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I hope you dance, p.33
I Hope You Dance, page 33
"That's it, Maggie. Insulting me is definitely the way to get me to agree to this. Perhaps you want to tell me how hideous I'll look in a ball-gown?"
"Nah. Now you've grown some boobs and hips you'll carry it off."
"Glad to hear you sounding like your old self again, my darling."
Oh, my goodness I was glad. Breathless with relief. Of course I would dance for her. Hopefully, no spending the night on a toilet floor this time.
So Maggie came home. Mum was delighted to have a full-time needy person to cluck and fuss over, although Dad chipped in, in his unobtrusive way. I balanced my time between catching up on a mountain of work, finishing off orders for eight more pictures, awkwardly, nervously learning dance steps while Dad and I tried not to tread on each other's toes and tearing my gaze away from the Big House.
David had called in at the hospital twice to see Maggie. The first time, I bolted to the restaurant, still too vulnerable and inside out and upside down to know how to deal with him. The second time, I walked in to find them playing black-jack. Maggie ordered me to join in. For a glorious thirty minutes I caught a glimpse of what life could be like if I managed to get a grip on my rampaging hormones and maintain a friendship with David without spending the whole time wanting to nuzzle his neck.
We bumped into each other once more, a week before the dance. I was strolling home from work, having been caught in a summer shower. My clothes and work bag were dripping wet, but the air was warm and clean in between the fat raindrops, and I was taking my time.
He came up behind me, calling my name from a few yards away.
"Hey, Ruth."
I turned to see him striding through the rain, hair plastered to his head, the water glistening off his tanned arms.
"Hi," I smiled. I suspect it was a little goofy.
"Didn't want to sneak up on you."
"Thanks. I am still pretty jumpy. Mum surprised me in the bathroom the other day and I screamed so loud it must have reached the Big House."
"I learned to ignore screams coming from the direction of number five a long time ago," he said, grinning.
"Probably wise."
We walked through the rain for a few minutes. The air carried the scent of ozone and fresh grass. The street leading out of the town centre stood deserted, and it felt as though we were the only people alive.
"I can't remember if I thanked you. That day. I can't remember much of it, to be honest. But if I didn't, then, well…thanks."
David smiled. He kept looking straight ahead, but moved close enough to take hold of my hand. His hand felt strong and safe. My bones turned to treacle.
"Oh yes. You thanked me. I think the word was 'angel'. You said that, ooh, about two hundred and thirty-two times. And um, let me think… hero. That was another one. Amazing, wonderful…I'm pretty sure you called me gorgeous, and pledged your undying love to me not once, but three times. In fact, I think dinner was promised at some point, followed by marriage and many, many babies…"
"Very funny. Please do continue to make jokes about my harrowing hostage ordeal at the hands of a crazed madman."
"You did call me an angel."
"Let's remind ourselves I was under the influence of illegal drugs."
We walked a little longer.
"And you told me that you love me."
A fiery blaze of heat whooshed up through my body. I dropped David's hand, totally flustered. "I've always loved you. You're the brother I never had. You know that."
David turned to face me, drawing me to a stop. He looked at me for a few moments, his face intent. I watched a rivulet of water run down the side of his cheek, fearful of meeting his eyes.
"Is that how you want this to be?"
I shrugged, scuffed my feet on the ground. "It doesn't matter what I want."
"It doesn't matter what you want. Doesn't matter to who? It does to me!"
"What do you expect, David?" I raised my voice now, angry and hurting and so, so tired of this. "Do you think that three weeks after going through a living nightmare Maggie'll look more favourably on me getting involved with a man? Find it easier to trust a bloke? I told you to leave so we didn't have to keep going over this. So I didn't have to keep dealing with it. I can't do it any more. It's too much of a tangled mess. You're my past, David. And a lot of that past is not pleasant. We had our chance. It's stupid to think we can go back."
David continued to stare at me, his eyes burning. "Why can't you let yourself be happy, Ruth? You don't want Maggie to give her blessing because it gives you an excuse to continue punishing yourself for mistakes a teenage girl made a hundred years ago."
"That is not true!" That was so true. "You are so darn arrogant, David Carrington. What makes you assume I want a relationship with you anyway?"
I turned and fled, my lightweight pumps skidding on the soaking wet pavement. If I cried, then the tears blended with the rain so perfectly I couldn't tell.
Chapter Twenty-Eight
The morning of the tea dance, two cards sat forlornly on the kitchen table. Happy anniversary, love Harriet. Happy wedding anniversary, yours, Gil. No flowers, no chocolates, no talk of one of Mum's themed dinners. I had a brainwave and rang Esther in the hope she could help me out. No problem, her baby sister might yet save the day – she was on it.
We spent the whole day at Oak Hill, getting everything ready. Mum bustled, Dad hung lights while Maggie directed him with her crutches, and I snuck off every chance I could get to practise my dance steps in the disabled toilet. We had sold every last ticket. A hundred. The morbid curiosity generated by the organizer having recently survived a gruesome incident with a psychopath helped, of course. Seth, who had been at his girlfriend's beck and call all morning, adjusting her cushions, fetching her drinks, calming her down, disappeared soon after lunch.
"Did Seth have something on this afternoon?" Surely not. This day had been planned for months.
"What's that then?"
"I don't know." Oh dear.
"Don't look like that, Mum. We've got loads of help. I said I didn't mind."
"I'm just surprised."
"Really? I thought this was exactly what you expected from Seth. It gives you more reason to prolong this totally unfair probation."
It might have been what I expected, but Seth's secrets were not what I wanted for my daughter. Maggie was right: I couldn't keep this probation up forever. I muttered a silent prayer that Seth would either get his act together or increase his dodgy behaviour to the point where Maggie decided not to put up with it. Just please, please don't let this boy break her heart.
I joined Emily, folding napkins at the speed of light on one of the round corner tables.
"Hi, Ruth. How's it all looking?"
"Pretty good. I think it's going to be spectacular."
"Describe it to me."
"Well, we have white and midnight blue gossamer drapes hung in a circle across the ceiling, meeting in the middle like a tent. The blue drapes have white lights running along them, and the white ones have blue. There are more drapes covering the walls, and the rest of the round tables are like this one. White tablecloths and blue or silver runners."
Mum had dragged in huge leafy branches and weighted them down in buckets around the edge of the room, adorning the branches with fairy lights. The chairs had white covers, with blue or silver gossamer bows, and Maggie's friends were creating pretty centrepieces using silver plates covered in moss, tiny summer flowers and more sparkly lights.
"It looks like we'll be dancing in an enchanted forest clearing," I added.
"Sounds incredible." Emily's nimble fingers continued to fold napkins into swans without slowing down. She sighed. "I would like to take a good look at that."
I shuffled my cha
Emily rested her head on top of mine. "How are you, Ruth? Still having nightmares? Any more flashbacks? Cold sweats or crying for no reason? Anxious or unusually guilt-ridden?"
"Yes. All of that. But it's getting better."
"Give my secretary a call and set up some sessions. Mates' rates. Which in my case is nothing."
"If I decide I need professional help, I'll pay you for it. But I'm doing okay really."
"Okay. I thought so. Unfortunately, I don't consider okay a satisfactory state for any of my friends to be living in. And neither does your mother."
"Oh, here we go…" I sat back up again.
"Book the session, Ruth. You'll be doing me a favour," she said, in a tone that meant business.
"I'm furious with myself!" Emily ripped up a napkin – made of pretty good quality paper and not easily torn – and threw the bits across the table. "I'm raging that I didn't see this coming. Didn't take this guy seriously enough. I should have spotted it."
"If it'll make you feel better, I'll think about it. But maybe you need to listen to your own advice."
We sat and folded napkins together for a few minutes.
"Mum's going to pay you for the sessions, isn't she?"
Emily smiled. "I couldn't possibly comment."
"Mates' rates? It's about time my mother stopped paying people to be nice to me."
"It's about time you stopped running away and let people be nice to you."
"Is she paying you for this conversation?"
"Remarks like that are exactly what I'm talking about."
"Oh, there's my lovely boss, Martine. I must go and say hello."
Emily shouted after me as I dashed off. "Running away!"
