planEASe is the most comprehensive, easy to use and sophisticated real estate analysis
product on the market today. For simple properties planEASe is fast and accurate.
Yet the same planEASe system can handle commercial retail development with as many
tenants as you need, with accurate reimbursements and re-leasing assumptions ---
all After Tax!
The beautiful reports and graphs planEASe produces will excite your customer. Instead
of the spreadsheet look of an accounting program, planEASe helps you stand out.
Many options produce reports (and graphs) that speak to your customer.
Every planEASe report can be saved as a web page (html format) to be sent to anyone
with a web browser. Just keep appending all the reports you want to one web page
file for one complete web page (beautifully formatted in colors of your choice).
planEASe comes with step-by-step screen shot tutorials and training movies for each
type of analysis in this brochure. Many of the numbers are entered in a process
so simple that customers have remarked 'that's how I would write it on a piece of
paper'.
All spreadsheets and calculators will produce IRR's and so on. The difference is
how accurate are the cash flows that the IRR is using. planEASe will create all
development draw loans correctly After Tax from your spending. You can design renewal
probabilities for leases that go to market with Commissions, TI's, and Reimbursements
all handled automatically After Tax. The 'What-If' Capabilities that you can create
in planEASe are unparalleled by any spreadsheet.
Having all the Construction Draw Loans created from your Development Spending items
After Tax is not only faster and more accurate - fewer mistakes are possible. Using
profiles for re-leasing, means fewer assumptions control many leases among other
things.
Sure, varying the property price is sensitivity analysis. planEASe Sensitivity Analysis
is so much better because of the linking of the assumptions. For instance, vary
the Renewal Probability in one profile, and all the leases that go to market with
that profile vary, varying the reimbursements, thence varying NOI, thence varying
the loan amount (based on DCR in year 5), thence varying loan points and deductions,
etc, etc. Vary a Development Spending item, and the Construction Draw Loan varies,
varying the Construction Period Interest, varying the Depreciation of both the Interest
and Spending item etc, etc. Many examples are shown in the brochure (with the automatic
graphs produced with every Sensitivity Analysis).
Investments:
- Apartments
- Self Storage
- Moblie Home Parks
- Marina Slips
- Retail
- Shopping Centers
- Single Tenant
- Office
- Medical Office
- Office
- Industrial
Developments:
- Apartments
- Self Storage
- Moblie Home Parks
- Marina Slips
- Retail
- Shopping Centers
- Single Tenant
- Office
- Medical Office
- Office
- Industrial
- Land
- Condo
- Condo Conversion
- Subdivision
User Decision Analysis:
- Tenant Representation
- Owner Representation
- Lease vs. Buy
- Cost Comparison
- SaleLeaseback
Also Featuring:
- Partnerships
- LLC
- 1031 Exchanges
- Participating Loans
- Installment Sales
- Loan Comparison
Internal Rate of Return (IRR) Considers:
- All assumptions entered such as: Scheduled Income, Purchase Price, Down Payment,
Current Debt Payment, Vacancies, Expenses, Property Taxes, Lease terms, Revenue
Growth, Rent Control, Expense Growth, Property Tax Growth, Deferred Maintenance,
Debt Amount (Ratio), Interest Rate, Interest Rate Changes, Payment Changes, Points,
Prepayment Penalties, Depreciation, Capital Expenditures, Income Taxes, $25,000
Exemption, Passive Losses, Appreciation, Capital Gains Tax ... and all other entered
assumptions.
Internal Rate of Return (IRR) Ignores:
- Only assumptions not entered
Why is Internal Rate of Return IRR useful?
The nature of the NPV is that it takes everything into account that made up the
cash flow. The only weakness is that it is hard to calculate (not with planEASe
of course), and that it uses all the assumption values (so, in turn, you are required
to enter these assumptions, which means more work on your part).
Learn more about the IRR
The Internal Rate of Return IRR is shown in these planEASe reports:
Net Present Value NPV Considers:
- All assumptions entered such as: Scheduled Income, Purchase Price, Down Payment,
Current Debt Payment, Vacancies, Expenses, Property Taxes, Lease terms, Revenue
Growth, Rent Control, Expense Growth, Property Tax Growth, Deferred Maintenance,
Debt Amount (Ratio), Interest Rate, Interest Rate Changes, Payment Changes, Points,
Prepayment Penalties, Depreciation, Capital Expenditures, Income Taxes, $25,000
Exemption, Passive Losses, Appreciation, Capital Gains Tax ... and all other entered
assumptions
Net Present Value NPV Ignores:
- Only assumptions not entered
Why is Net Present Value NPV useful?
NPV is the foundation of the discounted cash flow (DCF) process. With NPV
you enter a discount rate which is the yield you would like to get. The NPV is the
amount you need to adjust the beginning amount (ie purchase) by to equal that yield.
