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Journal articles on the topic 'Real estate management'

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Published: 4 June 2021
Last updated: 29 July 2024

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1

NAKAJO, Yasuhiko. "Real Estate Management." Japanese Journal of Real Estate Sciences 23, no. 2 (2009): 33. http://dx.doi.org/10.5736/jares.23.2_33.

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2

Grabovyy, Petr Grigor'evich, Roman Vyacheslavovich Volkov, and Valentin Valentinovich Volgin. "Intelligent real estate management." Real estate: economics, management, no. 1 (March 30, 2023): 16–20. http://dx.doi.org/10.22337/2073-8412-2023-1-16-20.

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The article analyzes the state and use of intelligent real estate management technologies. It is argued that intelligent real estate management is based on information and digital methods. The key factors in the transition to intellectual real estate management have been pointed out. Breakthrough technologies as a tool for the transition to intelligent management are considered. The analysis of digital assets, digital real estate, digital real estate passports is given. The importance of big data in real estate management is demonstrated. The influence of building information modelling (TIM) technology on the development of the intelligent property management, with the possibility of using artificial neural networks for real estate valuation, is noted. The application of multi-criteria real estate valuation methods, as well as the possibilities of multi-agent systems as a means of intellectual property management, are described. The application of nine modern technologies, called the “Big Nine”, as a means of supporting intelligent real estate management is discussed in detail.
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3

Bon, Ranko. "Corporate Real Estate Management." Facilities 10, no. 12 (December 1992): 13–17. http://dx.doi.org/10.1108/eum0000000002218.

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4

Mohamad Khan, Wahidah Shah, Hamimah Adnan, Ahmad Shazrin Mohamed Azmi, and Abdul Hadi Nawawi Muhammad Redza Rosman. "Risk Management and Corporate Real Estate Performance." Paripex - Indian Journal Of Research 3, no. 3 (January 15, 2012): 1–6. http://dx.doi.org/10.15373/22501991/mar2014/1.

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5

Tay, Linda, and Kim Hiang Liow. "CORPORATE REAL ESTATE MANAGEMENT IN SINGAPORE: A BUSINESS MANAGEMENT PERSPECTIVE." International Journal of Strategic Property Management 10, no. 2 (June 30, 2006): 93–111. http://dx.doi.org/10.3846/1648715x.2006.9637547.

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Corporate real estate management (CREM) practices in Asia have been a relatively under‐researched area compared with those from Europe and North America. This paper represents an attempt to enhance the current knowledge of CREM in Asia. Part I of this study provides a snapshot of CREM practices among Singapore multi‐national companies (MNCs) and listed firms. Ninety‐seven firms were surveyed on three main business management perspectives: corporate real estate planning, corporate real estate organizational structure and corporate real estate performance. The study found that in general, corporate real estate (CRE) is under‐managed among MNCs and listed firms in Singapore. Creating awareness of the importance and relevance of good CREM practices is therefore the most pertinent task. Part II of this paper focuses specifically on CRE performance. A data‐driven analytical technique is adopted to study the direct and indirect effects of performance factors on corporate real estate. The results indicate that only corporate real estate planning and the existence of a real estate unit have a direct impact on corporate real estate performance. This finding is both theoretically expected and important. The results reinforces current literature postulations on the importance of strategic planning as the key skills that corporate real estate managers need to be equipped with to meet the challenges ahead.
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6

Munoz Cabanes, Alberto, Alfonso Herrero de Egana, and Arturo Romero. "Real option analysis. The viability of real estate projects." Investment Management and Financial Innovations 17, no. 4 (December 8, 2020): 271–84. http://dx.doi.org/10.21511/imfi.17(4).2020.24.

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Traditional methods used for real estate project valuation, such as the static Net Present Value, have some limitations, as these methods do not consider the possibility of a change in the initial conditions of the project or during its development. On the other hand, the real options approach allows for flexibility in evaluating a real estate project, improving the decision-making process as it helps identify the optimal strategy and timing for the construction phases. The paper deals with evaluating an actual real estate project in La Rioja (Spain) using different options to estimate its final Net Present Value. The results show that the real estate project would be profitable under several scenarios, although the valuations can vary significantly among the different types of options. This is because some options add more value to the project than others, depending on their cost and the uncertainty they eliminate. In contrast, the results obtained using the traditional static method would have led a real estate developer to discard the project completely, as its Net Present Value would have been negative. This confirms that the introduction of flexibility in real estate developments creates additional value by allowing developers and investors to dynamically react to changes in the market, thus making better investment decisions and finding real estate investment opportunities that otherwise would not be considered at all.
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7

Cui, Jian, Ji Ju Ma, Dong Ling Ma, and Na Na Yang. "Application of Three-Dimensional Visualization Technology in Real Estate Management." Applied Mechanics and Materials 580-583 (July 2014): 2765–68. http://dx.doi.org/10.4028/www.scientific.net/amm.580-583.2765.

