Successful Companies turn Net-Savvy to Beat Mixed Sentiment

Uncategorized Add comments Edit .Oct 21

2011.Octoberfest Climate But Mixed Sentiments at EXPO REAL

Uncategorized Add comments .Oct 20

2011.Octoberfest Climate but Mixed Sentiments at EXPO REAL

With more than 37,000 participants, EXPO REAL was in full swing from Oct. 4-6 in Munich, where CREOpoint released the first study about the fair’s online buzz. Growing since our analysis at MIPIM in March, the sovereign debt crisis was the No. 1 issue, leading to mixed sentiment and an intense focus on mitigating risk. This was confirmed in visitor surveys indicating that half expect no change in the current economic situation but 25 percent see it worsening. Unlike in the United States, there was a notable absence of discussion about bank bailouts.

Despite the show being quite focused on Germany, cities like London, New York and Paris received significant exposure. In addition, Qatar is now on the radar, thanks to its impressive $5.5 billion Doha sustainable redevelopment project. Eastern Europe and China were conspicuously missing from online media discussions.

Meanwhile, American companies dominated the recent English-language Internet buzz, according to a just-released CREObuzz™ brand ranking. Among them were ARGUS Software, Cushman & Wakefield, CBRE, Jones Lang LaSalle, ProLogis and Real Capital Analytics. They were followed by U.K., France and Germany based companies. The top three most media-covered executives were Laurent Lavergne of AXA, Christian Ulbrich of Jones Lang LaSalle and Reinhard Kutscher of Union Real Estate Investment. CREObuzz™ has measured such brand “buzz” since mid-2009.

—JC Goldenstein, CREOpoint CEO & Geoff Madden, VP

Source: CREOpoint, the leader in trusted online networking in commercial real estate, recently mined its own online network, CREOpoint.com, as well as 10,000 sources corresponding to more than 1.5 million online property-relevant posts, blogs, tweets, message boards, videos, articles and social media mentions. CREOpoint’s proprietary CREObuzz™ algorithm monitored what was being said online in the past 600-plus articles about EXPO REAL through Oct. 10, 2011. This word cloud highlights corresponding “trending” topics. Word size corresponds to frequency of occurrences. Expected key words like EXPO REAL, investment, global, development, Munich, London and Europe were removed to reveal more insights.

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James DuMars

With all the talk of increased allocations by lenders at the conference, it seems like the credit crisis is fading into the abyss as lenders speak of anticipating extreme competition this year to get their money out.  This year the conference was held in San Diego and representatives from 25 CMBS platforms, 50 life insurance companies, agencies, FHA and various bridge, mezzanine lenders and hedge funds attended.  NorthMarq ran two suites and had meetings on the half hour with each lender.  We also hosted a cocktail party for 150 lender representatives.  The overwhelming message was “we have money, lots of it and we want to get it out.”  Nearly every life insurance company reported an increased allocation for mortgages.  

Sentiment
The cocktail parties were all full, lots of smiling faces and several life company lenders seeking trophy deals and offering a 150-spread to capture them.  However, because of renewed competition on the immediate horizon, other life co. lenders spoke of creativity, smaller loans, flex prepay etc.  One lender spoke about how they dropped their spreads 25-basis points that afternoon.  The gist: Everyone accumulated cash for two years and now they need to put it to work.  After three years of the doldrums, it was a refreshing conference, and I believe there’s renewed momentum for a much more competitive lending environment.  Don’t expect a recovery to look like the peak years, but instead a pragmatic environment where lenders will do their best to get their hands around a deal and see if they can make it work.   

