Managing global property portfolios, transactions and teams: A primer for corporate real estate executives – Part 1

James Hagy
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James Hagy: Distinguished Lecturer in Residence at Loyola University Chicago School of Law, USA

Corporate Real Estate Journal, 2021, vol. 10, issue 2, 152-167

Abstract: More than ever, corporate real estate (CRE) executives and their advisers are afforded the opportunity to coordinate projects in markets unfamiliar to them. This paper discusses the reader’s commitment to the site and the economic investment you have made to the property and to the business. In many cases this may be dependent upon the ability to exit later in a way that allows corporate real estate (CRE) executives to derive residual value rather than to abandon their investments. Its aim is to inform CRE executives’ questions and to encourage them to educate themselves about the faraway location of their next property investment, and to expand their peripheral vision.

Keywords: corporate real estate (CRE); planning projects abroad; operational challenges; domestic project; local customs; cultural styles; clearly expressed business objectives (search for similar items in EconPapers)
JEL-codes: R3 (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:aza:crej00:y:2021:v:10:i:2:p:152-167

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