...Jones Lang LaSalle has saved its Midwest clients and buildings well over $2 million in maintenance service contract fees over the last five years, thanks to an innovative regional vendor procurement program. The program solicits bids from a variety of premier maintenance vendors—from janitorial, to window-washing, to landscaping vendors—to service the entire Jones Lang LaSalle portfolio in the Midwest region. Bidding vendors offer deep discounts in return for the substantial amount of business they could win. While managers and clients may elect out of using the awarded service provider, few do because top-tier vendors are secured at discounted rates. In fact, upon the firm’s selection of a vendor, many managers and clients discover they don’t even have to switch. Often, the service provider they have been using all along is chosen—just at a better price, and typically with even better service. For instance, in 2007, Jones Lang LaSalle made its first attempt at bidding out its Midwest portfolio’s janitorial services. Interestingly, 85 percent of buildings were already using the same vendor because of its superior service. As a result, the firm offered that vendor the exclusive opportunity to bid on the remaining 15 percent of the business. The janitorial company agreed to a three-year contract that made it the sole cleaning vendor for just less than 20 million square feet of real estate. It agreed to view the real estate as a portfolio, rather than individual properties...
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...OB 5602 – Organizational Design Team Case Analysis Jones Lang LaSalle: Reorganizing around the Customer (2005) February 26, 2013 Team 5 Ravi Dawar James Sowers Joe Reinberg The Reorganization in Late 2000 From 1995 to 2005, the U.S. commercial real estate sector had undergone one of the most significant transformations of its history. Globalization led many American companies to seek out firms that could serve their real estate needs both internationally and locally in a consistent and comprehensive manner. They called these firms “integrated, global service providers”. Technological innovation also made the world a smaller place for real estate firms as sharing of information was made easier thanks to the advent of the internet and because of this, physical presence was no longer necessary. This led to a fierce competition between the global and local real estate firms. To differentiate their services, real estate firms started offering bundled service offerings, in which the same firm would perform all the key real estate operations such as leases, management, and construction. Jones Lang LaSalle (JLL) did not have a stronghold in the regional geographies and was not able to compete with the local boutique firms because of missing synergies between its three core business units: The Tenant Representation Group (TRG), Corporate Property Services (CPS), and Project & Development Services (PDS). These three units worked separately...
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...Produced in Conjunction with the China National Tourism Hotel Association Contributors Lily Ng Executive Vice President Jones Lang LaSalle Hotels, China lily.ng@ap.jll.com +86 21 6133 5550 Hans Galland Senior Vice President Jones Lang LaSalle Hotels, China hans.galland@ap.jll.com +86 10 5922 1352 Shuo Qi Analyst Jones Lang LaSalle Hotels, China shuo.qi@ap.jll.com +86 10 5922 1353 Glossary: City abbreviations BJ - Beijing DG - Dongguan CC - Changchun GZ - Guangzhou CS - Changsha GL - Guilin CD - Chengdu HZ - Hangzhou CQ - Chongqing HB - Harbin DL - Dalian HF - Hefei ADR OCC RevPAR GDP FDI CBD REITS FEIMCs UNWTO CIRC CSRC CBRC Jones Lang LaSalle Hotels Jones Lang LaSalle Hotels, the first and leading global hotel investment services firm, is uniquely positioned to provide the depth and breadth of advice required by hotel investor and operator clients, through a robust and integrated local network. In 2010, Jones Lang LaSalle Hotels provided sale, purchase and financing advice on $4.1 billion worth of transactions globally. In addition, advisory and valuation services were provided on over 1,000 assignments. The global team comprises over 225 hotel specialists, operating from 39 offices in 20 countries. The firm's advice is supported by a dedicated global research team, which produced 70 publications in 2010 in addition to client research. Jones Lang LaSalle Hotels' services span the hospitality spectrum; from luxury single assets and large portfolios to select service and budget...
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...June 2007 Mall Management – A Growing Phenomenon in Indian Retail Industry ExEcutivE Summary • The Indian retail market is expected to continue its growth trajectory into 2010. • Mall management has been identified as a critical factor for the success of malls and the retail industry across the world. • Mall management broadly includes mall positioning, zoning, tenant mix, promotions/ marketing and facility/finance management. • Currently, the Indian retail market lacks designated mall management firms. Large real estate developers and retail chains either have their own mall management arms operating as subsidiaries or have contractual agreements with international property consultants. • Till recently, mall management was limited to facility management by a majority of developers in India, leading to gaps in mall management practices. • Given the high future supply of malls and increasing competitiveness within the Indian retail market, developers must correctly address these gaps to ensure success. Mall Management – A Growing Phenomenon in Indian Retail Industry introduction Organised retailing in India witnessed a gross turnover of USD 320 billion1 in 2006. Although this figure is low compared with other developed economies, industry experts expect the growth rate of this sector at 35%2 until 2010. At present, about 100 malls are operational at a Pan-India level with a total area of 19 million sq ft. As per the current estimates, about 3003 additional malls...
