Tuesday, July 27, 2010

Second Quarter Hospitality Market Report | Reno, NV

Beckie Lewis - Hospitality Division
Posted by: Beckie Lewis
Hospitality Specialist
775 336 4647

Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.


Dollars and Sense: Fear fueled media stories read like dime store romance novels and have investors’ heads spinning. Invest or not to invest is the question...read more


Download a copy of our Hospitality Division Capabilities Brochure today.

Thursday, July 8, 2010

Posted by: NAI Alliance Industrial Team
775 336 4600













Saturday, June 26, 2010

A Tribute to Fathers

Beckie Lewis - Hospitality Division
Posted by: Beckie Lewis
Hospitality Specialist

775 336 4647
blewis@naialliance.com


Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.



A Tribute to Fathers

We celebrate many holidays around the world, but few touch each of us like Mother’s Day and Father’s Day. This month we’d like to take the time to celebrate Father’s Day together. Fathers are often credited with teaching us about life and business. Fathers are often burdened with needing to show us discipline. As many of the quotes that we’ve gathered in honor of Father’s Day indicate many of us do not realize how knowledgeable and wise our fathers are until we are older. Each phase and decade of my life has brought with it new understanding of what my father gave to me, sacrificed for me and taught me
...read more


Download a copy of the NAI Alliance Northern Nevada Hospitality News for June/July 2010 today.

Friday, June 25, 2010

A Different Perspective

Posted by: Scott Beggs
Investment Specialist
775 336 4644
sbeggs@naialliance.com

Scott joined NAI Alliance in March 2008 to assist the company with investment sales. Previously, Beggs spent over seven years with Dermody Properties as Vice President of Acquisitions and Port Management.

Investors are often presented commercial real estate investment opportunities that have either significant vacancy or significant near term roll-over of existing tenants, or both. In looking at these types of projects, investors make assumptions about the likely outcome for these uncertain situations. The application of these uncertain assumptions is both art and science. Using the best information available, investors forecast the cash flows for an asset. In economics, the term used for the forecasting of returns is “ex-ante”

Ex-ante is Latin for "beforehand". In models where there is uncertainty that is resolved during the course of events, the ex-ante values are those that are calculated in advance of the resolution of uncertainty. The opposite of “ex-ante” is “ex-post”. Ex-post is the calculation of returns based on the full knowledge of the actual events and cash flows.

I know what you are thinking, “Who cares?” The reality is that the distinction between “ex-ante” and “ex-post” has a very real implication to commercial real estate investing in today’s market. The value of real estate is the nothing more than the present value of the future cash flows that an asset will generate. But as we sit here today trying to forecast those cash flows, there is considerable uncertainty as to what those cash flows will actually be due to the uncertain economic times that we live in. Investors are forced into taking a conservative view as to the future because the consequences of being overly optimistic could lead to considerable losses for the investor.

So what can a current owner do to address this situation? First and foremost, try to eliminate the uncertainty of those cash flows by getting leases signed on vacant units and extend the lease terms for tenants currently in occupancy. Both of these actions provide the potential buyer of a property with a contractual legal commitment from the tenant. This reduces the near-term uncertainty of the building’s cash flows.

Apart from bringing certainty to uncertain situations, there is another strategy that owners can employ to address the issue of ex-ante return calculations. The owner can retain a “promoted interest” in the project. What this structure will do is provide the current owner the ability to capture a portion of the profits that are created above the conservative assumptions employed by the buyer. In the event that “ex-post,” the property does materially better than the buyer had assumed, then the original owner would be eligible to re-capture some of that value. The amount of the “promote” is based on how the property actually performed and thus can be calculated with exact certainty.

This structure does not work for everyone, but where there is a need to sell and there is a high degree of uncertainty associated with a project, this is one methodology to bridge the gap between the buyer’s uncertainty and seller’s expectations. The NAI Alliance Investments Team would be happy to explain how this structure can be used to the benefit of both buyers and sellers. Email any questions you have to me at sbeggs@naialliance.com.

Thursday, June 24, 2010

Is the demand for apartments beginning to fall again?

Morgan Walsh - Multi-Family Specialist

Posted by: Morgan Walsh
Multi-Family Specialist
775 336 4646
Morgan Walsh is a commercial broker with 20 years experience in investment sales, multifamily and specialty sales, representing buyers and sellers, institutional and private developers in market rate apartment sales, mixed-use residential devepment and the development of affordable housing projects.



Is the demand for apartments beginning to fall again?
by Morgan Walsh for the Northern Nevada Business Weekly

“Where are our tenants going? This much we know— it’s not to another complex.” So said the owner of a local, well-maintained, suburban garden style apartment property. Evidence is accumulating that marginal apartment demand is falling again in the Reno market. A glance at the dispersion of apartment vacancy rates tells an interesting story. At the best-run, well located properties, occupancy is at or slightly below 95 percent. Smaller properties quickly adjust rental rates and concessions to eliminate vacancy and run full most of the year. But...read more

Tuesday, June 22, 2010

Reno/Sparks a Regional Distribution Hotspot

J. Michael Hoeck, SIOR Industrial Specialist
Posted by: J. Michael Hoeck, SIOR
Industrial Specialist
775 336 4621

Mike began specializing in industrial brokerage with Colliers International in 1999, and in May 2005, joined Alliance Commercial as a Partner and as Vice President of its Industrial Properties Group. In May of 2007 Alliance Commercial became NAI Alliance and Mr. Hoeck became a Senior Vice President.