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Real estates are the material basis of the survival and development of a city, and are important parts of urban development. We use 3ds Max as a tool to create 3D models of buildings and Supermap Deskpro.NET as a platform to make an effective combination of 3d models, real estate graphic data and real estate attribute data. Three-dimensional display of surveying and mapping information and three-dimensional visualization management of house property information are realized.
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8

Sitek, Marcin. "Facility Management as a Concept to Support Real Estate Management." Przedsiebiorczosc i Zarzadzanie 16, no. 1 (March 1, 2015): 141–60. http://dx.doi.org/10.1515/eam-2015-0009.

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AbstractThe focus of the study is on contemporary concept of Facility Management (FM) that supports processes of management, especially real estate management. The study attempted to analyse the assumptions of standardization of real estate management within the FM concept. Analysis of the situation in the real estate market in Poland in 2013 showed the necessity of implementation of effective management, which concerns not only investment projects, but, particularly, the area of management of facilities and innovations, and taking measures aimed at increasing the value of real estate. The role and opportunities offered by certain contemporary methods of real estate management (benchmarking and outsourcing) have been discussed, particularly in terms of management of auxiliary processes. The study presented situation in the local construction sector and developer enterprises in Poland, particularly in terms of taking measures concerning formation of demand and customer preferences in the real estate market. The results obtained in the study were used to analyse situation in the market of real estate in Częstochowa, Poland, stimulated directly by tendencies observed in this local market and suggest the necessity of proper management of auxiliary processes, which will substantially contribute to improvement of enterprises’ operation.
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9

Liu, Shu Ru, and Min Juan Li. "On the Real Estate Project Cost Management." Advanced Materials Research 368-373 (October 2011): 1323–26. http://dx.doi.org/10.4028/www.scientific.net/amr.368-373.1323.

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Real estate Industry is capital-intensive. Cost management is very important for real estate. Efficient cost management is one of important means that can ensure sustainable development of the real estate business. Now, we must find out the efficient cost management means according to analysis the importance of the real estate and the problem exist in it.
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10

Sari, Yeptadian. "STUDI EMPIRIS PENERAPAN MANAJEMEN NILAI PADA PENGEMBANGAN REAL ESTATE DI SURABAYA." NALARs 16, no. 1 (January 31, 2017): 85. http://dx.doi.org/10.24853/nalars.16.1.85-90.

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ABSTRAK. Penerapan sebuah metode dalam pengembangan real estat sangat dibutuhkan agar memastikan proyek berjalan dengan lancar. Terdapat metode yang mampu meningkatkan nilai proyek dan bahkan membuang biaya yang tidak perlu dalam proyek yang disebut dengan metode manajemen nilai atau value management (VM). Metode ini masih jarang digunakan di Indonesia namun sebagian besar pengembang real estat di Surabaya mengaplikasikannya. Penelitian ini mencari tahu tentang studi empiris dari penerapan VM pada pengembangan real estat di Surabaya, lebih spesifiknya yaitu mencari tahu tentang bagaimana VM digunakan di perusahaan pengembang real estat di Surabaya. Penelitian ini merupakan penelitian eksploratif dengan metode penelitian analisa statistik deskriptif. Metode penentuan sampel dengan non-probabiliti sampling gabungan, yaitu dengan purposive sampling yang dilanjutkan dengan snowball sampling. Sedangkan teknik pengumpulan datanya menggunakan survei dengan alat kuesioner. Hasil dari penelitian ini diketahui bahwa 80% perusahaan pengembang real estat di Surabaya tidak memiliki pelaksana desain dan pelaksana proyek sendiri, dan mereka tidak dilibatkan dalam tujuan proyek sejak tahap preliminary, mereka baru dilibatkan sejak tahap desain konseptual. Selain itu, penelitian ini menemukan fakta bahwa 60% petinggi perusahaan pengembang real estat mengasumsikan bahwa manajemen nilai (VM) adalah rekayasa nilai (VE). Kata kunci : real estate, manajemen nilai, studi empiris. ABSTRACT. The application of a method in real estate development process is needed in order to ensure the project runs smoothly. There are methods that can indrease the value of the project and even discard the unnecessary cost of the project called value management. Many practitioners of real estate development in Surabaya claim that they always apply value management method. However, based on empirical data, it is known that not much research of value management in Surabaya. Thepurpose of this paper is to determine the empirical study of VM by the practitioners of real estate development in Surabaya. This is an exploratory research with statistic descriptive analysis that is used to achieve the research objectives. The sample taking and respondent determination are applied by a purposive sampling followed by snowball sampling. Data collection techniques use a survey by distributing the questionnaires. Outcome of the analysis indicate that 80% of real estate development companies in Surabaya do not have executive design and project implementers. Design implementers and project officers are not involved in achieving the objectives of the project, these professionals began to be involved in the conceptual stages of design. Beside, this research finds that 60% of practitioners assume that VM is VE. Keywords : real estate, value management, empirical study.
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11

Park, Tae H., and Lorne N. Switzer. "Risk management of real estate: The case of real estate swaps." Journal of Real Estate Finance and Economics 11, no. 3 (November 1995): 219–33. http://dx.doi.org/10.1007/bf01099109.

