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The purpose of this paper is to identify which activities of the corporate real estate management (CREM) organisation need to be performed during the different phases of a merger and acquisition (M&A) process. These activities show the possible role for CREM during this process in order to offer better support and possibly add more value to the organisation. First, a review of CREM literature provided a list of CREM activities. General literature on M&A processes helped to identify the different phases of M&As. Then, case studies of three multinational companies that recently had gone through an M&A process were performed. In order to confirm the findings on activities for each phase, three real estate advisors were also interviewed to further explore the role of CREM during the M&A process. In total, 33 CREM activities were found in the literature that were relevant for the CREM organisation, coupled with two more activities mentioned by the interviewees. The interviews showed that all the CREM activities are important during at least one of the phases of the M&A process. A framework has been developed with the activities that were mentioned most for each of the phases to increase usability of the research in practice. The importance of the activities of the CREM organisation during the M&A process has hardly been studied. This study attempts to provide more insight into this topic, with the aim to make CRE managers aware of the role they could play within an M&A to increase alignment with corporate decision making.

The purpose of this paper is to identify which activities of the corporate real estate management (CREM) organisation need to be performed during the different phases of a merger and acquisition (M&A) process. These activities show the possible role for CREM during this process in order to offer better support and possibly add more value to the organisation. First, a review of CREM literature provided a list of CREM activities. General literature on M&A processes helped to identify the different phases of M&As. Then, case studies of three multinational companies that recently had gone through an M&A process were performed. In order to confirm the findings on activities for each phase, three real estate advisors were also interviewed to further explore the role of CREM during the M&A process. In total, 33 CREM activities were found in the literature that were relevant for the CREM organisation, coupled with two more activities mentioned by the interviewees. The interviews showed that all the CREM activities are important during at least one of the phases of the M&A process. A framework has been developed with the activities that were mentioned most for each of the phases to increase usability of the research in practice. The importance of the activities of the CREM organisation during the M&A process has hardly been studied. This study attempts to provide more insight into this topic, with the aim to make CRE managers aware of the role they could play within an M&A to increase alignment with corporate decision making.

Purpose – In a time of economic downfall a lot of companies choose to reduce corporate real estate (CRE) costs instead of aiming at more user-oriented CRE strategies. This also affects the budgets that are available for CRE. Therefore it is important that the organization of the CRE management (CREM)-department is optimally aligned with the CRE-strategy. This study provides CRE-managers with a tool for evaluating the organization of the CREM-department when applying the CRE-strategy of cost reduction. Design/methodology/approach – The formulated evaluation tool for the alignment of the organization of the CREM-department is a result of an explorative study. First a literature study was conducted which led to a theoretical model of factors that influence the organization of the CREM-department, with regard to five components: Organizational structure, Sourcing, Centralization, Process management and Company culture. Then empirical data was collected through interviews with two groups of respondents, namely CREM-departments who served as cases and CRE-consultants to hear their expert opinions. Cross-case analysis of the eight CREM-departments and a comparison of these results with the expert opinion of the consultants were used to look for links between the CREM department components and each CRE strategy. Findings – It was not possible to formulate links between every possible CRE strategy and the CREM-organization as most of the cases had implemented the same strategy, namely cost reduction. This did provide the opportunity to construct a clear evaluation model for this particular strategy. Not all the themes were aligned with the chosen CRE-strategy identically by all the CREM-departments with a cost reduction strategy, but many similarities came forward and were backed by the CREM experts. This was worked into an evaluation model on the alignment of the organization of the CREM-department with a cost reduction strategy. Research limitations/implications – The mode

