The State of the Economy and Why Real Estate The State of the Economy and Why Real Estate Technologies Are Critical to the Overall Recovery Plan Presentation by George Bouri, National Managing Principal, Capital & Real Estate Transformation, Deloitte Consulting LLP Manhattan Software Executive Summit June 5, 2009
27
Embed
The State of the Economy and Why Real Estate Technologies are Critical to the Recovery Plan
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
The State of the Economy and Why Real EstateThe State of the Economy and Why Real Estate Technologies Are Critical to the Overall Recovery Plan
Presentation by George Bouri, National Managing Principal, Capital & Real Estate Transformation, Deloitte Consulting LLPManhattan Software Executive SummitJune 5, 2009
Agenda
Background• Global EconomyGlobal Economy• Impact on Corporate Real Estate
Real Estate Technology Enablement• Visibility into Total Cost of Ownership
How Does IWMS Fit Into the Enterprise• Advantages and BarriersAdvantages and Barriers• IWMS Trends
Critical Success Factors for a Smooth Implementation
Source: CoreNet Global Summit, Orlando, November 2008“The Economic Outlook for Corporate Real Estate: Crisis or Opportunity?”Kenneth Rudy, Jones Lang LaSalle
… leading to an unprecedented economic response to the global crises
International• UK to invest £37 billion in 3 of its largest banks• ECB makes weekly injections of unlimited euro funds at 3.75% interest• Germany approves plan to inject €500 billion into credit markets• UAE ministry of finance added $19 billion liquidity injection to domestic banks• Japan announces a plan to support the financial system• Australian government unveils a $10.4 billion stimulus package• ECB, UKCB lowers discount rates by 75 to 150 bps• China announces $586 billion economic stimulus plan
Domestic• U.S. Senate and U.S. House of Representatives passes $700 billion TARP plan• Worst October in the stock market in 75 years• Fed provides $900 billion in short-term cash loans to banks• Fed makes emergency move to lend $1.3 trillion directly to companies• United States injects $250 billion of public money into the U.S. banking system• Federal Reserve lowers discount rate by 50 bps• Treasury revises AIG bailout to $150 billion
Source: CoreNet Global Summit, Orlando, November 2008, “The Economic Outlook for Corporate Real Estate: Crisis or Opportunity?”Kenneth Rudy, Jones Lang LaSalle
The complexity of the challenges and the duration of the downturn is increasing as economic conditions continue to spread globally
Global weather mapApril 2008 April 2009
Sunny Sunny with clouds Sunny, but rain Cloudy Rainy Thunderstorms
Accelerating growth, falling unemployment
Clouds over growth, some sunny prospects
Clouds over growth, outlook could be worrying
Sudden change in outlook, now uncertain
Deteriorating outlook, long term issues
Serious disruption, likely to last
Legend:
Source: Deloitte Research, EIU, Financial Times
• Maintaining competitive position • Demand uncertainty
• Fluctuating energy, currency, and commodity pricesS li b di ti
However, leading companies are using the downturn to make strategic and structural changes, even in industries facing severe market pressure
Global industry weather map
Providers
Health Care EnergyConsumer BusinessFinancial Services Technology, Media & Telecom Public Sector
Power & Banking Consumer Technology National GovtAerospace &
Manufacturing
Providers
Health Plans
Life Sciences
Delivery
Oil & Gas
Banking
Insurance
Investment Mgmt.
Real Estate
Products
Retail
Consumer Services
Tourism & Hospitality
Technology
Media
Telecom
National Govt.
International
Sub-National
Education
pDefense
Industrial Products
Automotive
Process Industries
Sunny Sunny with clouds Sunny, but rain Cloudy Rainy Thunderstorms
Accelerating growth, falling unemployment
Clouds over growth, some sunny prospects
Clouds over growth, outlook could be
worrying
Sudden change in outlook, now
uncertain
Deteriorating outlook, long-term issues
Serious disruption, likely to last
Legend:
Financial Services Consumer Business
• Adopting new governance and risk models • Making targeted investments
Illustrative actions by leading companies:
• Adopting new governance and risk models• Institutionalizing customer retention programs• Standardizing front-office models• Absorbing the financial impact of moving to IFRS• Preparing to make strategic acquisitions
• Making targeted investments• Rationalizing suppliers based on risk assessments• Applying rigor to pricing execution/inventory
management• Realigning product mix to focus more on value
Source: Moody s and Deloitte ConsultingCoreNet Global Summit, Orlando, November 2008“The Economic Outlook for Corporate Real Estate: Crisis or Opportunity?”Kenneth Rudy, Jones Lang LaSalle
I R l EImpact on Corporate Real Estate
The ‘perfect storm’ effects of economic, financial, employment, and political events melded to create unprecedented uncertainty for the markets in general
External factors impacting corporate real estate include: • Sub-prime residential mortgage crash • Demise of commercial mortgage-backed securities (CMBS) • Drop in housing prices and values • Oil’s upward, then downward, cost spiral • Stock market volatility • Credit market turmoil • Resulting near absence of credit • Investment and spending freezes • Failure of investment banks
Source: Stone & McCarthy Research, the Conference Board
Failure of investment banks • Government bailouts of banks globally • Massive layoffs in and beyond banks • U.S. national elections
U S t i d t b il t• U.S. auto industry bailout • Decrease in consumer confidence
Source: CoreNet Global 2009 State of the Corporate Real Estate Industry Report , March 31, 2009
Source: Wall Street Journal, NAR, Stone & McCarthy Research
The turbulence has had a significant impact on the corporate real estate industry so the CRE focus has shifted to risk management, resource optimization and cost cutting
Effect on CRE CRE Response
• Banking and credit crises freeze transactions, deals, • Trade term for valueBanking and credit crises freeze transactions, deals, investments, and corporate spending
• Tight credit is limiting access to capital • Growing emphasis on better capital planning • Renegotiate leasing and service contracts to find hidden