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12

Ma, Chao. "Analysis on Lean Management of Real Estate Projects Oriented by Target Cost Management." Transactions on Economics, Business and Management Research 6 (May 13, 2024): 312–16. http://dx.doi.org/10.62051/fkbrmr89.

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At present, the state has more and more regulatory policies for the real estate industry, and the regulatory intensity is also greater. With the introduction of national policies and the impact of the downturn in the real estate market, industry competition has become increasingly fierce. Under this situation, if real estate companies want to avoid being eliminated by the market, they must rely on their own efficiency levels and management capabilities. Therefore, strengthening cost control on projects is an inevitable choice and important means for real estate companies. In recent years, with the slowdown of economic growth and the state's regulation of the real estate industry, the sustainable development of the real estate industry has faced increasing challenges. This article is oriented by target cost management and focuses on the lean process of real estate development projects. The key points of management and its management strategies are discussed to provide industry reference.
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13

Phillips, William T. "Management of Real Estate Portfolios." ICFA Continuing Education Series 1989, no. 1 (January 1989): 56–62. http://dx.doi.org/10.2469/cp.v1989.n1.10.

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14

Trojanek, Maria. "Strategic municipal real estate management." Journal of International Studies 8, no. 2 (November 10, 2015): 9–17. http://dx.doi.org/10.14254/2071-8330.2015/8-2/1.

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15

Luis Rangel Lopes, Jose. "Corporate real estate management features." Facilities 14, no. 7/8 (July 1996): 6–11. http://dx.doi.org/10.1108/02632779610123326.

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16

Grover, Richard, and Christine Grover. "Quality management in real estate." Total Quality Management 9, no. 4-5 (July 1998): 104–8. http://dx.doi.org/10.1080/0954412988668.

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17

Lee, Stephen, and Giacomo Morri. "Real estate fund active management." Journal of Property Investment & Finance 33, no. 6 (September 7, 2015): 494–516. http://dx.doi.org/10.1108/jpif-06-2014-0043.

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Purpose – The purpose of this paper is to analyse the performance of UK property funds using the dual sources of active management, Active Share and tracking error, to distinguish between the types of active management styles used by funds. Design/methodology/approach – The authors use data on 38 UK real estate funds and classify them into five active management categories using the dual sources of active management, Active Share and tracking error. Then, the authors compare their return performance against Active Share, tracking error, fund size and leverage. Therefore the paper is able to answer two of the fundamental questions of investment: does active management add value and what form of active management, stock selection or factor risk, is better at adding value to the fund? Findings – There are three main conclusions. First, the approach of Cremers and Petajisto (2009) and Petajisto (2010) is able to classify real estate funds in the UK on their management activity into categories that makes intuitive sense and seem stable over time. Second, balanced funds show relatively low Active Shares and particularly low tracking errors, due to the benefits of property-type diversification. In contrast, specialists funds display higher Active Shares and both low and high tracking errors depending on their stock-picking approach; diversified or concentrated. Third, an analysis over different time periods confirmed that funds in the sample essentially remained in the same categories within the sample period, even during markedly different market return periods. This implies that investors need to constantly monitor changes in the market and switch between fund management styles, if at all possible. Research limitations/implications – The analysis was only based on 38 funds with complete data over the sample period and the relationship between fees and active management was not examined, even though ultimately investors are concerned with returns after management fee. It would be instructive therefore if the number of funds and time period was expanded to see if the results are robust and to see whether management fees outweigh the benefits of active manager. Practical implications – The findings should enable investors to make a more informed investment decisions in the future. Originality/value – To the best of the author’s knowledge this is the first paper to apply the dual sources of active management, Active Share and tracking error, in the UK real estate market.
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18

Kudzh, S. A., and B. Sh Gurgov. "Industrial real estate state management." E-Management 7, no. 2 (June 25, 2024): 45–55. http://dx.doi.org/10.26425/2658-3445-2024-7-2-45-55.

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19

Iqbal, Uqbah. "Book Review ‘Real Estate Management: A Management Approach’." European Journal of Arts, Humanities and Social Sciences 1, no. 1 (January 1, 2024): 35–36. http://dx.doi.org/10.59324/ejahss.2024.1(1).05.

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The main function of the property manager is to realize the property owner's objectives, to generate income for them as well as maintain or increase the value of the investment property. The job of a property manager is complex and requires expertise in a more comprehensive field of real estate. The real estate market which has a direct impact on the job of real estate managers, is a major component of the economy in general. The two are very close where economic performance can cause changes in the real estate market. In order to assess the current and future potential of a particular property and then develop a management plan for it, a property manager must first understand the underlying economic trends and their implications for the real estate market. Only then can the property manager proceed with the steps to develop an efficient and professional management plan. All the activities involved in the marketing of the space to be rented are directed towards a single goal, which is to sign a rental agreement between the owner and the tenant. The role of the property manager in rental management will involve aspects of rent collection, establishing good relations between owners and tenants, coordination between tenant contractors, management of utilities and building services and monitoring the return of the premises to a good condition after the termination or expiration of the rental period.
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20

Ibragimova, Elina I., Alexander V. Natalson, and Ahmed M. Gachaev. "APPLICATION OF INFORMATION INTERNET TECHNOLOGIES IN MODERN REAL ESTATE MANAGEMENT." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 5/5, no. 146 (2024): 61–66. http://dx.doi.org/10.36871/ek.up.p.r.2024.05.05.009.

