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Strategic issues faced by Engineering Conglomerate ABB Company
Running head: MANAGING STRATEGIES
Managing Strategies
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Word Count- 899 words
Table of contents
TOC o “1-3” h z u 1.0 Background statement PAGEREF _Toc308774151 h 31.1 Strategic issues faced by Engineering Conglomerate ABB Company PAGEREF _Toc308774152 h 32.0 Application of the key points to the case study PAGEREF _Toc308774153 h 43.0 Relationship between the theory and the key issues in the study PAGEREF _Toc308774154 h 54.0 References PAGEREF _Toc308774155 h 75.0 Appendix: Brief reading week 3-5 PAGEREF _Toc308774156 h 9
1.0 Background statementMost organizations use strategic management systems to assist in increasing their production in order to compete with others in the market. Strategic issues focus most on the development of an organization in relation to its internal and external environment that affect the organization’s performance (Ansoff 1980, pp. 138-148; King 1982, pp. 45-49). Strategic managements are set of organizational schedules, routines, and processes aimed at perceiving, analyzing, and responding to strategic issues. They help an organization in learning and adapting to the prevailing market conditions in order to achieve better alignment with its environment (Duncan & Weiss 1979).
1.1 Strategic issues faced by Engineering Conglomerate ABB Company Engineering Conglomerate ABB Company came up with pleasing management strategies that were aimed at equipping the company for competition in the global markets. According to Brown (1981), strategic management issues take many forms depending on the nature of the organization and the level of management in the company. The Company was faced with some organizational issues that include: budgeting issues, development of new technologies, declining unit performance, and competition from other companies. On the issue of budgeting, the company wishes to come up with a two structure implementation strategies.
The first strategy is related to power generation, transmission, and distribution, while the other structure is concerned with industrial and building systems, and transport. These strategies have led the company into many budget constraints that see it making losses worth billions of dollars. In the development of the new technologies, the company tries to implement new methods of power generation through the purchase of technologically advanced equipment. These equipments end up causing threats to the environment because of the construction, Example is the Combustion Engineering and Widmer and Ernst deal that used asbestos to insulate the products. On the other hand, the company had a good performance during the initial stages of implementing the strategies whereby in 1997, the companies turnover increased by nearly double from 1988, with the profits increasing to nearly four times at the same period. Finally, the company faced stiff competition from other organizations that contributed to its decline in the profits achieved. Moreover, these companies were well established and thus, had a lot of demand. 2.0 Application of the key points to the case studyThere are two key points that are of importance in the given case study. First, there is a point of profit maximization. This was achieved through the purchase of advanced units in the company that ensured high level of production therefore leading to increased output. Strategy is an organization’s vision for profit and growth. The vision is expressed in the mission statements, job descriptions, and policy documents so that every employ of the company is made aware of the set plans (Amisano, 2008). The Company’s strategies on power production and distribution combined with industrial and building systems were designed to increase on its profit in order to compete with other bigger organizations in the globe. The company ensured that managers in the higher positions perform their duties in order to motivate others in the lower positions to improve on their duties and responsibilities. Percy Barnevik, the Company’s CEO was a result oriented person who ensured that the new strategies were followed and implemented. He created the new corporate farm, which demonstrated how large companies can be organized and managed.
