Bob Zane: My desire is to put a lot more focus on process. The association has established a foothold and has started to grow and gain recognition. Now, it’s time we put a process together to maintain that momentum. For example, I will be very demanding in requiring participation among members. Participation is not about just coming to the Forums every six months and having a nice time. I want members to know that it is their association, they must be involved and together we will make it better. If a member were to come to me and say they just want to come to the meetings but don’t really want to be that involved, then this probably isn’t the organization for them. It’s not that the organization is so large that we would discourage membership, but this is a members’ association, and they must play a part.
I will focus on making sure that the organization overall works in the proper manner. The programs and the information generated have to be driven by the organization itself. Members’ demands dictate which areas we look at, and we have to deliver that.
SS: What must an association conference provide today in order for it to be successful?
Zane: A high degree of professionalism and the ability to bring people into an arena where you can not only provide an opportunity for relationship building, but also make them aware of emerging issues and creative techniques or strategies to consider and take home with them. That’s essential. We have to deliver a difference between us and any other organization. Content has to be the deliverable. People [at the Fall Professional Forum] were saying, “This is exactly what we want – a smaller organization where we can interact with people.” I am very pleased with the association’s growth to date, and I think it will get even better.
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BOB ZANE
TITLE: Group Director, Real Estate Operations, Campbell Soup Co. RESPONSIBILITIES: Bob joined Campbell Soup Company in 1968 in the finance area. After a series of promotions, he became Director ? Global Procurement responsible for construction. He then became Vice President, Planning and Development for Campbell Hospitality Division, which owned and operated over 300 restaurants throughout the U.S. In 1984, he was promoted to Group Director ? Global Real Estate Operations, a centralized real estate function for Campbell Soup and all of its subsidiaries including such brands as Pepperidge Farm, Godiva and Arnott’s. The portfolio includes industrial, commercial and retail operations. OTHER POSITIONS: Vice Chairman IAMC; Executive Committee, Greater Camden Partnership; Vice President-Treasurer, Cooper Ferry Development Association; President, Harbor Point Development EDUCATION: B.S., St. Joseph’s University; M.S., Rutgers University Finance; J.D., Widener University PERSONAL: Two children: Bob Jr., Stephanie; Two granddaughters: Avery, Katie; enjoys playing golf and cooking.
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SS: Which areas would you identify as priorities for the association in the year ahead?
Zane: There will continue to be an emphasis on growth and on marketing. We have an incredible product. In its short life, we have delivered three programs that have been overwhelming successes, and my goal is to continue that differentiation and to continue the rate of association growth. Participation on the part of active and associate membership will help us do that. We are looking for growth not just for growth’s sake, but the bigger the group of diverse backgrounds, the better the education process will be.
SS: How can IAMC best attract the attention of young people coming into the corporate real estate industry and get them interested in participating in the association?
Zane: That is a challenge. In light of the economy and budgetary constraints, corporations are very concerned about value for their expenditures. The “adult trick or treating” can’t and won’t be accepted. Program content, professional education and networking are keys to success. So far, participants are extremely pleased with the product we offer. We will strive to deliver programs on a continuous improvement basis. Not to borrow from the Kevin Costner movie but “build it and they will come”.
SS: How would you describe the portfolio you manage at Campbell Soup Company?
Zane: It is very diverse. From manufacturing and distribution, to commercial office and retail. Godiva Chocolatier and Pepperidge Farm are our two retail clients. From high-end retail to local strip centers which are convenient to the residential traffic. Campbell Soup, V-8, Godiva Chocolatier, Pepperidge Farm, Swanson Broth, and Franco American are just some of the domestic brands. We have a strong presence in the U.K., Europe and the Pacific basin. Arnott’s in Australia is the leading biscuit company.
Most of the manufacturing assets are owned; very few are leased. The corporate headquarters is in Camden, N.J., but we operate regional or divisional headquarters as well. The newest facility in the portfolio is a [US$72 million, 265,000-sq. ft./24,600-sq.-m.] Pepperidge Farm bakery in Bloomfield, Conn.
SS: How is your role at Campbell Soup evolving, and is it likely to evolve more going forward?
Zane: Overall, real estate has played a key role in the business. We recognize, though, that real estate is not the core business. We have been able to adjust our portfolio to comply with business demands. Consolidation and optimization is going to continue. Therefore, property acquisitions and divestures will continue. I see that continuing in any acquisition we make. We are extremely encouraged, because we as a company are putting a completely different strategic-planning process in place that helps us to identify longer-term goals and programs for the company. It will identify program and strategic shifts much earlier, therefore eliminating fire drills.
SS: Do you perceive any threat to the corporate real estate profession as economic and business forces cause businesses to streamline and outsource functions? Are these forces causing changes in hiring practices within the industry?
Zane: I have always maintained a small staff and have heavily relied on service providers to assist. I have a professional staff, each with his or her own expertise, be it retail or office leasing. So I don’t see additional
pressure to outsource coming in our situation. Now, in other companies with larger departments, I am sure they have and will continue to feel some of that pressure. This is an exciting time. The demand for talent is as strong as, if not stronger than ever. The entry-level requirement, if you will, is higher. The person has to have a strong background and the right educational base in order to move forward. There is more of an emphasis now on finance, understanding the financial ramifications and impact of what you’re doing. An intimate understanding of transactions is essential on the corporate side. Multilingual skills are much more important now. Overall, the bar has been raised, but the prepared professional of today can soar over that bar. It is IAMC’s mission to assist that process.