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Currently, the use of information technology is becoming more widespread, especially in the field of real estate management, which plays an important role. Real estate management occupies an important place in the real estate industry, and it is especially important to strengthen the work on real estate management. As an important way to improve the level of real estate manage information technology not only reduces errors in meter readings, calculations, collection, billing, etc. but it also facilitates communication between different departments and improves the quality of real estate management services. Next, we will first understand the role of information technology in real estate management, then consider existing problems and solutions in real estate management, and finally discuss the application and implementation of real estate information management.
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21

Klumbyte, Egle, and Rasa Apanaviciene. "REAL ESTATE STRATEGIC MANAGEMENT MODEL FOR LITHUANIAN MUNICIPALITIES." International Journal of Strategic Property Management 18, no. 3 (September 18, 2014): 279–91. http://dx.doi.org/10.3846/1648715x.2014.942407.

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Within the municipal boundaries, municipalities themselves are usually the largest real estate owners and managers. Such significant amount of real estate property could be expected to be professionally managed; however, the situation is different. According to the latest publications, only about 25% of major European cities are able to follow the quantity and value of their real estate portfolios. The Lithuanian Free Market Institute has recently introduced its first Index of Municipalities in Lithuania and states that none of the Lithuanian municipalities has developed its real estate management strategy. This paper reviews the scientific research on municipal real estate management and analyses the system of real estate management in Lithuanian municipalities. The authors of the paper collaborated with the Association of Local Authorities in Lithuania as well as the representatives of municipalities, and together they identified the main problems of real estate management. On the basis of real estate management research and practice within Lithuanian municipalities the authors of the paper present a brand new model which would help to manage municipal real estate effectively by taking into account the priorities of strategic economic and social development tendencies of the region.
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22

Marona, Bartłomiej, and Annette van den Beemt-Tjeerdsma. "Impact of Public Management Approaches on Municipal Real Estate Management in Poland and The Netherlands." Sustainability 10, no. 11 (November 20, 2018): 4291. http://dx.doi.org/10.3390/su10114291.

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Since the economic crisis (2008) municipalities became more aware of their real estate portfolio. Their first reaction to the sense of urgency to pay more attention to this extensive property was to improve their real estate administration. Now, ten years later, municipalities are ready to focus more on the professionalization of the management of their real estate. The purpose of this study is to present the role of individual concepts of public management in Polish and Dutch municipal (public) real estate management. The paper is based on the results on survey research based on public real estate management theory and two public management approaches: new public management and good governance. First, preliminary research was carried out in a Polish metropolitan area after which all Polish metropolitan areas where questioned about their real estate management issues. This questionnaire was also sent to all Dutch municipalities one year later. The Hellwig’s taxonomic method was performed on both separately to assess the level of implementation of good governance and new public management principles in real estate management practices. The research shows that new public management standards are applied at a similar level in municipal real estate management in Poland and The Netherlands. Good governance standards are used a little more broadly in Poland than in The Netherlands. The research shows that in Poland and The Netherlands the concepts of new public management and good governance are not applied as a whole but are deployed as a collection of instruments. Most municipalities choose some of these instruments to apply to their municipal real estate (MREM). Both in Poland and in The Netherlands there are differences noticed in the application of new public management and good governance principles depending on the type of municipality. Besides this originality and scientific relevance, municipalities of both countries could benefit from this comparison by learning from best practices. Practical recommendations and suggestions for public administration concern: (i) the necessity to develop municipal real estate management plans; (ii) increase regularity of asset valuation and (iii) assessment of real estate management performance; (iv) greater transparency in real estate management; and (v) increasing the participation of citizens in the process of managing real estate.
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23

Palm, Peter. "Real estate management: incentives for effort." Facilities 35, no. 9/10 (July 4, 2017): 573–87. http://dx.doi.org/10.1108/f-05-2016-0046.