Lender Feedback 

  • CMBS – 25 platforms looking for loans.   If I were a borrower, I would consider the platform that is backed by a large low-cost balance sheet and go with a mortgage banker that delivers volume to the platform.  These groups are looking to reestablish credibility and have assigned underwriting teams to NorthMarq since we can deliver the volume.  Be realistic, this is CMBS 2.0.  Expect springing or soft lockboxes, reserves, carve-outs, etc.    Interest Rates – 6.15% – 6.35% (10-Year Term).
  • Life Companies – Some are talking low rate for trophy assets while others are speaking of higher leverage, smaller loan size and listening to the story and in some cases offering structure.    All seem to acknowledge their peers, as well as CMBS platforms, are going to be major competition for them in the very near future.  Interest Rates – 5.25% – 6.35% (10-Year Term).
  • Agencies (Freddie & Fannie) – These two organizations originated over $30 Billion in multifamily loans last year.  Barring meaningful reform, they will continue to dominate the multifamily lending landscape.  They have the government behind their paper which gives them a huge advantage in terms of cost of funds and liquidity.  Interest Rates – 5.20% – 6.10% (10-Year Term).
  • Mezzanine Lenders- Look for these groups to offer gap money to fill the shortfall between the first mortgage and what the borrower needs to either pay off his existing debt or acquire a property.  These groups will lend up to 80-85% loan to value with rates in the 10-15 percent range.  Even a couple life companies mentioned mezzanine or B-notes behind their first as a way to capture business. 
  • Hedge/Opportunity Funds – Seeking experienced sponsors to partner up with.  90/10 Equity ratio and seeking to double their investment in 5 years. Most want cash flowing assets with upside. The minimum investment of these groups is $5MM to $10MM.  
  • Bridge Lenders – These are nonrecourse loans. Rates are in the mid 6% range to 7.25 percent range with terms of 2-3 years, interest only. Offering additional advancements for good news (leasing).
    - Actively seeking opportunities for placing purchase money loans on distressed assets
    - Loan size $10 million and up
    - Will finance vacant buildings
    - Leverage is in the 55%-65 percent range depending on occupancy
    - Focusing on core locations and Class A assets
  • Interest Rates – U.S. Treasury Rates were rising during the entire conference.  At the same time, lenders made it clear they have room in their spreads to compensate for this.  After all, historical mortgage spreads are closer to 150 so even if the U.S. Treasury Yield went to 4.50 percent and spreads compressed to 150 for the run of the mill opportunity we’re still at 6 percent.  Not much anxiety about rising treasury yields.  Today, spreads are in the 225 to 275 range for the average opportunity and drop as low as 150 for the low-leverage trophy opportunity.

Summary
In summary, lots of cash is ready to be loaned and CMBS is back but now known as 2.0, as the programs have been changed to restore confidence in the product. Expect competition to eventually lead to higher loan to values, creativity, and an enlarging of the “box” lenders use to pursue opportunities.  Don’t expect lenders to go back to the market peak behaviors anytime soon.  Furthermore, Dodd-Frank reportedly requires CMBS originators to hold on to a portion of the deal.  All lenders will do more due diligence and will continue to mark rents or blend them to market.  

James DuMars, managing director/senior vice president for NorthMarq Capital’s office in Phoenix, has more than 20 years of experience resolving complex commercial financing issues. Contact James at (602) 508-2206 or jdumars@northmarq.com

 

Dawn A. Clark, AIA, LEED AP, Architect

I’ve been on a perpetual road trip for a number of months – well, maybe more than a few years. Living across the planet in these cities – from Tokyo, Hong Kong, Shanghai, New York, London, Amsterdam, Miami, Seoul – there are interesting parallels and starkly constrasting differences. I’ve been to new developments and energized retail stores,  seen global power brands and creative local gathering places. The global trends in the development of this supercity network are powerful and fascinating, and visible on the streets.

I was exposed to the project 19.20.21 a few years ago at my first TED conference http://www.ted.com/ . The 19-20-21 Super City project by Richard Saul Wurman looks at the impact of urbanization on the environment and people. From the founder of the TED conference, this project seeks to organize and better understand population’s effect regarding urban and business planning and its impact on consumers around the world. Today’s global population clock is ticking at 6.9+ billion (the number changes every second) and the site provides an excellent overview of the population trends in the development of this network of supercities.

In looking at the basic development activities, especially in newly developing markets, there are still many infrastructure needs. The United Nations estimates that over 500 urban areas will have a population of more than a million people by 2015, compared with 328 such cities in 1996. Over the same period, the number of cities with a population of more than 5 million is projected to increase from 16 to 26.

Green infrastructure is one of the key elements of success — open space for people to connect with nature. I’ve seen a number of powerful developments over the past few years, like the redevelopment of the promenade/park along the Bund in Shanghai, to the Highline Park in New York City, to the Olympic Sculpture Park in Seattle.

highline park - new york city

These significant new green developments have created a ripple effect of successful development in surrounding properties. Great cities throughout history have always considered the development of green places as the heart of the city – the Champs Elysees of Paris, Central Park in New York City, Hyde and Green Parks in London.

Green developments are being created at all scales – urban fabrics to small buildings, and interior spaces — all enhancing and creating success for supercities of the future.

anthropologie's green wall - regent street, london

Mario Mexia

By: Mario Mexia

With the reemergence of nearly a dozen CMBS lenders, competition is growing amongst capital providers to put their money to work.  Interest rates are at all-time lows and underwriting parameters have begun to loosen.  However, few investors have been able to take advantage of the improving capital markets.