Many people don’t know that when looking at distribution points the Reno/Sparks area is located within a 500 mile radius of 16% of the US population. That’s the highest percentage west of the Rockies (tied with Las Vegas). In comparison Phoenix is 12%, Orange County 15%, San Jose 13% and Salt Lake, Denver, Seattle and Portland are all under 9%.

That’s probably also why there are more square feet of warehouse space per capita than anywhere else in the country.

Wednesday, June 16, 2010

NAI Office Properties Team Takes Home Three Prestigious Awards

Scott Shanks, SIOR and Dominic Brunetti, CCIM of the Office Properties Team took home three prestigious awards presented at the 5th Annual Summit Awards.

Awards included:
Office Brokers of the Year (2009), Largest Lease Transaction (2009), and Largest Sale Transaction (2009).

Posted by: NAI Alliance Office Group
775 336 4600

Monday, June 14, 2010

Cap Rate Confusion

Posted by: Scott Beggs
Investment Specialist
775 336 4644
sbeggs@naialliance.com

Scott joined NAI Alliance in March 2008 to assist the company with investment sales. Previously, Beggs spent over seven years with Dermody Properties as Vice President of Acquisitions and Port Management.

Brokers love cap rates. They are intuitive, easy to use, and there is no such thing as a “right” or “wrong” cap rate. What’s not to love?

Absolutely nothing, as long as you are mindful of the pitfalls of their use. Bear with me while I put on my pocket protector for a bit. From a valuation perspective, a cap rate is nothing more than the mathematical simplification of a perpetual discounted cash flow analysis under the assumption of constant growth in cash flows. Who cares? Well, investors should. And if investors care, so too should their brokers.

The reason that investors care is that a cap rates is not the same as investor’s return. To illustrate let’s look at a property that generates $100,000 in cash flow in year one. Let’s further assume that those cash flows stay constant (0% growth) for the next five years and the investor is able to sell the property for a 9.0% cap rate. Under this set of assumptions then the investor’s total return is 9.0%. Seems easy.

But most investments have some amount of growth in the cash flow stream (due to contractual rent bumps or increases in market rents). So what if the cash flows grow at 3.0% per year and then the investment is sold for the same 9.0% cap rate? The total return to the investor is 12.0% (9.0% cap rate + 3.0% growth). Again, pretty straightforward, but the total return that an investor earns is significantly different from our first scenario (9.0% vs. 12.0%).

Okay, but what happens if the sale cap rate (after 5 years) differs from our going-in cap rate? Let’s assume the same 3.0% constant growth, but rather than selling at a 9.0% cap rate we will assume that the building is sold at either an 8.0% cap rate, or a 10.0% cap rate. If the exit cap rate goes down to 8.0% the total return to the investor is 14.08% and if the cap rate increases to 10.0% then the total return earned by the investor is 10.21%. That is a considerable difference in investment performance.

Finally, what happens if the in-place rents are above market and after the first year cash flows decline by 15.0% and then grow by 3.0% per year thereafter (in light of what has happened to rents this is a very real situation). Let assume further that after the 5-year holding period the project is sold for that same 9.0% cap rate. Under this set of circumstances the investor’s total return is 7.47%

So under all scenarios presented the property was bought at a 9.0% cap rate on year-one cash flow. However, depending upon the assumptions we used for growth (or decline) in cash flows and the exit price the investor’s total return could be as high as 14.08% and as low as 7.47%. And this analysis excludes the use of debt which only magnifies the results.

So,”yes” cap rates are a nice easy tool to quickly compare initial yields between investments, but if you stop there you are not seeing the full investment picture. And it is the complete picture that most buyers of commercial properties should be concerned with.

Friday, June 11, 2010

A happy client

Dan Oster - Industrial SpecialistPosted by: Dan Oster
Industrial Specialist
775 336 4665

As a member of the Industrial Properties Group, Dan has participated in the sales and leasing of a wide variety of Industrial properties from 1,000 to 700,000 sqft in Northern Nevada. Dan's primary goal is to provide unsurpassed customer service to the clients he represents.

I recently received a letter from one of my clients. It's feedback like this, that makes me happy to do what I do.......

This is a letter to acknowledge Dan Oster for his performance on the purchase of a recent property. I feel that Dan put the deal first, which allowed other things to work themselves out. This would have never happened if Dan put himself as a priority.

I appreciate the professionalism & patience he put into to this deal. I consider Dan my agent for all commercial deals!

Thank you,

Dave McCombs
Palletech


Thursday, June 10, 2010

Put the Client First

Dan Oster - Industrial SpecialistPosted by: Dan Oster
Industrial Specialist
775 336 4665

As a member of the Industrial Properties Group, Dan has participated in the sales and leasing of a wide variety of Industrial properties from 1,000 to 700,000 sqft in Northern Nevada. Dan's primary goal is to provide unsurpassed customer service to the clients he represents.

You should feel your broker is your confidant. You should feel they are looking out for you in the Sale/Listing/Leasing process. If you don’t, run!! If you’re my client, and you don’t feel I’m putting your interests in a transaction ahead of my own, please fire me.

The team of professionals who brought me into the business started with a simple lesson – put your client first. When you’re trying to build a career in this field, the best way to fail is to get the reputation for a “me first” attitude. I’ve just seen some folks behave otherwise, and it felt good to say this out loud (digitally speaking).

Wednesday, June 9, 2010

The Landlord/Tenant Relationship

Dan Oster - Industrial SpecialistPosted by: Dan Oster
Industrial Specialist
775 336 4665

As a member of the Industrial Properties Group, Dan has participated in the sales and leasing of a wide variety of Industrial properties from 1,000 to 700,000 sqft in Northern Nevada. Dan's primary goal is to provide unsurpassed customer service to the clients he represents.

