After the past year, many companies are reflecting on their values and how they can make a positive impact in their communities. Finding better ways to interact with the world is not just good business sense, but helps a company become a positive force, leading to a more sustainable, thriving community for everyone.

Collaborating with employees and stakeholders to develop benchmarks that include everyone’s input helps motivate all toward these collective goals. It’s important to review your company’s progress toward your goals on a regular basis.

For example, at Nordstrom, Inc., their 2020 Sharing Our Progress report assesses the company’s accomplishments and reflects on the progress they’ve made against their 2025 goals. Over the next five years, they’re working to achieve specific outcomes, creating new programs in response to customer and employee expectations.

Here are five important ways your business can make positive changes.

1. Environmental sustainability

Customers today desire eco-friendly, sustainable products. From recycling and reducing packaging to energy conservation and decreasing your company’s carbon footprint, changes big and small help the environment.

For example, in 2020, Nordstrom Made brands reduced their single-use plastics by 13 million units. The company also launched BEAUTYCYCLE, the first beauty take-back and recycling program accepting all brands of beauty packaging at a major retailer, with the goal to recycle 100 tons of beauty waste by 2025.

2. Diversity, inclusion and belonging

Companies wanting to ensure that employees and customers know they walk the walk when it comes to diversity and inclusion must review their products, services, hiring and business practices. Making sure everyone is welcomed within the company is vital to ensuring you’re serving the entire community.

One way to demonstrate your commitment to diversity and inclusion is to champion underrepresented brands. Last year, Nordstrom committed to $500 million in sales from Black and Latinx brands by 2025, and they made it easier for customers to find Black-founded brands online by launching a new category.

To better serve all their customers, the company also introduced Inclusive Beauty, a new category featuring a curated assortment of beauty products for everyone — regardless of skin or hair type, tone, complexion or texture.

Additionally, diversity should show up at all levels of a company. For instance, Nordstrom’s leadership is 60 percent women and its Board of Directors is 45 percent women, nearly 30 percent of whom are people of color.

3. Giving back to the community

For any size business, there are many ways to give back. From restaurants providing free meals to frontline workers to companies retooling their manufacturing setup to create face shields, giving back has been one of the most inspiring aspects of the pandemic.

Companies can also encourage employees to volunteer by offering days off for volunteerism, or to give to charities by offering a donation match. In 2020, Nordstrom gave more than $11 million, with $3.5 million to 3,615 causes through their employee matching gift program.

4. Supporting employees

Because the pandemic has posed so many challenges, companies wanting to retain talent need to ensure their business is a positive, nurturing place to work, even from home. Supporting employees is not just the right thing to do, it also helps your business grow and thrive.

Nordstrom has worked to ensure that their supply chain employees on the front lines were supported with the safest possible work environments, with enhanced pay and wellness resources.

Listening to employee feedback, the company also expanded flexible work solutions and added new caregiving benefits and mental health resources to help employees balance competing demands of work and family. Flex-work solutions included “no meeting” blocks, core work hours, reduced/part-time hours and job sharing. To help employees impacted by the pandemic, they also enhanced leave of absence options and introduced new benefits for caregivers — including back-up childcare options and elder care resources.

5. Global responsibility

While for some businesses global responsibility may seem daunting, it’s become clear that issues in one part of the world can affect people — and businesses — half a world away. It’s more important than ever to be aware of where the products you sell come from, and who is impacted by their creation.

Last year, 32 percent of Nordstrom Made products were manufactured in factories that invest in women’s empowerment, reaching 40,000 workers. Making a commitment to further empower women in developing countries is one crucial way to ensure your business is having a positive influence.

Learn more about how Nordstrom is working to make a difference at NordstromCares.com.

CRYPTOCURRENCY NEWS

Jay L. Zagorsky, Boston University

On Sept. 7, 2021, El Salvador will become the first country to make bitcoin legal tender.

The government even went a step further in promoting the cryptocurrency’s use by giving US$30 in free bitcoins to citizens who sign up for its national digital wallet, known as “Chivo,” or “cool” in English. Foreigners who invest three bitcoins in the country – currently about $140,000 – will be granted residency.