Stymied by the limited availability of stabilized industrial product on the market, investors are growing feverish, combing through Southern California markets for “off market” opportunities to place their capital.  Yet, many of these investors are significant owners as well, further perpetuating the unique dynamic of the market.

The increased availability of low-cost capital has ultimately stimulated investment sales activity in Southern California.  However, the anticipation for abrupt improvement in market fundamentals will slow that process considerably.

Cash flow conscious owners will be less enthusiastic to transact if rental rates continue to drop and concessions remain a market standard.  The hiatus in the delivery of new product for the period ahead should alleviate some of these concerns, but that will not happen overnight.

Inescapably, investor mentality must shift and yield expectation must normalize in order for there to be a huge increase in sales transactions.  The arbitrage between buyers and sellers will narrow when investors grow impatient and begin to get more aggressive.

Mario Mexia and his son Matt joined NorthMarq earlier this year to start an investment sales practice in Southern California, with a focus on office and industrial assets. Mario has more than 30 years of experience in commercial real estate with an extensive track record of negotiation and representation for corporations and investors in the disposition and acquisition of industrial and commercial properties.

Dawn Clark

Earlier this summer, the IGDS (Intercontinental Group of Department Stores) held their annual high profile summit in New York.  This is the one conference that attracts the CEOs of the leading retail companies from all over the globe into one place, to converge, discuss and debate the state of the world in retail. There were over 300 delegates from 36 countries – including 54 CEOs from the retail store industry. Last year it was held in Moscow, and the year before in London – next year it will be Paris. I’ve had the good fortune of being invited to join this group for their annual gatherings for nearly 10 years, since meeting Werner Studer, Executive Director, in Dusseldorf at Euroshop.

During the past decade, these conferences have become the most influential meeting of the retail minds — like the United Nations of Retail. This year, the participation and profile of the retailers was the highest and most passionate ever, led by Wendy Liebmann’s opening, in setting the stage for a “less is more world.” 

Wendy Liebmann, Roger Farah, William Lauder, and Lew Frankfort

“…it’s worth noting that all the insanity around us not withstanding there will be a moment when this age will start to make sense: that brave new world will look very different than it does now…” From The Age of the Unthinkable, by Joshua Cooper Ramo

Wendy is the leader of WSL Strategic Retail,  a provocative and incredibly astute retail research and forecasting firm of her own making – as well as a dear and lovely friend. Wendy’s reach and research is global, and she doesn’t always say what retailers want or expect to hear, which explains her success – and why they are all listening to her insights. Wendy’s advice to this illustrious group – the 8 1/2 ways to win:

1. Restate worth

2. Think small

3. Reframe value

4. Embrace the internet

5. Innovate discounting

6. Reinvent service

7. Romance the brand

8. Seize the white space

8 1/2. Be bold or fail

All of these points come with a great deal of detail and research from Wendy’s work. Some key insights: 1. The recession is not over – 63% of consumers are spending less, and do not want to leverage any more 2. Affluent women shop at discounters every day 3. New shopping centers are emerging without department store anchors (Space 15 Twenty in LA) 4. New global department stores are emerging (Amazon, Tao Bao) 5. Retail service propositions are being re-invented with new technology (i-phones, airport vending machines).

After some lively debate with key leaders, we heard from Roger Farah (President of Polo Ralph Lauren), William Lauder (Executive Chairman of Estee Lauder), Lew Frankfort (Chairman & CEO of Coach), Steve Sadove (Chairman and CEO of Saks Fifth Avenue) and many other leaders from the UK, Turkey, Philippines, India, Chile, Italy, South Africa, Thailand, and France. Leaders highlighted product innovation, emotional connections to customers, connecting to culture and heritage, social media, mobile technology, in-store technology, and enriching the store environments. As Steve Sadove echoed another retail leader “don’t let a good recession go to waste.” 

My biggest take away? The passionate retailer will win, and there is no room for less than complete laser focus on value, your customer, environment, speed, invention, and continual re-invention. The perfect balance of magic and logic.

On a personal note, I hope you will excuse my recent absence from the blog — I’ve been immersed in my new role as vice president of design for Starbucks Coffee International, including a journey around the world, for our work in 52 countries. A few of our new store designs are posted here. Here’s to a brave new world of passionate retail.