My wife often jokes that the fella she married hardly resembles the one she dated. It’s human nature to put your best foot forward when a relationship is new, but over time the relationship matures and behaviors change. The relationship between tenant and landlord is like a marriage in many ways.

Fortunately, it’s also very different. There is no moral taboo against looking at multiple buildings right up to the point you sign your lease. Once you’re in a lease, there’s nothing wrong with looking at other spaces. When a landlord knows you have other options, they are likely to offer you the minimum price they will take instead of the highest price they think you will pay.

Monday, June 7, 2010

First Quarter Retail Market Report | Reno, NV



Posted by: NAI Alliance Retail Group
775 336 4600

The First Quater 2010 Retail Market Report is now available for download






Tale of Two Cities

Posted by: Scott Beggs
Investment Specialist
775 336 4644
sbeggs@naialliance.com

Scott joined NAI Alliance in March 2008 to assist the company with investment sales. Previously, Beggs spent over seven years with Dermody Properties as Vice President of Acquisitions and Port Management.

A “Tale of Two Cities” is Charles Dickens’ famous novel set during the French Revolution. “A Tale of Two Cites” might be a better title for the story of today’s commercial real estate market, where the pricing between “first-tier cites” and “secondary markets” is dramatic.

Commercial real estate assets located in primary gateway cities such as Los Angeles, San Francisco, Washington DC, and New York are attracting significant interest from a variety of well-healed investors including sovereign wealth funds, REITs and pension funds. Multiple bids are being received for high-quality assets in these select markets. However, interest in secondary and tertiary markets is limited at best. The prices offered for assets in the secondary markets are reflective of this limited interest.

This dichotomy in pricing is the result of a flight to quality. In the face of uncertainty about the viability of economic recovery in the United States, investors are trying to avoid all forms of perceived risk. Due to the lack of tenant depth, secondary markets are exposed to significantly higher levels of risk relative to their first-tier cousins. As such, investors are more comfortable paying higher prices (lower cap rates) for projects in cites that are perceived to be relatively immune from recession. Conversely, investors are demanding much higher returns (cap rates) to compensate them for the perceived risk of smaller markets.

Is a risk premium warranted for assets in these smaller markets? Absolutely! However, the appropriate size of the required risk premium is open to debate. The difference in opinion amongst buyers and sellers in the Reno, Nevada market has led to a significant decline in transaction volume over the last 18 months. Buyers expect significant return premiums, whereas sellers expect pricing more in line with major markets.

Which group is correct will vary transaction to transaction. Sellers that have pressure points will be forced to accept the realty offered by cautious buyers. On the other hand, buyers in need of placing capital may move closer to the seller’s asking price, as long as the risks of the project are limited. As an investment sales broker in Reno, Nevada this difference in pricing is important to understand. The NAI Alliance Investment Team tracks all sales and listings in order to better understand this difference and appropriately advise our clients.

Tuesday, June 1, 2010

Hotel occupancy beginning to rise, booting optimism

Beckie Lewis - Hospitality Division
Posted by: Beckie Lewis
Hospitality Specialist
775 336 4647

Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.

Hotel occupancy rising, boots optimism
by Rob Sabo of the Northern Nevada Business Weekly
featuring Beckie Lewis

Early signs point to a rise in tourism in the Reno-Sparks region. Beckie Lewis, who follows the hospitality industry for the real estate brokerage NAI Alliance, says hotel room rentals in February were...read more

Tuesday, May 18, 2010

Monday, May 17, 2010

Bill's Casino in Stateline to become a gentelmen's club

Beckie Lewis - Hospitality Division
Posted by: Beckie Lewis
Hospitality Specialist
775 336 4647

Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.


First Quarter Sales
The Bill’s Casino Lake Tahoe located on Hwy 50, Stateline, Nevada opened July 1, 1987 and closed its doors on January 4, 2010. With Michael Laub’s purchase of the vacant casino on February 26, 2010, the dust did not have time to settle. Mr. Laub purchased the 16,500 sq foot property for $5,225,000 creating a big stir with possible plans for a renovation of the casino including a space for a gentlemen’s club. An article by Kathryn Reed in the Lake Tahoe News sparked heated controversy and debate over whether it is right to have a "strip club" among the casinos in South Lake. Bloggers commented back and forth on values, women’s rights, and on public opinion with out any thought at all to the devastating possibilities of a vacant property withering among the living...read more

Monday, May 10, 2010

Moana Lane Widening

Posted by: Gary Tremaine
Retail Specialist
775 336 4641

Gary is a commercial real estate broker specializing in retail pad and multi-tenant line shops development, sales and leasing. He has been in the real estate industry since 1991. Gary has worked with clients such as Keva Juice, Anytime Fitness, Sprint, Dotty’s Donahue Schriber, U-Swirl, Edward Jones and Kimco Real Estate.

Well it looks like the Moana Lane Widening is going forward. The Properties on the South side of the street will be affected. Some property owners will lose portions of their properties and some tenants will have to relocate their businesses. The widening will go from 395 on the East to past S. Virginia on the West. Both the North and South side of the Kietzke and S. Virginia with Moana intersections will also lose properties for turn lanes. NAI Alliance has spaces available to lease on Moana. If any tenant wants to stay in that corridor please contact the Retail Property Team and we will email you a package of available properties. More information on the widening please click on the link http://www.rtcwashoe.com/streets-highways-78

Friday, April 30, 2010

Chasing the downward spiral of rents poses dangers

Beckie Lewis - Hospitality Division
Posted by: Beckie Lewis
Hospitality Specialist
775 336 4647

Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.

