEARCH, SOUGHT THE INPUT AND DEBATED THE IDEAS. THIS PLAN REPRESENTS OUR COMMITMENT TO TAKE ACTION.

4 HOW WE REACHED A STRATEGY TO ACCELERATE SUCCESS Every successful company has a strategic position and strategic plan, that together represent the sum total of what it stands for and how it operates in order to deliver a desired client experience. The term branding is often used to describe the strategic positioning of a company, a process that reflects the thoughtful creation, management and communication of the values and vision that make a company unique. The strategic plan represents the operational priorities that allow a company to deliver on the brand promise and measure its success. They are two sides of the same coin the strategic plan informs the brand and the brand helps shape the strategic plan. Delivering on this strategy will create a market position that distinguishes Colliers International, while positioning our employees, associates and clients for the success they aspire to achieve. Doug Frye, President and CEO With our new partners at FirstService Corporation, CMN is in a strong position to achieve the next phase of our growth strategy. In 2003 we began an examination of Colliers International s strategic position worldwide, and the brand messages we communicate, to ensure that our management plans, development efforts and marketing initiatives accurately reflect the value we provide today and where we want to be in the future. (See the timeline along the bottom for all the steps). This study made one thing clear: to continue building our strategic position we have to consistently communicate those values and live up to them. WHAT WE STAND FOR As one of the best-known and successful commercial real estate firms in the world, we have a unique and significant opportunity to develop our position from the inside out. This means our employees will be given the tools to understand how our culture and values can be expressed in their daily work in any role, with any client, from any country. DECEMBER 03 Seattle: Strategic Planning process began with Senior Management research among 100 Colliers clients/prospects, worldwide. MARCH 04 Toronto: Began strategic positioning process.

5 In order to create competitive distinction, our strategic position stands for specific principles in the marketplace. These are our brand values. They are the combination of what customers want a company like ours to stand for, what we ourselves want to stand for, and what research tells us we can attain. For Colliers International to be in the strongest possible position, we will deliver on these values in everything that bears the company s name and we must do nothing to cast doubt on the company s commitment to them. THE COLLIERS INTERNATIONAL OFFER TO THE MARKETPLACE Our brand position permits people to understand the value we provide; it permits them to connect with it at an emotional level; and creates a more compelling reason to choose Colliers International over any other competitor. Jamie Horne, President Asia Pacifi c We recently conducted a series of meetings, held in Prague this past June and in Shanghai this September, including participation by several dozen representatives from our offices around the globe. These meetings were a mechanism by which each region s perspective could be heard on the issues and opportunities for Colliers International in their respective markets. The market research made clear that the best opportunity to position Colliers International lies in the unique characteristics of the organization. Therefore, our position will reinforce a sense of responsibility to each other, recognize the shared ambition to realize our full potential, and embrace an enduring sense of opportunity. From this process came an agreement on a global strategic position. It is a strategy, which even today is successfully advancing our competitiveness in major markets, particularly Australia and New Zealand. APRIL 04 Seattle: Began interviews among 20+ Colliers senior managers. APRIL 04 Seattle: Initial strategy layout for Confi dential Investment Memorandum (for fi nancing).

6 OUR BRAND VALUES Versatile Advisor Extensive knowledge of local markets. Enduring Partner Single source of accountability, responsive to my needs. Connected Perspective Access to data, and able to understand industry trends. Opportunity Optimizer Innovative strategies that create additional value. Colliers International has a great and proud history of creating knowledge. mastery Knowledge is created when market information is coupled with seasoned experience, to identify and understand trends. The collective knowledge of our company is a reserve to which we all contribute, and from which we all draw. Knowledge is the currency of value we exchange with clients. The Colliers International offer: We accelerate your success by making our knowledge your property. When distributed through our global network, our superior understanding of the markets and strategies gives the people and clients of Colliers International an opportunity to realize their full potential. MAY 04 Began a communications audit of Colliers marketing/brand-building programs. JUNE 04 Conducted identity research among 250+ Colliers employees worldwide.

7 SO, HOW DO WE MAKE IT HAPPEN? To achieve success in the implementation of our strategic plan, we must take a partnership approach. Involving the relevant stakeholders in each initiative will ensure we have the knowledge and commitment to achieve success. We have created an integrated platform ehe that concentrates on three key areas of our business. Specialization - Through market analysis, we will identify growth opportunities and develop specialized knowledge in key market segments. By executing on these opportunities with focused client strategies, we will position Colliers International as the market leader er in each segment. her Service Excellence - Specialized knowledge of our markets and clients will help us set the benchmark for service excellence. Our commitment to superior service will create e a memorable experience at every opportunity for our clients. Local Flexibility within a Global Platform - We will build on the knowledge and advantages of a global platform to strengthen our local relationships and maintain local pnd flexibility in creating client solutions. Goals 1. To be a recognized industry leader for knowledge and service. 2. To be a top two services provider in each market we choose to serve. 3. To achieve $1 billion (US) in annual revenue by The only sustainable competitive advantage is our ability to learn faster than the competition. Sharing our knowledge with our clients gives them the same advantage. Craig Robbins, President, Financial Services and Professional Development Much of this is in practice today - it just hasn t been applied consistently across the organization and that s exactly what this plan aims to address. We expect to see immediate and long-term results from the implementation of this plan. Three aggressive and achievable goals have been set, all of which will be supported by a variety of operational and cultural changes as well as the consistent communication of our strategic position, internally and externally. accomplishment m JUNE 04 Initiated primary brand image and competitive positioning research among 100 Colliers clients/prospects, worldwide. JULY 04 Sydney: Conducted positioning assessment of Colliers competitors, worldwide.