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...In this case, we condensed a large amount of data into a smaller, more useful data set. Jones Lang LaSalle (JLL) gave us sample data for 12 data points on 4,284 homes in Marion County (Indianapolis), Indiana. The firm wanted us to take these 12 attributes and combine them, based on similarities, into a smaller number of categories which would prove easier to make sense of, and thus make them more useful for analysis. To accomplish this, we used a series of Simple Linear Regression (SLR) tests to determine which sets of variables were related to each other, and to what degree. This gave us a preliminary set of new attributes, although with a low R2. Finally, to confirm our groupings, and because of the lower R2, we ran a Correlation table of all the attributes. We arrived at a conclusion of five new attributes: 1. Best Home Value – Incorporates Assessed Value, Annual Property Taxes, Annual Insurance, Neighborhood Association, and Policy Against Chain Link Fence. 2. Room to Grow – Incorporates Public School Quality, Square Footage, and Acreage. 3. Local Amenities – Proximity to Shopping and Proximity to Healthcare. 4. Age of House – Standalone category, no strong relationship 5. Closest Park – Standalone category, no strong relationship We then suggested other data points that JLL could collect to strengthen some of the new categories. Introduction Jones Lang LaSalle (JLL), a firm that provides real estate services to a worldwide client base, has aggregated...
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...|Anand Kumar | | | | |[pic] |Permanent Address | |Contact No: +917840083812 | | | |E-Mail: anand1keshav@gmail.com | |LIG®-156, Adityapur 2, | | | |Near NIT Thana, | | | |Dist:Seraikella Kharsawan, | | | |Jharkhand- 831013 | | | |Contact No: | | | |06572370981 | |Campus Address |...
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...BOUTIQUE HOTELS Currently, there is no one definition of a boutique hotel; however, most people think of a boutique hotel as a small, upscale hotel with a hip environment where the customers feel connected to the staff. The beauty of the boutique segment is that it provides a wide range of opportunity for developers. Unlike the name implies, boutique properties no longer have to be small to fit into the category; they can have hundreds of rooms. What hotels do need to have to enter into the expanding segment is panache, some roster of unique features, services, or amenities that sets them apart and easily confirms that sense of exclusivity upon guests by association. -Stefani C. O'Connor, Executive News Editor, Hotel Business, 10/06[1] Even though people seem to disagree on the definition of boutique hotels, most commentators agree that they have four major defining characteristics. First, as a general rule, boutique hotels put more emphasis on design and architecture than traditional chain hotels.[2] Incorporating cutting-edge design and decor and featuring celebrity architects and designers' work, boutique hotels look very distinctive inside and outside. These interior and exterior designs create the "personality" or "identity" of each hotel.[3] For example, each guest room in Library Hotel in New York City has a different theme, such as romance and music. The goal of these hotels is to create a unique, intimate, and stylish environment that...
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...KRIZA FINANCIARE: NGJARJET KRYESORE, SHKAQET DHE PERGJEGJESITE Punuan: Arisa LLESHI Universiteti LUARASI Fakulteti Ekonomik Finance-Banke Pranuan: Prof. Admir RAMADANI, CFA Prof. Julinda KLLAPI, Msc Cejrolina BARDHI Universiteti LUARASI Fakulteti Ekonomik Finance-Banke Tirane, Shkurt 2015 “Rritja e cmimeve te shtepive dhe lehtesimi kredidhenies ishte pozitive per bleresit e rinj te shtepiave, duke perfshire ketu spekulatoret, sepse ata pane pothuajse nje perfitim te menjehershem ne cmime. Ishte pozitive per komisioneret e Hipotekave (Mortgage Broker); Ata perfituan komisione fillestare te medha. Ishte mire per Agjensite e Rating-ut ; Ata paten nje biznes te shkelqyer. Dhe ishte mire per Bankat e Investimit, sepse ata po fitonin komisione te medha nga procesi Securitization. Sistemi lulezoi ne kete drejtim per shume vite” “Robert Wescott, President i Keybridge Research” 2 © A.LL & C.B “Kriza Financiare: Ngjarjet kryesore, Shkaqet, dhe Pergjegjesite”, Shkurt 2015 Abstrakti Kriza Fiananciare e vitit 2008 – 2009, si nje nga temat me te diskutuara ditet e sotme, nga e cila u mesua se sistemi financiar i diteve te sotme nuk eshte aspak i sigurte, se ka shume vend per permiresim ne rregullimin qe duhet t’i behet tregut financiar, se per vendimet qe merren per Politiken Monetare dhe rregullimin e sistemit financiar duhet patur shume kujdes, jo vetem kjo, por tregjet ne vetvete dhe te integruara me njera tjetren duhen vezhguar me kujdes dhe duhen ndermarre rregullimet...