Later that afternoon, the Henderson family got the shock of their life when a voice boomed out, "Stone the crows! Would you cop a loada this?"
"Miriam!" My mother vaulted across the room, tossing the tablecloth in her hand over one shoulder as she ran. Throwing her arms around Miriam, she cried and laughed and stood back to look her up and down before clutching her tightly again. Dad followed close behind her.
After a few minutes, I prised my parents away long enough to give my favourite sister a hug. "What on earth are you doing here?"
"Heard there was going to be a Henderson reunion. Ya didn't think I was going to miss it, did ya?"
I must have looked confused. Mum whispered, "It's meant to be a secret! Lydia is one of our surprise celebrity judges!"
Lydia, a judge? Great. Maybe people would expect her to show bias towards me due to our sisterly status. I snorted at the very thought. At least dancing with Dad might reduce the temptation to mark me down.
Miriam, the exact image of Mum save for her dark brown hair and Sydney tan, peered around the room. "Well, where's that champion niece of mine? I want to sign her cast."
Introductions were made, tea was fetched and eyes were wiped. Miriam called her husband, Adam, in from the foyer, and the remaining preparations were put to one side.
Against all odds, despite past vows and by some sort of miracle, at seven o'clock that evening I found myself dressed up to the nines in a white ball-gown, hovering at the edge of a dance floor. The hall looked amazing, even better than we had hoped. Maggie, hopping in on crutches decorated with silk flowers, took in a slow sweep from one end of the room to the other and glowed. My Maggie, stunning in a simple black and white fifties-style dress, glowing. Ana Luisa and Ellie had agreed to man the door, checking tickets and pointing guests in the direction of the seating plan. Ana Luisa stood resplendent in a fiery red salsa costume, Ellie unbothered in her smartest blue jeans and a checked shirt.
I joined a table primarily made up of Oak Hill employees. Lois and Matt sat entwined on one side, enjoying a rare evening as a couple. Martine perched on my left, shimmering in an aqua tasselled flapper dress, complete with a blue and green feathered headdress and her usual make-up.
"Ruth! You've been avoiding me!"
I couldn't help smiling. It was true. I'd been feeling too emotional, too fragile for Martine's frank honesty these past few weeks. I thought I'd been pretty subtle about it, though.
"You heard about Dorothy?"
I shook my head. I knew she had resigned from her cleaning job the day after Carl's arrest and gone to stay with a relative in Derby. I'm sure my face showed just how interested I was in hearing news about Dorothy.
"She's got a new job, working in a leisure centre again. It's going well, apparently. She's moving forward with her life."
"Good for her." Ouch, Ruth. Sarcasm does not befit white ball-gowns.
"Yes. It is good for her. But what about you, Ruth? Managing to move forward, or does the elastic of unforgiveness keep pinging you back to that dreadful day?"
"Can we talk about this some other time?"
"No. This discussion is long overdue. You've avoided me at all other times. And as long as you refuse to forgive all parties concerned, including yourself, you might as well be dragging a life-sized model of Carl Barker with you everywhere you go. Do you want to be free of him or not?"
"It's been a month, Martine. I'm doing my best."
Martine did a little growl of frustration. "I'm going to fire you if you don't do better."
"What? You can't do that!"
"Probably not. But go and see Emily anyway. She's a good counsellor. And maybe she'll be able to help you sort out your pile of issues while you're at it."
"My pile of issues?"
"Pile. Mountain. Heap. Rubbish dump. Issues!"
"Fair enough."
"So you'll go?"
"I've got nothing better to do with my evenings once this tea dance is over. At least on Emily's couch I might get some peace."
At that moment, Maggie tapped me on the shoulder.
"Mum!" Her face was white.
"What is it?"
"Hannah's not here."
Hannah was getting a lift to the dance with her neighbour, John. This whole dance had sprung from Maggie's attempt to help her reclaim a life for herself. Hannah had worked for weeks planning everything, even dusted off her old pearls and silk gloves to wear. I tried to hide my concern.
"Is John here yet?"
She shook her head.
"They'll be here. He would've let us know if there was a problem."
Maggie didn't look convinced.
"Give it another half hour, then we'll start worrying, okay?"
At that moment, there was a fanfare of dramatic ballroom music. Dad glided onto the stage from behind a curtain. Dapper in top coat and tails, he stood in front of the microphone. Relating the story of how Maggie cajoled them into starting a tea-dance class, to help her friend Hannah, he described the early classes, with the rag-tag bunch of teenagers and residents from the care home. Explained what a privilege it was to see the two very different groups of people having fun together, and how it had borne the idea of the intergenerational dance-off.
"But you have to wait till later on to see the fabulous fruits of the tea-dance class efforts! We're going to begin the evening by giving you a taste of what they went through. On your feet, ladies and gentlemen, and please offer a very warm welcome to the best dance instructor in the country, if not the universe: the internationally acclaimed, twice UK champion, Harriet Henderson!"
Mum floated onto the stage, her full-length gown whooshing out in a blaze of shimmering sparkle as she twirled to join Dad. The crowd broke out in spontaneous applause. Half the people here had been on the receiving end of Henderson compassion. Mum took her husband's hand as she curtseyed, and a thousand memories zipped through my mind:
They coached everyone through a waltz, with a perfect balance of professionalism and light-heartedness. Mum demonstrated with one of Maggie's school mates, who blushed sheepishly as she insisted he hold her "like a man". Dad beckoned Martine to come and be his partner. She earned top marks for enthusiasm. I'm not sure who was leading who in that waltz. As the music played and two-thirds of the one hundred guests squeezed onto the dance floor, within moments everything descended into hilarity and chaos. The novice dancers muddled through, until a few minutes in someone turned the music off. All the lights dimmed, save one spotlight in the centre of the floor. Esther and Miriam, two tables away from me, began chanting, "Harriet and Gil! Harriet and Gil!" By the third chant, the couples around them had got the hint, retreating from the floor and joining in with the increasingly loud demand. Martine pushed Dad into the spotlight, and Maggie's friend dragged Mum "like a man" next to him.
I held my breath, too nervous to chant. For the first time ever, my parents looked uncomfortable to be in the spotlight. The chants died away and we waited, in silence, to see what would happen next. A lot of people knew all had not been well in the Henderson family of late. I prayed – a genuine, gut-wrenching, eager prayer – that they would take this opportunity, make our dreams come true and dance.
Esther did not let me down. Out of the empty, endless hush came the first few bars of "At Last" by Etta James. Mum lifted her head as Dad lowered his to meet his wife's gaze. A tiny smile twitched at the corner of each mouth, and Dad offered his hand. As Mum drew gently closer, into the perfect Viennese waltz hold, she could not have looked any less beautiful, less radiant, less content than she had when those same few notes played at the first dance of her wedding reception, exactly forty-nine years before.
At last, indeed.
Nobody breathed, or uttered a sound, or so much as rustled their tea dress as the music soared and the best two dancers in the country, if not the universe, performed a love story so exquisite it expressed everything needing to be said without a single word. Dad ended by dipping Mum to a couple of inches off the ground, before sweeping her up again. She tapped him on the backside and said, her voice bouncing off the rafters, "Well, Gil Henderson. Looks like you've still got it!"
by Moran, Beth have rating 4 out of 5 / Based on32 votes


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Minivan Manifesto - Using Our Words
Lately I've been hearing myself say things I never thought I would: Get your finger out of your butt. Stop dancing on the table. Seriously, get your finger out of your butt. I. Love. My. Minivan. That's right. I said it. "Love", "my" and "minvan" all in the same-ish sentence. For years I fought the …
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Yoann lives in the countryside at his big sister's house. He is enamored of a young woman who is under the control of the chief of the woodland gypsies.
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Nigerian news
Igbo people have produced more millionaires than Harvard business school – Reno Omokri reveals
Former aide to Ex-President Goodluck Jonathan, Reno Omokri has said that the Igbo ethnic group are responsible for multimillionaires than Harvard business school.
He noted that this was through the popular apprenticeship system which is common in Eastern parts of Nigeria. He also added that he'd never seen an Igbo beggar.
