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Corporate real estate management at Aventis

Corporate real estate management at Aventis Corporate real estate management (CREM) is the most important minor matter in nonproperty companies. Therefore CREM must commit to and deliver significant financial results in order to improve core business competitiveness. Ultimate valid criteria for success are contributions to earnings per share (EPS) and free cash flow. Pragmatic ‘on‐site’ solutions are required by business units within their planning horizons, thus speed is key to success. This Aventis Real Estate case study presents an example of how a ‘non‐core activity’ has become an ‘other‐core activity’ within a globally operating pharmaceutical company. This paper demonstrates how measurable results can be repetitively delivered with a lean team and optimised financial deployment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Corporate Real Estate Emerald Publishing

Corporate real estate management at Aventis

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1463-001X
DOI
10.1108/14630010410812388
Publisher site
See Article on Publisher Site

Abstract

Corporate real estate management (CREM) is the most important minor matter in nonproperty companies. Therefore CREM must commit to and deliver significant financial results in order to improve core business competitiveness. Ultimate valid criteria for success are contributions to earnings per share (EPS) and free cash flow. Pragmatic ‘on‐site’ solutions are required by business units within their planning horizons, thus speed is key to success. This Aventis Real Estate case study presents an example of how a ‘non‐core activity’ has become an ‘other‐core activity’ within a globally operating pharmaceutical company. This paper demonstrates how measurable results can be repetitively delivered with a lean team and optimised financial deployment.

Journal

Journal of Corporate Real EstateEmerald Publishing

Published: Jul 1, 2004

Keywords: Centralised corporate real estate management; Local delivery of services; Real estate inventory taking; Occupancy cost optimisation; Divestment; ‘on‐site’ project management

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