15th Avenue Coffee & Tea (inspired by Starbucks)

By: James DuMars, Phoenix office managing director-NorthMarq Capital

The gloves are off as several life companies lowered their rates below 5% in order to compete for loans against Class A apartment communities and institutional industrial.  We’ve seen rates as low as 4.45% fixed for 10 years for low leverage loan requests on multifamily.  Let me emphasize that these are for large loans against Class A multifamily in solid locations across the US.  

However, the trend of narrowing spreads continues as life companies seek out opportunities to deploy capital on quality assets and multifamily is at the top of many companies’ lists of property types they’re underweight on.  It’s simply supply and demand and capital is piling up at the life companies as the agencies have been the dominant lending force the past couple years in the multifamily space.  The narrowing spread trend has also spilled over to the industrial sector as well for large low leverage loans in healthy markets.  One life company recently quoted 4.75% for a low loan request on an institutional quality industrial project.  This is a positive trend and one could deduce that it will eventually spread to other assets as competition to deploy capital mounts.

James DuMars, managing director/senior vice president for NorthMarq Capital’s office in Phoenix, has more than 20 years of experience resolving complex commercial financing issues. Contact James at (602) 508-2206 or jdumars@northmarq.com

A recent study revealed that in a vast majority of the biggest cities in the United States, full-time salaries of young women are on average 8% higher than men in their peer group. Unfortunately, this reverse gender gap applies only to unmarried, childless women under 30, but the news is promising, as it attributes the earnings reversal overwhelmingly to one factor: education.

As president of CREW Network (http://www.crewnetwork.org/), an organization that aims to advance the success of women in the field of commercial real estate, I’m encouraged by the findings and the fact that a growing knowledge-based economy is feeding the rise in female wages.  CREW Network offers a number of professional development opportunities, as well as a university program (UCREW) that introduces and nurtures young women interested in entering the male-dominated profession of commercial real estate.

At the 2010 CREW Network Convention and Marketplace being held next month, we will be announcing our most recent survey results, which also offer encouraging data about women’s salaries. As women continue to rise in the ranks, I am proud to be a part of an association that helps facilitate their growth and success. I hope to see you in San Francisco and share all of our exciting news!

Kristin Blount is the 2010 President of CREW Network and Senior Vice President, Brokerage, at Colliers, Meredith & Grew in Boston

For more information about CREW Network, visit http://www.crewnetwork.org

This headline is being broadcast throughout the real estate industry and is stirring up optimism that more liquidity is returning to the marketplace.

The new loans are more conservative and have some nuances reflecting the decrease in risk tolerance of both the originators and the purchasers of the paper. The originator doesn’t want to be stuck with the paper and the purchaser wants to make sure the value or rating of the paper stays intact.

To identify the major differences in the new CMBS loans verses those offered during the credit boom, I’ve summarized a brief comparison below:

Present/Former

 Amortization: Required/Interest Only Common

Loan to Value: 65-70%/80%

DCR: 1.30X/1.20X

Debt Yield: 12%/None

Rate: 6.25%/5%-6%

Lock Box: Required/Negotiable

Warm Body: Required/Negotiable

Pool Size:$500MM/$2BB+

Debt Yield – The term debt yield means dividing net cash flow (the cash flow after reserves for tenant improvements, leasing commissions and reserves) by 12% and you arrive at your maximum loan amount.

Lock Box – if the debt coverage ratio drops below 1.10X then the lender collects your rents directly.

Reviewing the contrasts between the terms offered during the former and present periods it’s logical to see the peak versus trough correlation. Logic indicates as securitizations increase and competition arises for the new CMBS paper that gradually the present platform will evolve to look closer to the former. The question that remains is when?

As more players have entered the market, we have seen firms start hiring again as well as a break in pricing. From early 2010 to today we’ve seen CMBS rates drop from 7% to 6.25%. That’s good news for the capital markets and reflects a trend that demand exists for the paper.

If you’re contemplating a CMBS loan, go in with realistic expectations including the “present” terms outlined above, expecting the lender to mark your rents market as well as applying a market vacancy to your project. Additionally, like portfolio lenders, CMBS lenders will be less aggressive in markets that have a greater percentage of defaulting CMBS loans.