Reno suggested that it wasn't a coincidence that the best times economically for Nigeria was when an Igbo person, Ngozi Okonjo-Iweala, was in charge.
He wrote:
The Igbo are an African ethnic nationality that have produced more US dollar multimillionaires, per capita, through their apprenticeship system, than @HarvardHBS Business School. Igbos prove that WHO you know takes you farther than WHAT you know #FreeLeahSharibu #RenosNuggets
Since I was born till today, I've NEVER seen an Igbo BEGGAR. Africa should study this most enterprising ethnic nationality. Nigeria had her fastest GFP growth in 2003-2007 and 2011-2015 under the hand of an Igbo @NOIweala. It can't be a COINCIDENCE! #FreeLeahSharibu #RenosNuggets
Let make a little clarification because of insinuation from haters. I am NOT Igbo. I am NOT married to an Igbo. I am NOT related to any Igbo (if I am, then my father has some explanations). I said what I said because it is a RESEARCHED TRUTH!
#FreeLeahSharibu #RenosNuggets
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text:
The impact of adsorption on the exposure assessment of Bacillus thuringiensis in the water-sediment system: a mathematical model approach
- Source:
- Biology and fertility of soils 2017 v.53 no.8 pp. 929-937
- 0178-2762
- Subject:
- Bacillus thuringiensis subsp. aizawai, adsorption, bacteria, bacterial toxins, biocides, environmental fate, exposure assessment, mathematical models, nontarget organisms, pesticides, plant protection, sediments, soil water
- Abstract:
- A model to assess the environmental fate of bacteria to be used as plant protection products or biocides is presented. The model, based on a black-box approach, takes into account the bacterial cell adsorption on the sediment phase and the degradation kinetics and allows the calculation of the expected environmental density of bacterial cells and the predicted environmental concentration of bacterial toxins in the water-sediment system. An example of calculation results is reported for the study cases of Bacillus thuringiensis subsp. aizawai strain GC-91, B. thuringiensis subsp. kurstaki strain ABTS-351, and B. thuringiensis subsp. tenebrionis strain NB 176, used as plant protection products, and B. thuringiensis subsp. israelensis strains AM 65–52 and SA3A, used as biocides. The calculation of expected environmental density and predicted environmental concentration for bacteria in soil-water systems allows to achieve an appropriate risk assessment of the environmental fate and of the impact of bacterial pest control agents or bacterial biocides on non-target organisms.
- Agid:
- 5833348
- http://dx.doi.org/10.1007/s00374-017-1224-y


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Visitor Information
LondonTown.com - Polka Location Map
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With an exciting calendar of entertainment, 2019 is another special year in London. Find out what's happening throughout the capital with our thorough guide to the best 2019 London events.
Hotels near Polka
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London > Hotels > Luxury Chain Hotel from £199 30% off
19 - 21 Great Marlborough Street, W1F | 2 minutes from Polka
A swimming pool, spa, fitness room and a range of meeting rooms have been sympathetically accommodated within this historic 5-star Soho hotel. A Grade II listed ... More
London > Hotels > Mid-Range Chain Hotel from £108 42% off
10 Carlisle Street, W1D | 3 minutes from Polka
Promising 'the bill you pay at check-out is what you thought you'd pay when you checked in', the Nadler Hotels specialise in stylish, affordable accommodation. The ... More
London > Apartment > Apartment from £184 24% off
5 Maddox Street, W1S | 4 minutes from Polka
Edgy, urban and very hip, these distinguished apartments are a shopper's seventh heaven. Located near Regents Street, Maddox Street is a stylish sanctuary of tranquility offering ... More
Alternative Bars nearest Polka
London > Nightlife > Bars
58 Poland Street, W1F | 1 minute from Polka
Hidden behind a door with a blindfolded pig's head on it and above Jason Atherton's Michelin-starred restaurant, Social Eating House, is award-winning, speakeasy-style bar, ... More
Nightlife near Polka
London > Nightlife > Nightclubs
201-203 Wardour Street, W1F | 2 minutes from Polka
Paper, the notorious nineties nightclub and scene of celebrity sightings - Keira Knightley, Lindsay Lohan, Helena Christensen and Beyonce were among its A-list fans - is ... More
London > Nightlife > Wine Bars
147 Wardour Street, W1F | 2 minutes from Polka
Tesco's top end finest* wine range, which has been awarded the accolade of 'Own Label Range of the Year' for three years on the trot ... More
Events near Polka
London > Events > Theatre Dates: 1st January 2015 to 5th April 2020
Polka, Shaftesbury Avenue, W1D | 5 minutes from Polka
Michael Jackson's untimely death may have propelled this musical into orbit; Thriller - Live became a tribute show overnight with the obvious decision that the show ...More
London > Events > Theatre Dates: 13th February 2020 to 2nd January 2021
Polka, 16 Denman Street, W1D | 5 minutes from Polka
Everyone's favourite Hollywood love story comes alive on the London stage this February when Pretty Woman: The Musical transfers from Broadway to the West End with ...More
London > Events > Theatre Dates: 23rd October 2019 to 29th March 2020
Polka, 28 Old Compton Street, W1D | 5 minutes from Polka
Zizi Strallen stars as the practically perfect Mary Poppins in Cameron Mackintosh's musical production which returns to its original West End home at the Prince Edward ...More
Entertainment near Polka
London > Entertainment > Theatres
8 Argyll Street, Soho, London W1F | 2 minutes from Polka
For those who owned televisions in the 1950s and 1960s, the London Palladium is quite simply the most famous variety theatre in the world. Stars who ... More
London > Entertainment >
1 Soho Square, Soho, London W1D | 4 minutes from Polka
Popular lunchtime spot in the heart of London's media industry, Soho Square is located at the centre of Soho and provides a ... More
London > Entertainment > Theatres
21 Dean Street, Soho, London W1D | 4 minutes from Polka
The Soho Theatre Company was formed in 1969 by Verity Bargate and Fred Proud, but it didn't have a permanent home until 2000, when its current ... More
Sights and Attractions near Polka
London > Attractions > Art Galleries
16-18 Ramillies Street, Soho, London W1F | 2 minutes from Polka
The Photographers' Gallery - Britain's leading centre for contemporary photography - emerged from a 3.6 million pound redesign in May 2012 revealing the work of Irish ... More
London > Attractions > Art Galleries
147 Wardour Street, W1F | 2 minutes from Polka
Founded in 2013 by two young artists, Unit London was born from a desire to break down the barriers of elitism and ... More
London > Attractions > Art Galleries
Brewer Street, Soho, London W1F | 4 minutes from Polka
A new gallery space dedicated to light art. ... More
Shopping near Polka
London > Shopping > Clothing
29 D'Arblay St, W1F | 1 minute from Polka
Swedish organic denim brand offering free repairs.... More
London > Shopping > Clothing
29 D'Arblay Street, W1F | 1 minute from Polka
Originated in Gothenburg, Nudie Jeans stocks raw and prewashed denim jeans made with 100% organic cotton denim. As well as the top ... More
Restaurants near Polka
London > Restaurants > Korean restaurants
58-59 Great Marlborough Street, Soho, London W1F | 1 minute from Polka
Korean Cuisine... More
London > Restaurants > Italian restaurants
58-59 Great Marlborough Street, W1F | 1 minute from Polka
Inspired by his travels through Rome and Napoli as well as L.A. and New York, chef Chris Leach continues the success of his 10 Heddon Street ... More
London > Restaurants > Japanese restaurants
52 Poland Street, Soho, London W1F | 1 minute from Polka
For anyone who needs a fast, healthy lunch Yo! Sushi is the place to go. Its conveyor belt service means you've always got plenty of choice, ... More
