Strategic Analysis of CBRE's Digital Channels and Business Strategy

This report provides a comprehensive analysis of CBRE, a leading real estate services and investment firm. It begins by defining CBRE's mission, which focuses on delivering superior results for stakeholders by prioritizing clients, fostering collaboration, promoting innovation, and creating a rewarding work environment. The analysis then identifies CBRE's unique value proposition, emphasizing its leadership in the real estate industry and its international presence with clients in over 100 countries, providing premier resources and insights. The core offerings of CBRE are outlined, encompassing a wide range of services, properties, and research capabilities, including advisory and transaction services, global workplace solutions, and investment management. The report also identifies services not offered by CBRE. The report examines how CBRE differentiates itself from competitors, highlighting its strong financial performance and its strong team and management practices. Finally, the report explores how CBRE utilizes its digital channels, including social media, to support its mission, goals, and core offerings, emphasizing the importance of digital marketing and social media for promoting the business and engaging with customers.

Running head: ANALYSIS OF CBRE 1
Analysis of CBRE
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ANALYSIS OF CBRE 2
1.0 Defining the mission and goals of CBRE
The primary mission and goal of CBRE are to provide various kinds of superior
outcomes for the stakeholders by allowing the clients to remain in the top position. The
organization also tries to collaborate across the service lines and market followed by the
implementation of innovative thinking and creates a better working environment.
2.0 Defining the unique value proposition of CBRE
The unique value proposition of CBRE is to emphasize on the act the leadership in real
estate industry. It has also been found that CBRE is an international organization having their
clients from 100 different countries and they also include premier insights and resources of their
own (Barkham, Bokhari & Saiz, 2018).
3.0 Outlining the core offerings of CBRE
The core offerings of CBRE have been divided into three different parts, properties,
services, and researches. Services consist of targeting business, specialties and industries,
investors and occupiers. The products and services that are offered by CBRE include advisory
and transaction services, global workplace solutions, development services, asset services,
valuation and advisory services, capital markets, investment management, alternative
investments practice, energy and sustainability. It also includes golf and resort properties,
multifamily, residential, and industrial and logistics, CBRE Hotels, energy, oil and gas,
healthcare, retail, data centers, financial services, life sciences, public institutions and education
(Groen et al., 2016). Followed by that the organization also offers debt and structured finance,

ANALYSIS OF CBRE 3
investment banking, property management, experience services, leasing and advisory, property
sales, investment administration, loan servicing, client strategy and consulting, labor analytics,
workplace, facilities management, and project management.
4.0 Identification of the products and services which are not provided by
CBRE
The identification of the products and services which are not offered by CBRE are as
follows:
1. Occupier services.
2. Tenant representation.
3. Landlord Representation.
4. Law firms.
5. Sustainability and energy solutions.
6. Not-for-profit advisory.
7. Self-storage group.
8. Senior housing.
9. Hospitality services.
10. Multifamily services.
11. Student housing.
12. Life Sciences.
13. Manufactured housing services.
14. Logistics and transportation services.
15. Leisure and marina property advisors.

ANALYSIS OF CBRE 4
16. Government solutions.
17. Food advisory services.
18. Analytics and business intelligence.
19. Benchmarking.
20. Project management relocation.
21. Market analysis and site selection.
22. Technology consulting.
23. Workplace strategy.
24. Management of lease.
5.0 Defining how CBRE is different from its competitors
According to the research, it has been identified that CBRE is quite different in
comparison to its competitors. In the present year, it can be seen that the organization has already
reported an increase in the total revenue by 56.78%. Moreover, it has also been found that CBRE
has a good position in the fortune 500 companies and there are identified to remain in the top of
the list with respect to the commercial real estate (Barkham, Bokhari & Saiz, 2018). Moreover,
the organization has a quality and strong working team with best-implemented management
practices which makes them unique from the other competitors in the market.

ANALYSIS OF CBRE 5
6.0 Defining and describing how the main content types which CBRE
publishes across its digital channels supports its position, goals, and core
offerings to its customers
In the research, it has been found that the digital channels and the primary social media
helped a lot in supporting the mission, goals, position, and core offerings for their customers.
CBRE utilized main content types via digital media channels for performing various kinds of
social interactions followed by the creation of scalable and accessible publishing methods for the
customers. Social media had been creating a great shifting in the field of marketing and which is
being utilized properly by CBRE for promoting their overall business in a successful manner.
The digital channels and social media are also utilized by CBRE for allowing the employees to
discuss regarding all the organizational operations that need to be solved in a periodic manner
(Groen et al., 2016). According to CBRE, it is evident that the social media is going to be the
best marketing medium for them with the help of which they are going to develop a steady
stream associated with inbound marketing leads.

ANALYSIS OF CBRE 6
References
Barkham, R., Bokhari, S., & Saiz, A. (2018). Urban Big Data: City Management and Real Estate
Markets. GovLab Digest: New York, NY, USA.
Groen, B., Vonk, M., Melissen, F., & Termaat, A. (2016). 16 Corporate Social
Responsibility. Facilities Management and Corporate Real Estate Management as Value
Drivers: How to Manage and Measure Adding Value, 280.