Corporate Real Estate Management: Managing real estate portfolios profitably

Value levers of corporate real estate management (CREM)

• Value levers; interfaces: to asset/property management, to core business, to service providers.

Strategic aspects of CREM

• Strategic alignment of real estate management, position of CREM in the company, development of a target system.
• Develop basic strategies for real estate provision/management.

Optimize organization and processes in CREM, outsourcing

• Anchoring CREM organizationally, design options.
• Forms of responsibility for success, internal/external task fulfillment.
• Outsourcing of real estate companies/departments.

Exploiting value creation potential in inventories, inventory and profitability analyses

• Portfolio analysis, clustering of holdings in terms of portfolio management based on CREM objectives.
• Real estate valuation according to (inter)national procedures, interaction with portfolio management.
• Profitability analyses, information/data management.
• Real estate cost accounting/controlling.

Develop key performance indicators for real estate portfolios

• Real estate in the annual financial statements, achieving balance sheet ratios, management ratios, benchmarking.

Tendering and outsourcing, billing/contracting models

• Outsourcing solutions, tendering and awarding: including defining services, one-off/regular services, optional services.
• Develop operator concepts.
• Contract preparation.

Organize cooperation with service providers

• including service provider controlling, dealing with service disruptions, defect tracking.
• Documentation requirements.

Real estate sales, further development, new project development: further exploiting potential

• including further development of existing properties, new project development, purchase, leasing or rental in comparison.
• Exit strategies for properties no longer required for operations.