Chasing the downward spiral of rents poses dangers
by Beckie Lewis featured in the Northern Nevada Business Weekly
In the last 18 months vacancies have continued to decline in hospitality and multifamily properties alike. Migrant workers in the construction industry as well as many other families who suffered job losses and had no prospects for employment have simply left Reno and the State of Nevada in general. Multi-tenant property owners and managers are now faced ...read more

Sunday, April 11, 2010

First Quarter Hospitality Market Report | Reno, NV

Beckie Lewis - Hospitality Division

Posted by: Beckie Lewis
Hospitality Specialist

775 336 4647


Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.


Investor vs. Investor, Reno voted as one of the 10 Best Places to Live by Men's Jounrnal and so much more...read more


Download a copy of our Hospitality Division Capabilities Brochure today.

Friday, April 9, 2010

Springtime Opportunity

Posted by: Mark Keyzers
Retail Specialist
775 336 4663

Mark is a commercial real estate broker specializing in retail pad and multi-tenant line shops development, sales and leasing. He has over 17 years over experience in real estate. Mark has worked with clients such as Del Taco, Regis Hair Salons, Lewis Retail, Cost Cutters, Quizno’s, RREEF Properties and Sizzler.

Hi, I am Mark Keyzers your friendly Commercial Real Estate Agent specializing in retail properties in Reno/Sparks and Northern Nevada. Springtime will soon be upon us and this is traditionally the time that Retailers begin their search for a new or second location in order to be open by summer and the subsequent fall holiday season. This year is especially good for tenants as owners of retail properties in northern Nevada are offering incentives. The economic turbulence has opened up many opportunities and quality locations. Our firm offers complete Tenant and Landlord representation. We track the entire market with extensive quarterly surveys in order to stay in touch with both owners and tenants. We have the most complete up to date market information and data available for our clients regarding the latest terms being offered and transactions being made. We have a lot of resources and market report information at your disposal on our website at http://www.naialliance.com/ and we are happy to answer any questions that you have to make your business a most successful endeavor. I look forward to servicing you. Should you have any questions I can answer for you please contact me at: 775.336.4663 or mkeyzers@naialliance.com

Thursday, April 1, 2010

Back in the Saddle



Posted by: Janna Page
Office Properties Specialist
775 336 4672
jpage@naialliance.com

I am wrapping up my second week at NAI Alliance since rejoining as an Associate with the Office Properties Group (my first being a member of the Retail group). It is a privilege to join Northern Nevada's premiere team, specializing in the leasing and sales of Office Properties. I look forward to serving our clients, both Tenants and Landlords and pledge to work extremely hard to satisfy your real estate needs.

Please feel free to visit our portfolio of properties at the following:
http://www.loopnet.com/looplink/alliance/qryradio.aspx

Who's Who in Northern Nevada Hospitality


Gordon Forrester
Reno Sparks Convention & Visitors Authority
Finance and Accounting Department
775.827.7744

What tip does Gordon Forrester feel every hospitality property owner should know?...read more


Download a copy of the NAI Alliance Northern Nevada Hospitality News for March 2010 today.

Monday, March 29, 2010

Reno/Sparks Market Conditions vs. National Market Conditions


Posted by: Paul Perkins, CCIM, SIOR
Senior Vice President
Industrial Properties Group


A graduate of California State University, Northridge, Paul has more than 40 years of experience as a real estate broker. He relocated to Reno in 1978, and since 1986 has specialized in the leasing and sale of industrial properties. In May of 2005, Paul joined 26 of his former Colliers colleagues in founding Alliance Commercial Real Estate Services.


Whenever I see articles about national or global conditions in real estate, I take them with a grain of salt. Why? Because real estate, whether it is residential, industrial, office, retail or whatever, is a LOCAL market. Conditions in one market may be totally different than others, and if you're in that particular market the national statistics don't amount to a hill of beans when it comes to describing YOUR market's condition.

For instance, in the subject article comments like "There was less overbuilding in the industrial sector" made me chuckle. The Reno/Sparks market saw a you-know-what load of overbuilding during 2005-2007, particularly from developers new to the area using OPM. Some of us ruminated about the consequences of this unbridled construction in the face of historic absorption, but we're just brokers...what did we know. The resulting 15.5%+ vacancy rate that resulted is the highest ever recorded and devastated industrial construction; the Associated General Contractors named the Reno/Sparks area the hardest hit in the nation.

The article does reference individual markets...Houston, Dallas and Los Angeles to name a few, but these are primary markets and, although they may represent a portent of things to come, they have totally different dynamics than Reno/Sparks. Nonetheless, although the article doesn't reflect conditions here, we can hope it is a portent of a brightening global picture, which eventually will filter down to our little corner of the world."


Monday, March 22, 2010

Short term leases are a new trend for commercial real estate


Posted by: Dave Simonsen
Industrial Specialist
775 336 4667

Dave has more than 21 years experience as a commercial real estate broker. Dave exclusively works with industrial tenants, buyers, developers, landlords and land owners. He has represented companies such as AT&T, Barnes & Noble, Converse, DHL Worldwide, Delta Industries, Hawco Development, Lucent Technologies, IBM, Hopkins Distribution, Nextel, NEC, Sherwin-Williams Company, and UPS.

Industrial lease lengths are shortening. A few years ago, average lease length in the Reno/Sparks industrial marketplace was 5 years. Now days, tenants in need of space are requesting shorter term leases. Two large (176K & 165K) leases were completed last year at very low rental rates on a month-to-month basis with either party able to give the other party 60 days written notice to terminate. Early this year a 240K month-to-month lease was concluded. In addition, there are two more large leases being negotiated on short term leases.