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...Role of a Stakeholder MGT/420 February 4, 2013 Role of a Stakeholder A stakeholder has an interest in an organization. The primary stakeholders in many organizations include employees, investors, suppliers and the customers. “Stakeholders can affect or be affected by the organization’s actions, objectives, and policies” (Business Dictionary, 2013). It is important that organizations include the interest of stakeholders when making decisions, especially those concerning quality management. This paper will address each stakeholder and what their specific role is when implementing a quality management process. Examples of organizations will be utilized as an effort to support. Delta Airlines is one of the largest airlines operating out of the United States. The stakeholders consist of employees, customers, investors, vendors and suppliers. All stakeholders must be taken into consideration when implementing a quality management process. Employees must be treated fair and must be afforded the rights that are governed by law. Each level of employment adds value to the organization. Structure must be created for a safe work environment. The employee must have good working relationships with the customers. This information should be shared with management to ensure proper procedures are being followed. Analyst in the company should track travel data to assist with pricing of fairs. The customers are the airlines most precious cargo. They should be treated with respect and not...
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...Reflection Paper AB 1501 Tutorial Group 5 Tutor: Ms Zamora Gemmalyn Tong Done By : | Chew Zhan Yu | Matric Number : | U1210326B | Table of Contents 1: Introduction: 3 2: Current Marketing Situation: 3 2.1: Target Market 3 2.2: Competitors 4 3: Marketing Strategy 5 3.1: Target Segments 5 3.2: Value Proposition 5 3.3: Promotion 6 3.4: Market Research 7 4: Conclusion 7 Bibliography 8 1: Introduction: Marketing plays a huge role in today’s competitive business world. This is especially true in Singapore’s S$2.7 billion food service industry. Singapore has over 4500 F&B establishments island wide, contributing diverse and multi-cultural food choices to its vibrant food scene (Food and Beverage Services, 2011). The general consensus among our tutorial group was that the food market here has significant growth potential, as evident by the majority choosing a food product for our projects. To provide greater clarity and organization, my reflections would be organized according to how a typical marketing plan would follow, critiquing and evaluating the good and bad points made by the various groups as well as my own on selected marketing issues. 2: Current Marketing Situation: 2.1: Target Market Post project research done reveal much supporting evidence that Singaporeans place huge emphasis on the quality of the food they consume/purchase (Lay, 2012). I realized that we ought to have addressed this unique “food culture” aspect of...
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...Result Control: Result control as the most effective manifestation of control, could deal with worker's behaviors adequately by prizes. As per Merchant and Stede, the fiscal strategies that incorporate compensation and rewards and is utilized every now and then to spur staff; and it additionally permits supervision and reconnaissance of representative's exhibitions (2012). In any case, result control could apply to monetary measures, as well as copious actualize in the non-budgetary angle (Kaplan, 1984). For moment, finishing the buyer's fulfillments overview to an administration buy could be a nonfinancial control. Besides, Ittner and Larcker (2003) point out that these organizations practice the non-monetary measures reasonably and consolidate them with budgetary measures could make higher benefits than the-se that don't. Turn around time- After the fruitful overview the outcomes concentrates on the predetermined pivot time for particular assignments to be performed by every division as indicated by the significance of the undertaking. Despite the fact that, top management expressed that the TAT may be advantageous to build up the capability of the workers, the business group considered that it could have has a negative effect on the services provided and in the event that the circumstance emerges where the services provided are not efficient then it could prompt financial penalties for the association. Pressure to meet the target to accomplish KPI- Concerning the aftereffects...
