How IT Creates Competitive Advantage through Business Model Innovation in

The Facility Management Industry

Muhammad Afif, Alifiannisa Lawami Diar, Muhammad Rifki Shihab, Benny Ranti
Faculty of Computer Science
Universitas Indonesia
Jakarta, Indonesia
muhammad.afif91@ui.ac.id, alifiannisa.lawami91@ui.ac.id, shihab@cs.ui.ac.id, ranti@ui.ac.id

Abstract— In the last sixty years, many disciplines have
found out how firms have interacted with an information
systems or information technology (IS/IT) and how the
technology crucially important to a firm’s business model
innovation. The technology advances also created the urges in
the facility management (FM) industry, which the business
process is heavily operation management. It has been decades
for the facility owners to spend huge quantities of data with little
means to harness the value. To maintain the survivability of the
firm in this digital era, the firms in the facility management
industry expected to innovate. Relationship with customers is
extremely important, in the middle of an integrated facility
service trend which threaten the existence of the firm.
Therefore, there are needs to analyze how business models and
IT capability in the facility management industry evolved and
adapt to the most updated technology adoption in the industry,
in order to maintain its competitive advantage. This research
exists to evaluate and discover the advancement of IS/IT in the
facility management industry, through a single case study in
Indonesia. The firm evaluated is PT. Bumi Daya Plaza (BDP).
To do so, a business model audit (strategy, capability, and value)
and IT adoption analysis in five facility management basic areas
were conducted. In the end, the distinct business strategy and
IS/IT implementation of both firms will show how they provide
a competitive advantage to the customers.
Keywords— Business model audit, competitive advantage,
facility management, Indonesia, its adoption.
I. INTRODUCTION
Nowadays, the firm uses technology not only to support
fewer areas in their business. Technology is the business itself.
Nonetheless, not every business industry have prioritized
technology exploitation in their organization. This research by
[3] resulted in the digital distortion that has caused facility
management to consider digital services to realize excellent
service as part of their strategy. Facility management (FM) is
a business area related to business infrastructure and asset
management for buildings and employs 3 percent of the
national workforce in the UK [5].
FM industry is about reducing efforts, achieving high levels
of space utilization, outsourcing service delivery, designing
low-energy buildings, and connecting the business strategy
and operations [5, 8]. The main concerns involve energy
efficiency, productivity, and resource management. Cost
efficiency is the key issue at the operational stage in the
facility management industry, which requires an
interdisciplinary approach [3].
In a firm which business in the facility management
industry, the integration of business processes with
technology expected to result in achieving a firm’s business
goals, deciding the future plan with cost efficiency objective,
and improving knowledge and employee development. The
realization of those objectives and fit the business strategy in
an era full of technology advancement, business model audit
proposed. It seeks if the firms have adapted to current facility
management industry needs aligning with their existing IT
adoption. In fact, even before the high capability technology
emerges, the number of business model research has been
published since the 1990s and rising exponentially in the
2000s [11].
Applegate, Austin, and Soule also share their opinions on
how new business models radically changing how firms create
value within and across industry boundaries [2]. One of the
approaches to view and evaluate the current firm’s business
model is a business model audit. Although, Massa et al. (2017)
recently summarized all business model definitions to three
major interpretations: 1) as attributes of real firms having a
direct real impact on business operations; 2) as cognitive or
linguistic schema, and; 3) as formal conceptual
representations of how an organization functions. By a similar
perspective about what is essential to a business model, [2]
considers three components: strategy, capabilities, and value
of the firm.
Considering previous needs and urgency for the firms in the
facility management industry, supported by the lack of
research about how the facility management industry in
Indonesia adapts to the digital economy era. Hence, this
research will discover how IT creates a competitive advantage
to each basic area of facility management and the evolvement
of a business models in the firms. As the firm observed has
never analyzed and define how the business and IT correlated
that it creates a competitive advantage to the firm. The
analysis will directly involve an FM firm that actively runs
FM industry business in Indonesia, PT. Bumi Daya Plaza
(BDP).
II. LITERATURE STUDY
A. Theoretical Background
Referring to the research objective used, there are three
topics to be researched, facility management industry,
business model concept, and IT adoption, and competitive
advantage.
