mcarristo

The demand for high-quality commercial real estate in primary and many secondary markets has been gaining strength during the past 12 to 18 months. As the availability of good product in primary markets has diminished, some potential buyers are considering alternatives in smaller secondary and even some tertiary markets.
While major investors will not consider these areas, there are outside investors that want higher returns and understand the risks of buying in these smaller markets. Valuing real estate becomes more difficult in secondary and tertiary markets where the lack of recent, arm’s-length comparable data is a major hurdle. Other concerns in small markets are population, job, and income growth over the holding period. The lack of barriers to entry is often an issue based on the availability and relatively low cost of land.
Finally, the sophistication and motivations of buyers and owners in small secondary and tertiary markets can lead to varying sales prices. As a result of these factors, valuing complex properties in primary or large secondary markets is often easier than valuing simple properties in smaller markets, mainly because of the availability of market data, which includes more-consistent sales and rent comparables and investor expectations. (CCIM by John Scott, Jr.)  Full Story
 

Thanks to the rise of outsourcing and the Great Recession, labor costs have, for some time, barely risen. And while this has caused great pain to workers, it has been a boon to business. To give you an idea of how anemic wage growth has been recently, keep in mind that real compensation per hour rose at an average annual inflation-adjusted rate of 1.6% since record keeping began in 1947. Since 2000, it has averaged slightly less than one percent per year (0.95%), and since the start of the great recession in January 2008, it has averaged a trivial one-seventh-of-one-percent. I now think we are entering a period of more rapid wage growth. This will impact corporate spending on technology, corporate profits and GDP growth.
Due to small wage increases, firms have largely reduced their purchases of technology equipment and software. After all, a major reason firms buy computers and software is to reduce the amount spent on salaries. But with salaries largely stagnant, why buy labor-saving technology? As a result, business spending as a share of GDP has fallen by about 20% since the onset of the recession, and annual increases in corporate spending on technology equipment and software are now lower than they have been in fifty years. While you might think this is because computers continually get cheaper, they have been getting cheaper since they were first built. The key difference this time is that the combination of reduced spending on salaries and technology has boosted corporate profits, despite weak top line sales gains. This golden era of corporate profit is now nearing an end for several reasons.
First, because of limited investment in technology, productivity gains, or increases in output per worker per hour, have steadily declined over the last several years to the point where they are now zero. Second, steady job gains have been slowly chipping away at the unemployment rate. And while much of the reduction has been due to declines in the labor force participation rate, some of that is due to baby-boomers retirements, something which will continue for another decade. Third, outsourcing work to, for example, China no longer packs the profit punch it once did because wages there are rising rapidly, by 14% last year, and 12.3% in 2011.
As a result, US firms will soon be forced to pay higher wages and thus will invest in technology to meet rising consumer demand for goods and services and lessen the impact of higher wages. While this will reduce corporate profits and act as a headwind for stock prices, it will also help the economy tremendously. Here’s why:
Consumer spending is the biggest driver of the U.S. economy, accounting for 69% of GDP. Since the year 2000, wages as a percent of GDP have fallen from 46% to 42.5%. A reversal of this trend, even if small, would boost spending on durable goods, restaurant meals, clothing and more. And we need additional spending, because even though house prices and the stock market are up, many workers own neither. The only way to increase their spending is for their paychecks to grow.
Finally, to get out of a recession it is necessary for all cyclical sectors including housing, automobiles, non-residential private construction, and corporate purchases of equipment and software to increase in unison. While all cyclicals aside from corporate purchases are now contributing to GDP growth, bringing corporate purchases in from the cold would significantly strengthen the recovery and boost GDP.
Elliot Eisenberg, Ph.D. is President of GraphsandLaughs, LLC and can be reached at Elliot@graphsandlaughs.net. His daily 70 word economics and policy blog can be seen at www.econ70.com.

September 4, 2013
7:15 a.m.
Location:  Albuquerque Marriott (Louisiana & I-40) Click for map.
Register online or Print flyer
CARNM and other real estate entities are hosting a forum for city council candidates to discuss issues relevant to real estate and construction.

The most common form of borrowing for commercial real estate transactions is the first-lien commercial mortgage loan. With principal running anywhere from $300,000 to many hundreds of millions, the financing of most (but nowhere near all) industrial, office, retail and multifamily property tends toward this form of debt, which is commonly priced somewhere between 75 and 150 basis points above 10 year US Treasuries.
Naturally, it’s often a combination of debt and equity that finances a commercial property transaction. And equity isn’t always the simple “down payment” residential brokers are familiar with. Far from it: commercial property financing options abound to add to the first-lien loan, including mezzanine loans to bring the loan to value (LTV) up even as high as 100%. Other strategies include A-note an B-note division of debt, or even “preferred equity” where a third party secures a loan with equity in the property that has an edge on other lenders in the competition for cash flow off the property in the event of default.
But commercial real estate is a complex beast, not limited to a market in tangibles. The role of CRE in economic development is critical, which means future propositions – new construction – needs financing just as much if not more than ownership transactions do. What do properties that sport no cash flow (because they don’t exist yet) have to bring to the table to get the financing they need?
The most common forms of financing for these are the construction loan. Secured by properties that are under construction, with no cash flow, these loans are considered higher risk that first lien, which makes sense when you consider the construction lender’s prospects include a lien on nothing more than a hole in the ground and a pile of unassembled building elements . More often than not, the borrower(s) set up a reserve account at the origination time of the loan in order to pay the interest on the principal. Loans tend to mature in 12 to 36 months and principal reflects the construction’s budget plus a modest contingency. The loan’s repayment is contingent on completion of construction, that magic time when the intangible becomes tangible and permanent financing can be established.
The distinct and unique risks of construction finance also call for the provision of the principal in stages associated with construction progress. As with so many subsections of commercial real estate, expertise is earned with focus and professional development that comes with experience. Examining the shapes and sizes of construction finance is instructive from both the lender and borrower sides. One of my favorite sources on the topic is the Associated General Contractors of America’s Guide To Construction Financing, a concise review of common practices across all 50 states.
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