The nature of the NPV is that it takes everything into account that made up the
cash flow. The only weakness is that it is hard to calculate (not with planEASe
of course), and that it uses all the assumption values (so, in turn, you are required
to enter these assumptions, which means more work on your part).
Learn more about the NPV
The Net Present Value NPV is shown in these planEASe reports:
Considers: Down Payment, Scheduled Income
(Current Year Only), Debt
Payment
(Current Year Only), Vacancies
(Current Year Only), Expenses
(Current Year Only)
Ignores:
Time Value of Money , Sale Proceeds, Loan Balance repayments, Other Years NOI
and Debt Service.
... and a lot of other things
Why is Cash on Cash useful?
Cash on Cash is a very popular ratio in commercial investment real estate, and is
typically produced in most investment analysis. I like to think of the Cash on Cash
ratio as telling me how much cash I receive on my cash investment. Because the Cash
on Cash ratio takes financing into account, the investment used in the calculation
is how much the owner had to invest of his own money, and the cash received is the
amount less the debt payment, which is the amount the owner actually gets. For this
reason the ratio can be really helpful when the owner is looking for an investment
that to produce income during the period that it is owned.
A good example might be an investor who has decided to move from one property to
another through the exchange process to avoid the capital gain taxes from a sale.
In this case, the owner is probably more interested in the amount of yearly income
that will be produced by the new property rather than any appreciation (although
having both is best). In this case the Cash on Cash ratio is very helpful when comparing
alternatives.
However, since the ratio does not take into account the amount of sale proceeds
or losses or
Time Value of Money', it, in essence, assumes that you receive your exact cash
investment back at the end of the investment. This of course is never true. If you
did sell your property in one year or any year after the sale price will almost
certainly be different (hopefully higher), and there will be costs involved in the
sale.
Learn more about the Cash on Cash
Considers:
- Price, Scheduled Income(Current Year Only), Vacancies (Current Year
Only), Expenses (Current Year Only)
Ignores:
- Time Value
of Money, Sale Proceeds, All Financing (Loans), Other Years NOI, All Taxes
... and a lot of other things
Why is Capitalization Rate useful?
The Cap Rate is a core ratio in commercial real estate investments and is very useful
because it is so simple. All you really need is a reliable 1-year Net Operating
Income (NOI) number. For this reason it is often used to create a beginning purchase
price and ending sale price. Also, it can be used as a Return on Investment (ROI)
or Profitability Ratio as shown in the example above.
Learn more about the Capitalization Rate
Considers: Scheduled Income, Vacancies
(Current Year Only), Expenses
(Current Year Only), Debt Payment
(Current Year Only)
Ignores: Time Value of Money, Sale Proceeds, Loan Balance repayments, Other
Years NOI and Debt Service.
... and a lot of other things
Why is Debt Coverage Ratio (DCR) useful?
The Debt Coverage Ratio is very commonly used in real estate investment analysis
where leverage is used. Loan, Debt, Debt Service, Financing, Leverage all mean receiving
money with a repayment plan with the property or more as collateral. There are so
many different ways to structure a loan that I won't begin to go through the different
methods, but they all have a loan amount and debt service. The institution usually
uses two methods to figure out how much to loan on a commercial real estate property.
Loan to Value (LTV) and Debt Coverage Ratio (DCR), and usually picks the method
that creates the lowest initial loan amount. The Loan to Value is based of a percentage
of the purchase price. The Debt Coverage Ratio creates a ratio that represents how
much net operating income there is to cover the debt created by all the loans on
the property.
Learn more about the Debt Coverage Ratio
2014 Proforma Annual Statement
Retail
This Statement is for the Retail as acquired on 1 January 2007 for a Price of $2,200,000, subject to a Loan of $1,650,000, for a Down Payment of $550,000.