1) Facility Management Industry
In 2000, [14] analyze the four competing futures for facility
management there are Financial, business, physical and
knowledge resource trail. The author defines the primary
function of the facility management is resource management,
at strategic and operational levels of support. At a national
level, its strategic objective is to serve better infrastructure
and logistic support to business and public endeavors of and
across all sectors [14]. Nutt defined there are four generic
trails of future facility management, which can be seen in
Figure 1. Not so different from previous research, FM has
also been known as asset management for buildings, business
infrastructure management, or the invisible service [5]. FM
tends to have either a strong operational bias or a strategic
outlook, as it is shown in previous researches about
operational improvement.
The operational improvement include energy efficiency
and other environmental imperatives, relate to the internal
environment, end-user experiences, worker productivity,
performance measurement, and management [5].
Technology involvement in facility management has also
been researched such as regarding intelligent buildings [4],
and information and communication technology [3]. The
baseline which been used widely to measure performance
management as a part of FM is key performance indicators
(KPIs) for understanding the progress of work in hand [5].
The two kinds of research give us different understandings
with the same fundamentals in facility management, it is the
operation management where the four aspects (business,
people, property, information) coordinated. Today, as the
third generation of FM developed (from condition
monitoring to teamwork), the complexity of building
management requires a minimum down time, cost -
effectiveness, and higher quality. Digital techniques have
been using by the firms lately, Araszkiewicz stated the
linkage between available facilities quality and active cost
control will increase FM efficiency and the employed people
[3]. The five basic areas for FM
Fig. 1. Five Basic Areas of Facility Management
2) Business Model Concept
Business model, largely popular with its definition as to
how an organization interacts with its environment to create
a unique value to all stakeholders. Historically, the definition
changes over time, eleven years ago, it defines as how a
company makes money [6]. The definition becomes more
detailed detail and refers to the way firms do business,
creating, and capturing value within a value network [16].
The conceptualization of the business model comprises
differently, but the ones created and improved regularly is a
business model framework and definition by [2]. A business
model forms the foundation for how executives make
decisions about opportunities to pursue, business to launch or
buy, activities to perform, talent to hire, and ways to organize
value to stakeholders [2].
The business model categorized into three drivers: strategy,
capability, and value. The business model categorized
linkages of strategy, capability, and value to business
performance. The following description will discuss more the
three drivers in the business model [2],
• Strategy
The Strategy is choices that determine opportunities the
business pursues and it is market potential. From a business
model perspective, decisions concerning the company’s
strategy that define the revenue drivers of the business and
potential growth over time. There are four key areas to
business model strategy audit, 1) Assess business context; 2)
Analyze customers; 3) Analyze competitors and substitutes;
and 4) Assess business network. Traditionally, Michal Porter
termed a value chain, consists of processes how the business
function that help the firm define the strategy for each
activity.
• Capabilities
After the strategy defined and there is an idea of what the
firm is pursuing, the next step is to convene about the
resources and to build capabilities of the firm and achieve the
goals. The four areas to be assessed and evaluated are, a)
Processes and infrastructure; b) People and partners; c)
Organization and culture; d) Leadership and governance. The
capabilities are about streamlined synchronized process, the
expertise needed, the culture and organization implemented,
and how the leaders balance the creativity and vision through
governance structures and systems.
• Value
The third driver values, the financial returns for business
owners and investors, or simply as profit expected to be
received for each stakeholder. The values are divided into
three areas to identify: 1) Internal and external stakeholder’s
interests and expectations; 2) Business model drivers and
alignment; 3) Develop the financial model and determine
financing needs. As for the last area, financial ratios often
used to compare financial analysis amongst other firms.
3) IT Adoption and Competitive Advantage
Competitive advantage is when the products or services you
offer to are chosen by customers than the ones owned by
competitors. Specifically, it means that your products and
services can be provided in ways that deliver more sales,
higher profitability and greater cash flow than would occur
for any competitor, if they supplied the same customers [12].
In the creation of a competitive advantage for the business,
some companies use the strategy and business model for
decades. The indicators of competitive advantage parted to
five: price/cost, quality, delivery dependability, product
innovation, time to market [10, 17].