Under the current market conditions, short term leases are viewed as favorable to both the landlord and tenant. Tenants are justifiably nervous and like the shorter commitment to enable them to be nimble in the event of a double dip in the economy. Landlord like the short term because they are hesitant to lock in low rental rates. Landlords can live with a temporary fall in value which has potential to remain temporary if the term is month-to-month but the loss is locked in on a 5 year deal, the landlord has just guaranteed a long term devaluing of his building by locking in a low rent. The value of a building is predicated upon the income stream. A long term low rent lease guarantees a long term devaluing of the building. Another positive for a landlord is the tenants are in a poor position to ask for up front improvements with a short term lease which could save the landlord up front improvement costs.

With lenders shying away from tenant improvement loans and questions still lingering through the Reno industrial market regarding the “recovery”, short term deals remain in vogue.

Thursday, March 18, 2010

Chasing Spiraling Rents is a Slippery Slope

Beckie Lewis - Hospitality Division

Posted by: Beckie Lewis
Hospitality Specialist
775 336 4647

Prior to entering the commercial real estate market, Beckie enjoyed a career in Commercial Lending and Private Equity Lending. Beckie enjoys creative thinking and problem solving which allow her to approach real estate sales in a refreshing manner. Having grown up in the development & hospitality areas in Montana, Beckie was drawn to the Hospitality Specialty with NAI Alliance. She is currently paving the way for this newest specialty at the firm.



Chasing Spiraling Rents is a Slippery Slope:

In the last 18 months vacancies have continued to decline in hospitality and multifamily properties alike. Migrant workers in the construction industry as well as many other families, who suffered job losses and had no prospects for employment, have simply left Reno and the state of Nevada in general. Multi tenant property owners and managers are now faced with the ever increasing challenge of keeping stringent tenant criteria with the need to maintain an occupancy rate that makes sense and services operating expenses. It can often feel like a game of cat and mouse or catch rather than business strategy, but like all games, in order to win you must deploy a winning strategy.

Where have they gone, where did they go??...read more
Download a copy of the NAI Alliance Northern Nevada Hospitality News for March 2010 today.

Thursday, February 25, 2010

Government Sale-Leasebacks

Chris Shanks :: Investment Properties Group Posted by: Chris Shanks
Investment Analyst
775 336 4620
cshanks@naialliance.com

Chris is responsible for analyzing, valuing and marketing properties for the NAI Alliance Investments Team. He is also involved in the disposition and acquisition of investment properties for clients.


In the midst of a statewide recession and a budget shortfall, local governments have found themselves grasping at ways to trim budgets and raise new capital. Our Legislature has just entered into a special session to try and solve these problems. While there are many issues being debated and fought over, I’m only going to weigh in on one; the leveraging of government owned real estate assets to raise capital. This is not a new concept; the State of Arizona recently raised $735.4 million dollars using the same method that I am going to recommend. I propose that our local governments, from city to state, may be able to weather their current budget difficulties by entering into sale-leaseback agreements, more specifically through the issuance of certificates of participation.

Certificates of participation have the same underlying principles as a traditional sale-leaseback; an investor purchases a building while the seller agrees to lease it back under the terms and conditions of a sale-leaseback agreement. This structure works best with traditional property types and strong tenants that can commit to long term leases. The fact that most government buildings are special use and their leases allow for a penalty free walk-out, keeps them from being able to benefit from traditional sale-leaseback transactions. Investors would demand high cap rates to compensate for the risk, which essentially increases the governments cost of capital. Certificates of participation take the sale-leaseback concept further by essentially issuing debt that is serviced by their “lease” payments.

In COPs financing, title to a government owned asset is assigned to a bank trustee (non-profit corporation) that simultaneously leases the asset back to the agency and holds title for the benefit of the investors, the certificate holders. The participation of many investors in the lease transaction allows the transformation of what would otherwise be a straightforward financing instrument executed between a lessee and a lessor into a marketable security. This financing also allows for the government agency to issue the certificates at a rate that reflects their bond rating, not the asset specific risk of the property, resulting in a much lower cost of capital.

There are many more moving parts that need to come together for a transaction of this nature to take place. I will explain in more detail what those components are in my next blog.





Thursday, February 18, 2010

2009: The Year of RENOvations

Posted by: NAI Alliance Hospitality Division
775 336 4647
blewis@naialliance.com



In 2009, many hotel property owners, both new and old, invested money (lots of money) into their properties. Through face-lifts, remodels, additions, and even down to the bones redevelopment Reno’s hospitality properties were a flurry of construction activity. The result is a forever changed city skyline bubbling with increased hotel rooms, Las Vegas style luxury, and a chance at city living in the biggest little city. Although several of the developers suffered major financial set backs resulting in receivership, foreclosure, and loss of their projects the renovations were a great sign for Reno...

Year In Review 2009 Hospitality Report is now available for download.

Tuesday, February 16, 2010

A Snapshot of the Reno Apartment Market

Morgan Walsh - Multi-Family Specialist

Posted by: Morgan Walsh
Multi-Family Specialist
775 336 4646
Morgan Walsh is a commercial broker with 20 years experience in investment sales, multifamily and specialty sales, representing buyers and sellers, institutional and private developers in market rate apartment sales, mixed-use residential devepment and the development of affordable housing projects.




