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Defining a corporate real estate management's (CREM) brand

Abdul Jalil Omar (Department of Real Estate Management, Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia ( UTHM ), Johor, Malaysia)
Christopher A. Heywood (Faculty of Architecture Building and Planning, University of Melbourne, Melbourne, Australia)

Journal of Corporate Real Estate

ISSN: 1463-001X

Article publication date: 1 April 2014

2109

Abstract

Purpose

This paper aims to explore how branding theory can be used to understand corporate real estate management's (CREM's) relationships with its customers. Specifically, the perspectives of CREM executives and customers are used to develop a statement of a CREM brand.

Design/methodology/approach

A multiple case study approach from four industry sections that consist of telecommunications, logistic, retail, and education from an emerging real estate market (Malaysia) and a mature real estate market (Australia). CREM executives and CREM customers from each case were interviewed to obtain information on CREM within organisations.

Findings

The findings indicate that CREM supports the business by managing organisations' strategic real estate resources as its brand. CREM executives focus more on the technicality of real estate functions, while CREM customers expect corporate real estate (CRE) to support their business functions.

Research limitations/implications

A CREM brand is important to CREM relationship building with the targeted customers. Successful brand development is able to increase CREM visibility to customers and at the same time gain appreciation of its contributions to the organisations.

Originality/value

This is the first study that investigates CREM from a branding perspective. The mechanism for communicating CREM contributions using branding helps to increase acceptance from the customers.

Keywords

Citation

Jalil Omar, A. and A. Heywood, C. (2014), "Defining a corporate real estate management's (CREM) brand", Journal of Corporate Real Estate, Vol. 16 No. 1, pp. 60-76. https://doi.org/10.1108/JCRE-10-2013-0031

Publisher

:

Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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