Secondly, the study points out on the issue of production. Although ABB Company had good strategies in the development of two structures that brought about high profits in a period of ten years, there company had poor production strategies. All organizations including service provision organizations exist to achieve specified organizational goals; they have what they regard as their core business activities and such, all other activities and functions in the organization occur in line with organizational goal. Production and operations are key functions in services business, which aim at attaining the business goal in a cost-effective way while giving regard to time limits and quality of service (Shi Yong & Yi Peng 2001). The poor production structure resulted to the company incurring many losses that totaled to almost 4b billion dollars in debt. After Percy handed over leadership to Goran, the company profits started declining. There was poor management as they were less concerned with the productivity of the company. The purchase of the Combustion engineering and Widmer and Ernst cost the company 1.43 billion dollars as a result of asbestos exposure to the environment.3.0 Relationship between the theory and the key issues in the study The management theory is the most significant in the study. The Company’s first management under the leadership of Percy was well conformed and ensured that high profits were achieved. Percy came up with the two strategic plans that ensured high productivity, but turned up to cost the company a lot after some years. Good management is essential in the success of any organization in all business fields since it forms the stepping stone for all activities in an organization (Mabey & Finch-Lees 2009, pp. 126-127; Fiol & Lyles 1985, pp. 803-813). In future development, the above theory is useful since it makes the leaders in an organization understand the need for good management aspects for the better performance of a company. The management in an organization should come together and discuss the issues related to the industry, which involves addressing the performance issues, marketing strategies, production aspects, and areas that need improvement (Haberberg & Rieple 2008). On the other hand, the organization should ensure that they deal with materials that are environmentally friendly to avoid incidences like those experienced by Engineering Conglomerate ABB.
4.0 References Amisano, G. (2008), What Humpty Dumpty Can Teach Big Companies about Maximizing
Profits. Salient Corporation. Retrieved from:
http://www.salient.com/file/docs/ci_SB_Agility.pdf
Ansoff, J. (1980), Strategic Issue Management: Strategic Management Journal. 1(1), Pp. 138
148
Brown, J. K. (1981), Guidelines for Managing Corporate Issues Programs. New York: The
Conference Board.
Duncan, R. B. & Weiss, A. (1979), Organizational Learning. Implications for Organizational
Design: In B Staw (Ed), Research in Organizational Behavior. Green which, CAT: JAI
Press. (1), pp. 75-124
Fiol, M. & Lyles, M. (19850, Organizational Learning. Academy of Management Review. (10),
pp. 803-813
Haberberg, A & Rieple, A. (2008). Strategic management: Theory and Cases. Oxford University
Press.
King, W. R. (1982), Using Strategic Issue Analysis. Long Range Planning. 15(4), Pp. 45-49
Mabey, C, & Finch-Lees, T. (2009), Management and Leadership Development. The Sage
Handbook of Human Resource Management. London: Sage, pp. 126-127
Shi Yong & Yi Peng. (2001), Multiple Criteria and Multiple Constraint Levels Linear
Programming. Singapore: World Scientific Publishing Co. Pte. Ltd.
Appendix: Brief reading week 3-5
What are the key points that the writer is putting forward?
From the study, the writer has emphasized on the two key points, the profit maximization, and the issues on production management. Profit maximization is a good strategy in any organization that ensures the company achieves its goals and visions in the provision of better goods and services to the global market. Production on the other hand ensures that an organization takes to the market what the customer needs and that, which is environmentally friendly.
What aspects of strategic management is the article discussing
From the case study presented, the issue of good managerial practices is discussed as an aspect of strategic management. Good management is an aspect that makes many organizations to achieve better returns in their activities. It ensures that all the operations in an organization are learning according to the plan and that there is good cooperation among the employees, employers and investors.
Can you identify some criticism in the paper and its approach
From the case presented, the writer is critical on how the company starts making losses after many years of profits. This brings about a second thought that there might be some issues that were not addressed as to the source of the sudden failure of the company. According to the survey conducted by Staw, the organizational behavior is used to identify the characteristics of a given company, and only the stake holders have the ability to discover its weaknesses. Good approaches to the criticism are through clear intervention among the stakeholders and seeking advice from other organizations.
What do you find most interesting aspect of the article? Why is this?
The article presents a situation whereby, the CEO, Percy Bernevik, came up with a two strong strategic measures that ensured the company made a lot of profits within a period of ten years. The company purchased most of the small companies dealing with power generation, transmission, and transportation in an effort to improve its production. This is interesting because the company flooded the market at a high speed and before others could realize, it had already established itself and attracted as many customers and investors as possible.
What parts of reading are most difficult to understand? Why is this?
Some of the areas are not clearly elaborated. First is the section on the bureaucracy. The writer did not clearly illustrate the means in which the company used to come up with these strategies and how they affected the global market. Secondly, it is not explained how the Asian market managed to down lay the ABB company and the kind of competition they posed to the market.
