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the market, while adopting distinctive
business strategies.”
However, for a local firm to secure
a slice of the property management
market is by no means simple; this prob-
lem stems mainly from the fact that Vi-
etnamese people have a preference for
foreign run services. As a result, many
developers have chosen foreign names
for their properties and insist only for-
eign players have control of their pro-
fessional management services.
“Local enterprises working in prop-
erty management are often associated
with disorderly and less effective ser-
vice provision by property developers,”
Minh says.
The underestimation of the capabil-
ity of local businesses inspired Minh
and his colleagues in their endeav-
ours to ramp up service quality.
The idea behind recipes
for success of foreign players
with their simple and seem-
ingly patchy management
process has often occupied
Minh’s mind.
Minh also often mulls
over why foreign managed
buildings can operate
smoothly despite hav-
ing just one top foreign
executive overseeing a
Vietnamese workforce
and whether such
models will continue
to be feasible once
the foreign executive
is moved out.
This
prompted
Minh and his col-
leagues to develop build-
ing management processes
and systems to pave the way for this
eventuality. The task has proven very
challenging, as even global hotel man-
agement groups like Accor, Hilton or
InterContinental have outshone others
in their fields by choosing experienced
people to hold management posts.
“The human factor is of paramount
importance in property management,”
Minh asserts. He says to maintain a
quality workforce it is not adequate to
simply pay them a good salary, they
need a chance to participate and devote
themselves to their work, plus they must
have their contributions recognised.
To abate the weaknesses and
shortcomings of manpower when ap-
plying international and professional
service standards, PMC’s human re-
sources strategy is based on three pil-
lars: understanding of the chosen and
trained background; working attitudes;
and occupational skills.
Each employee needs to possess
general social-cultural knowledge and
have a good grasp of what they were
trained to do. The employees need to
take the job as their chosen business
carrier and must then be totally devot-
ed to work. Minh’s business philosophy
is founded on honesty and a no com-
promise approach to quality: “Each of
our customers is very discerning, with
multiple demands that a management
firm needs to satisfy,” he says.
This non-compromising approach
to service quality has fostered PMC’s ris-
ing position in this previously foreign-
dominated market.
49
timeout
the insider