Area Development Online Research Desk (Q2 / Spring 2013)
Corporate real estate executives are being asked to do more with less, but CRE leaders have an opportunity to drive productivity and affect corporate competitiveness like at no other time.
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Jason Beck, Director of Life Sciences, Evergreen EDC, SSOE Group (Q2 / Spring 2013)
The temporary shutdown of a manufacturing plant for improvements in equipment and processes must be made with the utmost planning and coordination to achieve the desired aims in the most timely, safest, and cost-efficient manner.
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Jim Marchese, Associate, Stantec and Chuck Rudderow, Associate, Stantec (Q2 / Spring 2013)
Building owners and facility managers can reap the benefits of using building information modeling (BIM) long after construction is complete.
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Dan Probst, Chairman of Energy and Sustainability Services, Jones Lang LaSalle (Q2 / Spring 2013)
Smart-grid technologies could not only prevent or alleviate outages, but also save companies money while capturing and marketing wasted energy.
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Kathy Mussio, Managing Partner, Atlas Insight, LLC (Q2 / Spring 2013)
A rare and disruptive event, headquarters relocation projects have the potential to be positive game-changers for a business but also involve substantial risk. Here, we reveal the reasons, factors and trends affecting such a decision.
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Paul Bedard, Director, Global Enterprise Data Solutions, Verizon Enterprise Solutions (April 2013)
Mobile technologies can assist in all phases of the construction process, helping to make the workflow seamless while simultaneously keeping costs in check.
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Area Development Magazine Special Presentation (Q1 / Winter 2013)
Although the survey results show no dramatic upswings in new facility or expansion plans, there are noted changes in site selection priorities – perhaps as a result of the lackluster economic recovery.
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David Kamen, Vice President, Global Portfolio Strategy, Global Workplace Solutions, Johnson Controls and Ron Zappile, Manager, Strategic Real Estate Consulting Services, Johnson Controls (Q1 / Winter 2013)
When preparing for the Financial Accounting Standards Board (FASB) new lease accounting rules, companies must assess the impact of these standards on the value of the their lease obligations on a capitalized basis. This can be done by calculating the total cash payments of leases, any anticipatory changes in the total lease term length and the imputed interest expense, and then repaying the costs over the anticipated length of the lease. This process can be completed in the following six steps:
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David Kamen, Vice President, Global Portfolio Strategy, Global Workplace Solutions, Johnson Controls and Ron Zappile, Manager, Strategic Real Estate Consulting Services, Johnson Controls (Q1 / Winter 2013)
While the new accounting standards will provide more financial transparency, they may lead to a false picture of a firm’s financial health.
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Ray Dufresne, Vice President, VFA, Inc. (Q1 / Winter 2013)
By assessing a facility’s condition, functionality, and usage, organizations can optimally plan for the future and make intelligent investment choices.
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Troy Golden, Vice President, SCGroup Real Estate (Directory 2013)
Office buildings are generally classified into one of three categories: Class A, Class B, or Class C. Standards vary by market, and each category is defined in relation to its counterparts.
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Steve Stoner, Managing Partner, SCGroup Real Estate (Directory 2013)
Underperforming buildings often provide tenants with the opportunity to obtain more favorable lease terms from their landlords, but timing value-creation activities properly is important.
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Bruce Rasher, Redevelopment Manager, RACER Trust (November 2012)
The editor of Area Development recently spoke with RACER Trust’s Redevelopment Manager Bruce Rasher about his organization’s goal of cleaning up and marketing former GM properties to companies that will invest in the communities where these facilities are located and create good-paying jobs.
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Chris Browne, Director, Corporate Solutions Operations, Jones Lang LaSalle (November 2012)
Buildings talk — but do they talk to your CFO? If you listen carefully and through the right system, your facilities could tell you how to reduce operational failure risk, increase energy efficiency, and anticipate capital expenditures.
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Mark Crawford (November 2012)
One of the biggest up-front costs for expansion or relocation is occupancy and construction. This factor was ranked fifth in importance by the respondents to Area Development’s 26th Annual Corporate Survey, with 85.9 percent of the respondents considering it high in importance. Fortunately, it is one of the most easily controlled costs.
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Doug Sharp, International Director, Corporate Solutions Group, Jones Lang LaSalle (Fall 2012)
For many companies, a conversation on real estate often centers on cost and expense. However, more and more companies are changing that conversation from cost to productivity and an assets impact on overall company performance.
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Richard J. Maturi (August 2012)
Savvy managers look for opportunities to profit from the downturn with careful facilities management and strategic positioning business operations.
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Beth Mattson-Teig (April 2012)
Low financing rates, and access to capital offer compelling reasons for corporate sale-leasebacks.
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Phillip M. Perry (Winter 2012)
While banks have more money than ever on their books, small business owners have difficulty qualifying for loans. The mismatch between lender and borrower results from a more conservative financial environment in which bankers rely on cash flow projections and businesses struggle with an uncertain market.
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Mark Heschmeyer, CoStar Group (Winter 2012)
In a period of stubbornly high vacancies and tight financing, tenancy still the trump cards in negotiations
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