Real Estate Strategy
Challenges
- Dynamic company development, company takeovers and integration pending
- Various divisions/sub-groups with differentiated strategies (markets, size, customers, competition)
- Reactive real estate decisions based on single occasions, lack of transparency and time pressure lead to volatile resource requirements in CREM
- High co-ordination and time effort related
- Potentials are used insufficiently
Project approach
- Recording of portfolio-key figures (address, user, usage, spaces, owner)
- Recording of sub-group requirements via interviews and selective inspections (30:70-rules)
- Conservation of transparency: Setting up of real estate data base, establishment of data management
- Establishment of group-consistent real estate clusters
- Deduction of regional, sub-group real estate strategies
- Determination of consolidation potentials
- Alignment of CREM and core business via planning and co-ordination routines
- Co-ordination of required actions with clearly defined responsibilities
Results
- Customised real estate strategy with clearly defined tasks
- Consolidation of user, group and real estate perspective
- Efficient and objective decisions in real estate issues
- Active portfolio steering for potential enhancement e.g. via:
- Identification of quick wins/properties with immediate need for action
- Roadmap/forecast real estate projects and resource requirements
- Impulse location consolidations (e.g.: metropolitan area or location concepts)
- Strengthening of CREM consulting role of the board in location decisions, expansion and M&A-transactions