Driving Forces behind Toyotas Decision to Embrace Innovation
Driving Forces behind Toyota’s Decision to Embrace Innovation
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Driving Forces behind Toyota’s Decision to Embrace Innovation
Usually, before an organization makes a decision or a resolution, it comes as a result of a prolonged analysis of various factors often during a single or many meetings. It could be an annual general meeting, a meeting of directors, an ordinary meeting, or an extraordinary meeting. Whatever the kind of meeting, depending on the type of organization, there must be resolutions made within the meeting. This paper investigates the driving forces behind the decisions made by specific companies. In particular, the paper focuses on the decision by the Toyota multi-national company to adopt innovation as one of the key philosophies of the company.
In 1979, Michael E Porter, a business analyst from Harvard, came up with what he called forces of competitive position analysis thus representing a theory based on five forces. To some extent, Toyota limited incorporated most of these forces in their philosophy. In Toyota, various factors were considered before adopting the philosophy of innovation (TOGO, Y.et al, 1993). Like Toyota limited, many other analysts use porter’s five forces to assess whether specific products and services are gainful. By knowing where the power lies, the theory can be used to determine the areas of weakness so that they can be improved and areas of strength to minimize on blunders.
The following are the driving forces behind the decision of adopting the innovation philosophy at the Toyota multinational company. It is out of these reasons that were discussed in the meetings that were held which resulted in this theory.
The first driving force is the value of the company. In a manufacturing business, company value has always guided most of the company’s decisions. The value of the company is always visible in the way the company spends both finance and time. It is also advisable that in such cases the employees should be in a position to understand the company’s position and expectations. Not only will the values of the company be upheld in reports made at the end of the year and other company presentations, but also in the way people behave within the premises of the company. That is why it is paramount for the company workers to know the company’s big dreams and also participate in achieving those dreams (SHIMASAKI, C. D. 2014).
Secondly, buyer power is another driving force behind the decision of innovation policies in a company. This is due to the available number of buyers in the market and the importance accorded to a particular individual buyer to the company. The loss that can be experienced from a buyer shifting to a different supplier is also significant. It means that when a company has very few major buyers, they always dictate conditions.
Another driving force behind the innovation policy is competition. This is an important factor; if there are various competitors in the market who are offering similar services and products, the size of the market share enjoyed by a particular company is reduced. Often, the only solution to maintaining the market share is through enhancing innovation.
Threat of substitution is also another driving force behind the decision of opting to embrace innovation. Where substitute products are present in the market, chances of customers turning to the other alternatives in case of increased prices are high. It affects the company in terms of power of supply and attracting customers leaving the company with no option apart from innovation policies.
In conclusion, there are various driving forces behind the decision of Toyota limited adopting the philosophy or policy of innovation. These forces include the company’s value, buyer power, competitive rivalry, and the threat of substitution. There is no doubt that the above-mentioned factors are the main driving forces behind the decision of Toyota’s policies and any other similar company in terms of operations.
References
SHIMASAKI, C. D. (2014). Biotechnology entrepreneurship: starting, managing, and leading
biotech companies. HYPERLINK “http://lib.myilibrary.com?id=589159″http://lib.myilibrary.com?id=589159.
TOGO, Y., & WARTMAN, W. (1993). Against all odds: the story of the Toyota Motor
Corporation and the family that created it. New York, NY, St. Martin’s Press.
DRIVERS FOR COMMERCIAL PROPERTY DEVELOPMENT IN THE MANHATTAN
DRIVERS FOR COMMERCIAL PROPERTY DEVELOPMENT IN THE MANHATTAN
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Introduction
The Manhattan commercial property sector is one of the most successful sectors real in estate in the USA. The development of this sector has been driven by various factors that have an exponential development in the housing sector in the Manhattan. The end of a decade marked the beginning of a new market .the second half of the 2009 Manhattan market of houses reflected the start of a new era. This was marked by bankruptcy of the Lehman brothers in September 2008.sellers, buyers, and real estate professionals slowly adapted to changes including stringent if not irrational housing underwriting, increased unemployment and retrenchments, reduced compensation, a high price correction, tax credit for first time home buyers, rising foreclosures, decline of appraisal quality, expanded market times and a number of other challenges (Yudelson, 2009, p.45). The increased level of sales in the latter half of 2009 was encouraging; a recovery in housing department was later attained in 2012 by an increased employment rates and greater consumer access to credit.