Education near Polka
London > Education > Cookery Courses
15B Little Portland Street, Fitzrovia, London W1W | 5 minutes from Polka
Awarded The Best City Cookery School 2013, the Cookery School at Little Portland Street has been teaching people to make simple, honest food for more than ... More
London > Education > Adult Education
19 Wigmore Street, Marylebone, London W1U | 9 minutes from Polka
Whether you're a Nigella or not in the kitchen, the L'atelier des Chefs cookery school can teach you something. Classes are given in the basement kitchens ... More
London > Education > Adult Education
18-22 Chenies Street, WC1E | 10 minutes from Polka
One of three RADA sites across London, this Chenies Street building contains rehearsal rooms, the finance department, RADA Enterprises, the RADA Marketing department, ... More
Leisure near Polka
London > Leisure > Health and Beauty
Unit 2.4-2.6 Kingly Court, Soho, London W1B | 3 minutes from Polka
On the second floor of the Kingly Court complex off Carnaby Street, Triyoga offers busy city people a refuge where they can centre themselves. One of ... More
London > Leisure > Health and Beauty
1 Kingly Court, Soho, London W1B | 3 minutes from Polka
All therapists at The Beauty Lounge in Kingly Court work in the media, fashion and beauty industry so when you go for a make-up leseson you'll ... More
Pubs near Polka
London > Restaurants > Gastropub
77a Wells Street, Fitzrovia, London W1T | 3 minutes from Polka
Gastropub... More
Meeting venue hire near Polka
London > Business > Venue Hire
50 Berners Street, Fitzrovia, London W1T | 4 minutes from Polka
... More
London > Business > Venue Hire
68 Dean Street, Soho, London W1D | 4 minutes from Polka
This stylish private house in Soho is suitable for photo shoots, meetings, press events, filming and for a limited range of social events such as dinners ... More
London > Business > Venue Hire
30 Rathbone Street, Fitzrovia, London W1T | 6 minutes from Polka
Centrally located in Fitzrovia, it's a short walk from The Rathbone to Oxford Street, Soho and London's theatre district. With high speed wireless broadband available in ... More
Also in Poland Street
Our recommendations in the same street as Polka
Hotels Near
What's On Today
Near Polka
Shot in Soho
Exhibitions | Until 9th February 2020
Photographers' Gallery 2 minutes walk from Polka
Soho, the gritty, colourful cousin to Mayfair, its well heeled neighbour, is continually captured on camera. The Photographers' Gallery celebrates ...More
Goldilocks and the Three Bears
Theatre | Until 12th January 2020
London Palladium 2 minutes walk from Polka
Popular The One Show presenter Matt Baker makes his Palladium panto debut starring in Goldilocks and the Three Bears alongside ...More
Carnaby Christmas Lights and Shopping Party
Seasonal | Until 1st January 2020
Carnaby Street 2 minutes walk from Polka
Sustainability is at the heart of the Carnaby Street Christmas Lights this year with dolphins and whales creating an ocean ...More
What's Xmas Gotta Do With It- Tina T'urner Tea Lady & Friends Xmas Show
Theatre | On 12th December 2019
The 100 Club 3 minutes walk from Polka
A cabaret comedy show with a seasonal theme by Tracey Collins a host of her other characters including Audrey Heartburn, ...More
The London Edition's Christmas Tree
Seasonal | Until 3rd January 2020
The London EDITION 4 minutes walk from Polka
British artist and designer Luke Edward Hall put his festive stamp on The London Edition this winter with his colourful ...More
Regent Street Christmas Lights
Seasonal | Until 31st December 2019
Regent Street 4 minutes walk from Polka
With 2019 marking the 200th anniversary of Regent Street, the ceremony marking the Christmas Lights switch-on will be a big ...More
Ghost Quartet
Theatre | Until 4th January 2020
Boulevard Theatre 4 minutes walk from Polka
The brand new Boulevard Theatre in Soho opens to the public for the first time on 24th October with Ghost ...More
Alex Borstein And The Amstergang
Comedy | Until 15th December 2019
Soho Theatre 4 minutes walk from Polka
The American actress performs original songs and parodies with a live band....More
Sketch Christmas here, there and everywhere
Seasonal | Until 1st January 2020
Sketch - The Glade 4 minutes walk from Polka
Stepping inside sketch is like falling down a rabbit hole and it's never more magical than at Christmas. Around every ...More
Girl From the North Country
Theatre | Until 1st February 2020
Gielgud Theatre 5 minutes walk from Polka
Following five star reviews when it was first shown at The Old Vic in 2017 Conor McPherson's Girl From the ...More
New on LondonTown
Best New Openings in London in 2020
London in 2020 gets a slew of hot ...More
Studio 8 Cafe and Bar
Part of the redevelopment of Riverside Studios, rebuilt from the ground up over five years, ...More
Eataly, the Italian food hall which gathers high quality Italian foods under one roof, has ...More
The debut restaurant from Santiago Lastra, Rene Redzepi's righthand man for the Noma Mexico pop-up, ...More
Samsung KX Kings Cross
As well as being a high tech space where visitors can discover a range of ...More
Educating Rita
Theatre | From 24th March
As part of its 40th anniversary tour, Educating Rita comes to Rose Theatre Kingston this ...More
The Doctor
Theatre | From 20th April
Described by the Guardian as 'one of the peak theatrical performances of the year', Juliet Stevenson reprises her role in Robert Icke's The Doctor when it transfers to the Duke of York's Theatre in 2020. ...More
Masculinities: Liberation through Photography
Exhibitions | From 20th February
Bringing together over 300 works by more than ...More
Message In A Bottle
Dance | From 6th February
In a first-time collaboration between Sadler's Wells and Universal Music, Message In A Bottle is ...More
British Baroque: Power and Illusion
Exhibitions | From 5th February
In 2020, Tate Britain presents the first-ever exhibition ...More
Pretty Woman: The Musical
Theatre | From 13th February
Everyone's favourite Hollywood love story comes alive on the London stage this February when Pretty Woman: The Musical transfers from Broadway to the West End with a run at the Piccadilly Theatre. The direction and ...More
NYE at Greenwich Grind
Seasonal | On 31st December
Eclectic café-bar brand Grind gets in on the New Year's action this year with a ...More
A Number
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Caryl Churchill's haunting drama, A Number, returns to the London stage in 2020 with a ...More
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National Theatre: Lyttelton Theatre
A new play by Moira Buffini, Manor sees Olivier Award-winning actors Nancy Carroll and Ben ...More
Jack Absolute Flies Again
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Oliver Chris and Richard Bean - the writer responsible for One Man, Two Guvnors - ...More
London Events 2020
New musicals put Pretty Woman and The Prince of Egypt centre stage, blockbuster art ...More
Glass House Brick Lane
A coffee bar by day, serving cocktails till midnight and offering a creative co-working space ...More
Hoppers King's Cross
With a much larger bar than previous sites, Hoppers King's Cross offers beers on tap ...More
Westin London City
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Pan Pacific London
Set in One Bishopgate Plaza, a landmark tower just across from Liverpool Street Station, Pan ...More
Goodman's Fields
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Hotels near Polka
From cheap budget accommodation to luxury 5 star hotels see our discounts for Polka hotels, including The Courthouse Hotel from 90% off.


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Students as "Grammarians": Discovering Grammatical Rules Lesson on the Causative "Have"
Groups examine a series of examples, identify the common elements, and work together to discover "the causative" grammar rule represented.