Panama is considering following El Salvador’s lead.

Does making bitcoin legal tender mean every store and merchant in El Salvador will now have to accept digital payments? If more countries do the same thing, what will this mean for consumers and businesses around the world?

As an economist who studies wealth and money, I believe that briefly explaining what legal tender is will help answer these questions.

What is legal tender?

Legal tender refers to money – typically coins and banknotes – that must be accepted if offered in payment of a debt.

The front of every U.S. banknote states “This note is legal tender for all debts public and private.” This statement has been enshrined in federal law in various forms since the late 1800s.

The greenback is not legal tender in just the U.S. El Salvador, for example, switched from the colon, its previous currency, to the U.S. dollar in 2001. Ecuador, Panama, East Timor and the Federated States of Micronesia also all use the dollar as legal tender.

Do merchants have to accept legal tender?

But despite the definition above, legal tender doesn’t mean all businesses must accept it in payment for a good or service.

That requirement applies only to debts owed to creditors. The ability for a store to refuse cash or other legal tender is made explicit on the websites of both the U.S. Treasury, which is in charge of printing paper money and minting coins, and the Federal Reserve, which is in charge of distributing currency to the nation’s banks.

This is why many companies such as airlines accept payments exclusively by credit card, and many small retailers take only cash.

As the U.S. Treasury points out, there is “no federal statute mandating that a private business, a person or an organization must accept currency or coins as payment for goods or services. Private businesses are free to develop their own policies on whether to accept cash unless there is a state law which says otherwise.”

And this would be no different if the U.S. made bitcoin legal tender. Private businesses would not be required to accept it.

There is clearly some confusion in El Salvador over the issue, however. Its original bitcoin law, passed in June 2021, states that “every economic agent must accept bitcoin as payment when offered to him by whoever acquires a good or service.”

This led to protests and resulted in skeptcism from economists and others. As a result, El Salvador President Nayib Bukele tweeted in August that businesses did not have to accept bitcoin.

Why did El Salvador make bitcoin legal tender?

El Salvador is betting that being the first to open its doors completely to bitcoin will help boost its economy.

President Bukele said he believes this will encourage investors with cryptocurrency to spend more of it in his country. He even has a plan to have El Salvador’s state-run geothermal utility use energy from the country’s volcanoes to mine bitcoin.

Creating, or mining, bitcoin takes a lot of energy, so mining makes sense only in places with cheap electricity.

The $30 given to every citizen who joins the cryptocurrency craze will temporarily stimulate the economy. However, the overall impact will likely be a short-term boost. The impact of similar payments in other countries, like COVID-19 stimulus payments, appear to end after people have spent the money. Moreover, it’s unclear El Salvador’s increasingly indebted government can even afford it.

And the widespread adoption of bitcoin will likely take years. El Salvador has been installing 200 bitcoin ATMs to allow people to convert cryptocurrency into dollars.

Since just 30% of the Central American country’s population even has a bank account, I believe the U.S. dollar will still be used in El Salvador for a long time, even if its president wants to move toward bitcoin.

Jay L. Zagorsky, Senior Lecturer, Questrom School of Business, Boston University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

A company named JCR Capital sent me an email flyer several months ago advertising their equity capital for value-add real estate investments.

Value-add commercial real estate investments typically target properties that have in-place cash flow, but they seek to increase that cash flow over time by making improvements to, or repositioning, the property.  In other words, the property has tenants, but they are paying substantially below the potential rent that the property could be getting.

In a value-add investment deal, the transaction’s sponsor makes an active effort to elevate the income stream of the property, typically through a significant capital improvement program, such as a partial or property-wide renovation.  Examples of such improvements might include new paint, new signage, renovating the lobby, and improving the security of the property and the parking area, etc.

In their marketing flyer, JCR Capital advertised preferred equity, joint venture equity, and programmatic equity.  Programmatic equity?  What the heck is programmatic equity?

Before we get into programmatic equity, lets first do a quick review of the term, “equity”.  Equity is not just the difference between what your house is worth and the balance on your first mortgage.

