Jones Lang LaSalle Reorganizing around the Customer 2005

Jones Lang LaSalle Reorganizing around the Customer 2005

SWOT Analysis

Jones Lang LaSalle (JLL) is a global real estate services and investment management firm that is one of the most influential real estate organizations globally. As a global organization, JLL has been successfully expanding its service line and product portfolio in response to customer needs in the real estate industry. According to JLL, the company had undergone a significant transformation to be at the forefront of its industry in order to adapt and respond to customer requirements. The transformation began with the acquisition of London-based investment property consultancy firm Knight Frank

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I worked for Jones Lang LaSalle, the property, real estate, and investment management giant, for 8 years from 1995-2003. During that time, we used a variety of customer-centric tools to better align the corporate culture and the property teams with our customers. Here is a brief overview of some of the customer-centric approaches I wrote: 1. this page 360˚ View: We created a “360˚ View of the Customer,” a collaborative and open method of communicating and

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In the beginning of 2005 Jones Lang LaSalle (JLL) initiated a reorganization, in order to better meet customer’s expectations, by breaking down the existing businesses into five major divisions: Capital Markets, Commercial Services, Client Solutions, Global Transactions and Real Estate Solutions. JLL’s aim was to provide its clients with a more seamless customer experience across all their transactional services. The reorganization was a significant undertaking, with 4,700 employees being

Financial Analysis

In 2005, Jones Lang LaSalle (JLL) completed an organizational reorganization around its customers as part of its strategy to achieve higher profitability and market share. The company recognized that its core strength lay in its services and operations, and that its competitive advantage was its strong customer focus. The reorganization involved integrating customer-centric businesses and operations with Jones Lang LaSalle’s more traditional real estate services. The new JLL Real Estate and Customer Solutions (RECS) organization provides a strategic platform for

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I never believed that Jones Lang LaSalle was truly moving into a new direction for the better. see this site After a couple of years in 2003, the firm seemed to be stalled in a holding pattern. But 2005 brought a radical departure from the typical firm, which we first saw in 1996. The new direction is all about putting the customer at the center of everything. The 2005 Jones Lang LaSalle conference was one of the first big moments since the turnaround began. There was a new president and CE

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This month I saw my friend (Jim), a business consultant (of whom I’ve written before) and a client of mine, give a presentation to the 250 executives who attended the first of two annual meetings of the CEO Roundtable. Jones Lang LaSalle, the largest real estate services and investment manager in the United States, organized this roundtable to discuss the latest and greatest trends and technologies for commercial real estate. The roundtable, called CEO Roundtable I, is an annual event. I did my own analysis of this