50 Views 47 Downloads CCSS: Adaptable
Instructional Ideas
- Although designed for ESL/ELD classes, the exercises are appropriate for native English speakers as well
Classroom Considerations
- The fifth in a series of 10 grammar resources
- The lesson assumes learners are familiar with active and passive voice, with various grammatical structures, and with causatives
- Sample sentences are included
- The lack of scaffolding may leave some learners confused
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Corporate real Corporate real estate mirrors estate mirrors brand: a conceptual framework brand and practical applications 213 Chesta Khanna Faculty of Architecture, Delft University of Technology, Delft, The Netherlands, and Theo J. M. van der Voordt and Philip W. Koppels Department of Real Estate and Housing, Delft University of Technology, Delft, The Netherlands
AbstractPurpose – The purpose of this paper is to show how international companies (can) use real estate asa means to reinforce corporate identity and to express brand values in order to evoke a positive imagein today's competitive world.Design/methodology/approach – A review of literature, seven case studies including analysis ofcompany documents and in-depth interviews with marketing experts and real estate advisors, and across-case analysis showing the translation of brand core values in real estate strategies of thesemultinationals.Findings – The findings show that brand values are incorporated in the location strategy, buildingstrategy, workplace strategy and at portfolio management level by all companies, but in different waysand with different focus points. Most commonly used brand values are "Green" values, i.e. sustainability,reliability, transparency, innovation and people oriented. Branding policies take into account bothinternal stakeholders such as the employees and external stakeholders such as customers and investors.Research limitations/implications – The number of interviews is rather small and limited toDutch staff members of multinationals. Reliability of the findings was enforced by triangulationthrough connecting the interview findings to literature and strategic documents. Additional empiricalresearch is needed to further explore which strategic choices can be made and in particular what arethe actual costs and benefits of "branding by real estate".Practical implications – The different ways to translate corporate brand values in real estate andthe conceptual framework that has been developed to describe the step-by-step approach – fromdefining a vision to translating corporate culture and corporate identity into a well-considered realestate strategy – can be used by policy makers and real estate managers in real estate decision-makingon strategic, tactical and operational level.Originality/value – The paper links findings from corporate real estate management with insightsfrom marketing theory and adding value by real estate.Keywords Strategy, Real estate, Branding, Corporate identity, Corporate image, CREMPaper type Research paper
IntroductionIn today's world, people talk about brands, people wear brands, drive them, eat themand admire them. Everything people do and experience today somewhere is a "brand Journal of Corporate Real Estate Vol. 15 No. 3/4, 2013experience". Due to a globalizing and extremely competitive society where product and pp. 213-230service differentiation is no longer sufficient to maintain a good market position, the q Emerald Group Publishing Limited 1463-001Xvalue of a company and its products depends more and more on adequate branding DOI 10.1108/JCRE-01-2013-0003JCRE (Appel-Meulenbroek et al., 2010). As a consequence it becomes necessary to use every15,3/4 opportunity of using corporate resources as a means to communicate brand values. Corporate branding is directed to the overall perception that internal and external stakeholders have of an organization and the image created in their mind of the corporate identity (Balmer, 2001). It extends to the core of the organization and is believed to create, communicate and deliver value to customers in a manner that214 benefits the organizational performance and supports competitive advantage (Balmer and Gray, 2000). Corporate identity is propagated through all facets of a company people come into contact. For this reason branding requires the engagement of everyone in the organization, from CEO to HR, IT, RE and production departments. For instance, human resources managers can incorporate cultural matters and corporate values in training and development programs in order to encourage employees to express cultural values in their behaviour. Production departments are responsible for designing products and delivering services that are coherent with the brand values of the company. In the domain of corporate real estate management (CREM) the role of the real estate strategy in communicating brand values to internal and external stakeholders is recognized as well. De Jonge (2002), in De Jonge et al. (2009) mentioned seven ways to add value by real estate, including its impact on marketing and sales, as such transforming real estate from a cost factor to a corporate asset. The impact of corporate real estate on marketing and PR is also included in a number of frameworks that connect corporate real estate to shareholder value and organizational performance from the perspectives of different stakeholders (Nourse and Roulac, 1993; Roulac, 2001; Lindholm and Leväinen, 2006; Lindholm et al., 2006; De Vries et al., 2008; Den Heijer, 2011; Jensen et al., 2012). A real estate strategy that is aligned with branding objectives can add value to the core business by evoking a positive image and as such attract and retain customers and talented staff and contribute to distinctiveness and competitive advantage (Harris and De Chernatonay, 2001). Real estate can have presentation effects that are hard to imitate or substitute with other means. The location and building choice might influence the marketing costs of an office firm (Archer and Smith, 2003). It is assumed that this might reduce communicating costs in advertising campaigns (Heywood, 2008). The aim of this paper is to investigate if and how multinationals nowadays incorporate brand values in their corporate real estate strategies to strengthen the corporate identity, if these strategies are directed at internal or external stakeholders or both, and at which levels branding by CREM is being applied in practice: portfolio management, location strategy, building strategy and/or workplace strategy. For this purpose interviews were conducted with marketing experts and real estate advisors from seven multinationals. Based on a review of literature, a relationship framework has been developed that visualizes the alignment of the real estate strategy to branding objectives of the organisation. This framework has been used to structure the data-collection and findings from the case studies. The next section presents this framework. Then the research methods and findings will be presented. The paper ends with reflections and conclusions and some suggestions for further research.
Theoretical framework Corporate branding can be part of a marketing strategy by using the corporate identity as a unique selling proposition (Hatch and Schultz, 2003). As such branding strategystarts at organizational level by recognizing the corporate identity and defining the Corporate realaimed image of the organization. The next step is to "translate" the corporate identity estate mirrorsinto corporate brands and brand values that differentiate from competitors and enhancethe system and loyalty of stakeholders, and to discuss how to communicate these values brandclearly and consistently. Brand values are transmitted to the world by various corporatecommunication channels to reach both internal and external stakeholders (Balmer,2001). The concept of corporate communication is much broader than marketing 215communication which focusses on external stakeholders, mainly customers, and isproduct orientated. A corporate communication mix consists of primary,secondary and tertiary channels of communication (Balmer and Gray, 1999). Primarycommunication channels relate to communication effects form products,services and corporate behaviour. Secondary communication channels encompasscorporate activities such as advertising, sales promotion, and the visual identificationsystem (symbol and/or logo, slogan, typography and colour). Tertiary communicationchannels consist of messages regarding the organisation that are conveyed by thirdparties, for instance word-of-mouth advertisement. Corporate real estate can be seen as a secondary channel of corporate communication.It provides a visual representation of corporate identity, on different scale levels:particular buildings such as the headquarters, parts of buildings, e.g. front offices,particular places such as entrance halls, or the overall real estate portfolio. The location(site), the building – in particular the appearance by its skin and other buildingcharacteristics such as the height, composition and texture - and workplace characteristics(space) such as the level of openness are useful means to express brand values to internaland external stakeholders. The importance of image effects of the location has been longrecognised and is often referred to as the "right address". The "location location location"mantra still holds for current offices. A firm may be known by its neighbourhood or by thebuilding it occupies (Koppels et al., 2009). Regarding building level, corporations mightchoose to accommodate themselves in iconic buildings, on prime locations, in order tocommunicate their corporate brand values to its employees, clients and otherstakeholders. By choosing a particular form, an organization transmits messages aboutits values and aspirations – for example by opting for the representation of progress,power and success associated with a skyscraper, or by architecture referring to industrialdesign and a living machine of innovation, as is shown in the corporate headquarters ofOakley, California. This building is a monument for the machine age, to honour invention."The exterior architecture signifies a fortress to bunker the triumphs of patentedinnovation, which is one of the major brand attributes of Oakley". The physical image of the building may advertise and attract attention to a firmsgoods and services. The increased interest of companies to buy or lease sustainableoffice buildings can partly be explained from this perspective. It provides organizationswith a means to communicate their corporate social responsibility (Thyssen, 2011). As Lindholm et al. (2006) argue the work place strategy also provides possibilities tocommunicate brand values. The office and facility layout might for example reflect theorganization emphasis on team work, transparency, innovation or any other set ofcorporate brand values, see for instance, the work environments of Vodafone inAmsterdam versus the interior design of BBC, British headquarters (Plates 1 and 2). The Vodafone NL's Amsterdam headquarters melds brand value speed in theworkplace; the provision of the NS train module as a work space shows howJCRE15,3/4
Plate 1.Work spaces of Vodafone,Amsterdam
Plate 2.BBC North,Salford-designed by ID:SR
the interpretation of the brand value is made in the workspace (see also Plate 3); on the other hand, BBC wants to provoke "a smile"; with innovative use of "dead space" for meeting pods, and all staff in one area, it is a good place for collaborating; printed with permission. Organizations should not focus solely on characterizing their brand externally, but also bring brand in life in the internal world as well. While the location, building, and portfolio strategy affect both the perception of the corporate identity by internal and external stakeholders, it can be argued that the workplace strategy mainly aims at expressing brand values to internal stakeholders (Van Loon et al., 2006). According to Ward and Holtman (2000) the "narrative office" brings brand values alive, act as a receptacle for corporate memory, and gives employees constantly visual stimuli to promote a service ethos. The final step in "branding by real estate" is to investigate how both internal and external stakeholders perceive and appraise companies' real estate and what the impact is on corporate image. A positive image may contribute to competitive advantage through differentiation from competitors, in addition to two other corporate real estate Corporate real estate mirrors brand
Plate 3. Mobile workspace of Vodafone designed as a train workstation
Research methodsIn order to empirically test and further explore this conceptual framework, seven casestudies were conducted to investigate organisational strategies on three levels: businessstrategy, functional strategy and operational strategy. Each case has been analysed byinvestigating corporate brand values and how these values are translated into the locationstrategy, building strategy, workplace strategy, and portfolio management. Furthermore,it was ascertained if the organization strategy of communicating specific brand valueswas aimed at internal and/or external stakeholder. Data were collected through interviewswith representatives from the marketing and real estate division. Most of them areworking at the corporate headquarters of the organizations. In addition, documentanalysis of annual reports and real estate strategy documents was carried out. Finally across-case analysis was conducted in search of similarities and dissimilarities. Due to theexplorative nature of the study, the case selection ensured that organizations from variouseconomic sectors are represented in the sample. Furthermore, the selected cases consist ofa mix of companies belonging to the business to business (B2B) marketing (two cases),business to customers (B2C) marketing (one case) and a combination (B2B þ B2C) of bothcategories (four cases), in order to learn from practices across various sectors.