Purpose – In a time of economic downfall a lot of companies choose to reduce corporate real estate (CRE) costs instead of aiming at more user-oriented CRE strategies. This also affects the budgets that are available for CRE. Therefore it is important that the organization of the CRE management (CREM)-department is optimally aligned with the CRE-strategy. This study provides CRE-managers with a tool for evaluating the organization of the CREM-department when applying the CRE-strategy of cost reduction. Design/methodology/approach – The formulated evaluation tool for the alignment of the organization of the CREM-department is a result of an explorative study. First a literature study was conducted which led to a theoretical model of factors that influence the organization of the CREM-department, with regard to five components: Organizational structure, Sourcing, Centralization, Process management and Company culture. Then empirical data was collected through interviews with two groups of respondents, namely CREM-departments who served as cases and CRE-consultants to hear their expert opinions. Cross-case analysis of the eight CREM-departments and a comparison of these results with the expert opinion of the consultants were used to look for links between the CREM department components and each CRE strategy. Findings – It was not possible to formulate links between every possible CRE strategy and the CREM-organization as most of the cases had implemented the same strategy, namely cost reduction. This did provide the opportunity to construct a clear evaluation model for this particular strategy. Not all the themes were aligned with the chosen CRE-strategy identically by all the CREM-departments with a cost reduction strategy, but many similarities came forward and were backed by the CREM experts. This was worked into an evaluation model on the alignment of the organization of the CREM-department with a cost reduction strategy. Research limitations/implications – The mode

Voor u ligt de rapportage van het woonkostenonderzoek Veldhoven en Waalre. Voor de snelle lezers verwijzen we naar hoofdstuk 5 waarin het onderzoek wordt samengevat en de conclusies en aanbevelingen worden beschreven. Het onderzoek is uitgevoerd in 2012 en geeft inzicht in de kosten die huishoudens in Veldhoven en Waalre maken voor het wonen in brede zin. Het gaat hierbij om het geheel van woongerelateerde kosten van huurders en kopers. Het onderzoek is uitgevoerd in opdracht van woningcorporatie Aert Swaens en liep parallel met een soortgelijk onderzoek in Eindhoven.

Voor u ligt de rapportage van het woonkostenonderzoek Veldhoven en Waalre. Voor de snelle lezers verwijzen we naar hoofdstuk 5 waarin het onderzoek wordt samengevat en de conclusies en aanbevelingen worden beschreven. Het onderzoek is uitgevoerd in 2012 en geeft inzicht in de kosten die huishoudens in Veldhoven en Waalre maken voor het wonen in brede zin. Het gaat hierbij om het geheel van woongerelateerde kosten van huurders en kopers. Het onderzoek is uitgevoerd in opdracht van woningcorporatie Aert Swaens en liep parallel met een soortgelijk onderzoek in Eindhoven.

Voor u ligt de rapportage van het woonkostenonderzoek Veldhoven en Waalre. Voor de snelle lezers verwijzen we naar hoofdstuk 5 waarin het onderzoek wordt samengevat en de conclusies en aanbevelingen worden beschreven. Het onderzoek is uitgevoerd in 2012 en geeft inzicht in de kosten die huishoudens in Veldhoven en Waalre maken voor het wonen in brede zin. Het gaat hierbij om het geheel van woongerelateerde kosten van huurders en kopers. Het onderzoek is uitgevoerd in opdracht van woningcorporatie Aert Swaens en liep parallel met een soortgelijk onderzoek in Eindhoven.

Voor u ligt de rapportage van het woonkostenonderzoek Veldhoven en Waalre. Voor de snelle lezers verwijzen we naar hoofdstuk 5 waarin het onderzoek wordt samengevat en de conclusies en aanbevelingen worden beschreven. Het onderzoek is uitgevoerd in 2012 en geeft inzicht in de kosten die huishoudens in Veldhoven en Waalre maken voor het wonen in brede zin. Het gaat hierbij om het geheel van woongerelateerde kosten van huurders en kopers. Het onderzoek is uitgevoerd in opdracht van woningcorporatie Aert Swaens en liep parallel met een soortgelijk onderzoek in Eindhoven.

Voor u ligt de rapportage van het woonkostenonderzoek Eindhoven. Het onderzoek is uitgevoerd in 2012 en geeft inzicht in de kosten die Eindhovense huishoudens maken voor het wonen in brede zin. Het gaat hierbij om het geheel van woongerelateerde kosten van huurders en kopers. Het onderzoek is uitgevoerd in opdracht van de gezamenlijke woningcorporaties en de gemeente Eindhoven.

Voor u ligt de rapportage van het woonkostenonderzoek Eindhoven. Het onderzoek is uitgevoerd in 2012 en geeft inzicht in de kosten die Eindhovense huishoudens maken voor het wonen in brede zin. Het gaat hierbij om het geheel van woongerelateerde kosten van huurders en kopers. Het onderzoek is uitgevoerd in opdracht van de gezamenlijke woningcorporaties en de gemeente Eindhoven.

