Until that time, JLL sold commercial real estate services to its corporate customers, who kept relationships with a variety of sellers. In 2000, JLL's big corporate customers began trying to outsource their property needs and globalizing their tasks. They were searching for integrated solutions provided through an individual point of contact, and they cut their providers to a couple of strategic sellers.
JLL's organizational arrangement, configured in the region of service lines that were mostly sovereign, was not well suited to supporting the development of incorporated services. Should Barge structure Corporate Solutions to make sure it succeeds in its mission? The retention of JLL's most lucrative clients was at stake. This instance is the first in a series that also comprises cases B, C, and D and jointly covers JLL's evolution between the years 1999 and 2012.
PUBLICATION DATE: March 11, 2013 PRODUCT #: 113114-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture
Managers Guide to Human Irrationalities
Toronto-Dominion Bank: Customer Service Index (A)
Rosas Palas Franchise
International Foodstuffs
Ernie Budding (B)
FRED HENDERSON DAY WITH VIDEO
Road to Hell (B)
Growing Integrated Services at Jones Lang LaSalle (2008) (C)
IDE-India (A): Bringing Valuable Water to the Bottom of the Pyramid in Agriculture
