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市場調查報告書

設施管理全球市場增長機會:到2025年的預測

Growth Opportunities in the Global Facility Management Market, Forecast to 2025

出版商 Frost & Sullivan 商品編碼 950655
出版日期 內容資訊 英文 120 Pages
商品交期: 最快1-2個工作天內
價格
設施管理全球市場增長機會:到2025年的預測 Growth Opportunities in the Global Facility Management Market, Forecast to 2025
出版日期: 2020年07月03日內容資訊: 英文 120 Pages
簡介

由於技術創新,新業務模式,新價值主張,競爭中斷和創新服務的提供,全球設施管理(FM)市場正在經歷重大變革。 COVID-19的影響將導致2020年收入大幅下降。市場將在2021年恢復增長,但要到2022年初才能恢復到2019年的水平。 COVID-19和其他創新應專注於建築物數位化,工作場所優化,提供健康安全的建築物,以客戶為中心的新業務模型,用戶體驗以及整體生產力解決方案。將越來越需要關注組織的彈性,可持續性和擴展運營。

該報告調查了全球設施管理(FM)市場,並顯示了到2025年的市場增長前景。競爭的未來,客戶群,服務集成策略,競爭趨勢和技術影響。 ,工作場所的未來以及主要地區的市場前景。

戰略要務

  • 為什麼成長越來越困難?
  • 戰略要務8
  • 戰略要務對全球FM行業的三大影響
  • 增長機會刺激增長管道引擎

執行摘要

  • CEO的全方位視野
  • 世界FM市場數量
  • COVID-19對市場增長前景的影響
  • COVID-19反應,重置和反彈
  • FM的主要增長機會
  • 全球FM市場的主要預測
  • 主要結論

調查範圍,目的,調查方法和背景

  • 市場定義
  • 市場細分
  • 地理範圍
  • 該調查回答的主要問題

分析全球FM市場中COVID-19之前的增長機會

  • COVID-19之前的全球增長前景摘要
  • FM發展:前5名
  • 未來的FM趨勢
  • COVID之前的收入預測:全球FM市場
  • 按地區劃分COVID之前的收入預測
  • 收入預測
  • 全球FM市場的主要競爭對手
  • 全球FM市場路線圖
  • FM改革趨勢

COVID-19的宏觀經濟影響

  • COVID-19對全球GDP增長的影響
  • COVID-19對主要地區和國家的影響
  • 對主要行業的影響
  • CEO的成長團隊現在應該採取的10項行動

COVID-19:FM趨勢,混亂,機遇

  • COVID-19:對全球FM市場的影響領域
  • COVID-19:需要克服的挑戰
  • COVID-19:全球FM市場動盪
  • COVID-19:主要影響區域
  • COVID-19:不同服務類型的影響和風險
  • COVID-19:按客戶群劃分的影響和風險
  • 停滯階段:短期機會
  • 重置階段:中期機會
  • 反彈階段:長期機會

全球FM市場中COVID-19之後的增長機會分析

  • COVID-19之後的全球增長前景概述
  • 主要增長指標
  • 全球FM市場增長因素
  • 抑制全球FM市場的增長
  • COVID-19對盈利預測的影響
  • COVID之後的收入預測:全球FM市場
  • 按地區劃分COVID後的收入預測
  • 按地區劃分的收入預測
  • 全球FM市場領域
  • 按客戶細分的全球FM市場
  • 按服務類型劃分的全球FM市場
  • 收入預測:北美
  • 收入預測:歐洲
  • 收入預測:亞洲
  • 收入預測:其他

推薦的行為(C2A)

  • FM競爭前景
  • FM服務提供商的狀況
  • 競爭環境
  • 競爭對手的增長分析
  • FM供應商的戰略重點
  • 競爭趨同
  • 夥伴關係和合作:初創企業和初創企業的生態系統
  • 推薦的行為(C2A)

增長機會:停滯階段:短期機會

  • 增長機會1:生產性遠程工人
  • 增長機會2:工人的個人防護裝備
  • 成長機會3:重返工作崗位(重新入職)
  • 增長機會4:主要客戶領域
  • 增長機會5:開啟