Discussion
The number of sales jumped as inventory declined. The co-op sales in 2008 increased at an incredible rate of 28.3%. This level of sales is more than 3 times of the first quarter of 2009 which is considered then low point of market activity tipping in the fall of 2008. There is a consistency with the 10 year quarterly amount. The diminishing in the level of inventory in the market is attributed to the robust level of sales in the last quarter of 2009. The monthly absorption rate fell to 7.3 months due to the higher number of sales and lower inventory. The fourth quarter of 2009 represented 51.1% of all apartment sales which was an increase from 43.2 in the previous year (Miller, Spivey, & Florance, 2008, p.51). This represents a significant change for the same period a decade ago when the market shares of co-op sales were way below that. Of the total c-op stock, 97.3% were considered resale listings and 2.7% comprised of new development of condo-ops apartments with condo rules. These sales have led to a steady development of commercial property in the Manhattan region (Abbey & Richards, 2009, p.23).
The increase in the number of market days as listing discount jumped. The average days on market was 151 days a decrease from the previous 152 days in 2008. Listing discount continued to increase reaching a mark of 18.3% as compared to 4.5% in the previous year. The combination of increasing number of sales and decreasing inventory suggested that the amount of remaining listings required bigger discounts to be able to reach the current levels of the market as buyers continue to control the commercial property market. The average price per square foot was decreasing which led to higher bidding of land in the Manhattan which encouraged buyers to acquire more land hence more apartments were built leading to a higher development in the Manhattan (Booz, 2007, p.31).
The first half of 2009 was an encouraging period for Manhattan. The American recovery and investment act of 2009 proved to be an investment encouraging property owners. Housing and other real estate investments are provided with funds for energy efficiency upgrades. 6 billion dollars will be availed for energy efficiency and grants for conservation for housing and other commercial buildings. In addition to that, a further 5 billion dollars will be availed for low income housing assistance and another 2 billion dollars for the efficiency efforts with stately assisted housing projects (Giles, & Blakely, 2001, p.167).
The presence of resourceful mortgage investment companies has created number of opportunities to entrepreneurs and real estate property owners. These companies provide entrepreneurs with opportunities which serve as an alternative to avoid loan default. They have highly trained professionals who discover funds and resources which the entrepreneurs don’t know and make them accessible to them. There are funds available for people interested in joint ventures, developers and commercial real estate owners. These connections help in Pre Venting mortgage loan defaults, this has led to investors approaching the market without fear. This creates numerous opportunities for potential house owners hence leading to development of commercial property in the Manhattan (Yudelson, 2009, pp.67-9).
Another driver to the property development in the Manhattan is the government poilicies.The US administrators have came up with friendly policies that have created an ample atmosphere for investors in the Manhattan. The action of government in what it executes or it does not execute directly affects the property industry. Investors have ventured in investing their money in real estate. This has led to springing up of many houses in the Manhattan. The government has played a great role since it has gone to an extent of reduced taxes so as to encourage development in the area (Giles, & Blakely, 2001, p.45). The state government regime has seen more funds been directed into property sector.
For the last 4 years, the property market in the Manhattan has been flooded by with new home buyers who had been previously been renters and step up home buyers. Many people have found it easy to get funds in which many people could not have easily acquired. This has led to a lot of money being created for the potential home owners (Booz, 2007, p.31). Despite this action creating an instability in the market, it has enabled many people to own house and hence property development in the Manhattan.
