Nowadays, within many corporations a debate is taking place about the raison d’être and positioning of staff and supporting departments. In the past many corporations maintained large, centralised departments involved in real estate. Today most corporations have decentralised responsibilities and activities to operating companies; maintaining only a limited number of staff involved with corporate or national management of real estate resources and capabilities.
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Based on an number of in-depth case studies an analysis is made of the role and position of the corporate real estate function related tot the structure and strategies of multinational corporations. To identify patterns in the evolution of real estate departments various theories of strategic management were moulded into a research framework. In today’s highly competitive world corporate real estate departments have to prove their added value tot the business. In order to pinpoint the added value of today’s corporate real estate departments an analysis, based on the concept of synergy, is made of the products and services provided by the departments.
Whereas many of the operational activities have been either delegated to operating companies or outsourced to service providers a new role emerges for real estate departments. Providing mere operational efficiency is replaced by maintaining a critical mass of in-house knowledge. The role of real estate departments tends to focus on mediating between in- en external parties in order tot enable economies of scale both in the acquisition of products and services and in the in-house use of resources and capabilities.
This book presents the outcomes of a doctoral thesis at Delft University of Technology. Based on case studies in eight Dutch multinational corporations - ABN AMRO, ING Group, Royal Ahold, Vendex International, Royal Philips Electronics, Unilever NV, Royal Dutch/Shell and AKZO Nobel - an overview is given of the evolution and added value of corporate real estate management.
|Auteur(s):||Peter J.M.M. Krumm|