增長機會:重置階段:中期機會

  • 增長機會1:組織彈性
  • 增長機會2:可持續發展
  • 增長機會3:健康安全的建築
  • 增長機會4:擴展運營
  • 增長機會5:非接觸式服務

增長機會:反彈階段:長期機會

  • 增長機會1:工作場所優化和WCM
  • 增長機會2:能源管理
  • 增長機會3:數據分析
  • 增長機會4:技術(硬性)服務
  • 增長機會5:服務集成

附錄

下一步

目錄
Product Code: MF8D-19

Preparing Facility Management Participants for Success After a Pandemic

The global Facility Management (FM) market is going through a major transformation driven by technology innovation, new business models, emerging value propositions, competitive disruption, and creative new service offerings. In many parts of the world, FM services are commoditising and there is a need for innovation and new value propositions if suppliers are to avoid the cost trap.

The future of FM is technology enabled and Coronavirus 2019 (COVID-19) will accelerate the use of digital technology. The Internet of Things (IoT), Big Data, and advanced connectivity will drive efficiency for both service suppliers and clients. Meanwhile, the global FM market will see a significant drop in revenues in 2020 as a result of the impact of COVID-19. The market will return to growth in 2021 but will not retrace back to the 2019 levels until early 2022.

To recover and grow in the wake of the COVID-19 pandemic, companies will need to segment growth opportunities into the Respond (short-term), Reset (mid-term) and Rebound (long-term) phases. This visionary study identifies the 15 most significant opportunities for growth across the short-, mid- and long-term future as the market recovers and redefines itself after the pandemic.

This study also presents the growth outlook for the market until 2025 (benchmarked against pre-COVID forecasts) and analyses the future of competition, customer segments, service integration strategies, competitive trends, the impact of technology, the future of the workplace, and the market outlook for major regions, namely North America (NA), Europe, Asia, and Rest of the World (RoW).

In such a big and mature industry, organic growth is hard to find; therefore, companies need to innovate if they are to keep growing and remain profitable. The market will continue to move quickly towards service integration, and sophisticated advisory services focussed on business productivity and merger and acquisition (M&A) activity will continue apace. This shift from cost focus to total client advisory services, outcome selling, and value creation will underpin the key transformations in the FM market in the next 6 years.

Post-COVID-19 innovation must focus on the digitalisation of buildings, workplace optimisation, providing healthy and safe buildings, new customer-centric business models, user experience, and holistic productivity solutions. There will be an increased need to focus on organisational resilience, sustainability, and augmented operations.

Table of Contents

Strategic Imperatives

  • Why Is It Increasingly Difficult to Grow?
  • The Strategic Imperative 8™
  • The Impact of the Top Three Strategic Imperatives on the Global FM Industry
  • Growth Opportunities Fuel the Growth Pipeline Engine™

Executive Summary

  • CEO's 360 Degree Perspective
  • Global FM Market in Numbers
  • Impact of COVID-19 on Market Growth Outlook
  • Respond, Reset, and Rebound from COVID-19
  • Top Growth Opportunities in FM
  • Top Predictions for the Global FM Market
  • Key Conclusions

Research Scope, Objectives, Methodology, and Background

  • Market Definitions
  • Market Definitions (continued)
  • Market Definitions (continued)
  • Market Definitions (continued)
  • Market Definitions (continued)
  • Market Segmentation
  • Geographic Scope
  • Key Questions this Study will Answer

Growth Opportunity Analysis Pre-COVID-19 for the Global FM Market

  • Summary of Global Pre-COVID-19 Growth Outlook
  • Top 5 FM Developments
  • Future FM Trends
  • Pre-COVID Revenue Forecast-Global FM Market
  • Pre-COVID Revenue Forecast by Region
  • Revenue Forecast by Region
  • Key Competitors in the Global FM Market
  • Global FM Market Roadmap
  • Top Transformational Trends in FM

Macroeconomic Impact of COVID-19

  • COVID-19 Impact on World GDP Growth
  • COVID-19 Impact on Key Regions and Countries
  • Impact on Key Industries
  • 10 Actions a CEO's Growth Team Should Take Now