 Information technology adoption believed to create a
competitive advantage of business for the firms. Researches
from a variety of perspectives published deliberately to find
the initiation, impact, or determination of IT adoption. The
process of creating a competitive advantage started by
defining the internal and external business environments,
which result in the information needs by the firms [15].
Observing the gaps of trend, capabilities, and business
process over time enables the firm to grasp opportunities and
turn it to competitive advantages of the business.
B. Previous Studies
Research about the analysis of the business model and the
impact of technology on organization have been done
previously with different approaches and case studies [1, 7,
9]. Chege and Wang review the literature on the role of
technology innovation in job creation through small
businesses in developing countries. The results showed that it
gives an impact on their competitiveness and access to
international markets. Meanwhile, [1] utilize an business
model framework to analyze the impact of IT on Jenius
Business Model Changes. Using various theories are adopted
in the way [9] created their research, to assess the support of
IT for the business model, based on the blue ocean strategy.
III. RESEARCH METHODOLOGY
In doing the research, two main process are the collection of
data, then the data analysis will be discussed below.
A. Data Collection
The Qualitative methodology will be used in this research,
with the purpose of exploring and answering the research
objectives. The confirmatory technique in quantitative
methodology will not be used. The data will be collected
through in-depth interviews, observation and literatur study
for the primary data. Also, there will be a BDP, BDP’s annual
report, BDP website and other documents to be analyzed as
secondary data. This research focused on a single case study,
involving a facility management firm based in Indonesia,
BDP. IT Manager, Senior Executive Vice President and Head
of Business Unit that uses IT 8 interviewees who have
authority about how the business functions and changes.
B. Data Analysis
The two theories that guide the analysis of research data is
the business model framework and alignment of IT adoption
to FM areas from each firm. Applegate’s business model
framework seen as the fittest to analyze holistic views of
business in the FM industry. The three drivers in the business
model will be evaluated: strategy, capability, and value. The
uses of the FM area framework (in Figure 1) are to validate
the adoption of IT in each area. Finally, the alignment between
the business model and adoption of IT in the FM industry will
be stated clearly as the gained competitive advantages.
IV. ANALYSIS AND RESULTS
A. Business Model of Facility Management Firm
As discussed in the previous section, the business model
defined as the interaction between the business process and
network executed in the firm. It occurs with a business model
framework consists of strategy, capability, and value [2].
1) Strategy
The kind of business that is executed by BDP is facility
management.
• Business context and customers
Generally, BDP has three core businesses: human resource
outsourcing, construction & property, and building
management. FM strategy focusues on the decision to
determine how FM business and operation best support the
core operation and business strategy. It is said that FM needs
to choose the most efficient and maintaining and preventing
facilities and avoid risk and create value for the costumer to
get service excellence [8]. The realization of service
excellence value brought BDP, is by targeting different
customers. BDP has a historical story about being internally
developed (the three cores mentioned before) by Bank Bumi
Daya, which today became Bank Mandiri with another 3
banks. This strengthens and create opportunities for the firm
to realize work agreement with public institution or
government.
The main problem faced by customers who need FM
services is the requirement to have human resources (i.e.,
cleaning service, security) to support their business
environment and manage the building where they stay in, but
it will need more costs if they handle it internally. Also, they
usually have no capability in providing their own human
resource or building management, since it requires more
specialized business area (as shown in Figure 1).
• Competitors and substitutes
The needs between customers of a public institution or
private firm usually differ from the level of information detail
that FM firm could give. The principle of deliberation that
trust and relationship to FM business owners involved
between a firm and public institutions. The lack of innovation
is not seen as a problem, as long the firm provides resources
or services they need. Even though so, compared to the global
FM firm, BDP did have several competitors, one of which is
Colliers International.
Private firms as clients of FM entrusted the services through
the innovation that allows them to get lots of information
about the services they have paid. It is because private firm
manage their own finances and their survivability could be at
stake at any time. Public institutions get funded annually and
there is no specific regulation about managing human
resources or buildings that critically define how long the
institution will survive.
• Business network
In facilitating human resource outsourcing and building
management, BDP needs to cooperate with the outsource
company type of business partner in realizing business
networks for the firm. There are several partners, helping
BDP conduct their business. First, PT. Daya Karsa Abadi, its
subsidiary firm for procurement outsourcing purpose.