Projects of Interest in the market:

The Alexander at South Virginia, a 350-unit, Class A project by A.G. Spanos will be fully delivered in 2010 with an expected absorption of 15-25 units per month. Of the more than 750 units of new construction in the 100+, Class A category now in lease-up regionally, the median absorption of 18 units per month indicates a sluggish demand for apartments at the top of the market.


Key market Stat:

The Reno/ Sparks re-sale home market continues to show steep increases as new home construction dwindles, re-sale prices decline to a median value of $183,000 and housing affordability climbs . This metric accounts for a 15% reduction in apartment demand as qualified tenants move to the for-sale market or the shadow market of single-family rentals acquired by investors. Reduced apartment demand has forced a 5% decline in median rents and a market vacancy of 9% in the 100+ market. The market average rental concession has stabilized at 13% of net effective rents, but additional single-family foreclosures continue to work through the market, with more than 6,000 homes in default and not yet foreclosed.


Distinguishing characteristic of the Reno market:


Unemployment and falling household income have combined with a slight population decline to undermine apartment fundamentals regionally. Weakened tenant quality and reduced net effective rents jeopardize stabilized occupancy for some operators and keep overall occupancy in 100+ projects under 92%. Northern Nevada is exceptionally well positioned to rebound as the recession lifts. Known as a low-tax state with few barriers to business entry, Northern Nevada will surge in apartment demand by 2014 with the echo boom generation and tax refugees from California moving into the region. Astute buyers now have excellent quality to acquire at outstanding values for a region in which little or no new construction is planned or being built.

Thursday, February 11, 2010

End of Year 2009 Office Market Report

Posted by: NAI Alliance Office Group
775 336 4600

The EOY 2009 Office Report is now available for download

Tuesday, February 9, 2010

Monday, February 8, 2010

Damned if you do and damned if you don’t………………what’s a landlord to do?


Posted by: Dave Simonsen
Industrial Specialist
775 336 4667

Dave has more than 21 years experience as a commercial real estate broker. Dave exclusively works with industrial tenants, buyers, developers, landlords and land owners. He has represented companies such as AT&T, Barnes & Noble, Converse, DHL Worldwide, Delta Industries, Hawco Development, Lucent Technologies, IBM, Hopkins Distribution, Nextel, NEC, Sherwin-Williams Company, and UPS.

Many landlords find themselves in the troubling position of what to do with a vacant building in a falling rental and value market. Market rental rates have fallen 20 to 40% and building values have fallen further due to low rents coupled with rising capitalization rates. A landlord with a vacant building is faced with lowering rental rates to entice a tenant even though the contract rent might not cover the building mortgage. If that tenant wants a long term lease, the owner must pay improvement costs and commissions up front to lock in a money losing transaction in hopes of stopping the immediate monthly pain. The alternative is to not sign the low market rent lease and continue to pay on a vacant building in hopes of the rental market improving in the future. Looking at current inventory, waiting for the market rents to rise does not look like a good option. The final option is to sell the asset. This is also not a very attractive option seeing as values are depressed due to low rents, high cap rates and a poor lending environment. In many cases, the value of the asset has dropped below the loan amount forcing a cash infusion to sell out of the building. It is bad enough when an owner loses their down payment equity, now they are faced with paying additional funds just to relieve themselves of the continuing obligation. In addition, some owners simply do not have the money to make up the difference of loan to value so they can sell. So, what is a landlord to do? Selling is not a good option, waiting for market rents to improve does not seem to be a good option, so the selection is made to do and pay whatever it takes to sign a close to break-even lease to ride through the storm. The good news with this option is the hole is filled and once the up-front cost of getting the tenant in the space is paid, the on-going loss is minimized. However, signing a low rent confirms the loss of value in the building and if you have a loan coming due in the near future, your lender will be asking for another 35% of the reset building value out of your pocket just to make the loan. So, should a landlord sign a low rent deal to fill vacancy in today’s market…………….their damned if they do and damned if they don’t.

Friday, February 5, 2010

How many warehouses or Distribution Centers (DCs) should your company have?

Dan Oster - Industrial SpecialistPosted by: Dan Oster
Industrial Specialist
775 336 4665

As a member of the Industrial Properties Group, Dan has participated in the sales and leasing of a wide variety of Industrial properties from 1,000 to 700,000 sqft in Northern Nevada. Dan's primary goal is to provide unsurpassed customer service to the clients he represents.

This seemingly simple question is not so easy to answer. There are very expensive computer models, run by even more expensive consultants who will take hundreds (even thousands) of data points on your inputs, outputs, warehouse metrics and strategic directives to arrive at an answer to that question. For the rest of us, when faced with a decision, a few simple Heuristics can help lead to a rational decision.

Two “Rules of Thumb” to consider, while opposing, together can be revealing.

First is the Square Root Law (SRL) of Inventory. This law makes sense intuitively. The more facilities you add, the more safety stock you will have spread around which will increase your inventory cost. Adding your 7th or 8th facility will have less of an impact than adding your 2nd or 3rd. To really boil it down, More facilities = Higher Inventory Cost.


For a more technical explanation click here


Still with me? Good.

Now the opposing force hasn’t become a fancy Law, but it’s still worthy of consideration. Generally speaking, inputs cost less to transport into a facility than outputs cost to transport out to your customers. Therefore, given the same level of demand, the more geographically dispersed your DCs, the lower your transportation cost will be. Add into this effect the very real possibility that Fuel prices will go up in years to come as the economy improves, consumer demand recovers and grows globally, government taxation on carbon increases, etc. This would lead you to have more, smaller, geographically dispersed DCs or a Decentralized Distribution Network. To really boil this one down, More Facilities = Lower Transportation Cost


So on one hand you should have fewer DCs to lower inventory costs on the other hand you should have more DCs to lower transportation costs. Which is it? How many warehouses or Distribution Centers (DCs) should your company have? Well, your answer depends on where you spend more – Transportation or Inventory Carry. Consider these two costs along with the many other factors those darn consultants keep bugging you to provide, and you could be much closer to the decision. If you decide Reno/Sparks might be the right place to locate, give me a call. I’d love to help you out.