Research findingsThe studied organisations demonstrate a variety of corporate real estate managementstrategies. Five organisations typify their functional REM strategy as a cost reductionJCRE Competitive Advantage15,3/4 Leads to
Strategic aim
Relates to
Corporate image
Portfolio Management
Brand Values
Derives from Corporate Brand CORPORATE IDENTITYFigure 1. - Corporate StrategyConceptual framework - Corporate Cultureshowing the possible - Corporate Visionrole of real estate incorporate branding Source: Built on Balmer and Gray (1999)
InnovationCompanies considering innovation as one of their brand values closely link innovation totechnological developments within their core businesses, for instance Philips, Vodafoneand Logica. The IT department is strongly involved in the translation of this brand valueinto real estate by application of new technological developments. In the location strategy,the brand value "innovation" is usually depicted by choosing the location in regions wheretalented labour is concentrated, e.g. in Eindhoven (location of the Innovation Hub ofVodafone). However, this operational decision might be less related to a differentiationstrategy and merely be driven by perceived innovation advances of economic clusters,which are believed to stimulate innovation (Porter, 1998). In building strategy"innovation" is often linked to biometrics authentication by technology, i.e. to controlphysical access to buildings for reasons of security and to make buildings "Smart".Innovative work place strategies focus on flexible working with non-assigned "hot" desks. 220 JCRE 15,3/4
Table I. Five most common
Sector Telecommunication Mail and parcel delivery IT consultant Banking Oil and gass supplier Electronics and lighting Food retailerLocation Corporate Hq. – Corporate Hq. – The hague Corporate Hq. – Corporate Hq. – Corporate Hq. – Corporate Hq. – Amsterdam Corporate Hq. – Zandam Amsterdam Amstelveen Amsterdam The HagueMarketing segment Combi B2B&B2C Combi B2B&B2C B2B Combi B2B&B2C B2B Combi B2B&B2C B2CBusiness strategy Identical sales Meeting growing global No information Focus on strong Improve consumer Open Innovation strategy, Take maximum advantage of growth, strong demand for energy and available position with attractive power and joint effort amongst business business opportunities to consumer brands, minimise environmental home market in digitisation by lines, customer-centric, focus become number one provider allocate capital to impact. Develop alternative Northern Europe. combining mail, on meeting local market of fixed and mobile business new growth energy to complement Create value for parcels and e- needs services in NL within three today's core businesses and shareholders, commerce years. Offer added value to establish new income Strengthen capital, all stakeholders streams liquidity and fundingReal estate strategy Growth, value-based Incremental, cost reduction Cost reduction Incremental, cost Standardization Cost reduction Growth, cost reduction reductionBrand Awareness Very high Moderate Low Low Very high High Very highCREM Operational strategy: brand values that can be read from real estateInnovativeLocation strategy Head office in Near innovative Concentration innovative Eindhoven corporations labour, used in the R&D department location, based in eindhoven " brainpoort"Building strategy Multifunctional Spark innovation Videoconference Display of innovation in rooms; C2C materials centre, innovative rooms; biometric lighting, use of their own meeting rooms, developed products in the brainstorming buildings – which go cubicles through an EcoDesign processWorkplace strategy Continuous IT "Smart Working" Global innovation Open Innovation strategy upgrades; desk anywhere, guidelines; IT which leverages the joint sharing anytime, anyhow technology; LCD effort between the different screens showing department expertise in the latest technological organisation, like lighting, developments design. Organisation has material lab, reliability lab under innovation expertisePortfolio Flexibility; all Digitisation – combining E innovative real estate Ahold acquires leadingmanagement buildings are commerce with in their actions, involving online retailer bol.com, leased services real estate advisors opening the door to new like opportunities, which CBRE, JLL for will accerlate online location mapping growth scheme (continued) Organisation A Organisation B Organisation C Organisation D Organisation E Organisation F Organisation G
SustainableLocation strategy Near public Near public transportation/ Concentration in Centralized operations; Close proximity to Decentralisation; close to Close proximity to public transportation; less close proximity to station five major optimum utilization of train station public transport; incentives transport and daily amenities parking facilities; locations instead resources; relocating to for employees; incentives for of 12 old building; high employees accessibilityBuilding strategy Video conferencing Use of CO2 neutral produced Monitoring energy Landscaped green; Green lease: LEED Ecofriendly lighting and Optimum usage of real estate; facilities; smart Biogas; recycling of building consumption; inner atriums air certified; proper KPI's furnishing; C2C material; energy saving measures; biometerics; green materials outsourced to carriers plants and BSC sustainable lighting produtcs multifunctional rooms moss visible in energy façade; grey water; consultancy LED lightingWorkplace strategy C2C; mobile way of Energy efficient materials; Smart working New ways of working – New ways of Sustainable lighting, green Flexible workplace; eco working new ways of working with principles; video- less mobility, less CO2 working – less CO2 carpeting products. All friendly workspace desk-sharing and skype emission emission; C2C products go through conferencing materials identifying environmental mpact in terms of energy efficiency, recycling, weight and lifetime reliabilityPortfolio Centralization of operations; Reducing of sq.m. Adaptive reuse Green lease; BREAM, Consolidation; less CO2 Consolidating operations;management combining facilities: "shops in portfolio – less (transformation); LEED certification; emission; long lease span long lease span 15 years, in shops" reducing real estate CO2 emission; sub BREAM, LEED; exit energy efficient transformation of office portfolio by housing Post. NL lease vacant strategy; buying/ lighting; re-alignment buildings to other functions services in Ahold retail buildings renting vacant stock of territories outletsReliableLocation strategy Relocation of Hq. to Closer proximity to existing building from influential 1980s; right use of stakeholders and available resources residential/hotel facilities within the campusBuilding strategy Reliability on employer – services like 24/seven economy; self sustained corporate campus with crèche, diversity cultural needs, mosqueWorkplace strategy Standardization of workspaces; coherence at different locations (continued) estate mirrors brand Corporate real
Table I. 222 JCRE 15,3/4
Table I. Organisation A Organisation B Organisation C Organisation D Organisation E Organisation F Organisation G
Portfolio Buy vacant office buildings; Renting or selling Green lease; corporatemanagement right use of capital and vacant buildings; social responsibility resources adaptive reusePeople orientedLocation strategy Extensive inovement Landmark image; highly New location choice in the city activities visible based on employee and combining their value proposition marketing campaigns with the workplace innovation campaigns, campusBuilding strategy combining facilities: "shops People oriented Recreation facilities – fitness, in shops". Housing Post. NL services, e.g. barber aerobics, indoor squash services in Ahold retail shop, fitness centre, rooms; zones depicting outlets which have similar learning centre and history; names of conference target audience special facilities such rooms as a place for prayer and halal foodWorkplace strategy New ways of working to Based on employee Changing workplace process; Projectrooms and discussion connect people value proposition Employees involved rooms to stimulate collaborationPortfolio acquiring Bol.com providesmanagement more choice, greater convenience and better value for customersTransparentLocation strategyBuilding strategy Use of glass; visible Semi transparent movable connections; atriums; partitions; open plan; no double height spaces; cellular office and big walls; movable partitions exterior façade brick and glassWorkplace strategy Flexible workplace; Flexible working; no glass; semi hierarchy in workplaces transparent cubicles; transparent organisation structurePortfolio Regular publications aboutmanagement real estate decisions to outside and internal worldSustainability Corporate realA majority of the companies stated that one of their prime brand values is estate mirrorssustainability. Implementation of sustainable real estate measures are partly driven bythe perceived necessity to deflect the negative image caused by the ecological impact brandof the core business. This was mentioned by organisations B and E from logisticsand petrochemical industries that are under intense scrutiny of society and perceivesustainable real estate management as a visible declaration of their ecological 223responsiveness. Furthermore, employees also understand their responsibility incontributing to a sustainable environment and are keen to work in sustainablebuildings. According to one of the financial sector organizations, sustainability gainedmore ground in the period of economic downturn. At location level most organizations translate the sustainable brand value throughthe proximity to public transport (particularly a train station) and centralization vsdecentralization. Regarding the building strategy sustainable brand value iscommunicated by implementing energy management programs, BREEAM or LEED-certified headquarters, video conferencing facilities, and optimizing the foot print bydesk sharing to achieve Co2 reduction targets. An interesting observation is the use ofcore business sustainable products like sustainable lighting and carpeting to maximizethe energy efficacy, e.g. by Philips in Amsterdam headquarters. Regarding to workplacestrategy all seven organizations focus on flexible/smart/alternative workplace conceptsto showcase the sustainable brand value which also provides flexibility and reducesoccupancy and facilities costs. The use of cradle to cradle material is another option thatis incorporated in workplace strategies to showcase the sustainable brand value. Thesustainable brand value is also communicated via portfolio management throughoptimization of the real estate portfolio, adaptive reuse of redundant office space, longlease spans, and BREEAM or LEED certified buildings.
