OUR
PROCESS
KLG believes that each client requires
a strategy that is tailored to its unique business requirements
– not off-the-shelf solutions or generic tools.
Because of this, we are focused on highly customized services,
based on conducting a thorough due-diligence on each client’s
requirements and developing an in-depth understanding of
their specific goals and objectives.
Our approach begins with helping the organization
understand and concisely articulate the overall corporate
strategy and developing a supportive real estate strategy,
integrating all of the data necessary to analyzing the real
estate portfolio that exists as well as critical data on
the overall business that are key to evaluating the suitability
of the portfolio, performing sophisticated analyses that
identify how the current portfolio can be improved to better
support strategic objectives, and then planning and executing
the transactions necessary. This approach not only creates
immediate improvements, but also results in a transformation
of the overall internal corporate real estate environment
that changes how the portfolio is managed and how transactions
are executed on an ongoing basis – ultimately resulting
in sustained enhancement to performance.
A critical component of this approach
is the recognition that, like the rest of the company, corporate
real estate must be based on a strategy that can plan for
or react to important changes to the business environment
– either organic changes such as growth and downsizing,
or external events such as economic/industry cycles and
mergers & acquisitions. Our approach ensures that the
portfolio is structured to provide this capability.
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KLG’S PHILOSOPHY
As competitive pressures continue to increase, key
constituents – shareholders, clients, partners, boards,
and employees – will place increased emphasis on all
aspects of performance. Corporate real estate – as
typically either the second or third largest expense –
will not be exempt.
Fortunately, effective strategies have
the ability to optimize this aspect of corporate performance
and satisfy the demands of these stakeholders. KLG believes
that the key to this is transforming from the traditional
transaction-focused model of corporate real estate management
to a more strategic – portfolio management –
model. This model ensures that corporate real estate is
managed to support the corporate wide objectives in a planned
and measured manner, and balances this responsibility with
the traditional internal client (business unit) focus of
the past.
This model has the ability to ultimately
result in greater overall economic and operational value,
provide enhanced support for the company’s business,
and provide maximum flexibility and adaptability. However,
it requires a commitment to developing the necessary capabilities,
an understanding of the importance of creating a long-range
vision, and improved analytical and tactical execution capabilities.
KLG provides the expertise and the experience to guide companies
as they implement this vision
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