Valued-based experience: what CRE can learn from consumer expectations

Consumers now expect standout experiences in every space, not just retail or hotels, but offices and public places, too. JLL’s latest Experience Matters Survey, featuring data from 12,000 consumers across 19 markets, shows heightened expectations are reshaping how investors, developers and occupiers approach every decision across corporate real estate (CRE) functions.

In this Q&A, strategic consulting experts share insights on this trend and what CRE decision-makers stand to gain by using experience data to develop future-focused strategies.

User experience has long been a focus for retailers and hospitality companies. Why should other CRE decision-makers pay attention to what consumer research is telling us?

Ruth Hynes: Experience design was historically seen as a value-add, but it’s become a norm now. For asset owners, you risk having your building become obsolete when it no longer meets the needs of people you want to attract.

Amanda Kross: You may also consider that your competitors are investing in experience not just for their customers, but for their workforce, too. If you’re putting effort into building your brand with consumers, you should also think about how you’re bringing it back into your workplace.

How do you see investors and developers approaching experience in new developments?

Lee Daniels: The traditional approach in some markets, encapsulated by the motto ‘if you build it, they will come,’ no longer holds true. Prioritising user experience reduces the risk of redundant assets and financial loss. For example, a developer in Saudi Arabia engaged us to create an experience strategy for residential developments. By analysing consumer expectations, we identified what future residents would value to ensure long-term attractiveness.

JLL’s research shows strong appetite for high-quality environments. How is this reshaping CRE decision-making?

Lee Daniels: Providing five-star hospitality service and ‘wow’ assets takes greater investment, so budget needs to be considered.

Amanda Kross: It’s not financially responsible to invest in everything. We’ve worked with a financial services company to elevate their workplace experience by focusing only on what adds value while maintaining fiduciary responsibility.

The research shows growing concern for environmental and social sustainability. How should occupiers and developers respond?

Ruth Hynes: People want to know the places they visit are sustainable. Younger generations particularly value strong ESG commitments, which can strengthen talent attraction.

Amanda Kross: Social sustainability requires understanding what your workforce wants and bringing company values into the physical environment.

Consumers seek digital detox spaces while embracing AI. How do you navigate this?

Ruth Hynes: People open to tech-enabled spaces don’t want to be connected all the time. They want the option to step back to enable creativity and social interaction.

Lee Daniels: Digital infrastructure should be helpful but unobtrusive. It’s about technology identifying user needs to make life easier.

What is the most important shift CRE leaders should make in the next 12 months?

Ruth Hynes: Demographic groups vary significantly, so it’s important to design balanced spaces and amenities that appeal to different people.

Amanda Kross: Corporate occupiers need a portfolio that offers diverse experiences tailored to their workforce. Research helps identify what truly moves the needle.

Lee Daniels: It all comes down to cost and return on investment. Leaders must use data to balance experience goals with budget.

Experience has become a defining factor in the value and performance of real estate. By leveraging data, understanding user needs and aligning experience ambitions with wider business goals, CRE leaders can create environments that attract people, strengthen brand equity and support long-term organisational resilience.

Read the full Experience Matters Survey here.