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Our research revealed that real estate, when skillfully used, can create value for companies in four major ways throughout the M&A lifecycle. There is, however, an additional critical factor which underpins value in each area.
Ultimately the timely provision of comprehensive data and insight on real estate portfolios in the due diligence phase means a more robust business case and better assessment of the financial, operational and business continuity risks associated within the M&A process.
Real estate is often the second-biggest cost on a corporate balance sheet. From portfolio benchmarking to more accurate valuation and forecasting, there is a range of tools available which help companies measure, anticipate and avoid unnecessary costs within the M&A process, without impacting deal timelines.
Accelerate operational strategy
Effective footprint optimisation and a fully aligned real estate strategy can greatly enhance and reinforce operational objectives. For instance, by designing a new real estate master plan aimed at rethinking the company's real estate footprint, consolidation opportunities can be identified, while operational efficiency, productivity and performance can all be increased.
Ensure successful integration
Real estate can play a crucial role in facilitating business continuity and successful integration. Early integration of real estate into the M&A process can help companies achieve a smoother path to a new corporate identity and culture. Well-designed real estate solutions can improve the integration of separate entities.
This article originally appeared on Real Views, JLL's news site that features stories exploring the world of real estate and its impact on the wider business world. Visit the Real Views site to subscribe for our weekly email of top stories, delivered direct to your inbox. www.jllrealviews.com