Equity – in the context of real estate – is the money that the owner stands to lose before “the bank” loses its first penny.  Obviously, “the bank” could also mean a credit union, a life company, a conduit, or any other type of real estate lender.

Equity is often referred to as the first-loss piece.  If anyone is going to lose any money on a real estate deal, the first guy to lose a chunk out of his tush is the equity holder (the owner).

Example:

ABC Development Company specializes in turning around big apartment projects that have become run down.  In downtown Washington, DC, ABC Development learns of a 360-unit apartment project within two miles of Capital Hill.  The well-located apartment project was once filled with ambitious, young political staffers; but when the old man died, and his wife took over the management, the condition of the property and the rents plummeted.

ABC Development can acquire the property for just $32 million, but the renovation costs are another $9 million.  With an interest reserve and the other necessary soft costs, the total project cost is $46 million.  The bank, with whom ABC Development has a relationship, will only loan up to 70% of the total cost because the project has become a big drug house and a gang hang-out.

A huge renovation project like this needs to be structured like a construction loan.  Who remembers the four elements of Total Cost?  Of course, there is the land cost (in this case, the cost of the land and the building), and then there are the hard costs (bricks and mortar).  What else?  Soft Costs – that’s right!  Good job.

But you are still forgetting the fourth element of Total Cost (of a development project). It’s the contingency reserve.  A good rule of thumb when computing the contingency reserve is to use 5% of hard costs and soft costs.  Why not 5% of the land cost?  Because by then the developer already knows the cost of the land.  There is NOT going to be a cost overrun in connection with the land.

Therefore the total cost of a development project is the land cost, plus the hard costs, plus the soft costs (interest reserve, architectural fees, engineering fees, points, closing costs, etc.), plus the contingency reserve.

Okay, now let’s get back to ABC Development’s big value-add deal.  We said the total cost was $46 million, and the bank was willing to lend $32.2 million – which is 70% of the total cost.  Therefore ABC Development will need to contribute $13.8 million.  The development company has $3.8 million to contribute, so it will need an equity provider willing to put up the remaining $10 million.

This is the type of value-add deal that would be perfect for the nice folks at JCR Capital.  Their transaction sizes include equity contributions of between $5 million and $50 million nationwide.  (We are talking large deal sizes here, folks.  The property should at least be worth $20MM.)

Okay, But What the Heck is Programmatic Equity?

As Sam explained to me, “Programmatic equity is where we provide a facility of capital, say $25 million to $50 million of committed capital, for a particular strategy that a sponsor is pursuing.”

Example:

Let’s suppose that a developer specializes in buying large, older, mobile home parks, and then the developer repaves all of the streets, tears out the landscaping and puts in far-nicer lawns and bushes, puts in a new pool and a new clubhouse, enforces the park rules about skirts and storage sheds, squeezes out the mobile homes being used as rentals, squeezes out the ugly and/or single-wide coaches, and then dramatically raises the rent.

When everything is stabilized, the developer then sells the mobile home park to a REIT.  This is his program.  He has flipped four parks already, and he has identified fifteen other parks in need of his program.  He needs just $3 million in equity to satisfy each bridge lender providing the underlying first mortgage, but in order to renovate all fifteen parks, he might eventually need a total of $45 million in equity.

A provider offering programmatic equity might go all the way down to just $3 million on each mobile home park because the sponsor will be doing 15 of these projects.   The provider might offer the developer a capital facility (kind of like a line of credit) of $30 million in equity to start renovating these large, old, mobile home parks.

By George Blackburne

Last week I wrote a blog about how historically aggressive private money commercial bridge lenders are getting.  This month George Smith Partners, the big commercial mortgage banking company (the original founder started George Smith & Company decades before I founded Blackburne & Sons forty years ago) released a newsletter, FinFacts, containing the following tombstone:

“George Smith Partners (“GS P”) placed a $10,900,000 non-recourse loan for the refinance of an underperforming stabilized 50-unit multifamily community in Los Angeles.  The Sponsor recently acquired the asset at approximately 50% below market from an affiliate party, and GSP was able to facilitate approximately $3,000,000in cash out proceeds at closing.”