James DuMars
Managing Director
NorthMarq Capital Phoenix Office

2929 East Camelback Road, Suite 226
Phoenix, AZ 85016

(602) 508-2206 Direct
(602) 714-4202 Cell
(602) 954-6168 Fax

jdumars@northmarq.com
www.northmarq.com

It is a cold, windy and rainy day in Seattle. In looking for signs of spring, they are evident – there are tulips, sunbreaks, and cherry blossoms, and in being in our South Lake Union neighborhood, there is something bigger happening here – something that is about to transform this part of the city.

Amazon in moving in to our neighborhood – all 6,000+ of them. There are 11 buildings in various stages of completion, construction, and planning, developed by Vulcan Real Estate and Schnitzer West.  Today the first 3-building block is complete. It is the new heart, the epicenter of Amazon – and the most visible mark of that is now on the building. Amazon has started the beginning stage of their move in. The lounge furniture is in place, the grand fireplace is lit (a perfect day for that), the tables and lighting are in the cafe, and the doors are on the ceiling (Amazon likes their doors).

Amazon headquarters - South Lake Union, Seattle - NBBJ

In walking the neighborhood today, there are cranes, lifts, hardhats, orange vests - a bustling energy is everywhere. The larger vision here is for a newly enhanced urban environment between the downtown core and Lake Union. A desirable place for innovative businesses, urban professionals to live and to work, new restaurants, and retail – snowboards, home design, the REI flagship, and much yet to be realized. The streetcar running between downtown and Lake Union is about to increase it’s ridership.

A few years back when we designed our own headquarters along with the mixed use block at Alley 24 for Vulcan Development, this neighborhood was on the quiet fringe to the city. Some of the other developments that have been sitting vacant have recently announced new lease tenants. Still, there are many empty or under-utilized buildings – old warehouses, printing plants, manufacturing facilities, and even some single family homes in need of significant care or re-development.

Central plaza, Amazon headquarters - South Lake Union, Seattle - NBBJ

This is a great time to bring new energy into the city, and for Amazon to become part of the city again, with a great impact. We are in for a powerful transformation – a new epicenter in our rich and diverse city.

It’s definitely the first day of spring in our neighborhood.

It seems like we enjoy clichés each cycle to try and generalize the norm. For example, if “extend and pretend” applies to banks and “amend to the end” applies to CMBS then “unwilling to bend” may be the next catch phrase to describe life companies when it comes to work-outs and maturity extensions.

Why the lack of flexibility? The lack of flexibility on behalf of some life companies could rest with their MEAF.

MEAF – Mortgage Experience Adjustment Factor
The purpose of MEAF is to help calculate the appropriate amount of capital an insurer should hold (think cash reserves) based on the composition of the insurer’s commercial mortgage portfolio (think portfolio performance).

How MEAF may influence a life company at extension time or at loan modification request: I’ve spoken to some my life company contacts about MEAF. They report that when it comes to MEAF their portfolios are measured against their peers (all other life companies) and even one or two defaults can have a negative impact on their standing against their peers resulting in an increase in their reserves. So consider the state of the commercial mortgage market. CMBS and banks are experiencing massive defaults but insurance companies, who as a whole were markedly less aggressive during the credit boom, have experienced far fewer defaults. However, since their mortgage experience (the insurance companies) is measured against their peers alone, a couple of work-outs/defaults can cause them to have to increase their Risk Based Capital significantly.

One insurer tells me they would rather foreclose and sell the asset versus restructuring it and have it negatively affect their MEAF until the loan pays off in a few years. With foreclosure they get rid of the loan, sell the property and the problem is solved. I’ve witnessed this firsthand with a number of borrowers whose loans matured in the past 12 months. One particular life company asked for a cash infusion and personal guaranty. When the borrower was unable to provide the necessary capital infusion the life company requested that a receiver be put in place and began foreclosure proceedings.

In another instance, a borrower had a Class-A multifamily loan maturing. The borrower was unable to secure a new loan to take out the life company and was reluctant to sell in the soft market. The life company sighted MEAF as a motivating factor to foreclose and resell the property versus modifying it and living with a negative mark against their portfolio performance during the duration the loan continued to be on their books. They made it clear that it affects their entire portfolio rating to have a problem loan. Once they rework the loan it hangs over them until it eventually pays off. Understand that a below normal MEAF can lead to increased reserves against an insurance company’s entire mortgage portfolio. Considering this, one can see the reluctance on behalf of the insurers to offer any extensions or modifications without right sizing the loan.

James DuMars

Managing Director

NorthMarq Capital Phoenix Office

(602) 508-2206 Direct

(602) 714-4202 Cell

 jdumars@northmarq.com

www.northmarq.com

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