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C. Bottom, W. McGreal, G. Heaney (1999)
Appraising the functional performance characteristics of office buildingsJournal of Property Research, 16
G. Dewulf, P. Schaaf (1999)
Portfolio management in the midst of uncertainties: How scenario planning can be usefulJournal of Corporate Real Estate, 1
D. Then (2000)
The role of real estate assets in supporting the fulfilment of corporate business plans: key organisational variables for an integrated resource management frameworkFacilities, 18
B. Varcoe (2000)
A process for the portfolio management of real estate assetsJournal of Corporate Real Estate, 2
Many corporate and public real estate managers are challenged to prove their added value to both the organisation and the individual business units or departments. Value can be added by product and by process. This paper elaborates on ways to improve the corporate real estate portfolio management process in order to align the real estate portfolio to the different needs of the organisation and thus add value to the organisation by delivering a better product. To manage the real estate portfolio as a group instead of individual properties, the long‐term portfolio strategy should be translated into short‐term guidelines and clear performance measures in order to analyse alternatives and the performance of the individual properties. These measures should be related to what the stakeholders consider to be the added value of corporate real estate. The examples in this paper will show how a corporate real estate manager can create a clear framework for making real estate decisions on a day‐to‐day basis.
Journal of Corporate Real Estate – Emerald Publishing
Published: Apr 1, 2001
Keywords: Added value; Performance measurement; Corporate real estate; Portfolio management
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