Second, for regulation compliance purposes, BDP is getting
helped by ISO consultant, Electrical & Mechanical vendor,
Indonesian Ministry of Labor, Indonesian Ministry of Health,
and Indonesian National Board for Disaster Management.
Third, third party partners that provide the internet service overtime records, procurement project applications, but the
and ERP to the firm (i.e., Prime PSI) and external integration to the firm’s financial system has just started in
stakeholders (i.e., customers). 2019. Within the same year, BDP also developed an
• Business innovation strategy application for its engineering and client area, to manage any
BDP started to digitalize its process business in 2009, information about client and electricity, water, and overtime
through the implementation of an information system for its air conditioning bill. A year later in 2016, the BDP website
finance business area. It changes the entire business model officially released that it allows the firm to market the firm
from traditional to the digitized business processes. This more widely to the public. Following the urge of another
innovation results in BDP to calculate their cost-benefit three business unit, three applications have been created to
control. Recently, the main strategy hold by BDP facing the support processes in each business unit, in 2017.
era is to have pilot integration with existing IS/IT and After the discussion of BDP system development, the fact
collaboration to its third-party partners of fiber optic behind the development is the firm lacks its IT resources
networking project. Each IT strategy must include the capability. It causes the IT area in the firm unable to fix the
objective of capital and operational expenditure efficiency obsolete cabling system between internal firm and client.
(CAPEX and OPEX). As for the IS/IT strategic plan in the Also, the variety of internet service provider (ISP) used by
firm, the IT business unit focuses on a short term plans to add clients complicates the centralization of network system
new application feature and increase internal IS/IT firm’s managed by BDP. The existing ISP services provide by BDP
capability. Unfortunately, IS/IT plan has not been written on to its clients seem insufficient to meet client internet capacity
the late BDP annual report or IT master plan. needs. Therefore, in 2020, it’s expected for the fiber optic
2) Capability project to be executed seamlessly, with the support of third
The shifting of IT adoption in BDP began early 2009 when party partners that also handle the previous ISP services
system.
TABLE I. BDP CAPABILITY ANALYSIS The IT governance structure in the firm was led by the head
Processes and infrastructure
of IT in the finance and accounting unit for almost ten years,
IS/IT increase efficiency, effectiveness, availability, and integrity of until 2018. Recently, the executive management realized IT
human capital, client management, financial and accounting process unit independently, with reporting commands direct to the
Coordinate activities between internal and external stakeholders BOD. Of the least four governance systems, BDP IT leader
Limited synced coordination between finance and human capital, client has implemented the strategic (scanning the environment,
and engineering stakeholders
People and partners project and investment prioritization) and operating controls
Firm’s investment did change the system development target in core (short term project, controlling current business operations
processes, but not the culture in the entire firm and projects) dominantly. The prioritization procedure
Limited IT-enabled areas that allow a leader to promote creating accurate assumed vague, due to the unavailability of the firm’s IT
measurement and performance target
master plan.
The main focus of IS adoption is employee and client, separately
Organization and culture As for risk management, the development, and management
It does allow four core firm’s areas: human capital, finance, client of the shared values and culture still in the firm’s minimum
management, engineering, managing relevant information strongly capability. The number of IT staffs start from 4 to 6, consist
related to firm’s cost and gain of networking, developing, and supporting (or admin) role.
Clear employee responsibility recorded and professionally responsible
during the overtime and normal work time
The initiative mostly comes from the the business unit to IT,
Limited work coordination mechanisms across units, manual approaches although IT has been monitored directly by BOD. The IS/IT
still exist existence changes the procedures to the business unit that
Leadership and governance involved, but doesn’t change the backup chain of command
Firm’s leader have considered IT as an important part in the firm, by (e.g., phone call options operate by admin). Tables I and II
separating the IT business unit which first under finance and accounting
unit depict descriptive information of current BDP IT capability,
IT leader govern IS/IT corporate strategically and operationally, but refer to the Applegate capability aspect, and which FM basic
holistic streamline of business and IT has yet to be built areas have been affiliated with technology (as shown in
Figure 1).