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Purpose The aim of this paper is to examine how the real estate owner (decision maker) can ensure that the preferred tasks are prioritised. In particular, the incentives to ensure motivation to perform to accomplish the strategic goals of the decision maker are investigated. Design/methodology/approach This research is based on an interview study of 19 firm representatives, 6 decision makers and 13 management representatives, all from the Swedish commercial real estate sector. Findings The study concludes that the real estate management organisation in the outsourced management setting is governed by the contract, in detail constituting work tasks, and in the in-house management setting, there is freedom with responsibilities instead of regulations. Research limitations/implications The research in this paper is limited to Swedish commercial real estate sector. Practical implications The insight in the paper regarding how decision makers create incentives for the real estate management organisation in the different organisational settings can provide inspiration to design incentives for effort. Originality/value It provides an insight regarding how the industry, depending on organisation setting, prioritise different work tasks and how incentives are created to enable effort.
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24

Metzner, Steffen. "Transferring outranking models to real estate management." Journal of Property Investment & Finance 36, no. 2 (March 5, 2018): 135–57. http://dx.doi.org/10.1108/jpif-01-2017-0009.

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Purpose For the purpose of decision-making in real estate portfolio management, alternatives are to be collected, assessed and prioritized. Due to the complexity of real estate markets, investment products and management processes, the respective decision situations are subject to several parameters. Multi-criteria models must be used to exactly evaluate and prioritize alternatives. Such models can be found in other economic and social areas but must be transferred or re-developed for the purposes of real estate management. The paper aims to discuss these issues. Design/methodology/approach The paper includes the transfer of the basic outranking methodology, the PROMETHEE (Preference Ranking Organization METHod für Enrichment Evaluations) method in particular, to real estate issues. Methods used outside the real estate industry are analyzed, selected and adapted by using real estate parameters (transfer approach). Findings Structured multi-criteria processes such as PROMETHEE are suitable for the solution of complex real estate selection decisions. The methodology with regard to the respective issues is much more consistent and efficient. PROMETHEE avoids the restriction of criteria in mathematical calculations and the restriction of quality in simple scorings. Research limitations/implications The target system and decision criteria of investors were used exemplarily. The individual parameters and criteria can lead to new model solutions. Practical implications Multi-criteria models such as PROMETHEE stringently and transparently solve complex decision problems and alternative evaluations in real estate portfolio management. They can be developed for strategic, tactical and operative decision situations. The decision quality and verification for compliance requirements improve. Social implications Multi-criteria models such as PROMETHEE can also be developed for social, societal and political decision situations. Originality/value First adaption of the outranking procedure PROMETHEE to a real estate decision situation in market analysis and portfolio management.
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Muczyński, Andrzej. "An Integrated Approach to Real Estate (Porfolio) Management." Real Estate Management and Valuation 23, no. 2 (June 1, 2015): 5–16. http://dx.doi.org/10.1515/remav-2015-0011.

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Abstract Real estate management activities evolved with the development of the real estate industry, the needs of property investors and general changes in the market environment. Today, these activities require a comprehensive approach on the one hand, but on the other, are more and more specialized. The paper presents an integrated view of real estate management on the example of a multidimensional basic concept of real estate management developed under German market conditions. Detailed analysis of this concept was preceded by a review of approaches to real estate management made on the basis of literature and own research. It was on this basis that opportunities and application fields of the integrated model of real estate management in Polish market conditions were characterized. The presented concept can be used both as a raster to harmonize real estate management activities and tasks in business practice, as well as a classification scheme for the evaluation of scientific research. This concept is an important step on the way to structuring and organizing real estate management as a professional service according to the indications of management science.
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Sanchaniya, Rashmi Jaymin, Suraiya Abdul Siyad Asif, and Ineta Geipele. "Role of Real Estate Management Firms Toward Sustainability in India." Civil and Environmental Engineering 19, no. 2 (December 1, 2023): 511–19. http://dx.doi.org/10.2478/cee-2023-0046.

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Abstract Today, sustainable real estate management is an essential and timely issue. Real estate is one of an enterprise’s most valuable assets, and its appropriate management is a prerequisite for attaining a competitive edge. Modern real estate management should incorporate aspects that reflect market demands, environmental issues, the user wants, and the business environment sustainably. This study studies and analyses the elements influencing sustainable real estate management practises in India. This study acquired primary data from both residents/users of real estate and market actors. The research employs a combination of qualitative and quantitative methodologies, including case studies of the real estate management market and literature reviews on sustainable real estate management, as well as structured observation and surveys with closed-ended questions. The data indicate that the environmental element, which is the least developed among Indian real estate management firms, has the greatest influence on the overall sustainability of real estate management organisations. This should be the focus of the proposals, allowing real estate management businesses to highlight their environmental sustainability practises as the foundation for adopting of the idea of sustainable real estate management in India.
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Dong, Chun Lai. "Surveying and Mapping the Technology and Management Analysis of the Whole-Process in Real Estate Development." Advanced Materials Research 250-253 (May 2011): 2852–56. http://dx.doi.org/10.4028/www.scientific.net/amr.250-253.2852.

