FORTUNE 500

COMPANIES
HISTORY

 We began to establish our network of services across the globe through the 1999
merger of the Jones Lang Wootton companies (“JLW”, founded in England in
1783) with LaSalle Partners Incorporated (“LaSalle Partners”, founded in the
United States in 1968 and incorporated in 1997). We have grown our business by
expanding our client base and the range of our services and products, both
organically and through a series of acquisitions and mergers in alignment with our
strategy. Our extensive global platform and in-depth knowledge of local real
estate markets enable us to serve as a single-source provider of solutions for the
full spectrum of our clients’ real estate needs.
 From 2005 through 2017, we have completed more than 110 acquisitions as part
of our global growth strategy. These acquisitions have given us additional share in
key geographical markets, expanded our capabilities in certain service offerings,
and further broadened the global platform we make available to our clients.
SERVICE

 We’re a world leader in real estate services, powered by an entrepreneurial spirit.

We want the most ambitious clients to work with us, and the most ambitious
people to work for us. It’s as simple as that.

 We buy, build, occupy and invest in a variety of assets including industrial,

commercial, retail, residential and hotel real estate. From tech startups to global
firms, our clients span industries including banking, energy, healthcare, law, life
sciences, manufacturing and technology.
COMPETITORS
ORGANIZATIONAL CULTURE

 Just as people have unique personalities, each organization also has its own
distinctive internal culture based on its values, expectations and psychological
climate. These are the result of written and unwritten rules that have developed
over time. They determine the ways in which the organization does business and
deals with employees, customers and the community as a whole.
 Naturally, an organization’s culture has profound implications on productivity and
performance, quality and customer care. Culture is also what determines how
power and information flow through the hierarchy and the amount of freedom to
express personal opinions, make decisions and develop new ideas. The company’s
culture affects every facet of its operations, including the character of the
workplace—where culture is most clearly felt.
SWOT ANALYSIS

 SWOT analysis is a strategic planning tool that can be used by Jones Lang LaSalle
managers to do a situational analysis of the firm . It is an important technique to map out
the present Strengths (S), Weakness (W), Opportunities (O) & Threats (T) Jones Lang
LaSalle is facing in its current business environment.
 The Jones Lang LaSalle is one of the leading firms in its industry. Jones Lang LaSalle
maintains its dominant position in market by critically analyzing and reviewing the
SWOT analysis.  SWOT analysis an immensenly interactive process and requires
effective coordination among various departments within the company such as –
marketing, finance, operations, management information systems and strategic planning.

The SWOT Analysis framework enables an organization to identify the internal

strategic factors such as -strengths and weaknesses, & external strategic factors such
as - opportunities and threats. It leads to a 2X2 matrix – also known as SWOT Matrix.
COMPETITVE ADVANTAGE

 Our mission is to deliver exceptional strategic, fully-integrated services, best practices, and
innovative solutions for real estate owners, occupiers, investors, and developers worldwide. We
deliver a combination of services, expertise, and technology applications via an integrated global
platform that we own (and do not franchise), the totality of which we believe distinguishes us from
our competitors and contributes to service excellence and customer loyalty. In their totality, these
aspects affirm our commitment to sustaining our business over the long term. We seek to
successfully manage the financial, environmental, and social risks and opportunities our complex
organization faces, and help our clients do the same. While we face high-quality competition in
individual markets, we believe the following attributes make us the best choice for clients seeking
real estate and investment management services on a worldwide basis:
 Our focus on client relationship management as a means to provide superior client service on a
highly coordinated basis
 Our integrated global platform, including a highly diverse set of service offerings
 Our ability to deliver innovative solutions and technology applications to help our clients maximize
the value of their real estate portfolio.
RECENT ISSUE

 The COVID-19 pandemic has had a sudden and significant impact on all aspects
of people's lives with 2.6 billion across the world now living under some sort of
lockdown quarantine. While JLL teams across the globe continue to monitor the
situation on the ground and to support our clients through these challenging times,
our regional and global research experts share their latest view on the implications
of COVID-19.
 In this second paper, we assess what now happens as economies start to move out
of lockdown, businesses begin the journey to 're-entry' and the real estate industry
adjusts to a 'new normal.'
DIFFERENT STRATEGIES

 The ability to create and deliver value to our clients drives our revenue and
profits, which in turn allows us to invest in our business and our people,
improving productivity and shareholder value. In doing so, we enable our people
to advance their careers by taking on new and increased responsibilities within a
dynamic environment as our business expands geographically, adds adjacent
service offerings and develops new competencies. We are also increasingly able to
develop and expand our relationships with suppliers of services to our own
organization as well as to our clients, for whom we serve a significant
intermediary role. By expanding employment both internally and to outsourced
providers, we stimulate economically the locations in which we operate, and we
increase the opportunities for those we directly or indirectly employ to engage in
community services and other activities beneficial to society.
ADVERTISEMENT STRATEGIES

 By continuing to invest in the future and understanding how our strengths can
support the needs of our clients, we intend to enhance our position as an industry
leader. Each of our businesses continually innovates and responds to servicing our
clients as their needs change, as technologies evolve, and as macro and political
challenges are presented.
 Our 'Thinking Beyond' strategic vision can be depicted in six interlocking and
mutually dependent segment.
COVID 19
PRE -COVID
 A rapid transition toward hybrid work:
The crisis is accelerating the
transformation of work at an
incredible pace  
 With COVID-19 compounding
workplace stressors, the workforce is
emotionally pressured and is asking for
more in return
 The hybrid workplace of the future will
have to be more human than ever to
support employees’ diverse, changing
needs and workstyles
POST-COVID
 Nearly 15% of corporate workforce may
permanently work from home post-COVID-
19: JLL India CEO
Flexible Workspace Will Rise Again Post-C
OVID-19,
 According to property consulting firm
Savills India,  the supply of new
warehousing space in 2020 could be only 12
million sq ft as against the earlier projection
of 45 million sq ft. However, as the demand
grows in
the long term, a significant capacity increase
 could be expected in 30-35 new tier-2 and
tier-3 cities.
FUTURE PLANS

 Growing urbanisation demands a fast paced development of real estate in the

country. Here's a look at upcoming opportunities across the office, retail,
residential, warehousing and student housing markets in the next 2-3 year.“
 Jones Lang LaSalle (JLL), together with its subsidiaries and affiliates, is a leading
global provider of real estate and investment management services. We take our
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THANKING YOU
KARAN R
MG 5