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Über dieses Buch

Thomas Glatte provides a comprehensive view on the essentials of corporate real estate management (CREM). The author explains in the influence of corporate strategies on real estate strategies for non-property-companies as well as the importance of corporate real estate portfolios, the set-up of CREM organizations and the handling of respective services. He also elaborates the specifics of corporate social responsibility, sustainability, corporate architecture & design and workplace management.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Derivation and Delimitation of Corporate Real Estate Management

Abstract
Corporate real estate management (CREM) experienced a strong awakening in Anglo-Saxon countries in the 1980s and in Continental Europe in the 1990s. In the early 2000s, things were very quiet until the start of the financial crisis in 2008. Since then, the industry has been experiencing a renaissance, which has been recognized by the trade press.
Thomas Glatte

Chapter 2. Introduction to Corporate Real Estate Management

Abstract
Although the core business of so-called corporates focuses on all kinds of activities, they may still have a considerable property portfolio. There are numerous surveys supporting this statement. On the basis of the monthly reports published by the German central bank (Deutsche Bundesbank), Schulte was able to determine that real estate accounts for approximately 10% to 12% of the total assets of German companies (Schulte and Schäfers 1998, 41).
Thomas Glatte

Chapter 3. Data Management as the Basis of Professional CREM

Abstract
Professional management is not possible without a suitable database. Consequently, the basis of all activities in real estate management should be appropriate data transparency. International, heterogeneous company real estate portfolios pose special challenges such as data availability, heterogeneous system landscapes, different measurement systems, different approaches to accounting, etc.
Thomas Glatte

Chapter 4. Portfolio, Organization and Sourcing of Real Estate Services

Abstract
In the previous chapters we saw that the perspective on and handling of real estate in CREM is very different from that of institutional real estate management. The question now is what type of property—or asset class—a CRE manager has to deal with. This can vary widely. It depends on what kind of core business the company has. A bank usually has its own portfolio for headquarters and call centers (office properties), branches (retail properties) and data centers (special properties).
Thomas Glatte

Chapter 5. Specific Aspects of Corporate Real Estate Management

Abstract
For some years now, the general social responsibility of a company, better known as Corporate Social Responsibility (CSR), has played an increasingly important role in the development of real estate. It is difficult to grasp what exactly is behind this apparently all-powerful and all-encompassing term.
Thomas Glatte

Chapter 6. Summary—The (Bumpy) Road to Becoming a CRE Manager

Abstract
Corporate real estate management has developed further in recent years, adjusting to the requirements of globalization. The requirements for the management of corporate real estate vary from company to company with regard to the real estate portfolio and the asset classes to be managed, their regional distribution, as well as the range of services and the depth of vertical integration of the CREM organization.
Thomas Glatte

Backmatter

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