“A portion of the loan proceeds will be used to renovate units as they become vacant in order to achieve current market rents.  GSP identified a non-institutional lender (private money lender) who was comfortable with the cash out proceeds and who understood the history and dynamics of this non-arms-length acquisition.  The non-recourse loan is fixed for 1.5 years with a 7.99% interest rate and 4.99% pay rate.”

Terms:

Interest Rate:  7.99% with 4.99% pay rate
Term:  18 months
LTV:  70%
Recourse:  Carve-Outs Only
Fees:  1.0%
Prepayment:  None; no exit fee

The reason I brought this closing to your attention is because the Big Girls (the originator of this commercial loan at GSP was a lady) are arranging large commercial bridge loans with less than interest-only payments.

Article Provided By By George Blackburne

Nearly a decade ago, there was a foreclosure crisis. Realtors were buying old houses and flipping them. Now, the strategy is to buy new and rent out. This new asset class that is taking the private equity market by storm. It started in Arizona, spread to the Sunbelt, and is now spreading across the country.

This new real estate asset class; a class of real estate that competes with apartment buildings, office buildings, and shopping centers; is the build-to-rent community (“B2R”).  A build-to-rent community is a tract of brand new single-family homes that is constructed, not to be sold, but rather to be rented out to residential tenants.  The tract of, say, 60 homes, is then professionally managed and sold to an institutional investor as a reliable source of income.

My friends at George Smith Partners recently published the following tombstone:

George Smith Partners successfully advised on $12,000,000 in joint venture equity financing and $23,900,000 in non-recourse senior construction financing for the ground-up development of a 185-home build-to-rent community.  Single-family-for-rent communities are a newer asset class and this project was among the first in the market.  These communities offer the experience of living in a single-family home with the ease and cost of living in an apartment building.

The Sponsor expects the project to be well received as there are distinct competitive advantages over the existing apartment product in the market place for several reasons including the new construction, low density and both interior and exterior privacy.

Institutional real estate investors absolutely love this new class of real estate.  The homes in B2R communities usually rent at significant premiums anywhere from 15% to 30% above equivalent-size apartments or single-family rental homes, located in traditional for-sale neighborhoods.

B2R communities typically lease three to five times faster than traditional multifamily housing.  Developers report strong pre-lease periods, often ending up with a waiting list.  Typically all of the homes are rented in three to four months, versus ten to fourteen months for multifamily.

Another reason institutional investors love B2R communities is because the homes are brand new.  Because these home are brand new, they are usually immune from some of the typical repair factors that come in at 15 or 20 years of ownership.  There is a general contractor warranty.  There is also a limited product warranty of the appliances.  The only major operating expense for landlords is the landscaping.

Rents for single-family homes are growing fast at 4.5% annually now, compared with 3% rent growth for multifamily apartments.  There is also much less turnover in single-family rentals, and the rental market is much less volatile than the home sales market.  People will always need a place to live.

Renters are also digging these new B2R communities.  The huge millennial generation is aging into marriage and parenthood.  Not all of them want, or can afford, to buy a home.

Most of these B2R communities are pet-friendly and include a resort-style pool and spa, a covered ramada, walking paths, optional garages, and an electric-charging station.  They often offer the highest available Internet speeds.  The pool, exercise facilities, and planned social activities bring residents together, which doesn’t always happen in apartment buildings.  The homes often offer keyless entry and tablet-controlled security, climate control, and entertainment systems.  There are sometimes even smart front gates at the communities.

Institutional investors are learning that there is a cultural move away from your typical garden apartment with elevators, swimming pools, tennis courts and common areas. Homeownership is looking less desirable to some, particularly in the affordable arena, and renters now have a chance, for very close to the same price, to rent a three-bedroom, two-bath or a four-bedroom, three-bath home that they can call their own.

The renters obviously don’t own their home, but as long as they pay their rent and behave like good neighbors, they can reasonably expect to live there for twenty years.  The stigma associated with renting, along with the historical drive toward homeownership, is waning.

The American Dream is changing.  The last recession hurt a lot of people, and homeownership is at a 20-year low.  Most single-family renters fall into one of two categories:  Baby Boomers who are downsizing and Millennials.