TABLE II. IT ADOPTION ON FM BASIC AREAS
Domain 1.1 1.2 1.3 2.1 2.2 2.3 3.1 3.2 3.3 TABLE III. BUSINESS IT SHAREHOLDER RETURNS
BDP -     -   - 2016 2017 2018 2019
Domain 4.1 4.2 4.3 5.1 5.2 5.3 Profit Margin +25.6% +61% +90.74% +30%
BDP -      Asset Expenses +10% +103% -2,3% +8.1%
3) Value
the firm utilizes it for financial activities with Prime tools. Six The final aspect required in the business model values, it
years later, it began to digitalize the activities in the human reflects how strategy and capability correlated and provide a
resource and engineering area, by purchasing a tailored kind of intangible and tangible value-added for the firm. It is
enterprise resource planning (ERP) to optimize the key essential to identify value delivered to all stakeholders and
performance indicator monitoring of its human capital. The measure the economic value as financial returns for business
information system also is utilized to manage employee
owners [2]. There are three areas discussed in the auditing
business model value,
• Internal and external stakeholders
The expectation of BDP IT continuance differs amongst
internal (across business unit) and external (client and third-
party partner) stakeholders. The internal stakeholders expect
a firm’s IT capability to minimize manual works that have
higher human error possibility, primarily monitoring
employee performance, firm’s cash flow, to avoid project
budget excess in the procurement process. As to external
stakeholders interest toward BDP IT capability are to
accurately inform the detail of the bill, to improve the system
network and facility maintenance services, and maintain
integrity amongst partners;
• Business model drivers and alignment
The second area regards to the insights gained by BDP. The
key revenue which affected along IS/IT implementation is the
saving from project budget excess, valid employee costs, and
client periodic bills to BDP. The firm’s costs estimated to
decrease by 5 percent at the end of 2019. In the perspective
of IT
TABLE IV. IMPACT ON BDP COMPETITIVE ADVANTAGE
Performance and quality level
1.2 Measurable and transparent facility reliability, stability and
condition level grant the firm to provide better services
1.3 Level of facility operations and services information increase
internal and external stakeholders aware of what to improve
Build brand identification in potential customer perspective
Operating plan and process
2.2 The new integration of the three main core processes in BDP ERP
reupdate the operating procedure in the firm and effected integrity,
trust and customer feedback
Sourcing approach and supply chain management
3.1 Efficient internal resources sourcing allow the firm to offer
competitive prices amongst FM firms to business customers
Unified and easiness of contract management sources result in
higher customer satisfaction
3.2 Availability of update continuation services level in the firm
impact customers to trust its FM process to BDP, meaning more
project requests
Controlling method structure and line of command
4.2 A well-implemented controlling approach in IS/IT supports the
coherent of services performed to customers
4.3 The defined method from monitoring to reporting in the client
management system and firm’s ERP lower the FM processes
uncertainty and work efficiency
Facility asset management and replacement
5.1 Clear processes and structures of maintenance provide customers
real-time maintenance progress monitoring
5.2 Increase easiness of decision making within or across stakeholders
throughout the process and in scope to a maintenance program
5.3 Detail of on-going to end result improvement allow the client to
maintain services controlled by BDP
The business unit, the value is validated qualitatively. The
business unit calculates by utilizing cost-benefit analysis. It
drives the assets efficiently, but no specific business-IT
alignment measurement framework (i.e., IT balance score
card) ever been used. For the time being, IT strategy and
capability in BDP have not enabled the firm to compete with
other global FM firms, but they have improved the quality of
processes and cost reductions.
• Financial model and financing needs
The previous subsection examines business model drivers
and alignment in BDP, this part will explain more about how
IT gives the profit firms in three components of shareholder
returns [2]: profit margin, asset efficiency, and leverage.
However, the early development of IT causes BDP IS/IT
asset expenses to increase, and no asset efficiency or decrease
found. Table III shows the shareholder returns in profit
margin indirectly made by IS/IT in BDP, followed with IS/IT
asset expenses in the last four years. Numbers unable to be
shown considering the firm’s confidentiality.