| Sale Value |
$3,676,600 |
| Less: Sale Costs (7%) |
257,362 |
| Less: Loan Repayment |
1,274,998 |
| Sale Proceeds Before Tax |
2,144,240 |
| Less: Taxes due to Sale |
246,991 |
| Sale Proceeds After Tax |
1,897,249 |
| Price |
$2,200,000 |
| -Loans |
1,650,000 |
| Down Payment |
550,000 |
| +Acq Costs |
11,000 |
| +Loan Points |
16,500 |
| Investment |
577,500 |
| |
$/SqFt |
% of GI |
Annual $ |
| Gross Income |
|
|
|
| 101 Grocery (7,500 sf) |
16.36 |
30.8% |
122,684 |
| 102 Drug Store (7,500 sf) |
14.33 |
27.0% |
107,465 |
| 103 Beauty Salon (2,000 sf) |
18.70 |
9.4% |
37,392 |
| 104 Donuts (2,000 sf) |
18.69 |
9.4% |
37,388 |
| 105 Flowers (1,000 sf) |
18.70 |
4.7% |
18,696 |
| Base Rental Revenue |
$16.18 |
81.3% |
$323,625 |
| Percentage Rent |
$0.30 |
1.5% |
$6,082 |
| Total Reimbursements |
$3.42 |
17.2% |
$68,394 |
| Total Gross Income |
$19.91 |
100.0% |
$398,101 |
| Less: Vacancy & Credit Loss |
0.00 |
0.0% |
0 |
| Effective Income |
$19.91 |
100.0% |
$398,101 |
| Less: Operating Expenses |
|
|
|
| Maintenance |
0.70 |
3.5% |
14,021 |
| Insurance |
0.32 |
1.6% |
6,473 |
| Property Taxes |
1.26 |
6.3% |
25,271 |
| Security |
0.06 |
0.3% |
1,230 |
| Utilities |
0.21 |
1.1% |
4,182 |
| Management Fee |
0.86 |
4.3% |
17,218 |
| Total Operating Expenses |
$3.42 |
17.2% |
$68,394 |
| Net Operating Income |
$16.49 |
82.8% |
$329,707 |
| Less: Debt Service |
|
|
|
| Loan |
8.28 |
41.6% |
165,615 |
| Total Debt Service |
$8.28 |
41.6% |
$165,615 |
| Net Operating Cash Flow |
$8.20 |
41.2% |
$164,092 |
| Less: Capital Spending |
|
|
|
| Market TI's |
0.00 |
0.0% |
0 |
| Market Commissions |
0.00 |
0.0% |
0 |
| Total Capital Spending |
$0.00 |
0.0% |
$0 |
| Cash Flow Before Tax |
$8.20 |
41.2% |
$164,092 |
| Taxable Income and Taxes |
|
|
|
| (Losses Taken Currently) |
|
|
|
| Taxable Revenues |
$19.91 |
100.0% |
$398,101 |
| Less: Deducted Expenses |
3.42 |
17.2% |
68,394 |
| Less: Interest Expense |
5.23 |
26.3% |
104,673 |
| Less: Amortized Points |
0.04 |
0.2% |
825 |
| Less: Depreciation |
2.42 |
12.1% |
48,315 |
| Ordinary Income |
$8.79 |
44.2% |
$175,894 |
| Taxable Income |
8.79 |
44.2% |
175,894 |
| Taxes Due (- = Savings) |
3.65 |
18.3% |
72,996 |
| Cash Flow After Tax |
$4.55 |
22.9% |
$91,095 |
| Capitalization Rate |
14.99% |
| Adj. Capitalization Rate |
14.24% |
| Cash on Cash Before Tax |
28.41% |
| Adj. Cash on Cash Before Tax |
23.70% |
| Cash on Cash After Tax |
15.77% |
| Adj. Cash on Cash After Tax |
13.16% |
| Debt Coverage Ratio |
1.991 |
| Breakeven Occupancy |
58.8% |
| Loan Balance/Property Value |
34.7% |
| NOI/Property Value |
8.97% |
| Gross Income Multiple |
9.24 |
| Operating Expense Ratio |
17.2% |
| IRR Before Debt |
16.4% |
| IRR Before Tax |
28.8% |
| IRR After Tax |
21.8% |
| NPV Before Debt @10.00% |
$848,415 |
| NPV Before Tax @10.00% |
$960,101 |
| NPV After Tax @10.00% |
$583,821 |
Sale Proceeds After Tax
Retail
Breakeven Occupancy
Retail
Breakeven Occupancy is the Total Operating Expenses plus Debt Service all divided by Total Gross Income, expressing the percentage occupancy necessary to pay for the expenses and debt service. If the Total Gross Income goes up relative to the Total Operating Expenses plus Debt Service then the percentage occupancy needed to make the net operating cash flow breakeven ($0) will go down.
| |
2007 |
2008 |
2009 |
2010 |
2011 |
2012 |
2013 |
2014 |
2015 |
2016 |
| Total Debt Service |
165.6 |
165.6 |
165.6 |
165.6 |
165.6 |
165.6 |
165.6 |
165.6 |
165.6 |
165.6 |
| Total Operating Expenses |
56.4 |
58.0 |
59.6 |
61.2 |
62.9 |
64.7 |
66.5 |
68.4 |
70.3 |
72.3 |
| Total Gross Income |
299.2 |
304.8 |
313.7 |
356.7 |
363.7 |
371.8 |
389.7 |
398.1 |
406.9 |
443.4 |
Sensitivity Analysis
Retail
| |
2,000 |
2,020 |
2,040 |
2,060 |
2,080 |
2,100 |
2,120 |
2,140 |
2,160 |
2,180 |
2,200 |
| |
23.7 |
23.4 |
23.1 |
22.8 |
22.5 |
22.2 |
21.9 |
21.6 |
21.3 |
21.1 |
20.8 |