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Business area digitalisation analysis

Commercial property and space lease digitalisation

How to connect space inventory, lease sales, contracts, invoices and tenant experience

Digital maturity

Typical digital maturity

Shows the level of technological and process digitalisation at which companies in the sector or business area typically operate today.

A typical market situation is assessed, not the most advanced companies.

The assessment consists of five equally weighted dimensions:

Core system usage
Whether ERP, CRM, WMS, MES, customer portals or other operationally important systems are widespread in companies.
Process digitalisation
How many core processes run in systems and how many are still managed manually.
Systems integration
Whether core systems exchange data between themselves or whether employees transfer information manually.
Data quality and readiness
Whether core data is structured, up-to-date, consistent and suitable for automation and analytics.
Advanced data use
Whether real-time analytics, forecasting, automated alerts, optimisation models or AI are used.

The final score is the average of the five dimensions.

1–5 scale

  • 1 very low maturity
  • 2 low maturity
  • 3 medium maturity
  • 4 high maturity
  • 5 very high maturity

A low maturity score does not necessarily indicate low potential. On the contrary, low maturity and a high level of manual work may indicate significant untapped digitalisation value.

medium
Skaitmenizacijos potencialas

Digitalisation potential

Shows how much significant business value a typical sector or business area company can create by systematically digitalising core processes.

The rating is calculated on a 100-point scale across five dimensions:

Process frequency and scale 20 %
An assessment of how frequently the digitalised processes recur and what proportion of operations they represent.
Manual work intensity 20 %
An assessment of the extent to which processes depend on email, telephone, Excel, paper documents and repeated data entry.
Impact on revenue and costs 25 %
An assessment of the potential effect on sales, margin, customer retention, administrative costs, errors, downtime or inventory.
Growth and scale potential 20 %
An assessment of whether digitalisation would enable operational capacity to be increased without expanding headcount and costs at the same rate.
Impact on decisions and risk 15 %
An assessment of the potential effect on data reliability, decision-making speed, customer experience, and the reduction of errors and operational risk.

The final score is calculated according to the assessments and weights of all dimensions.

100-point scale

  • 0–20 very low potential
  • 21–40 low potential
  • 41–60 moderate potential
  • 61–80 high potential
  • 81–100 very high potential

A high score does not mean the solution will be easy to implement. It indicates the size of the potential value, not the implementation complexity.

76/100
Biggest challenge
Premises inventory and statuses are inconsistent
Biggest opportunity
Unified space and tenant management cycle

In this business area, the greatest value will be created by a unified premises and tenant management cycle. It is recommended to start with a clearly bounded first process and expand the solution in phases.

Commercial property and space leasing operating model

The commercial leasing process begins with a reliable space inventory, continues with enquiry, proposal, negotiation and contract, and then moves on to space preparation, invoicing and day-to-day service. A single space identifier is required throughout this cycle.

A space is a commercial inventory unit

Its area, floor plan, condition, price and availability must be consistent across all sales channels.

Contracts are individual and long-cycle

Indexation, options, guarantees and service terms must be controlled over many years.

Tenant onboarding involves many functions

Legal, technical team, access, accounting and fit-out works must operate according to a single plan.

Retention depends on day-to-day experience

Speed of enquiries, clarity of invoices and quality of service influence contract renewal.

Market and technology context

Commercial property leasing solutions are moving towards a unified property and tenant lifecycle: from availability and proposal through to contractual terms, services and renewal. The technological advantage stems from reliable inventory and a fast, transparent tenant experience.

  • Vacancy and revenue pressureProperty managers need to convert available space into a suitable proposal and contract more quickly.
  • Tenant experience expectationsBusiness customers expect digital invoices, enquiries, documents and service ordering.
  • Importance of contract dataControl of indexation, options and obligations directly affects revenue and risk.
  • Portfolio analyticsProperty, pricing, occupancy and tenant history enable more accurate supply and investment planning.

Typical operational chain

01

Premises inventory and market availability

Managed areas, plans, statuses, technical characteristics, pricing and availability dates.

02

Enquiry and needs qualification

Assessment of tenant size, term, nature of operations, budget and technical requirements.

03

Proposal, negotiation and contract

Commercial terms, versions, approvals and contractual commitments are formulated.

04

Tenant onboarding

Installation works, documents, access, meters and service commencement are coordinated.

05

Lease administration and service

Rent and services are calculated, requests, permits, reservations and communication are managed.

06

Renewal, expansion or exit

Tenant risk is assessed, negotiations, premises handback and a new commercial cycle.

Business area digital maturity model

0

Property and contract information not controlled

Property areas, statuses, prices, proposals and contractual terms are kept in separate files, so there is no reliable view of availability and obligations.

1

Inventory in spreadsheets and documents

Property statuses, plans, prices and contracts are managed in separate files, so proposals are prepared manually.

2

Separate CRM and accounting processes

Enquiries and invoices are digital, but property inventory, contractual terms and service are not connected.

3

Unified lease administration chain Typical current situation

Premises, client, proposal, contract, invoice and enquiry are managed according to common statuses.

4

Data-driven tenant lifecycle Siektina

The system provides visibility of vacancies, contractual deadlines, service usage, enquiries and renewal risks.

5

Forecasted portfolio profitability

Demand, pricing, occupancy and tenant behaviour data are used for scenarios and individual proposals.

Key finding

Vacancies and administrative losses often arise because premises availability, commercial terms, contract deadlines and tenant service are managed separately. It is worth first sorting out the inventory–offer–contract chain for a single property.

The first priority is the premises inventory, enquiry, offer, contract and tenant onboarding process for a single property.

Related digitalisation topics

Digitalisation solutions: commercial property and premises rentalProcess digitalisationData analytics
Next step

Assessing digitalisation opportunities for "Commercial Property and Space Rental" business area

The value of a unified space and tenant management cycle can be assessed, and a realistic first version defined with measurable business KPIs.

Getting acquainted