• International operating company with several hundred locations
  • Heterogeneous portfolio: usage, size, owner structures, requirements
  • Non-transparent structures regarding quality, outsourcing & service levels, location specifics (legal restrictions, investments, costs, providers)
  • Fragmented real estate responsibilities due to missing resp. insufficient real estate organisation structures
  • Absence of clearly defined roles, responsibilities and tasks
  • Shortage of resources in the real estate management and no comprehensive group wide acceptance of CREM

Project approach

  • Recording and assessment of status quo
    • Analyse of current spheres of tasks and responsibility in the home market and abroad
    • Analyse of existing resources and know how in the core business
  • Deduction of leverage potential in the real estate portfolio
    • Digital data registration
    • Inspections including organisational recording of selected locations
    • First potential estimation and deduction of recommended course of action
    • Deduction of target regions
  • Definition Service Level:
    • Vision & mission CREM
    • Deduction value creation depth, possibly region by region
    • Determination of outsourcing line
    • Definition of roles
  • First definition organisation structure:
    • Determination of organisational structure
    • Determination of core processes
    • Determination of core interfaces
  • Determination of implementation concept:
    • Identification of hot-tasks-map and deduction of implementation roadmap


  • Custom-fit CREM-organisation with clearly defined contact persons and responsibilities (optimisation of resources via learning and flexible organisation structures)
  • Simple and „secure“ processes for the international implementation of CREM
  • Sustainable portfolio/cost optimisation
  • After implementation high acceptance of CREM in the group