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This paper elaborated that the real estate develops the whole-process to surveying and mapping the work contents, method and requests in applied everything generally, inquiring in to surveying and mapping the regulation and the key problem in the process, brief introduction the interface is friendly and operates the simple real estate development to surveying and mapping the information management system, pointing out to surveying and mapping the phenomenon that the information waste and the increment real estates develop the cost, announcing to public to surveying and mapping the system reform and surveying and mapping the necessity that the market develops completely, developing for the real estate or supervision company contain certain leading and practical values.
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Ali, Bayad Jamal, and Govand Anwar. "Real Estates Strategies: Analysis of Strategic Management Practices in Real Estate Companies." International Journal of Rural Development, Environment and Health Research 5, no. 3 (2021): 35–48. http://dx.doi.org/10.22161/ijreh.5.3.5.

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29

Straw, Joseph. "Real Estate." Journal of Business & Finance Librarianship 8, no. 3-4 (March 2003): 265–70. http://dx.doi.org/10.1300/j109v08n03_13.

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30

АЛИРОЕВА, З. Р., А. Э. ХАСУЕВ, and И. Ю. ДЗУЛАЕВА. "CORPORATE MARKETING MANAGEMENT IN REAL ESTATE." Экономика и предпринимательство, no. 9(158) (November 18, 2023): 1148–51. http://dx.doi.org/10.34925/eip.2023.158.09.222.

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Управление маркетингом предприятия является важным содержанием, связанным с реализацией бизнес-целей предприятия. Благодаря постоянным инновациям маркетинговых концепций и методов маркетинга сложность управления маркетингом предприятий недвижимости также постоянно возрастает. Учитывая сложную внутреннюю и внешнюю среду предприятий, большое практическое значение имеет изучение и совершенствование стратегий управления маркетингом предприятий недвижимости с учетом проблем, существующих в маркетинге предприятий недвижимости. В данной статье рассматриваются вопросы, связанные с маркетинговым управлением предприятий недвижимости. Enterprise marketing management is an important content related to the implementation of the enterprise's business goals. With the constant innovation of marketing concepts and marketing techniques, the complexity of marketing management for real estate businesses is also constantly increasing. Considering the complex internal and external environment of enterprises, it is of great practical importance to study and improve marketing management strategies for real estate enterprises, taking into account the problems that exist in the marketing of real estate enterprises. This article discusses issues related to the marketing management of real estate enterprises
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31

Farzanegan, Mohammad Reza, and Hassan Gholipour Fereidouni. "DOES REAL ESTATE TRANSPARENCY MATTER FOR FOREIGN REAL ESTATE INVESTMENTS?" International Journal of Strategic Property Management 18, no. 4 (December 8, 2014): 317–31. http://dx.doi.org/10.3846/1648715x.2014.969793.

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The purpose of this paper is to examine the impact of real estate transparency (RET) on foreign real estate investments (FREI). Most of the previous studies have argued that the free flow of information and the fair and consistent application of local property laws could attract greater amounts of FREI. Using observations from 32 countries covering 2004, 2006, 2008 and 2010 and applying fixed-effect and the generalized method of moments (GMM) techniques, our empirical results reveal that RET is not a major determinant of FREI. However, we find that the effect of RET on FREI is dependent on its interaction with the level of income implying that the higher the level of income in the host country, the higher the effect of RET on FREI. Finally, the results show that foreign direct investment (FDI) in other sector, market size and property prices are important determinants of FREI.
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32

van den Beemt-Tjeerdsma, Annette, and Jan Veuger. "Towards a more professionalised municipal real estate management." Journal of Corporate Real Estate 18, no. 2 (May 9, 2016): 132–44. http://dx.doi.org/10.1108/jcre-11-2015-0041.

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Purpose The purpose of this study is to see how a more developed discipline – corporate real estate management (CREM) – can add value to a less developed discipline – municipal real estate management (MREM) – to contribute to their professionalisation. Design/methodology/approach Every year since 2008 (except for 2013), municipalities have been asked to complete a questionnaire on how they manage their real estate. With these results, it is possible to perform quantitative analyses on both trends and the current situation. In addition, municipalities’ descriptions of their real estate management have been analysed in a qualitative way. Findings Municipalities are concentrating their real estate tasks in the municipal organisation to link their real estate, their policies and the citizens/tenants. Remarkable is the diversity of the functions and the broad definition of “the real estate employee” (organisational structure). Municipalities make strategic and organisational changes that aim to improve both the real estate portfolio and the municipal organisation (operations). The next years, municipalities will focus in particular on vacancy rates, organisation design, collaboration, ownership and the sustainability of the portfolio (direction). Originality/value Qualitative and quantitative research are combined to compare theory with practice on CREM and MREM. The results contribute to the professionalisation of Dutch municipalities.
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33

Kariya, Takeaki, Yasuyuki Kato, Tomonori Uchiyama, and Takashi Suwabe. "International Real Estate Review." International Real Estate Review 8, no. 1 (June 30, 2005): 44–82. http://dx.doi.org/10.53383/100060.