Monday, January 25, 2010

Why DCs are good for Northern Nevada


Posted by: Paul Perkins, CCIM, SIOR
Senior Vice President
Industrial Properties Group


A graduate of California State University, Northridge, Paul has more than 40 years of experience as a real estate broker. He relocated to Reno in 1978, and since 1986 has specialized in the leasing and sale of industrial properties. In May of 2005, Paul joined 26 of his former Colliers colleagues in founding Alliance Commercial Real Estate Services.


“It's a fact. Communities would rather have manufacturers and corporate headquarters than distribution centers. Economic development incentive packages rarely target DCs, residents frown at truck traffic, and community leaders fret about damage to roads.”

“The importance of the logistics industry is frequently lost on the general public.”

Thus begins a recent article forwarded to us by a valued client, who, in her transmittal said, “Reno is probably more DSC friendly than other areas.” She said that because her company, a household name, has both manufacturing and distribution facilities in Northern Nevada and because she, like other corporate real estate executives, recognizes that our central location, great transportation infrastructure and low cost of doing business has resulted in Reno/Sparks becoming acknowledged as THE primary distribution hub for the eleven western states.

However, we question her assertion that Reno is “more DSC friendly” than other areas. Often we hear people in local government and in economic development circles express the belief that DCs are not the most productive use of land and other resources. The article to which we refer, will hopefully help persuade naysayers that distribution centers shouldn’t be dismissed as the bottom rung of the economic ladder.

Tuesday, January 19, 2010

As companies tighen their belts.....

Posted by: Dominic Brunetti, CCIM
Office Properties Specialist
775 336 4674
dbrunetti@naialliance.com

During his career, Dominic has worked with clients such as: Centex Homes, CTX Mortgage, Landmark Homes, 1st Premiere Mortgage, AG Edwards, Alere Medical, CHSI Nevada, The CFO Group, Ameriwest Financial, North American Title, Andregg Geomatics, Manhard Consulting, HDR Engineering, State Farm, Gizmo Wireless, The Corner Doc, First American Title Company, Stewart Title Company, GI Consultants, The Hilton Foundation, Hartford, PC Doctor and more.

As companies tighten their budget belts, efficient office space becomes more important. In the evident trend of Nevada office users, companies are realizing two things:

  1. Bullpens are back. Bullpens allow office tenants to maximize employee occupancy and the availability of 2nd hand and refurbished office furniture may beat tenant improvement costs. Also, for the right type of office user, bullpens breed creativity, energy and production.

  2. It is a great time to upgrade office image. Depressed market lease rates have allowed typical Class C office users to upgrade to Class B office properties, Class B office users to Class A office properties.

Thursday, January 14, 2010

Wednesday, December 9, 2009

Being Ready to Recover on Top

Posted by: Scott Shanks, SIOR
Senior Vice President Office Properties Group

During his career, Scott has worked with clients such as: Barnes & Noble, GM, Merck Pharmaceutical, Henry Schein, Home Depot and Ahold to facilitate their real estate needs.


Let’s face it, these are tough times, ridiculously tough times. Most of us in the real estate industry haven’t seen times like this in our professional career, or a market that even remotely comes close to it. Everyone is running around trying to produce commerce, but the fact is that it just isn’t happening much and finding a deal, any deal, is challenging. This will especially hold true entering the holiday season, which is typically slower than the balance of the year. So, what to do, twiddle your thumbs, play hooky and go skiing, maybe hunting, how about that long sought after vacation you’ve been seeking if you have any money in your account? Well, if none of the above works, then why not prepare for a successful 2010 and strive to make it a more productive and prosperous year.

While we certainly can’t create demand, or for that matter the market, we can position ourselves for the future in a beneficial manner. Positioning yourself and your business is always an ongoing process and something that is critical to future success, but it is even more imperative in these challenging and ever changing times. Positioning yourself for success and placing yourself ahead of the competition comes with a lot of hard work and preparation and now is the time to take on that challenge. The key to this is two pronged; relying on both in-depth knowledge of what is happening in the market and with your competition and the other with how you and your company are aligned to meet these challenges.

Let’s first tackle looking at being prepared by knowing the market, how your competition works and what it will take to successfully gain more market share.

  • Network: Yes we all do it, but who does it successfully? We all know who is effective in our industry at achieving this, yet most of us ignore it because we’re inept, afraid, or simply lazy. The successful individuals who excel at networking have a plan. Even though I’m the first person to say networking could be having a cocktail with your buddies, it must be more than that. Network locally, regionally and nationally. We all have associations in these areas and we need to make a concerted effort to continuously reach out and make sure we are in tune with what’s going on and to make sure that others know that we are in touch with our marketplace. Not only should we network with our peers, but also with key clients; understand their business issues and what they see as possible hurdles and goals on a continual basis.

  • Read as much as you can get your hands on to understand demographic, economic and political forces that will affect you and your clients.

  • Understand your marketplace. Our markets are forever changing and having the pulse of those changes will enable you to create the circumstance to take advantage of those changes.