8 In addition, we have identified 8 high impact action items to address our initial focus; 1. Implement the Plus 3 referral program globally. 2. To share best practices in securing client assignments. 3. Bring consistency to our marketing materials. 4. Expand the Colliers University model into every region. 5. Create and deploy a consistent new employee orientation package. 6. Consolidate and grow our global IT platform. 7. Incorporate greater specialization into the Corporate Services platform. 8. Strategically coordinate our capital investment teams within and between regions. In the coming months we will continue the rollout of initiatives in support of our strategic plan. A plan such as this relies on a high degree of two-way accountability and partnership. Each manager and employee will be asked to identify areas where they can build on these initiatives through departmental, office and personal objectives for 2006, which will be aligned to the overall global strategy. TAKING IT TO THE STREETS Our position must be reinforced at every point of contact internally and externally. An important element in supporting our position is what we say about ourselves in our communications. MATURATION All of these priorities have been established in a spirit of partnership and collaboration and we will continue to operate on that basis as we move into the implementation phase. We all have a stake and therefore a role in the success of every initiative. Rick Chichester, President, North America JULY 04 Delivered high level strategic vision to investors via management OCTOBER 04 Developed preliminary brand positioning concepts, for validation and optimization.

9 To further enhance the position we have chosen the following tagline, which will be used for Colliers International worldwide. Colliers International. Our Knowledge is your Property. We believe this provides a strong link to the new Colliers International offer, to accelerate your success by making our knowledge your property. WHAT ARE WE LIKE? Companies have personalities, just as people do. Some are stuffy, some casual. Some are exciting, some reassuring. In order for the marketplace to have a clear impression of Colliers, we must not only stand for certain values, we also must have consistent personality traits that reflect our position. These traits are expressed in everything we do. They must show up in our presentations, our staff development, our marketing, and our service delivery. They must be expressed at every point we touch the client market. The more consistent the message, the clearer that message will be. OUR PERSONALITY TRAITS Creative, Young-Minded, International, Dynamic, Inventive, Successful, Forward Thinking, Sharp, Enterprising and Insightful I see no end to the possibilities for all our markets as a result of this plan. In some cases, it will catapult our capabilities not just to the next level, but two or three levels beyond that. Chris McLernon, President, Latin America and Central & Eastern Europe FORTUNE FEBRUARY 05 Following successful completion of FirstService transaction, CMN Senior Management refocussed on development of a more detailed 5- year strategic plan. MARCH 05 Concluded positioning research among 300 Colliers clients/prospects worldwide.

10 WHAT S IN IT FOR YOU? Having a clear and concise strategic position and plan offers several benefits to each and every one of us. First and foremost, it provides a meaningful answer to the Who is Colliers International? question. We aim to change that question to How can I become part of Colliers? Externally, the kind of awareness and recognition achieved through consistent communications and the execution of a cohesive plan will open doors to new clients, in new markets. A wellorchestrated strategy will enable us to secure more clients, building a market share that offers stability, opportunity and prosperity. The Colliers brand is a refl ection of the organization. It is a living, dynamic entity. It can either be a casualty or a benefi ciary of even the most modest intentions. This plan allows us to align those intentions in support of the brand. Tony Brasier, Australian Chief Executive It s about feeling a sense of pride in being part of an organization that values your contribution, regardless of your position; that provides opportunities for personal and professional growth and recognizes and rewards the performance that results in growth. And, on a very practical level, it offers access to resources and services as well as support material and tools that make your day-to-day job easier, more productive and more fulfilling. We all have goals and we are changing Colliers International to accelerate our mutual success. JUNE 05 Prague: Made preliminary brand positioning and strategic plan recommendations. Shared fi ndings with Colliers global leadership. SEPTEMBER 05 Shanghai: Colliers leadership discussed strategic positioning recommendations and adopted platform.

11 SUCCESS WHAT S YOUR ROLE? We all have a role to play in ensuring the strategic plan and positioning are successful. Each and every interaction you have with clients, no matter what your role, influences how they feel about us and therefore their decision to choose us as their real estate services provider. It means cultivating relationships with clients, both internal and external, that emphasize specialization and a high level of knowledge, innovation and a true sense of partnership. It also means bringing the best ideas, derived from worldwide experience, to bear on a local decision. WHAT S NEXT? This is just the beginning. These pages constitute a strategic positioning platform. But there is much more detail, much more structure to a full-fledged successful strategy. Collectively, the management team will ensure that the company s efforts are aligned and driven by the promises outlined. We have begun to develop worldwide marketing and staff training programs that rest on this platform. And increasingly, we will have professional development, performance management and incentive programs that reflect these values. But this first step has been to engage all the employees of Colliers International in understanding that you are what makes our company great and together we will move markets and much more. OCTOBER 05 Strategic positioning initiative launched CMN reaches $1Billion in revenue.

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