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In this paper, we formulate a tenant management problem for retail properties, such as shopping centers, provide an analytical framework for deriving the probability distribution of the sum of discounted future cash flows stochastically generated through tenant management, and find an optimal lease agreement structure and strategy for tenant-replacement management. More specifically, we formulate the problem of valuing the net present value of future net income from a retail property with tenant management and provide a valuation model for management decision making. The income fluctuates with market rent variations and management processes. In our framework, a property manager is required to choose an optimal mix of fixed rent and variable rent linked to tenant sales, and one of two tenant-replacement rules for return and risk enhancement. Finally, we provide an optimal strategy for this problem using Monte Carlo simulation, through which we value the real options of adopting an optimal strategy for percentage rent and tenant replacement made available by the New House Lease Law inare consistent with implications that short interests in REITs represent attempts to make short-term profits rather than general bearishness regarding real estate investments.
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34

McAllister, Pat. "Creating operational alpha? Operating models for real estate management." Property Management 38, no. 4 (July 14, 2020): 565–83. http://dx.doi.org/10.1108/pm-02-2020-0009.

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PurposeFocussing on the UK’s institutional real estate universe, this paper analyses variations in the operational management of real estate investment portfolios. For the main categories of institutional investors, the key tasks in real estate operational management, and the ways in which these tasks are typically bundled and categorised by investment managers are reviewed. Three broad operational management models are outlined. Case studies of real estate operational management models in practice are discussed.Design/methodology/approachThe research approach is primarily descriptive, drawing upon illustrative investor case studies.FindingsA range of operating models are identified for managing real estate investment portfolios. Specialists real estate investors tend to have highly vertically integrated operating models viewing most operational management functions as core operational capabilities. Multi-asset owners tend to have a vertically disintegrated operating model outsourcing fund, asset, property and facilities management. Investing institutions such as fund houses and specialist real estate investment advisors seem to have converged upon a common hybrid operating model with high margin, analytical functions such as fund and asset management being insourced and low margin, routine functions such as property and facilities management being outsourced.Originality/valueDespite the size of the global, institutional real estate investment universe (estimated by DTZ to be worth more than USD 13.6 trillion in 2015), the topic of how (and how effectively) these assets are managed by institutional investors has attracted very little attention from the real estate research community. This paper provides some initial analysis and insights into operational management models for real estate investment portfolios in the contemporary real estate investment management landscape.
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35

Hương, Pham Thanh. "Management Accounting in Pricing Decisions for Real Estate of Real Estate Enterprises in Vietnam." Accounting and Finance Research 7, no. 4 (September 7, 2018): 35. http://dx.doi.org/10.5430/afr.v7n4p35.

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In Real Estate Enterprises (REEs), managers always have to make decisions while running their business in various forms. Among the manager’s decisions on real estate business, the pricing decision for real estate is one of the difficult decisions for managers in the REEs. Pricing decisions for real estate are often strategic decisions, which play an important role for the existence and development of REEs. Thus, enterprise managers often consider this to be the most important task for its historical mission and decisive factor of other tasks. This paper focuses on analyzing and evaluating the actual situation of Vietnam’s REEs in making pricing decisions for real estate, then proposing some recommendations for improving the information system and pricing decisions for real estate making process for creating the highest economic efficiency for the REEs in the current market conditions.
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36

Maslesa, Esmir, and Per Anker Jensen. "Drivers for IWMS implementation in real estate management." Journal of Corporate Real Estate 21, no. 1 (April 1, 2019): 72–87. http://dx.doi.org/10.1108/jcre-08-2018-0025.

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Purpose IT platforms such as integrated workplace management system (IWMS) gain higher importance in real estate management, but there is a lack of knowledge on what IWMS is and what the drivers are for its implementation in real estate organisations. The paper aims to provide knowledge on this. Design/methodology/approach The research combines theories of real estate management, IT implementations and change management, with a qualitative case study of IWMS implementation in a public real estate organisation in Denmark. The research data consist of customer surveys, document studies, semi-structured interviews and in-depth analysis of IWMS features. Findings The paper identifies several drivers for IWMS implementation, such as data standardisation, validation and easier data exchange, business process optimisation, decrease in IT costs and improved customer service. Furthermore, the case study reveals that the IWMS implementation is not considered as a definite IT project but as an organisational change project impacting the entire organisation. Originality/value There has so far not been any public real estate organisations in Denmark using IWMS, and the knowledge about IWMS in public real estate sector is therefore limited. To date, no one has analysed what the drivers are for IWMS implementation in real estate organisations. This research paper brings new knowledge on IWMS and presents drivers for IWMS implementation, observed from an implementation process in a public real estate organisation.
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37

Kiedrzynek, Michał. "The Concept of Land Real Estate in the Act on Real Estate Management." Gubernaculum et Administratio 2(22) (2020): 37–46. http://dx.doi.org/10.16926/gea.2020.02.09.

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The management of public real estate has been regulated in many legal acts, among which the Act of August 21, 1997 on real estate management plays the greatest role. The definitions contained in it are intended to explain the most important concepts related to the subject of this act. However, with regard to the definition of land real estate, we are dealing with a repetition of what was defined by the provisions of civil law. Such a situation raises justified interpretation doubts, which may have significant consequences in the application of this act. The existence of two definitions for the same object is undesirable and the Real Estate Management Act should be amended in this respect by including an appropriate reference to the provisions of civil law.
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38

Firstenberg, Paul M., Stephen A. Ross, and Randall C. Zisler. "Real estate." Journal of Portfolio Management 14, no. 3 (April 30, 1988): 22–34. http://dx.doi.org/10.3905/jpm.1988.409154.

