Demand for real estate is growing, the real estate market is moving, all forms of existing real estate are managed professionally and efficiently, tenant demands are becoming more complex and expected returns on investment are ambitious: to deal with this changing real estate environment, coordinated strategies and appropriate business models are essential, but often also across borders.
Institutional quality and industrial strength for the professional real estate manager
In the real estate sector, the demands for transparency and efficiency in the management of real estate assets are growing rapidly. Transparency requirements are especially increasing from; owners, users, authorities and external creditors. Real estate businesses must meet these requirements and adapt their planning and taxation, management concepts, organization, outsourcing processes and systems, procurement strategies and employees to ensure they are competitive in line with the real estate market. They must strengthen their competitive factors.
Corporate real estate management
Land-intensive industries, such as trade, manufacturing, transportation and logistics, also regularly review their real estate strategy and management of real estate and infrastructure to improve both efficiency and effectiveness. Achieving sustainable value, as well as infrastructure and operations in line with market conditions, is paramount to defining areas of focus in solution development and implementation.
Corporate strategy – international growth, digitalization, flexibility, operational excellence, market entry strategies, investment platform strategies
Portfolio strategy – value-based portfolio and risk management, portfolio and investment strategy, flexible and bundled investment structures, manager selection, cost and revenue optimization
Efficiency – strategic and organizational alignment, benchmarking, process optimization, economic management, potential measurement, strategic cost reduction
Internal and outsourcing – procurement strategy, make-or-buy cost-benefit analysis, development of performance specifications and service level agreements (SLAs), selection of manager and partners through structured tendering: e.g. fund managers, administrators, custodians, property managers
Risk management and compliance – regulatory risk control, strategic and tactical risk capabilities and management, reporting, government and compliance, control systems
Reporting, technology and digitalization – digitalization strategy, big and smart data, business intelligence, process automation, electronic reporting, requirements and selection of property management systems, technical concepts