In the last 4 years, the United States has seen a tremendous decrease in all its markets including the housing market. However, this declining trend has helped the Manhattan market alive through foreign investors. The continued depreciation of the dollar and the Manhattan real estate, foreigners found an encouraging investment in this market. Before this decline, foreigners were putting their workers in temporary houses while visiting on work in the US. Now, they are buying condos and have the landlord as the company. This company saves the company a lot of dollars (Choi, 2009, p.37). Temporary housing for foreigners used to be so expensive for the companies. When a firm owns a house in USA, it not only saves monthly money, but it also invests in the country. Manhattan property sector has grown so much due to this effect.
During the recent years the Manhattan real estate has been on a rise. This has made this property more desirable. However in international real estate, property, in the big apple is almost considered cheap. Recent survey shows that the Manhattan property market is ranked 15th most expensive in the world. As foreign currencies continue to rise, owning property in the Manhattan is always a sweet deal. When a European buys a house in the Manhattan, they instantly double the value of their money due to their favorable exchange rates. International companies find it a better option investing in Manhattan (Ang & Wilkinson, 2008, p.98). The New York real estate market has been kept alive by the increased interest in the Manhattan property. Even with the USA downward economic trend, the Manhattan property has continued to grow above the national trend.
Fierce competition in the Manhattan property market has lead to increased efficiency and improved service provision. This has made the property desirable hence attractive. International buyers face it off in the New York estate market to acquire property in the Manhattan. They bid for property and may end up with high prices for the property (Miller, Spivey, & Florance, 2008, p.97). This has made more apartments to be brought which has seen a steady growth of the Manhattan. The presence of New York luxury real estate market has been a great driver in the Manhattan commercial property development (Blackman, 2009, p.22). The New York real estate market has remained incomparable to none other market in the US. This market has remained a significant reason as to why the Manhattan prices are so high compared to others. This market plays to its own level of supply and demand rules.2012 was reported the most successful year for Manhattan real estate since 2008.broker confidence in this market has also increased in January 2013.this markets stability has continued to be a big boost for the Manhattan market.
In 2007, the prices of real estate in Manhattan Beach reached a peak at 2,190,000 dollars. The main reason for the peak was the stock in Manhattan Beach reached a low of 100 properties. Basically, when inventories in a region drop, the property prices in the area will increase in value. The historical bubble burst of increased prices coming with fewer inventories didn’t hold true in Manhattan since in 2011, Manhattan Beach median prices have dropped the same case with the inventory (Gaines, 2005, p.10). The low sales and low inventory has turned it to a buyers’ market. The number of migrants coming to the US has been increasing rapidly and it is estimated that the US will witness an increase in the number of immigrants in the tune of 12 million in 2012 up from 9 million in the recent past. The demand for housing in the Manhattan is increasing and it is very high that it makes up 30% of the market share (Choi, 2009, pp.40-1). For the first time, they have had to account for 55%-60% of first time buyers which has been a great driver in the commercial property development in the Manhattan.
Technology has also played a substantial role in the Manhattan commercial property development. Many people have been involved in internet and engaging in the free flow of information provided by improved technology. The market scenario for property has changed tremendously. Around 77% of homebuyers surf through the internet to choose a house of their choice (Cheikhrouhou, 2007, p.82). The realtors are also involved in the technology by providing necessary information through the internet to their buyers. There have been increased changes in advertising too. Consumers have ample information in their hands and now realtors have moved a notch higher in branding themselves more strongly since the consumer may switch to another option given the knowledge the consumer possesses. This has led to high qualities in the Manhattan real estate attributed to changes in technology.
The response to the hurricane sandy is another driver to the Manhattan commercial property development. Since hurricane sandy hit and damaged the much of lower Manhattan, questions arose whether Manhattan real market would equally be impacted. The bllomecommercial RE conference in November 13, a panel of real estate experts gave an optimistic response predicting that normalcy would resume in the year. This has given land owners and house owner’s confidence in the market which has led to its blossoming. New York has been the hub for most efficient business improvement districts in the country. A business improvement district is a public or a private partnership in which property and business owners choose to make a collective contribution to the maintenance, promotion and development of the commercial district (Abbey & Richards, 2009, pp.123-7). Business improvement districts have helped improve neighborhoods and quicken economic development throughout Manhattan region.
