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(1992 Bon) Ten Principles of Corporate Real Estate Management
(1992 Bon) Ten Principles of Corporate Real Estate Management
(1992 Bon) Ten Principles of Corporate Real Estate Management
management
Bon, Ranko . Facilities ; Bradford Vol. 12, Iss. 5, (May 1994): 9.
ABSTRACT
A distillation is presented of the central principles of corporate real estate management into 10 concise points
covering, inter alia, the following: 1. matching business and property strategies, 2. monitoring property
performance, and 3. integrating the physical, financial, and organizational aspects of corporate real estate
management.
FULL TEXT
In the course of his research and consulting experience, Professor Ranko Bon has distilled what he sees as the
central principles of corporate real estate management into ten concise points, which we reproduce here.
* Corporate real estate management (CREM) concerns the management of buildings and parcels of land at the
disposal of private and public organizations that are not primarily in the real estate business. An organization that
occupies space is in the real estate business and needs to manage it properly. CREM covers the entire range of
activities concerning portfolios of buildings and land holdings: investment planning and management, financial
planning and management, construction planning and management, and facilities planning and management. The
chief real estate officer (CREO) is the top executive concerned with an organization's property and needs to
integrate all these activities into a coherent strategy.
* Just as a fleet of ships requires overall strategy and co-ordination among individual vessels, so too does a "fleet"
of buildings. Although each vessel in a fleet may have a separate mission, the fleet as a whole is informed by a
mission common to all. This mission stems from the strategic objectives of an organization. The primary concern
of CREM is to establish and maintain a close match between an organization's business and property strategies.
* The possible courses of action differ for buildings and parcels of land in different parts of an organization's
portfolio. Conversely, the very structure of the portfolio should reflect alternative courses of action that apply to
different classes of real property. One of the most important functions of CREM is to keep an account of the
options available for various components of the portfolio. This information can be used as the basis for detailed
contingency planning for properties that are the best candidates for disposition or significant reconstruction.
* Each property is going through the real property cycle, starting from and returning to "unimproved land". In some
cases the real property cycle involves shortcuts and detours of various kinds. The stage in the cycle in which a
particular property may be found needs to be understood in the light of other cycles which are important to an
organization, such as product and/or process cycles. CREM is concerned with the entire real property cycle of
each property in the portfolio, although it focuses on the utilization and operation stage. More precisely, it is
concerned with the relationship between the real property cycle and other strategic cycles characterizing the
organization in question.
* The opportunities to influence the costs and benefits of building ownership decline most rapidly in the planning
and design phases of the building process. CREM tools need to be applied as early in the real property cycle as
possible. The information available to an organization concerning its "good" and "bad" buildings is invaluable in
DETAILS
Location: UK
Volume: 12
Issue: 5
Pages: 9
Number of pages: 2
ISSN: 02632772