How, with minimal staff and limited resources, do you manage a corporate real estate portfolio consisting of thousands of sites around the world? How can you meet the needs of an enterprise’s disparate operating units, each with its own requirements, while reducing costs and bringing maximum value to the parent corporation? How can you convince autonomous business units that centralised real estate management is in their best interest? This paper provides the answers, based on the experience of UT Realty, the real estate management arm of United Technologies Corporation. You will learn how to augment limited in‐house resources by engaging multiple real estate service providers and get them to work together on your behalf. You will learn how to overcome internal politics and ensure cooperation and compliance throughout your entire organisation. You will discover the importance of a quality‐based real estate management process and what the key elements of such a process are. By applying the principles and concepts described in this paper, you should be able to deliver high quality, value‐added real estate management services to your enterprise, saving your business money and satisfying your internal customers with every transaction you conduct on their behalf.
CitationDownload as .RIS
Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited