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A primer on various real estate activities which includes Corporate real estate strategies, Service Provider strategies & Real Estate Company Strategies

A primer on various real estate activities which includes Corporate real estate strategies, Service Provider strategies & Real Estate Company Strategies

Published in: Economy & Finance, Business
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  • 1. Strategies for Real Estate
    A primer on various real estate activities
    Prashant Das
    Partner
  • 2. Objective
    Introduction
    PART-I: Corporate Real Estate Strategies
    PART-II: Service Provider Strategies
    PART-III: Real Estate Company strategies
  • 3. PART-ICorporate Real Estate
    • Real estate owned by corporate has traditionally been one of the largest asset components.
    • 4. Annual spending on a company’s real estate may vary from two to more than 10 percent of the total revenue
  • CRE: The Finance’s view
    Why is Finance team interested?
    Savings on all other fronts of business such as sourcing, business process redesign etc have been extracted already
    CFO’s role has expanded up to the level of strategic planning
  • 5. Typical Corporate Strategies
    • Integration of
    real estate and corporate strategy
    • Centralizing Real Estate Functions
    • 6. Leveraging technology
    • 7. Outsourcing real estate
  • Cornell Balanced Real Estate Assessment model (COBRA)
    The model considers the following attributes
    • Community Impact,
    • 8. Architectural Branding,
    • 9. Building Adaptability,
    • 10. Defined Boundaries,
    • 11. Regional Economic Volatility .
    • 12. Net Income Per Employee (“NIPE”)
    Uncertainty Analyses,
    Risk-Reward Analyses
    Monte Carlo Analysis
  • 13. PART-IIService Provider Strategies
    Strategic Approach
    Needs assessment
    Specification of service offering
    Compensation arrangements and pricing level
    Market segment coverage—geography, property type, scale, financing form, etc.
    Form of work product deliverable
  • 14. Service Provider Strategies
    Competitive Differentiation
    Cost
    Service
    Expertise
    Market coverage
    Prestige
    Strength (deep pockets)
    Risk allocation between client and service provider
    One-stop shopping
    Scale/Size
    Focus/Specialization 
  • 15. Service Provider Strategies
    Initiative to Stimulate Demand
    General—i.e., You should invest in real estate because . . .
    Service—i.e., You should have an independent due-diligence analysis because . . .
    Type of service provider—i.e., You should retain a firm with these qualifications . . .
    Specific company—i.e., You should work with our company because . . .
    Transaction—i.e., You should retain us for this specific transaction because . . .
    Contract terms—i.e., You should retain us to provide these services on these terms because . . .
    Ongoing support—i.e., You can count on us to help you on an ongoing basis . . .
  • 16. PART-III Development Company Strategies
    Need for a Real Estate (Development) Company to strategize
    Changing Economic and Real Estate Environments: A looming shift between phases of the real estate
    Changes in Ownership and/or Leadership: Either an orderly or traumatic shift in key leadership
    Mergers and Acquisitions: Every aspect of a company’s strategy
    Tremendous Growth: Complete structure of the organization
    Challenges to Growth: Reposition, expansion, diversification, or rationalization
    Legacy Vision: desire to create a long-term vision and lasting legacy for good and bad times
  • 17. http://www.realism.inThe new ‘ism’ in Indian Real Estate
    realism.IN™ is a partnership of entrepreneurs from India and the United States striving to provide high quality knowledge backbone to the real estate business in India. Our core competencies include real estate, land development, finance, banking, investment, marketing, branding, strategy, statistical modeling, econometrics, Information Technology and architectural design.

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