Category: Real Estate

Value at Risk in Portfolio Management

Value at Risk in Portfolio Management

Value at Risk measures the likelihood of losses to an asset or portfolio, over a defined period for a given confidence interval, due to market risk. Such a narrow definition of risk is further limited to the VaR focus on downside risk and potential losses in the short-term; indeed, VaR can be computed over a quarter or a year, but it is usually computed over a day, a week or a few weeks.

Property, Credit crunch and Investment – Part II

Property, Credit crunch and Investment – Part II

This short analysis is prepared to assist a private sector house builder facing the credit crunch. In the next posts we provide strategies and insights in evaluating the development scheme and improving its performances… The development scheme, realized with a traditional procurement route, consists of 10 storey residential building with retail space at the ground…

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Property, Credit crunch and Investment – Part I

Property, Credit crunch and Investment – Part I

This short analysis is prepared to assist a private sector house builder facing the credit crunch. In the next posts we provide strategies and insights in evaluating the development scheme and improving its performances…

Property Portfolio Management, Portfolio Structure – Part IV

Property Portfolio Management, Portfolio Structure – Part IV

Pension investing is more a process of matching assets to liabilities, with the ultimate objective being to pay retirement income. Usually a young plan can afford greater risk because of longer time horizons. The solvency of pensions and insurers suffered as yields fell because it increased the present value of their liabilities, which were difficult to match with assets.

Property Portfolio Management, Property Role in Multi Asset Portfolio – Part III

Property Portfolio Management, Property Role in Multi Asset Portfolio – Part III

Canada’s public pension funds (CPP Inv. Board, PSP Inv. and Ontario Teachers’ Pension Plan for instance) own assets all over the world, including property in Manhattan, utilities in Chile, international airports and railway connecting London to the Channel with returns well above 10%. They brought most of their investments in-house, reducing costs to a tenth.

Property Portfolio Management, Considerations for future investments – Part II

Property Portfolio Management, Considerations for future investments – Part II

The economic performance of today’s cities and regions could suggest a profitable strategy of investment. Clearly the outcomes of the different effects of globalization on any region or country will depend on the structure and history of the region, the actual scale of the local technological and institutional changes, the existing spatial structure and the extent of urban clustering.

Property Portfolio Management, An Introduction – Part I

Property Portfolio Management, An Introduction – Part I

Real estate portfolio or funds management differs radically from managing equity, bond or mutual funds in that real estate managers are not only responsible for asset allocation, risk management and transaction supervision, but also for managing the execution of asset strategy. Unlike equity managers, who research companies and manage the probabilities that they can execute their articulated strategies, real estate managers must help define and execute on property-level opportunities.

Market Insights and Property Investment

Market Insights and Property Investment

The aim of this short analysis is to provide insights on the Restaurants and Bars sub-sector of the retail sector in the property market. Given the difficulty to find data at local level I made the main considerations at the national level and I integrated, assuming that some proportion exists, with local data. This kind of analysis can be extended and tailored to different sectors but the foundamental concepts always apply.

Balanced Scorecard and Strategy Map – Part IV

Balanced Scorecard and Strategy Map – Part IV

9. Starwood propositions and strategy map. Starwood vision: become the worldwide hotel and leisure business, focused on customer experience and pleasure. · Financial proposition: increase shareholder value, increase revenue and defend from competitors. · Customer proposition: experience driven journey, explore new ways to serve customer. · Internal process proposition: increase presence worldwide, reinforce segment leadership,…

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