Millennials are often saddled with large amounts of student-loan debt, and they either can’t or won’t buy a home.  Renting affords them a more mobile lifestyle.  The same goes for Boomers, many of whom lost their homes to foreclosure during the recession and are gun-shy about purchasing another.

B2R communities satisfy these renters’ need for a single-family home, and the landlord takes care of the exterior maintenance to boot.  It’s a unique lock-and-leave, managed experience more akin to the apartment world, with detached-home benefits.

Renting a detached home is attractive for many of the same reasons as renting an apartment: the portability/flexibility of a lease, no exterior maintenance, and no mortgage debt.  A single-family home offers more space and privacy, with a backyard, attached garage, and other features not available in multifamily housing.  I read where one developer of B2R communities automatically puts a dog door in every home.  Smart.

Multifamily is vertical, with neighbors above and below you, and it’s noisy.  With single-family homes, you have none of those acoustical issues.

There is a veritable ocean of capital now seeking B2R communities.  Consumer rental demand that is driving these institutions to want much greater levels of inventory of this product.  Institutional investors are learning that new B2R communities are a very safe product.

“I’ve got clients, multiple, well over a couple billion dollars worth of capital looking to place in this space,” said a new Phoenix-based commercial brokerage firm focused on single family rental and build-to-rent investment portfolios.   They are looking to acquire 5-6,000 homes in the next two years.”

Toll Brothers, a luxury homebuilder, recently announced its commitment to invest $60 million in a $400 million venture that will build homes specifically for rent in seven major U.S. cities.

Lennar, the nation’s largest homebuilder by revenue, experimented with a build-to-rent community in Sparks, Nevada, and announced in July its plans to move further into the space.

Clayton Homes, the 15th largest site-builder and home manufacturer, also recently revealed its build-for-rent home communities, to be built within its market.

By George Blackburne

No matter your situation, we have the perfect loan to meet your needs. Complete our online application to see how much you qualify for and your local loan consultant will reach out to you to discuss your options.

This may be the most instructive training article that I have written in several years, so I strongly encourage you to study it.  (Note: This is NOT the subject vet clinic.)

Sometimes in the commercial loan business, you have to value a property based strictly on a capitalization rate (“cap rate”).

Several years ago, I took on a commercial loan on an owner-occupied veterinary clinic.  The vet had gone through a divorce, and he had been forced to file for bankruptcy three years earlier.  He could therefore not qualify for a SBA loan.

The property was located in a town of over 75,000 people, so he could not qualify for a USDA business and industry loan either.  USDA B&I loans are very similar to SBA loans; but they are designed for rural areas.  Any town with a population of 50,000+ people is not considered sufficiently rural.

The loan had to go to a bank or credit union, so I was forced, absent an appraisal (always let the bank order the appraisal), to somehow create a pro forma operating statement on an owner-occupied veterinary clinic.  Hmmm.  How could I do that without having any idea of the market rent of a vet clinic?  Here is what I came up with, and I must say, it was brilliant.

I knew that the vet had bought the facility for $500,000 two years earlier.  To add in some property appreciation over the past two years, I multiplied $500,000 by 103%, which assumed a 3% annual appreciation rate.  To get the second year’s value, after more appreciation, I multiplied the result by 103% again, producing a value after two years of $530,450.

Then I pulled a cap rate of 8.5% out of thin air.  Poof.  Remember, I am trying to get my client a commercial loan here, and any commercial broker (a commercial real estate salesman who specializes in selling commercial-investment real estate) will tell you that my cap rate assumption was probably about right.  I might have used 5.5% for a nice apartment building and 6.5% to 7.5% for a retail or industrial property.

You are reminded that a cap rate is just the return on his money that an investor would earn if he paid all cash for the property, assuming you built in a replacement reserve of around 3% of the Effective Gross Income.  The Effective Gross Income is the number you get after taking off 5% for vacancy and collection loss.

Now please remember where we are going.  We are trying a create a believable pro forma operating statement on an owner-occupied vet clinic, when rental comp’s cannot be found.  You could look for a week and not find another vet clinic within 50 miles that was simply rented from some passive investor.