Business developments districts have helped in delivering essential services join the city of New York and Manhattan in particular. Such services that are provided include sanitation and maintenance. Sanitary services are provided as part of the business improvement district. It is the role of the BIDS to ensure that sanitation services are of the best quality and highly maintained to the appeal of home owners in the Manhattn (Blackman, 2009, p.42). This essential service has also to be maintained the BIDS to ensure that incase of breakages in the sanitation system the BIDS authority respond in urgency. Good management of this service has led to the Manhattan flourishing in terms of commercial property development.
The BIDS also provide public safety and a visitor service to the people staying in the Manhattan.safety is an essential factor to the development of any commercial property. BIDS ensure that security to the people and property is guaranteed and make sure that there is a serene environment in the Manhattan for residence and business purpose. Visitor services are provide for people new to the area or those seeking some services in the same area. Guarantee of security has made people confident with the Manhattan area and has contributed to the areas exponential development in commercial property (Cheikhrouhou, 2007, p.81).
BIDS play a substantial role in marketing and promotional programs. This has been one of the major drivers in seeing the development of commercial property in the Manhattan. There have been numerous advertisements which have been aired and which lead to ore consumer awareness. BIDS have come up with many promotional strategies which are all geared to market property in the Manhattan. It is always advisable to go for the promotional device which reaches a bigger audience (Yudelson, 2009, p.45). Marketing for the Manhattan properties has also been the burden of the BIDS authorities. This has led to many people having sufficient knowledge on what is available in the Manhattan which has led to development of commercial property in the area.
BIDS shoulder the responsibility of capital improvements. They bear the responsibility of making necessary improvements in the infrastructure of the area. It makes the service provision in the area reliable for comfort of the dwellers and occupants of the area. Well maintained capita encourages more settlement making development of the area fast. BIDS are also responsible for beautification of the area. This creates an appeal to the commercials and makes a person feeling good in staying in the area. Collection of garbage, planting of flowers, painting of lanes among other duties is some of the activities the BIDS are involved in. The maintenance of a beautiful environment has made the area desirable and attractive (Collier, Collier & Halperin, 2007, p.65).
All services provided by the BIDS are funded by a special assessment paid by the property owners within the district. 100million dollars are annually invested in the New York City’s 67 BIDS in programs and services for neighborhoods across the 5 boroughs. Establishing a BID, which is a community–driven initiative, requires the hard work of property owners, public officials, business owners and other stakeholders (Urban Land Institute, 2009, pp.17-9). Operating a BID is a task to make sure that the BID authority is effective. Improving the neighborhoods in the Manhattan requires coordination and o oversight by the BID staff and managers as well as communication with the SBS and other city agencies. The objective of the BID working together with the other city agencies ensures that the cities is developed and implement programs and services that improve their districts (Abbey & Richards, 2009, p.56). They ensure that they also share the best practices on BID management and operations. The city agencies provide an oversight of the BIDs financial procurement procedures with the philosophy of non-profit compliance and legislation to ensure that the Manhattan is user friendly.
Ordinarily, no one would have thought that groups of businesses would come together to clean up their neighborhoods would cause such commotion with the BIDS been accused of unnecessary taxes and polarizing the poor and rich. These accusations have not pulled back the Manhattan BIDS from their service delivery but it has propelled them to becoming more efficient overtime in service delivery. In cases where the city government fails, BIDS find success. There are no civil rules or red tape to govern the BIDs (Ang & Wilkinson, 2008, p.87). They can hire and fire employees based on performance which no civil authority or government authorizes. Starting 1960s, local government ignored key policies of sanitation and policing, in preference to creating large welfare state. At the same time, the growing number of municipal councils meant that it cost a lot more for provision of fewer services. Cities grew dirtier and unruly, customers fled to suburban shopping malls where they didn’t have to worry about being mugged (Banks, 2006, p.111).
