ABSTRACT
Corporate strategy management involves two related and often overlapping strands: the first largely but not exclusively repetitive and reactive elements, the second strategic. Strategic management developed as a discipline in the 1960s, nurtured by names familiar in the field of management theory and practice such as Peter Drucker and Igor Ansoff, and developed through the 1980s by authors such as Michael Porter and Henry Mintzberg. The starting point for strategic property asset management is therefore the development of the vision and mission, from which specific goals and objectives can be developed. Day-to-day management and strategic management are not mutually exclusive; they are best seen as complementary branches with significant areas of unavoidable interaction and overlap. Strategic objectives are achieved through devising, planning and implementing decisions intended to enhance a business activity. Regular evaluation of the long-term strategy is necessary to ensure that the objectives remain achievable and of benefit to the investor.
