TY  - JOUR
AB  - 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.
VL  - 3
IS  - 2
SN  - 1463-001X
DO  - 10.1108/14630010110811544
UR  - https://doi.org/10.1108/14630010110811544
AU  - van der Schaaf Pity
AU  - de Puy Lydia
PY  - 2001
Y1  - 2001/01/01
TI  - CRE portfolio management: Improving the process
T2  - Journal of Corporate Real Estate
PB  - MCB UP Ltd
SP  - 150
EP  - 160
Y2  - 2024/04/25
ER  -