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CoreNet Global and Colliers | Location Strategy
How are organizations approaching location strategy in today’s complex environment? Colliers and CoreNet Global are gathering insights to help inform CRE leaders navigating the future. Share your perspective in our 5-minute survey.
1. What is your role?
End user / occupier
Service provider professional
Other (please specify)
2. What sector does your organization operate in?
Technology / Software
Financial Services
Manufacturing / Industrial
Healthcare / Life Sciences
Retail / Consumer
Energy / Natural Resources
Logistics / Distribution
Professional Services
Public Sector / Education
Other (please specify)
3. What is your organization’s size (by global FTE)?
0–100
101–500
501–1,000
1,001–5,000
5,000+
4. In which region are you based?
North America
Latin America
Europe
Middle East
Asia-Pacific
Africa
*
5. Which aspects of location strategy most influence talent outcomes? (Select up to three)
(Required.)
Quality of talent / educational institutions
Quality of life
Commute/accessibility
Market reputation / global city brand
Cost of living
Access to amenities
6. Which geography do you expect to see the most net new portfolio growth over the next 3–5 years?
North America
Europe
Asia-Pacific
Latin America
Middle East & Africa
No geographic expansion planned
*
7. How do you expect your real estate portfolio to contribute to enterprise goals over the next 24 months?
(Select up to three)
(Required.)
Reduce operating costs
Improve access to talent
Increase speed to market
Support revenue growth
Enable geographic diversification
Support ESG commitments
Enable AI / automation strategy
Improve employee experience
*
8. What are the top three enterprise priorities for your organization over the next 24 months
(Select three)
(Required.)
Margin expansion
Revenue growth
Geographic expansion
Cost reduction
Talent acquisition / retention
AI / automation adoption
Supply chain resilience
ESG / sustainability
Risk mitigation
9. When making macro location strategy decisions (not site-specific selection), which factors are most influential?
(Rank top five)
1
2
3
4
5
Talent availability
Talent quality
Labor cost
Access to power / infrastructure reliability
Proximity to customers
Regulatory environment
Incentives
Brand / market presence
Real estate cost
Political / economic stability
10. What percentage of your real estate portfolio do you expect to shift locations (directly or indirectly) over the next 3–5 years due to changes in the global business landscape?
Less than 5%
5–10%
10–20%
20–40%
More than 40%
Not applicable / no expected impact
*
11. In which regions do you see the most GROWTH in your global business activity (headcount, square footage, or capital) as a result of changes in the global business landscape?
(Select up to two)
(Required.)
North America
Europe
Asia‑Pacific
Latin America
Middle East
Africa
*
12. In which regions do you see the most CONTRACTION in your global business activity (headcount, square footage, or capital) as a result of changes in the global business landscape?
(Select up to two)
(Required.)
North America
Europe
Asia‑Pacific
Latin America
Middle East
Africa
*
13. Over the next five years, which factor will have the greatest impact on your location strategy?
(Select two)
(Required.)
Global business landscape (economic, regulatory, talent mobility, geopolitical dynamics)
AI / digital infrastructure requirements
Talent scarcity
Energy availability
Cost pressures
ESG / climate considerations
14. How confident do you feel today in your organization’s ability to make long‑term location decisions amid ongoing global complexity?
Very confident
Somewhat confident
Neutral
Somewhat uncertain
Very uncertain
15. In one word, the biggest challenge I face related to location strategy is:
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