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...Electronic Surveillance of Employees Angela Hockaday Strayer University Law, Ethics, and Corporate Governance LEG 500 Professor Anne Dewey-Balzhiser October 23, 2011 Abstract This paper will explore Electronic Surveillance of Employees. First, we will discuss and explain where an employee can reasonably expect to have privacy in the workplace. Secondly, we will review information regarding in the office workplace there are typically two types of workspaces, an open area, in which there are several desks and where conversations can be overheard, or an enclosed office, in which-when the door is closed-conversations cannot be heard and where one would expect virtually total privacy. Explain whether it makes a difference if an employee is in an open area or in an enclosed office. Thirdly, we review the video and analyze Herman’s need to know whether his salespersons are honest is a sufficient ground for utilizing electronic surveillance. Next take a look into and try to explain to what extent an employer can engage in electronic surveillance of employees. Finally, we explain to what extent the inclusion of innocent, unaware third-parties in such surveillance determine whether it is legal. Electronic Surveillance of Employees Electronic surveillance of employees, whether employers have an interest in being able to monitor their employees while at work, or knowing how their employees are in their personal lives, Frederick Taylor invented such an approach in the 1880s...
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...| GRAND CENTAL OFFICE MARKET | | | Lisa Downing | 5/5/2009 | | Table of Contents Subject Headings Page Nos. Grand Central Office Market 1 Grand Central Scene 1 Who/What Dominates the District 2 Grand Central Office Climate 4 District Vis a Vis Office Setting 4 Historical Analysis of Market Statistics 6 Comparative Analysis: Grand Central, Midtown & Manhattan 7 History of Land Use and Development Trends 8 Grand Central Terminal Today 11 External Market Forces 12 Government Intervention 14 Employment 15 Subject Properties 18 Lincoln Building 18 JP Morgan Chase 20 Competitive Position 21 Summary & Trends 25 Projections 26 I. Grand Central Office Market Analysis The New York City Office Market is comprised of three submarkets, Downtown, Midtown and Midtown South. The Midtown submarket in the largest Central Business District in the United States; it is the submarket that the Grand Central office market is located and upon which this analysis is based. Other neighborhoods within the Midtown submarket include: Columbus Circle, Penn Plaza/Garment District, Plaza District and Times Square (Kindly refer to Appendix Nos.1 & 2). The Grand Central office market straddles in both Community Board #5...
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...International Business & Economics Research Journal – August 2009 Volume 8, Number 8 The Franchising Decision: The Perspective Of The Franchisee In The Hospitality Industry Ramon Diaz-Bernardo, Instituto de Empresa Business School, Spain ABSTRACT Franchising is a major trend in the hotel industry. Despite the fact that almost two-thirds of branded hotels in the U.S. are franchised, there is a lack of empirical research on franchising in the hospitality industry. In this article, I reviewed one of the most relevant lines of research in franchising literature, usually referred as creating franchising systems, and we have concentrated on analyzing the reasons and motivations to use franchising from franchisee perspective within the hospitality industry. The paper identifies the main reasons for choosing franchising for franchisees, explores what are the most valued characteristics of franchising, and gives some guidelines on how to make the franchising offer more appealing to potential franchisees in the hotel industry. Keywords: Franchising, Hotels, Franchisor, Franchisee INTRODUCTION A franchise system is a collaboration agreement between two independent business partners, the franchisor and the franchisee, whereby the franchisor allows the franchisee the right to use his brand name, products and services, and specific know-how in exchange for direct or indirect payments to the franchisor by the franchisee. In other words, the franchise system consists of multiple...
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...Indiabulls Real Estate Ltd. “Focus is the single most important virtue that will lead us to our goals.” Sameer Gehlaut, Chairman, Indiabulls Real Estate Ltd (2007) If the essence of the Indiabulls story were to be communicated in one word, the word would be “focus”. Indiabulls began its journey as an online brokerage start-up in the year 2000, and within a span of mere 10 years it has become India’s largest retail brokerage firm, and one of the largest non-banking financial institutions in India. The group has achieved unparalleled growth – successfully venturing into real estate business, and power sector as well. Incorporated as the real estate arm of Indiabulls Financial Services Ltd (IBFSL), and demerged in 2006, Indiabulls Real Estate Ltd (IREL) has been involved in project development and construction, project management, investment advisory and other allied services in the real estate space. Indiabulls Power, incorporated in 2007 as a 100% owned of subsidiary of IREL, was also soon demerged keeping in line IBREL’s strategy of demerging its non-core businesses in order to remain focused. One rationale behind the step was that all companies need to be independent in order to attain focus and to ensure that one balance sheet does not, in any manner, affect the other. The second reason was that the firm did not want to expose their real estate shareholders to project execution risks of the power sector. The third rationale was that power business would eventually be...
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