Cheung Kong Holdings Goodwell Property Management
life of its customers. Goodwell's
customers living in the residential portfolio count on
it to provide a good living environment for them to enjoy
life; when they go to work, its industrial or office buildings
are managed so well that customers need only focus on
their business operations; while a well-managed shopping
centre is best for customers to spend their leisure time
and shop owners to run their businesses.
|Cheung Kong Holdings
Goodwell Property Management was established in
1981 and has a mission to improve its customers'
quality of life. Goodwell provides comprehensive
property management services for its customers by
giving them a comfortable environment to live, work
or spend their leisure time. The company's managed
portfolio is so diverse that the quality of its
services can really affect the daily
Apart from the provision of basic services like security,
cleaning, maintenance and repair, Goodwell is the first
property management company to provide hotel-style service
for its customers. The company has been offering this
innovative service since 1995 by introducing services
which can only be found in hotels like housekeeping service,
limousine service, flower delivery, meal delivery, home
repair works, tickets reservation for various transportation
and so forth.
To Goodwell, quality is the standard of service which
meets the requirements of the customers.
company together with the managers
who then communicate the strategic plan to all employees
through the leadership structure. In addition, senior
leaders attend to all induction courses to introduce the
vision and the core values of the organization to all
||The senior management develops
and regularly reviews the vision and the mission
of the organization with the participation of the
managers with a view to creating a sense of ownership.
The expectations of customers, employees, shareholders
and the society are given full consideration to
strike a balance.
Moreover, senior leaders set the strategic direction
and the performance expectations of the
The senior management believes that communication is the
best way to improve creativity and so there are regular
dialogue sessions between the senior management and employees
of all levels.
Goodwell addresses its responsibilities to the public
by upholding full conformance to legal requirements, active
participation in protecting the environment and an emphasis
on organizational involvement and support in community
The senior management together with all the managerial
staff set and review the long range strategic plan every
year and then develop the annual operation plan. In formulating
the strategic plan, the changing expectations of all the
stakeholders, the external environments and the past performance
of the organization are carefully reviewed and analyzed
to identify opportunities and threats.
Once the strategic plan is finalized, all department or
section heads develop their own action plans to ensure
the overall results are achieved.
Customer and Market Focus
service hotlines and so forth. Management
staff meet each month to review the feedback from customers
and seek ways to improve the service standard.
a major stakeholder, are always the focus of the
organization. Goodwell spares no effort in collecting
information on its customers, including their likes
and dislikes, their satisfaction level, and their
changing expectations. Towards this end, a number
of channels have been developed to enhance two-way
communication with the customers such as suggestion
boxes, annual customer satisfaction survey, home
The focus on customers helps the organization to develop
innovative service plans to cater for the needs of each
market segment. As recognition for this achievement, Goodwell
was given the Customer Service Merit Prize by the Hong
Kong Retail Management Association in 1998.
Information and Analysis
Technologies are widely used to collect all the information
in line with the business needs and strategic direction.
The information collected is analyzed for review and planning
Apart from being used for review and planning, information
gathered is further developed as the knowledge of the
organization. To leverage the use of knowledge, an electronic
knowledge management system is in place to facilitate
the creation, retention and sharing of the knowledge among
the staff of Goodwell. With the help of the knowledge
management system, the standard of service provided for
customers has improved substantially, while the time and
human resources employed has declined significantly.
Human Resource Focus
Operating in a labour-intensive environment, property
management companies rely heavily on human resource to
succeed. Goodwell is well aware of this and exerts great
effort in promoting good human resource management inside
To help its staff in further advancement in their careers,
Goodwell puts substantial effort in training and development.
Every year, there is an exercise of reviewing the training
needs of all employees. The superiors would make a thorough
study and then propose the training necessary for their
subordinates. The organization would then draw up a training
plan to cater for the needs detailed in the analysis.
The effort of Goodwell in training helps to build up a
capable and highly motivated workforce.
Besides training, Goodwell is keen to promote good human
resource management by introducing new channels for the
two-way communication between all the staff and the senior
management, thereby enhancing employee participation.
The human resource effort of Goodwell has helped it to
win the Enlightened Employers Award in 1998 from the Labour
Department, the Merit Award of the Award for Excellence
in Training in 1999 from the Hong Kong Management Association
and the Good People Management Award in 1999.
Goodwell designs processes which meet the needs of its
customers. To maintain consistency amongst all processes
and ensure the quality of the service delivered, Goodwell
has implemented a quality system that meets the requirements
of ISO 9002 and has been certified as such across the
entire company since 1998.
To seek for continuous improvement, a number of cross-functional
process improvement teams have been set up to review and
make improvement to all the processes. Benchmarking exercises
are also conducted to study the best practices in the
Despite the economic turmoil, Goodwell continued to expand
its portfolio in the past two years. As a wholly owned
subsidiary of a renowned property developer in Hong Kong,
the prime objective of Goodwell is to let its customers
enjoy the properties to the fullest. A good indicator
is the annual customer satisfaction survey, which shows
how customers are happy with the services provided by
Goodwell, an organization that safeguards their lives
and properties, and strives to improve their quality of
life. The results of the survey are highly encouraging,
with the satisfaction rate rising from 40% in 1994 to
97% in 1999.
Another important business indicator is cost. Goodwell
strives to increase customer satisfaction on the
one hand and reduce cost on the other. With the
support of information technology and process improvement,
operating cost has been reduced by more than 12%
per annum in the last two years.
Quality is a never-ending journey. Goodwell constantly
strives to bring better value to its customers at a lower
cost. Through open style leadership, well-structured strategic
planning, good market sensitivity, the knowledge management
system and customer-focused process management, Goodwell
seeks to help its customers to improve their quality of