  • Look at alternative ways to better the way you do business. Just because it’s not the norm in one industry doesn’t mean that another industry hasn’t come up with a better mouse trap that can be utilized to the benefit of yours.
Next, look at how you can internally affect your success. Again, this would be individually and corporately.

  • Make goals, examine your mission statements and set strategies that will enable your success.

  • Set benchmarks that you will be able to compare to throughout the year. Evaluate those benchmarks quarterly and address successes and failures.

  • Share the information with your team and make sure everyone is on the same page and working toward the same goals. Empowering your team will make everyone feel like they are part of what needs to occur for success.
All of these factors will have a direct and indirect impact on your success, so go out and work your tail off to reap the rewards of your hard work. Or, you could sit around and wait for the phone to ring and go have a drink with your buddies.

Tuesday, December 1, 2009

Q3 Office Market Report

Posted by: NAI Alliance Office Group
775 336 4600

The Q3 Office Report is now available for download

Monday, November 23, 2009

Local Company Growth is the Key to Northern Nevada’s Economic Health

Dan Oster - Industrial Specialist
Posted by: Dan Oster
Industrial Specialist
775 336 4665

As a member of the Industrial Properties Group, Dan has participated in the sales and leasing of a wide variety of Industrial properties from 1,000 to 700,000 sqft in Northern Nevada. Dan's primary goal is to provide unsurpassed customer service to the clients he represents.

When news of US Ordnance’s recent procurement of over $500 Million dollars worth of contracts to produce machine guns here in Northern Nevada hit the news (http://www.nnbw.biz/ArticleRead.aspx?storyID=13824), we all should have cheered! While we did not have any part of the commercial real estate transaction which allowed for the expansion mentioned in the article, in the long term this company’s good fortune will no doubt contribute to all of our success. They mention a commitment to hiring local, buying local and continuing to invest in this area. Economic success in the region is created by many individual success stories. Each expansion brings more jobs, more investment, more opportunity in a myriad of different ways. When our neighbors win, we all have a better chance of winning. So, three cheers for US Ordinance!


Wednesday, November 18, 2009

REITs and Private Equity Firms to the Rescue

Chris Shanks :: Investment Properties Group Posted by: Chris Shanks
Investment Analyst
775 336 4620
cshanks@naialliance.com

Chris is responsible for analyzing, valuing and marketing properties for the NAI Alliance Investments Team. He is also involved in the disposition and acquisition of investment properties for clients.


When is our economy going to recover and how is it going to happen? I’m sure many of you hear this question almost every day; it’s a topic that haunts households, board rooms, conference rooms, and pretty much every room across the country. To find the answer to a problem one usually only has to look as far as the source. The residential and commercial real estate booms were ultimately what led to our economy’s decline. Overly optimistic underwriting, irresponsible lending, and the market’s perception of real estate as a risk free asset created an insatiable appetite for new commercial loans. The demand for new loans was met with huge amounts of capital flooding the commercial real estate market. In-turn the ample supply of debt caused prices to inflate beyond the true fundamentals. Now, as pricing retreats most of our lending institutions are realizing tremendous losses in the form of writedowns and have minimal, if any, new capital to lend. It’s evident that real estate balance sheets need recapitalization in the form of increased equity. The only question is, “where is this capital going to come from”?

The Government, and more importantly the Treasury, has made attempts to inject equity into the system. The creation of programs like the Troubled Asset Relief Program (TARP) and the Public-Private Investment Program (PPIP) has been relatively unsuccessful in cleaning up the balance sheets. Many argue against the participation of our government in the capital markets, but what’s undeniable is the fact that these programs have yet to yield tangible results. Japan found out the hard way that when you depend on government relief programs, and grossly underestimate the amount of capital that is needed to fix the system, the desired results can take a long time to come to fruition. While the US is creating policy much quicker than Japan did in the late 1990s, the same problems still exist. There isn’t enough capital circulating in the market to fix the problem. I’m making the argument that the capital is there, it’s just on the sidelines. Consumer confidence and the lack of a defined bottom in real estate pricing, have kept a majority of the discretionary income out of the market. If a real bottom is to be reached, then lending institutions are going to have to get legacy assets off of their balance sheets.

One of the major problems facing our lending institutions is that they are not in the business of real estate management. They may underwrite it and lend on it, but when it comes to running it and performing the necessary tasks to get properties cash flowing; they’re lacking. The wave of foreclosures to come will create a log jam in the banks operations unless they have a quick and relatively painless avenue to dispose of the loans/properties. That’s where the REITs and Private Equity Real Estate firms will play a vital role. Their livelihood is made on the acquisition, management, and disposal of real estate. REITs alone have raised $19 Billion in new equity year to date, and there is an estimated $173 billion waiting on the sidelines in Private Equity Firms. These will be the willing market participants who will relieve lenders of their troubled assets. Lending institutions most likely will have to be willing to take a loss on a majority of their troubled loans. However, they will benefit from the freeing up of the required reserves they had to maintain on the troubled loans, as well as in the new loans that will be created through the new acquisitions.

If the lending institutions, and the Government, allow this scenario to unfold, it will create a domino effect. Being able to acquire real estate at depressed values would allow existing investment companies to exit these under-water legacy assets and it would provide a real market bottom for new investors. Once a bottom is established and properties can be valued accordingly then lenders’ balance sheets will become more predictable and they will be more willing to lend. This in turn should jump start the real estate market as well as the economy in general. New businesses will require more space, lowering the vacancy number, which will increase real estate rents and values. Once values begin to increase then development will ensue and hopefully a healthy market will emerge from the ashes of the last. While this might paint an overly optimistic scenario, what are our alternatives? Lose a whole decade to stagnation?