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ファシリティマネジメントの世界市場における成長機会:2025年までの予測

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

出版日: | 発行: Frost & Sullivan | ページ情報: 英文 120 Pages | 納期: 即日から翌営業日

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ファシリティマネジメントの世界市場における成長機会:2025年までの予測
出版日: 2020年07月03日
発行: Frost & Sullivan
ページ情報: 英文 120 Pages
納期: 即日から翌営業日
  • 全表示
  • 概要
  • 目次
概要

世界のファシリティマネジメント(FM)市場は、技術革新、新しいビジネスモデル、新たな価値提案、競争の混乱、独創的な新しいサービスの提供によって推進される大きな変革を遂げています。COVID-19の影響により、2020年に収益が大幅に減少します。市場は2021年に成長に戻りますが、2022年の初めまで2019年のレベルに戻ることはありません。 COVID-19以降のイノベーションは、建物のデジタル化、職場の最適化、健康で安全な建物の提供、新しい顧客中心のビジネスモデル、ユーザーエクスペリエンス、全体的な生産性ソリューションに焦点を当てる必要があります。組織の回復力、持続可能性、および拡張された運用に焦点を当てる必要性が高まるでしょう。

当レポートでは、世界のファシリティマネジメント(FM)市場について調査し、2025年までの市場成長の見通しを示しており、 競合の将来、顧客セグメント、サービス統合戦略、競合の動向、技術の影響、職場の将来、および主要地域の市場展望などについて分析しています。

戦略的インペラティブ

  • 成長がますます困難になるのは何故か?
  • 戦略的インペラティブ 8
  • 世界のFM産業に対する戦略的インペラティブの上位3つの影響
  • 成長機会が成長パイプラインエンジンを刺激

エグゼクティブサマリー

  • CEOの全方位的展望
  • 数字で見る世界のFM市場
  • COVID-19の市場成長見通しへの影響
  • COVID-19による反応、リセット、およびリバウンド
  • FMの主な成長機会
  • 世界のFM市場の主な予測
  • 主な結論

調査範囲、目的、 調査手法、および背景

  • 市場の定義
  • 市場セグメンテーション
  • 地理的範囲
  • この調査が回答する主な質問

世界のFM市場におけるCOVID-19前の成長機会分析

  • COVID-19前の世界の成長展望のサマリー
  • FMの発展:トップ5
  • 今後のFM動向
  • COVID前の収益予測:世界FM市場
  • COVID前の収益予測:地域別
  • 収益予測:収益別
  • 世界のFM市場における主要な競合他社
  • 世界のFM市場ロードマップ
  • FMの変革動向

COVID-19のマクロ経済的影響

  • COVID-19が世界のGDP成長へ及ぼす影響
  • COVID-19が主要な地域・国へ及ぼす影響
  • 主要産業への影響
  • CEOの成長チームが今取るべき10のアクション

COVID-19:FMの動向、混乱、機会

  • COVID-19:世界のFM市場への影響の領域
  • COVID-19:克服すべき課題
  • COVID-19:世界のFM市場の混乱
  • COVID-19:主な影響範囲
  • COVID-19:サービスの種類別による影響とリスク
  • COVID-19:顧客セグメント別による影響とリスク
  • レスポンドフェーズ:短期的な機会
  • リセットフェーズ:中期的な機会
  • リバウンドフェーズ:長期的な機会

世界のFM市場におけるCOVID-19後の成長機会分析

  • 世界のなCOVID-19後の成長見通しの概要
  • 主要な成長指標
  • 世界のFM市場の成長要因
  • 世界のFM市場の成長抑制
  • COVID-19の収益予測への影響
  • COVID後の収益予測:世界のFM市場
  • COVID後の収益予測:地域別
  • 収益予測:地域別
  • 世界のFM市場領域
  • 世界のFM市場:顧客セグメント別
  • 世界のFM市場:サービスタイプ別
  • 収益予測:北米
  • 収益予測:欧州
  • 収益予測:アジア
  • 収益予測:その他

推奨行動 (C2A)

  • FMの競争力展望
  • FMサービスプロバイダーの情勢
  • 競合環境
  • 競合他社の成長分析
  • FMサプライヤーの戦略的焦点
  • 競争力のコンバージェンス
  • パートナーシップとコラボレーション:スタートアップ企業と新興企業のエコシステム
  • 推奨行動 (C2A)

成長機会 :レスポンドフェーズ:短期的な機会

  • 成長機会1:生産的なリモートワーカー
  • 成長機会2:労働者のためのPPE
  • 成長機会3:仕事に戻る(再エントリー)
  • 成長機会4:重要な顧客セクター
  • 成長機会5:スイッチオン

成長機会 :リセットフェーズ:中期的な機会

  • 成長機会1:組織の回復力
  • 成長機会2:持続可能性
  • 成長機会3:健康的で安全な建物
  • 成長機会4:拡張オペレーション
  • 成長機会5:非接触型サービス

成長機会:リバウンドフェーズ:長期的な機会

  • 成長機会1:職場の最適化とWCM
  • 成長機会2:エネルギー管理
  • 成長機会3:データ分析
  • 成長機会4:技術(ハード)サービス
  • 成長機会5:サービス統合

付録

次のステップ

目次
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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