ReliabilityMeasures to communicate the brand value reliability are closely linked to continuity(e.g. life span use of existing buildings) and smart and efficient use of capital and otherresources (e.g. adaptive reuse of vacant buildings). For financial institutions like ING itis extremely important to show their investors and customers that they use capital inan intelligent way, e.g. by relocation to the old headquarters building, involvement ofreal estate consultants such as CBRE to optimize the real estate portfolio, and makingsocial responsible decisions to reduce the problem of high vacancy in the office stock.Whereas the real estate interventions that were mentioned to express the brand valuereliability might in some cases also being related to cost reduction, differentiation fromcompetitors seems to be the dominant motive.
People orientationThis brand value is mainly focused on internal stakeholders as targeted audience. Theinvolvement of employees in designing their workplaces as in Philips headquarterssupports a sense of association and is an interesting way to share the corporation visionand core values with the internal stakeholders. Other measures include the incorporationof employee values in location choices, supply of employee services, and application ofnew office concepts to improve social interaction. One of the companies' brand values is"connecting people". This has been translated in a location in the city centre, with a highJCRE exposure to the outside world and customers, visible from the highway and served by15,3/4 two train stations. The emphasis on enhancing social interaction is often also connected to a competitive strategy based on innovation advances. Face-to-face enables the transfer of non-codified knowledge and is believed to foster innovation.
Transparency/openness224 Transparency is communicated by the building strategy of all seven organizations with a strong focus on internal stakeholders. Use of glass, flexible working and the open voids or atriums in the building architecture enhances visual connections. The workplace strategy is linked to the organization culture and reflects the organizational structure. In addition, real estate and other facilities are also used to support the distinctiveness and reputation of the company. For instance by choosing a high rise building as visible element in the skyline of the city, or the use of a huge reception desk with the back wall showing the company logo and a lighting effect that evokes an atmosphere of spaciousness and richness. The oil and gas supplier organisation applies global guidelines for workplace design at all levels of real estate to induce an enterprise identity. The large hanging banners in the atrium of the Ahold headquarters showing sub-brands like ETOS, Gall n Gall, etc. illustrate the large products range of this company. The historic showcase in the visitor lobby and the reception zone shows the artefacts from 1890 that were sold in the first shops. In the Post.NL headquarters a huge typographical art work with meter high letters on the glass panel, with different coloured foil, shows the various promises of this company to the customers. The large size of the conference hall expresses the magnitude of the target group of Post.NL. The colour red in the interior refers to the traditional use of red in post offices and post boxes. Branding by real estate is primarily applied though the sorting centres that are considered as a window to external stakeholders, and the post shops, where the company gets in touch with the targeted audience, i.e. the customers. Other values such as trust, speed and simplicity are less often communicated by real estate. Trust is sometimes translated in a location in a safe area, transparency, and facilities that support employees' well-being to make them feel comfortable. Speed is connected to close proximity to public transport. In one case simplicity was mentioned to be the driver to naming all floors in connection to its function and to check the location for easy access to amenities for daily purchases. To make employees aware of the involvement of the organization in the outside world, Vodafone calls one room the Red Room to refer to the theme of Formula 1 races. They also connect trust to new ways of working with a high level of employees' autonomy in deciding when, how and where to work, and express the speed value in train modules in workspace (Plate 3).
Practical implications The present study showed many ways to use real estate as a means to communicate brand values and to evoke a positive corporate image. The findings can be incorporated in corporate real estate management regarding the location strategy, building characteristics and workplace strategy, and on overall real estate portfolio management level. The generic diagram Figure 2 shows how the five most common brand values are/can be translated in accordance to the targeted audience in three layers. First the target audience has to be defined. The internal stakeholders may consist of users and employees whereas the external stakeholders can be divided into current and prospective consumers and potential investors. The middle layer shows the scale of potential properties through which the brand values could be transmitted. Regarding internal stakeholders, all five brand values can be communicated by real estate on different scale levels: corporate headquarters, business units, back offices, etc. For instance, in case of a business to consumer organisation a customer interface like an outlet might be helpful, whereas for potential investors branding by corporate headquarters will be more appropriate. The third layer shows the most powerful means to communicate brand values by real estate. It is recommended to conduct a step-by step plan to incorporate real estate in the marketing strategy, taking into account both internal and external stakeholders. Possible steps could be (Figure 3): Step 1. Outline the corporate brand values: . List down the elements of brand essence. . Examine and evaluate the vision of the organization. . Identify the basic organizational culture characteristics. . List down the main elements of the corporate business strategy and organization's objectives. . Summarize the corporate brand values. Brand Value Corporate real Sustainable estate mirrors brand Internal External Stakeholders (stakeholders)
Stakeholders Audience
227 Target
- Business units (Back office) - Customer interface
Figure 3. Step-by-step plan to branding by corporate real estate
The coherence between perceived corporate image and conceived corporate identity by the leaders is a sound indicator of the success of transmission of corporate brand values in CRE strategies. Linking corporate brand values to CRE gives CRE managers a unique opportunity to add long-term value to the organization and as such to be a valuable strategic partner within the company.
Further research Of course seven cases are a limited sample. It is therefore recommended to extend the present study with more cases, preferably in different sectors (offices, retail and leisure, education, health care, etc. and profit versus not-for-profit) and different cultures. Another next research step could be to extend data-collection methods with stakeholder surveys to investigate which values are recognized in real estate, which ones are appreciated and support a positive image, and if and how this actually results in improved organisational performance. In addition, an economic analysis could be carried out showing the cost/benefit of additional expenses using buildings as tools for brand transmission projecting qualitative aspects of branding through real estate strategies.