BIDs have restored values regarding maintenance of public space. It has embarked to simple things such as keeping the Manhattan sidewalks clean and safe. It has embarked on a simple policy that a city that has failed to control minor offences such as garbage is only creating room for a further disorder. BIDs have been on attraction of opposition more so in New York. Critics argue that some of the Manhattan BIDS have embarked on secret designs to drive out the poor out of public spaces. One Manhattan BID namely the Grand Central Partnership has been at the centre of controversy due to its program to assist the homeless (Abbey & Richards, 2009, p.65). The terminal and its environs have for a long time provided the first glimpse of New York town thousands of visitors daily.
Conclusion
A few years ago, it saw the largest homeless in the camp with hustlers demanding payment for flagging down taxis, flocking upon tourists, spraying graffiti on stores, filthy sidewalks and broken works. The partnership put up cleaners to remove the graffiti within 24 hours of its appearance. The BIDs security patrol led to a 60% drop in crime. Taxi operators now operate orderly in queue outside the station and new street lights have been installed. All these services have been paid by the BID (World Bank, 2005, p.123). The BID resolved the homeless problem by the partnerships innovative service programs. The campaign against the partnership was printed in “New York times” alleging that the BID had deliberately hired goons to beat up the homeless and chase them out of the district (Giles, & Blakely, 2001, p.73). There was no reliable evidence that the BID had encouraged any violent actions towards the homeless. Nevertheless, the advocates won the public opinion tussle, and the partnership has been forced to revamp its outreach efforts. Generally, the presence of BIDs in the USA has been the major factor that has worked hand in hand to realize the development of commercial property in Manhattan (Booz, 2007, p.31).
References
2005. Analysis and statistical appendix mobilizing finance and managing vulnerability. Washington, D.C., World Bank. HYPERLINK “http://site.ebrary.com/id/10078121” http://site.ebrary.com/id/10078121.
Abbey, R., & Richards, M. 2009. A Practical Approach to Commercial Conveyancing and Property. Oxford, OUP Oxford. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=665469.
Ang, S.L. and S.J. Wilkinson. 2008. Is the Social Agenda Driving Sustainable Property Development in Melbourne, U.S? Property Management, 26:5, 331–43.
Banks, E. 2006. Synthetic and Structured Assets. Chichester, John Wiley & Sons. HYPERLINK “http://public.eblib.com/EBLPublic/PublicView.do?ptiID=244872userid=^u” http://public.eblib.com/EBLPublic/PublicView.do?ptiID=244872userid=^u.
Blackman, Elizabeth. 2009. Manhattan for rent, 1785-1850. Ithaca: Cornell University Press.
Booz, Allen. 2007. Lower Manhattan market analysis report. New York, N.Y. (2 Lafayette St., New York, N.Y. 10027): Office of Lower Manhattan Development.
Cheikhrouhou, H. 2007. Structured finance in Latin America: channeling pension funds to housing, infrastructure, and small businesses. Washington, D.C., World Bank.
Choi, C. 2009. Removing Market Barriers to Green Development: Principles and Action Projects to Promote Widespread Adoption of Green Development Practices. Journal of Sustainable Real Estate, 1, 107–38.
Collier, N. S., Collier, C. A., & Halperin, D. A. 2007. Construction funding: the process of real estate development, appraisal, and finance. Hoboken, N.J., John Wiley.
Gaines, Steven, S. 2005. The sky’s the limit: passion and property in Manhattan. New York: Little, Brown.
Giles, S. L., & Blakely, E. J. 2001. Fundamentals of economic development finance. Thousand Oaks [u.a.], Sage.
Miller, N., J. Spivey, & A. Florance. 2008. Does Green Pay Off. Journal of Real Estate Portfolio Management, 14:4, 385–401.
Urban Land Institute. 2009. Retrofitting Office Buildings to be Green and Energy-Efficient: Optimizing Building Performance, Tenant Satisfaction, and Financial Return. Washington, D.C.
Yudelson, J. 2010. Greening Existing Building. McGraw Hill Companies Inc.