Real Estate Strategy


  • 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


  • 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