t
Trade term for value• Aggressively explore moves to low cost centers• Continue to lease facilities versus build to suit• Defer capital spending and large expense projects• Hold expenses where possible to off set increased costs
costs• Increased pressure on cost cutting yet again• Access to capital is viewed as the problem and solution
in tax and utilities• Offer alternative workplace as an option• More aggressive hoteling to downsize lease
requirements• Increase the value and manage expense through• Increase the value and manage expense through
aggressive partnering• Invest in technologies such as Cisco telepresence and
HP Halo• Understand and eliminate the obstacles that diminish
l d ti it
Source: CoreNet Global Source: CoreNet Global Summit, Orlando, November 2008 and Deloitte Consulting
Source: CoreNet Global 2009 State of the Corporate Real Estate Industry Report 31 March 2009
Source: CoreNet Global Summit, Orlando, November 2008 and Deloitte Consulting“The Economic Outlook for Corporate Real Estate: Crisis or Opportunity?”Kenneth Rudy, Jones Lang LaSalle
Real Estate Technology EnablementVisibility Into Total Cost of Ownership s b ty to ota Cost o O e s p
The selection of IWMS as a strategy positions clients to function more strategically, enabling them to better execute their mission
Implementing technology helps identify these 10 symptoms indicating that there may be opportunities for real estate and facilities cost reduction
1. Knowledge and information about the CRE portfolio is lacking2. The portfolio is not aligned with current and future business direction — from physical,
location, or financial perspectives3. Supply chain and distribution channels have not been optimized4. Space utilization and location of facilities have not been challenged5 Excess properties have not been identified and sold5. Excess properties have not been identified and sold 6. Current market value of properties is not known or is significantly greater than book
value or utility value7. Creative financing structures have not been considered8. Operating costs have not been effectively measured and controlled9. Opportunities to leverage volume buying or outsource low-value-added services have
not been explored10 Capital projects are not aggressively bid value engineered or change orders challenged10. Capital projects are not aggressively bid, value engineered, or change orders challenged
The data governance framework offers the organizational and business view on managing the data for accuracy and consistency
To ensure future systems’ success, organizations should establish a framework for driving data governance.• Establish a data governance organization to proactively monitor data integrity and quality • Identify, document, and incorporate appropriate data quality standards to eliminate data
redundancy and inconsistency • Prescribe a consistent approach to consolidate and manage shared dataPrescribe a consistent approach to consolidate and manage shared data
1. CRE has become the most important vertical within the IWMS arenaBoth driven by the Credit Crunch and the disproportional real estate prices, organizations started to focus on the corporate real estate domain as the primary cost reduction source. p p y
2. IWMS’s are undergoing a transformation from a local to global orientationTriggered by the rapid evolution of the Internet, FM and RE have evolved to become a C-level strategic management domain.
3. Cost reduction is the key driver for investing in IWMS’sThe customer demand for ROI, Metrics, Benchmarks, and Management Reports is increasingly having an impact on the IWMS domain.
4 S t i bilit i i t t4. Sustainability is importantThere is a clear distinction between those IWMS vendors who have embraced sustainability as an organizational obligation and those who have not.
5 Decision making support is driving executives5. Decision making support is driving executivesCRE Managers, Project Managers, and other senior executives need to decide on specific investments, disposals, relocations, or other programs based on data, so reports, dashboards, and Business Intelligence are driving decision support.
Critical Success Factors for a Smooth Implementation
Follow these tips for avoiding project failure
The Standish Group has reported high failure rates among IT projects for years and a recent study by KPMG found that about half of the respondents reported at least one failed project in the past year.
CRE must be able to speak the language of IT and understand their concerns• A single system requires less database platforms and applications to support, resulting in less staff• Ensure the solution complies with corporate IT Standards• Configure your IWMS, so the FM and RE professionals can do modifications to the systemsg y , p y• Consider having the software hosted and maintained by an Application Service Provider (ASP)
Some of the common reasons projects fail include:• Lack of clear scope of workLack of clear scope of work• Not defining the project success criteria and expectations• Lack of communication• Inadequate planning
L k f kill d• Lack of skilled resources• Unrealistic time, budget, and/ or scope• Lack of risk management• Lack of Senior Management and business ownership support and involvement
IWMSnews.com, March 20, 2009, Don Wood; April 2, 2008, Steven Hanks
SSummary
Real estate technologies will influence how effectively CRE is able to have an impact on the recovery
• As a result of the global economic crises, CRE has raised its visibility in the C-suite, becoming a more strategic player in identifying solutions to the problems faced in the current operating environment
• CRE must take an enterprise view of the organization and gain visibility into managing the Total Cost of Ownership for the entire portfolio of assets
• Implementing IWMS into the broader enterprise technology stack enables efficiencies and increases productivity, allowing the CRE department to do more with less
• Like many business cycles before, technology will be a key enabler to help corporations recover from the current crisis
About DeloitteAbout DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.