Report: Global Office Index Q3 2016
Annual rental growth on prime office assets across the 110 major markets
covered by the JLL Global Office Index slowed to 2.9% in Q3 2016, down from 3.4%
in Q2.
Report: EMEA Office Marketview Q3 2016
Prime rents resume growth trend as demand continues to
strengthen.
Report: Q3 2016 U.S. Office MarketView
Supported by healthy office-using employment growth, the slow and steady
expansion of the U.S. office market continued in Q3 2016.
Report: Asia Pacific Property Digest Q3 2016
Domestic demand buffers heightened uncertainty.
Report: The Impact of "New Tech" Tenants on U.S. Office Leasing
Technology and e-commerce sales and marketing companies founded within the
past 20 years (“New Tech”) are having an outsized impact on our nation’s office
leasing. The markets where these companies locate have higher rents, lower
vacancy and the greatest net absorption.
Report: Megatrends in European Leisure
The leisure industry has changed remarkably over the past decade and the
next decade will see further changes affecting how we spend our money and
leisure time. In an industry that is constantly evolving, professionals are
trying to stay on top of the latest trends and predict ways to entice consumers
from different generations to part with their money and spend their limited free
time at one of their establishments. The future of the leisure industry looks
promising. New activities and food styles are constantly being developed and an
array of digital aids will help providers and consumers keep up to date with the
latest trends. In our third issue of Megatrends in European Real Estate, we look
at the increasing cross-over between work and leisure, the impact technological
developments will have on our leisure time, and, how diet and health will be
influencing our leisure choices.
Report: The Deloitte Millennial Survey 2016
As with previous surveys in the series, Deloitte collected the views of
nearly 7,700 Millennials representing 29 countries around the globe. All
participants were born after 1982, have obtained a college or university degree,
are employed fulltime, and predominantly work in large (100+ employees), private
sector organizations (see note on methodology). This summary explores the
factors that underlie the loyalty challenge and offers suggestions, based on
respondent responses, that could help earn that loyalty back.