The unification of the European Union progresses rapidly. Poland joined the European Union May 1, 2004, which meant that Polish inhabitants were free to migrate across Europe. Due to the Dutch and European legislation the Polish people are allowed to stay and work in the Netherlands without needing additional permits. In fact, their legal status equals that of Dutch natives. This situation creates an influx of Polish workers, also called labor immigrants, to the Netherlands.

The unification of the European Union progresses rapidly. Poland joined the European Union May 1, 2004, which meant that Polish inhabitants were free to migrate across Europe. Due to the Dutch and European legislation the Polish people are allowed to stay and work in the Netherlands without needing additional permits. In fact, their legal status equals that of Dutch natives. This situation creates an influx of Polish workers, also called labor immigrants, to the Netherlands.

The increasing complexity of multi-cultural society has given rise to the thought that traditional (demographic and socio-economic) variables are no longer sufficient to substantiate policy development and planning in the housing sector. The concept of life-style is presumed to add to the description and prediction of the demand side, thus enabling housing strategies that are consistent with more dynamic and differentiated preferences. The usefulness of life-styles for policy development was studied in a literature review, in particular of research in the Netherlands. The study shows that the current significance of the concept is doubtful for various reasons: the indefiniteness of life-styles; the static and simplified view of society that is often presented, which is partly caused by the methods used; the uncertain relation to types of residential environment; and the unproven necessity of using life-styles alongside or as a substitute for more traditional variables. Recommendations are offered for future research on this subject. © The Author(s) 2009

The increasing complexity of multi-cultural society has given rise to the thought that traditional (demographic and socio-economic) variables are no longer sufficient to substantiate policy development and planning in the housing sector. The concept of life-style is presumed to add to the description and prediction of the demand side, thus enabling housing strategies that are consistent with more dynamic and differentiated preferences. The usefulness of life-styles for policy development was studied in a literature review, in particular of research in the Netherlands. The study shows that the current significance of the concept is doubtful for various reasons: the indefiniteness of life-styles; the static and simplified view of society that is often presented, which is partly caused by the methods used; the uncertain relation to types of residential environment; and the unproven necessity of using life-styles alongside or as a substitute for more traditional variables. Recommendations are offered for future research on this subject. © The Author(s) 2009

Creating customer value is the greatest challenge facing profit and non- profit landlords nowadays. By offering valuable products landlords can distinguish themselves from competitors in the housing market. In marketing literature two meanings exist for the phrase "customer value": value of a customer and value for the customer. As a matter of fact, this distinction refers to the traditional contrast between exchange value and the utility value of housing. One meaning is the value of a customer for the landlord. The customer as tenant is seen as an asset; as a potential source of income representing a certain value. The second meaning is value for the customer, created by the landlord by offering a bundle or package of qualities. Both forms of customer value are connected to each other. This paper deals with creating customer value in the second meaning. One of the ways to create superior value for a tenant is by extending the traditional product 'housing' with additional services. For this reason landlords in the Netherlands are developing all kinds of additional services, such as health care services, comfort services, safety and security services etc. The value adding potential of additional services must however not be overestimated. This article focuses on the possibilities and limitations of additional services to provide additional value to the traditional product of landlords: 'housing' (DOGGE, 2003).

Creating customer value is the greatest challenge facing profit and non- profit landlords nowadays. By offering valuable products landlords can distinguish themselves from competitors in the housing market. In marketing literature two meanings exist for the phrase "customer value": value of a customer and value for the customer. As a matter of fact, this distinction refers to the traditional contrast between exchange value and the utility value of housing. One meaning is the value of a customer for the landlord. The customer as tenant is seen as an asset; as a potential source of income representing a certain value. The second meaning is value for the customer, created by the landlord by offering a bundle or package of qualities. Both forms of customer value are connected to each other. This paper deals with creating customer value in the second meaning. One of the ways to create superior value for a tenant is by extending the traditional product 'housing' with additional services. For this reason landlords in the Netherlands are developing all kinds of additional services, such as health care services, comfort services, safety and security services etc. The value adding potential of additional services must however not be overestimated. This article focuses on the possibilities and limitations of additional services to provide additional value to the traditional product of landlords: 'housing' (DOGGE, 2003).