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 A Research StudyBy Dr. Barry Varcoe and Dr. Martha O’Mara
 April 2011
Corporate RealEstate Impact onEnterprise Success
 
Regus Global Report|Corporate Real Estate Impact on Enterprise Success|April 2011|Page 2
Contents
1. Executive Summary ................................32. Introduction ......................................53. The Business View of Corporate Real Estate .............64. Research Methodology..............................85. The Sample .....................................116. Findings: Fundamental CRE Management Practices.......137. Findings: Comparative Maturity of CRE Practices.........198. Final Thoughts ...................................30References.........................................31 Appendix: Survey Content and Questions..................32 About the Authors ...................................36 About Regus .......................................37
 
Regus Global Report|Corporate Real Estate Impact on Enterprise Success|April 2011|Page 3
1. Executive Summary
 This research explores the relationship between the perceived maturity and capabilityof Corporate Real Estate (CRE) practices and the economic performance of businessenterprises. It focuses on Fortune 500-sized organisations.Business management and organisational studies have largely ignored corporatereal estate practices and their impact on performance. Where CRE and facilitiesmanagement practices are examined, the focus is more on the nature of the physicalassets, not how corporate real estate management practices might impact theperformance of the company. Previous studies have focused on: 
`
  The capability and capacity of the real estate assets 
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  The workplace as an organisational ‘enabler’ 
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  The (negative) impact the workplace can have on job satisfaction through poorworking conditions 
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  The changing nature of the portfolio of assets 
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  Alignment of real estate decision-making processes with competitive strategy, as avisual representation of the organisation’s culture and image The goal of this research is to document the range of corporate real estate managementpractices currently in place at large companies, and to identify which of those practicescorrelate to key financial performance measures. A survey questionnaire was used tocollect information about current CRE practices. Forty valid data sets were submitted.In overall terms, the sample comprises: 
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 A total supported organisational head count of slightly more than 3.6 million people 
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  A total operational portfolio size of 221 million gross square metres (2.38 billion grosssquare feet) 
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  A total operating budget under management of US$ 72.6 billion The organisations are spread across a large number of industry sectors, but arepredominantly headquartered in the USA and the UK. Their financial performanceinformation was obtained from publicly available sources. The research discovered significant correlations between six of the CRE practices andenterprise performance measures, as illustrated in the table below. All of the correlationswere positive except for those relating to capital release strategies. No significantcorrelations were found between the fourteen other CRE practices examined in thesurvey and the economic performance measures applied.
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