B. Competitive Advantage from IT Adoption
Competitive advantage in the FM industry is focusing on
operational performance improvement and active cost control
[3]. Resulting analysis of strategy, capability, and value
aspects in business model audit [2], Table IV states
competitive advantages advanced by BDP of IT adoption in
the firm mapped to FM basic areas as written in Figure 1. It
can be concluded that several competitive advantages gained
by BDP of it’s IS/IT implementation throughout the years
are:
• Transparent and continual improvement of its facility
performance level and services, increase BDP credibility.
All managed in the document management system and
it’s on-premise ERP system;
• BDP supports decisions of FM processes amongst clients,
depending on the variation of focus, management
approach, and the client’s businesses. The negotiated
operation planning and processes data delivered and
managed easily between BDP and client;
• BDP chose the use of internal source approach, that the
client able to propose easier and faster project requests;
• IS/IT involvement realize higher certainty of command
chain and stakeholder’s work efficiency;
• The procurement exists that the unnecessary product or
service can be tracked down, affecting lower firm’s
expenses or customer’s budget excess.
V. DISCUSSION AND IMPLICATION
The next process after synthesizing research data is to
discuss the result and provide theoretical and practical
implications. First, this research states how the three drivers
of the business model affect the competitive advantage of
BDP. Theoretically, overall FM decisions needed to be
achieved in a strategic and dynamic in the long term [8]. In
contrast, what happened to BDP that the business model
innovation in IS/IT drives better firm’s competitive
advantage, but possible in the short term strategy. In IS/IT
capability perspective, processes and infrastructure,
leadership and governance assumed to be in more
progressing than other aspects.
However, as [5] said that facility asset management
understood as a unifying concept, capture both sense of a live
environment and the systems that comprise it. Other literature
states that the employee’s knowledge, skills, and
competencies are a crucial factors in ensuring the
effectiveness of IT capability implementation [13]. The
previous understanding opposed business model innovation
made in BDP, IT positioning may be seen in strategic, the
unification of IT-enabled processes is limited and priority in
its IT intellectual capital is low. The change management
takes time, but it is suggested to BDP build it is IS/IT
capability along with the strategy.
The combination of strategy and capability will result in
value [2]. As observed, the cost of BDP IS/IT investment is
mostly a plus, but it indirectly affects the firm’s profit margin
and shows significant shifting in the entire organization
process and policy. The previous analysis on BDP describes
how the product innovation created and implicitly mentioned
the survivability and internal resources have benefited the
firm to offer competitive prices and deliver the kind of
products needed by customers. Thus, the business model
innovation invented better and wider firm’s competitive
advantages.
In addition, the practical implication suggested from this
study is as the business and IT changes, progressive
improvement is best to consider the correlation of each
aspect. Especially in the digital era, more competitors in FM
industry have moved by using the latest advanced technology
and improve their performance level. BDP should not limit
the potential and scope of growth. Most importantly, the
procedure of IS/IT governance should be built in holistically.
As predicted that the future of property in 2020, the changes
in technology and demand will cause versatility, re-
differentiation, diversification, and innovation [14].
VI. CONCLUSIONS AND FUTURE WORKS
This research aims to analyze the recent improvement of
business and IS/IT alignment in the FM industry, using the
case of BDP. BDP has been innovating on its business model
for about eleven years since it first started plant IS/IT in a
firm’s business processes. After managing the data, several
conclusions can be made, the IS/IT initiatives occur as BDP
has mature its business processes, but rapid IS/IT strategy
movement is obstructed. Existing BDP IS/IT capability
sustain the firm’s process, partner, culture, and leadership,
but not all areas have been attained by its implementation.
The value of IS/IT adoption in BDP business model
innovation leaning to intangible forms, such as customer
satisfaction. Better competitive advantages achieved through
the business model innovation and IS/IT adoption, but not yet
able to put BDP in the top position of FM industry. In the
strategic grid [2], BDP can be positioned in support and
factory quadrant as the IS/IT has also improved processes
quality.
Furthermore, this research is limited to a single case study
in one firm and not quantify the effect of each aspect. Future
research is advised to observe wider FM industry object, as
well as the different theory of competitive advantages, can be
explored more. Last, the revalidation of this research result is
also recommended, to lessen the result interpretation bias.
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