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39

Johnson, Don T. "Real estate investing." Managerial Finance 32, no. 12 (December 2006): 953–54. http://dx.doi.org/10.1108/03074350610710445.

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40

Gayatri, Mutya Sri Lakshmi Meher, and Manas Kumar Yogi. "Application of Blockchain for Secure Real Estate Management Systems." Journal of Hacking Techniques, Digital Crime Prevention and Computer Virology 1, no. 1 (April 16, 2024): 25–29. http://dx.doi.org/10.46610/johtdcpcv.2024.v01i01.003.

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Real estate management systems are crucial for efficiently handling property transactions, ownership records, and regulatory compliance in the real estate industry. However, traditional real estate management systems face challenges related to security, transparency, and trustworthiness, leading to issues such as fraud, disputes, and inefficiencies. This paper explores the application of blockchain for secure real estate management systems, focusing on its potential benefits, implementation challenges, and use cases. Smart contracts have a superb advantage for avoiding fraud cases and instilling behaviour among the stakeholders of the system. We examine how blockchain can enhance security, streamline processes, reduce fraud, and improve trust in real estate transactions by providing a decentralized and tamper-proof platform for recording and verifying property ownership, contracts, and transactions. Additionally, we discuss the technical considerations, regulatory implications, and adoption barriers associated with implementing blockchain-based real estate management systems. This paper advocates a trustful mechanism for securing online transactions in the modern-day real estate marketplace.
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41

Ke, Xiao Ling, Feng Qin Diao, and Ke Jun Zhu. "A Real Option Model Suitable for Real Estate Project Investment Decision." Advanced Materials Research 225-226 (April 2011): 234–38. http://dx.doi.org/10.4028/www.scientific.net/amr.225-226.234.

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Real estate investment is distinctively different from others with its high input capital, long period of recycling, huge fluctuation of house price and high sensitivity to other factors. The traditional decision method could not make a rational judgment of the flexible management value in real estate project investment. With regards to the policy and market features of real estate investment in China, a real option model suitable for real estate project investment decision under high uncertainty in China is constructed. At last, a case of a real estate company is studied to test the real estate investment decision model.
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42

Wang, Ya Ning. "Study on Project Management Maturity of Real Estate Enterprise." Advanced Materials Research 368-373 (October 2011): 3098–101. http://dx.doi.org/10.4028/www.scientific.net/amr.368-373.3098.

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Based on the theory of enterprise project management maturity, this paper analyzes the influence factors of real estate enterprise project management maturity and put forward the evaluation index system considering the characteristics of real estate project management. AHP model for project management maturity of real estate enterprise is established, which gives the method and steps of project management maturity evaluation. The model provides a powerful tool of developing project management ability for real estate enterprise.
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Ginevičius, Tomas, Artūras Kaklauskas, Paulius Kazokaitis, and Jurgita Alchimovienė. "Recommender System for Real Estate Management." Verslas: teorija ir praktika 12, no. 3 (September 22, 2011): 258–67. http://dx.doi.org/10.3846/btp.2011.26.

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44

Wurtzebach, Charles H. "The Real Estate Investment Management Firm." AIMR Conference Proceedings 1995, no. 3 (May 1995): 28–33. http://dx.doi.org/10.2469/cp.v1995.n3.6.

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45

SAITO, Hiroko. "Management of Real Estate for Housing." Japanese Journal of Real Estate Sciences 23, no. 2 (2009): 53–60. http://dx.doi.org/10.5736/jares.23.2_53.

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ISHIKAWA, Satoshi. "A management by corporate real estate." Japanese Journal of Real Estate Sciences 23, no. 2 (2009): 99–104. http://dx.doi.org/10.5736/jares.23.2_99.

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Andrieieva, Vita, and Ganna Bondarenko. "REAL ESTATE BUSINESS MANAGEMENT IN UKRAINE." "Scientific notes of the University"KROK", no. 1(61) (2021): 102–6. http://dx.doi.org/10.31732/2663-2209-2021-61-102-106.

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48

Goorah, Anish. "Real Estate Risk Management with Copulas." Journal of Property Research 24, no. 4 (December 2007): 289–311. http://dx.doi.org/10.1080/09599910801916162.

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Kühni, Christian, and Björn Christmann. "Corporate real estate management at Aventis." Journal of Corporate Real Estate 6, no. 3 (July 2004): 265–77. http://dx.doi.org/10.1108/14630010410812388.

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50

Arnison, C. J. "THE REAL PRINCIPLES OF ESTATE MANAGEMENT." Property Management 6, no. 4 (April 1988): 267–73. http://dx.doi.org/10.1108/eb006694.

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