Growing Integrated Services at Jones Lang LaSalle 2008 C
Porters Model Analysis
Jones Lang LaSalle has embraced a new integrated services strategy, and I believe it is the way of the future in real estate. By doing so, they have achieved two critical objectives: increasing sales, and improving customer service. This case study is a great example of how the new integrated services strategy can be effectively executed, and at the same time, can improve profitability. The first objective that Jones Lang LaSalle achieved was increased sales. In 2008, the company announced that it would be acquiring the 34-year
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It was a challenging year for Jones Lang LaSalle. We had to make a lot of decisions on an unprecedented scale. The industry was in transition and our company was caught in the middle. Our primary goals during the year were to redefine the business, create an internal culture that fostered innovation and collaboration, and develop our integrated services to take us forward. I began by asking our senior leadership team what we wanted from the year. They said that they wanted us to embrace a new brand culture that emphasized our global platform, technology and industry
Problem Statement of the Case Study
At Jones Lang LaSalle, our Integrated Services business had its humble roots in 1989 when the company decided to expand its services offerings to better serve its clients. Integrated Services comprises of five key functional areas—Rentals & Managed Services, Property Management, Leasing & Maintenance, Brokerage & Development and Real Estate Consulting—and have now grown into a $15 billion business in more than 100 cities globally. Through this strategic initiative, we have built
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Topic: Growing Integrated Services at Jones Lang LaSalle 2008 C Section: Pay Someone To Write My Case Study I grew my business in integrated services at Jones Lang LaSalle (JLL) 2008 C, a big-ticket project for the global real estate company with a total budget of US$200 million. The project was executed over 14 months during the 2008 financial crisis and included services for 11,000 tenants. The JLL team was
Evaluation of Alternatives
Evaluating the Alternatives Growing Integrated Services at Jones Lang LaSalle 2008 C In my current role, my responsibilities include the following activities: 1. Coordinate and plan projects. 2. Collaborate and share information among my team members. harvard case study analysis 3. Evaluate and suggest improvements. 4. Assess project costs and schedule. 5. Present and defend the proposed solution. In my previous role, I coordinated and planned projects and performed the following activities: 6
Recommendations for the Case Study
At the end of 2007, Jones Lang LaSalle (JLL) reported financial results that demonstrated its growing commitment to integrating its integrated services. Discover More Revenue, for example, was up nearly 50 percent, in part because the company had improved operating efficiencies and consolidated services. The company’s earnings before interest and taxes (EBIT) had grown by almost 200 percent in that period. Additionally, JLL added 500 employees to its global staff in 2008, which was almost