COVID-19 Trends, Disruptions, and Opportunities in FM

  • COVID-19-Areas of Impact on the Global FM Market
  • COVID-19-Challenges to be Overcome
  • COVID-19-Disruption to the Global FM Market
  • COVID-19-Main Areas of Impact
  • COVID-19-Impacts and Risks by Service Type
  • COVID-19-Impacts and Risks by Customer Segment
  • Respond Phase-Short-term Opportunities
  • Reset Phase-Medium-term Opportunities
  • Rebound Phase-Long-term Opportunities

Growth Opportunity Analysis Post-COVID-19 for the Global FM Market

  • Summary of Global Post-COVID-19 Growth Outlook
  • Key Growth Metrics
  • Growth Drivers for the Global FM Market
  • Growth Restraints for the Global FM Market
  • Impact of COVID-19 on Revenue Forecasts
  • Post-COVID Revenue Forecast-Global FM Market
  • Post-COVID Revenue Forecast-by Region
  • Post-COVID Revenue Forecast-by Region (continued)
  • Revenue Forecast by Region
  • The Global FM Market Universe
  • The Global FM Market by Customer Segment
  • The Global FM Market by Customer Segment (continued)
  • The Global FM Market by Service Type
  • The Global FM Market by Service Type (continued)
  • Revenue Forecast-North America
  • Revenue Forecast-Europe
  • Revenue Forecast-Asia
  • Revenue Forecast-Rest-of-World

Companies to Action

  • Competitive Outlook for FM
  • FM Service Provider Landscape
  • Competitive Environment
  • Competitor Growth Analysis
  • Strategic Focus of FM Suppliers
  • Competitive Convergence
  • Partnering and Collaborating-The Start-Up and Emerging Companies Ecosystem
  • Partnering and Collaborating-The Start-Up and Emerging Companies Ecosystem (continued)
  • Companies to Action
  • Companies to Action (continued)
  • Companies to Action (continued)
  • Companies to Action (continued)

Growth Opportunities: Respond Phase-Short-term Opportunities

  • Growth Opportunity 1: Productive Remote Workforce
  • Growth Opportunity 1: Productive Remote Workforce (continued)
  • Growth Opportunity 2: PPE for Workers
  • Growth Opportunity 2: PPE for Workers (continued)
  • Growth Opportunity 3: Back to Work (Re-entry)
  • Growth Opportunity 3: Back to Work (Re-entry) (continued)
  • Growth Opportunity 4: Critical Customer Sectors
  • Growth Opportunity 4: Critical Customer Sectors (continued)
  • Growth Opportunity 5: Switching On
  • Growth Opportunity 5: Switching On (continued)

Growth Opportunities: Reset Phase-Medium-term Opportunities

  • Growth Opportunity 1: Organisational Resilience
  • Growth Opportunity 1: Organisational Resilience (continued)
  • Growth Opportunity 2: Sustainability
  • Growth Opportunity 2: Sustainability (continued)
  • Growth Opportunity 3: Healthy & Safe Buildings
  • Growth Opportunity 3: Healthy & Safe Buildings (continued)
  • Growth Opportunity 4: Augmented Operations
  • Growth Opportunity 4: Augmented Operations (continued)
  • Growth Opportunity 5: Contactless Services
  • Growth Opportunity 5: Contactless Services (continued)

Growth Opportunities:Rebound Phase-Long-term Opportunities

  • Growth Opportunity 1: Workplace Optimisation & WCM
  • Growth Opportunity 1: Workplace Optimisation & WCM (continued)
  • Growth Opportunity 2: Energy Management
  • Growth Opportunity 2: Energy Management (continued)
  • Growth Opportunity 3: Data Analytics
  • Growth Opportunity 3: Data Analytics (continued)
  • Growth Opportunity 4: Technical (Hard) Services
  • Growth Opportunity 4: Technical (Hard) Services (continued)
  • Growth Opportunity 5: Service Integration
  • Growth Opportunity 5: Service Integration (continued)

Appendix

  • Abbreviations and Acronyms Used

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