ABSTRACT
This chapter expands the corporate real estate (CRE) theorisation introduced here to support the usefulness of CRE theory to the client and user problem and to establish the basis for introducing several CRE models. A useful model for understanding CRE's centrality to organisations' purposes is Porter's value chain model adapted to account for CRE being embedded in organisational processes. The chapter adopts a CRE view on the complex 'clients and users' problem to provide a model of the CRE organisation in procurement The character of the organisation in procurement emerges from the CRE management practices and the degree of evolution towards understanding the strategic connections between CRE, its management and value-creation. The chapter focuses on clients while recognising that users are important in understanding the business purpose of real estate. The roles and strategic-ness of the real estate are of concern to strategic CRE management and can emerge in the CRE organisation's procurement routes and their procurement management and effort.