References Appel-Meulenbroek, R., Havermans, D., Janssen, I. and Van Kempen, A. (2010), "Corporate branding: an exploration of the influence of CRE", Journal of Corporate Real Estate, Vol. 12 No. 1, pp. 47-59. Archer, W.R. and Smith, M.T. (2003), "Explaining location patterns of suburban offices", Real Estate Economics, Vol. 31 No. 2, pp. 139-164. Balmer, J.M.T. (2001), "Corporate identity, corporate branding, and corporate marketing: seeing through the fog", European Journal of Marketing, Vol. 35 Nos 3/4, pp. 248-291. Balmer, J.M.T. and Gray, E.R. (2000), "Corporate identity and corporate communications: creating a competitive advantage", Industrial & Commercial Training, Vol. 32 No. 7, pp. 256-262.De Jonge, H. (2002), "De ontwikkeling van corporate real estate management", Real Estate Corporate real Magazine, Vol. 22, pp. 8-12. estate mirrorsDe Jonge, H., Arkesteijn, M.H., den Heijer, A.C., Vande Putte, H.J.M., de Vries, J.C. and van der Zwart, J. (2009), Corporate Real Estate Management: Designing an brand Accommodation Strategy, TU Delft, Delft.Den Heijer, A. (2011), Managing the University Campus, Eburon Academic Publishers, Delft.De Vries, J.C., De Jonge, H. and Van der Voordt, T. (2008), "Impact of real estate on organisational 229 performance", Journal of Corporate Real Estate, Vol. 10 No. 3, pp. 208-223.Fahy, J. (2000), "The resource-based view of the firm: some stumbling blocks on the road to understanding sustainable competitive advantage", Journal of European Industrial Training, Vol. 24 Nos 2-4, pp. 94-104.Harris, F. and De Chernatonay, L. (2001), "Corporate branding and corporate brand performance", European Journal of Marketing, Vol. 35 Nos 3/4, pp. 441-456.Hatch, J.M. and Schultz, M. (2003), "Bringing the corporation into corporate branding", European Journal of Marketing, Vol. 37 Nos 7/8, pp. 1041-1064.Heywood, C. and Kenley, R. (2008), "The sustainable competitive advantage model for corporate real estate", Journal of Corporate Real Estate, Vol. 10 No. 2, pp. 85-109.Jensen, P.A., van der Voordt, T. and Coenen, C. (Eds) (2012), The Added Value of Facilities Management: Concepts, Findings and Perspectives, Centre for Facilities Management & Polyteknisk Forlag, Lyngby.Koppels, P.W., Remøy, H., Weterings, A. and de Jonge, H. (2009), "The added value of image: a hedonic office rent analysis", ERES 2009, Stockholm.Lindholm, A.-L. and Leväinen, K.I. (2006), "A framework for identifying and measuring value added by corporate real estate", Journal of Corporate Real Estate, Vol. 8 No. 1, pp. 38-46.Lindholm, A.-L., Gibler, K.M. and Levaı̈nen, K.I. (2006), "Modelling the value adding attributes of real estate to the wealth maximization of the firm", Journal of Real Estate Research, Vol. 28 No. 4, pp. 443-475.Nourse, H.O. and Roulac, S.E. (1993), "Linking real estate decisions to corporate strategy", Journal of Real Estate Research, Vol. 8 No. 4, pp. 475-494.Porter, M.E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, NY.Porter, M.E. (1998), The Competitive Advantage of Nations, The Free Press, New York, NY.Roulac, S. (2001), "Corporate property strategy is integral to corporate business strategy", Journal of Real Estate Research, Vol. 11 Nos 1/2, pp. 129-152.Thyssen, J. (2011), "Corporate social responsible real estate management – understanding how a corporate real estate object interacts with society", Master thesis, Delft University of Technology, Delft.Van Loon, S., Van der Voordt, D.J.M. and Van Liebergen, M. (2006), "Form follows identity: het vertalen van corporate image naar huisvestingseisen", Real Estate Magazine, Vol. 9 No. 46, pp. 46-49.Ward, V. and Holtman, C. (2000), "The role of public and private spaces in knowledge management", paper presented at the Conference Knowledge Management: Concepts and Controversies, University of Warwick, Warwick.Wernerfelt, B. (1995), "The resource-based view of the firm: ten years after", Strategic Management Journal, Vol. 16 No. 3, pp. 171-174.JCRE Further reading15,3/4 Finance, B. (2011), Top 20 Brands in The Netherlands, available at: www.brandfinance.com/ images/upload/press_release_brand_finance_dutch_top_50_2011.pdf HermanMiller (2007), Three-Dimensional Branding: Using Space as a Medium for the Message, available at: www.hermanmiller.com/content/dam/hermanmiller/documents/research_ summaries/wp_3D_Branding.pdf230 Krumm, P.J. and De Vries, J.C. (2003), "Value creation through management of real estate", Journal of Property Investment & Finance, Vol. 21, pp. 61-72. Thompson, A.A. and Strickland, A.J. (2003), Strategic Management: Concepts and Cases, 13th ed., McGraw-Hill, Boston, MA. Tracey, M. and Wiersema, F. (1995), The Discipline of Market Leaders, Addison-Wesley, Reading, MA.


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Samuel Richardson. The History of Sir Charles Grandison, and the Honorable Miss Byron. London: Harrison, [n. d.]. La... (Total: 2 Items)Click the image to load the highest resolution version.
DescriptionSamuel Richardson. The History of Sir Charles Grandison, and the Honorable Miss Byron. London: Harrison, [n. d.]. Later edition. Two octavo volumes. Contemporary full leather. Bindings rubbed and worn with boards detached on Volume I and barely attached on Volume II. Worming to preliminary pages. Spines perishing. A couple of sprung gatherings. Engraved plates. Fair.
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Pumpkin Dump Cake is a moist and delicious warm spiced fall dump cake that is insanely easy. A yellow cake mix base that gets transformed into one decadent pumpkin dessert. This Pumpkin Dump Recipe is one that I absolutely love! I have followed in my mothers footsteps when it comes to making different dishes and desserts for the holidays. It has always been a tradition to get the women together and make a bunch of goodies. We each have our own favorite foods to make. This ... Read More about Pumpkin Dump Cake Recipe
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Instant Pot Peaches & Cream Dump Cake
Calling all dump cake fans, have I got a treat for you. Instant Pot Peaches and Cream Dump Cake is here to knock your socks off. Tender and light cake, with loads of peaches and even white chocolate. Add a dollop of ice cream on the side, and you will feel like you have died and gone to heaven. Would I be sounding a bit dramatic if I told you this Instant Pot Peaches & Cream Dump Cake is heaven made inside your instant pot? As dramatic as I even sound to myself, it is exactly ... Read More about Instant Pot Peaches & Cream Dump Cake
Ninja Foodi Apple Dump Cake
Three basic pantry ingredients are all that is needed for this Ninja Foodi Apple Dump Cake! If you are a fan of dump cakes than you will be over the moon excited for this rich and flavorful apple dump cake recipe. The Ninja Foodi gives it the perfect cake crust, with a tender apple filling bottom. Dump cakes tend to be my go-to desserts for a quick weeknight dessert. I also find they are a perfect cake to make for when you have unexpected guests coming over and you want ... Read More about Ninja Foodi Apple Dump Cake
Ninja Foodi Lemon Cream Cheese Dump Cake
Ninja Foodi Lemon Cream Cheese Dump Cake 4-Ingredient Ninja Foodi Lemon Cream Cheese Dump Cake will be your new go-to dessert to serve up to family and guests. Anyone who classifies as a lemon lover will be over the moon with this creamy, tender, dump cake recipe. You have the creamy cream cheese, slightly tart and sweetness from the lemon pie filling, and then add in the tender cake topping. Over the years I have become a bit of a dump cake expert. Lemon Cream Cheese Dump Cake was the ... Read More about Ninja Foodi Lemon Cream Cheese Dump Cake
Instant Pot Dump Cake, 3 Ways
I have been making dump cakes for years. I remember the day I was in a store and saw the book called Quick & Easy Dump Cakes and More. I had never even heard of a dump cake at that point. I was immediately fascinated. I could not put the cookbook down. I had to buy it and then went home and started baking. One of the very first dump cake I made was a Lemon Cream Cheese Dump Cake and it was love at first bite. I went on to recreate several traditionally baked ... Read More about Instant Pot Dump Cake, 3 Ways
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