You will recall that a pro forma operating statement is just an operating budget for the upcoming year, assuming you built in a replacement reserve to eventually replace the roof and the HVAC unit.

Quick Joke:

My wife and I had just finished a meal at one of our local restaurants when I realized I’d left my wallet at home. As the wife headed to the door to retrieve her purse from the car, she told the waitress what had happened, adding, “But don’t worry, I’m leaving my husband for collateral.” The waitress took one look at me and asked her, “What else you got?”

If you are not working towards building your own loan servicing portfolio, get out of the business. The money is in servicing.

Back to the Lesson:

Even though we have absolutely no rental rate comparable’s, we can now compute the net operating income (“NOI”) on the vet clinic.  We simply multiply the value of the building ($530,450) times the cap rate (8.5%) to arrive at the NOI ($45,088).

Confused?

 To value any commercial-investment
property using the income approach, we
simply divide the NOI by the cap rate.

For example, if an apartment building had a net operating income of $300,000; and we knew that apartment buildings in the area were selling at 5.5% cap rates, we would simply divide $300,000 by 5.5% to arrive at a value of the apartment building of $5.45 million.

To value a commercial property –

Value = Net Operating Income / Cap Rate

Now let’s get back to our veterinary clinic.  We are trying to build a pro forma operating statement, while hampered by the fact that we have no rental comp’s.

To get a net operating income, we simply move the formula around –

NOI = Value of the Property x Cap Rate

NOI = $530,450 x 8.5%

NOI = $45,088

We’re getting there!  But your commercial lender will want to see a Gross Income, a 5% Reserve for Vacancy and Collection Loss, some expenses, including a management fee, and a 3% Reserve for Replacement.

The expenses are easy.  We just assume that the property is leased on a triple net basis (“NNN”)!  The tenant (our vet) pays the taxes, the insurance, the repairs, the utilities, etc.   Poof.  Suddenly we have no expenses to worry about.  Am I good or what?  Haha!

But your commercial lender will still want to see you taking off 5% for Vacancy & Collection Loss.  He will want to see you taking off 3% for Management and another 3% for Reserves for Replacement.

We know that the NOI is just 94% of the Effective Gross Income, after taking off 3% for Management and 3% for Reserves.  Therefore to get the Effective Gross Income, we simply divide the NOI by 94%.

To get the Gross Income, we start by knowing that the Effective Gross Income is 95% of the Gross Income, because we have to take off 5% for Vacancy and Collection Loss.  Therefore we simply divide the Effective Gross Income by 95%.  Voila!  We’ve done it.

PRO FORMA OPERATING STATEMENT

Gross Income:                                         $50,364
Less 5% Reserve for Vacancy:                $ 2,398
Effective Gross Income:                          $47,966

Less 3% For Management:                     $ 1,439
Less 3% Replacement Reserves:           $ 1,439

Net Operating Income:                            $45,088

Take pride in your understanding of today’s lesson.

Did I lose you?  Remember, I had to create a pro forma operating statement, so the lender could compute the debt service coverage ratio on your commercial loan request.

The problem was that there were only about twenty veterinary clinics within 50 miles of the subject property, and all of them were owner-occupied.  There were no rental comparable’s, so I couldn’t just say, “Steve’s Vet Clinic is leased for $3.00 sf, so the market rent of the the subject property must be $3.00 sf as well.”

By assuming a reasonable and believable cap rate, we were able to work backwards to create a reasonable pro forma operating statement.

By the way, this commercial loan successfully (and easily) closed with a credit union, despite the recent bankruptcy.  Hoorah!

By George Blackburne

This is the perfect time to talk about the “quality” of income. Real estate crashes seem to strike about every ten to fourteen years, and it has been thirteen years since the Great Recession. If we were to have another commercial real estate crash, would you rather own a building leased to Betty’s Gift Shop or one leased to Amazon.com?

The quality of income refers to the likelihood that you are going to receive it.  All money is green, whether it comes from the headquarters of the Catholic Church in America or from Boom-Boom’s Place, LLC, a chain of gentlemen’s clubs in southern Louisiana.

But is it likely that Boom-Boom’s Place may have a little trouble making its rent payments or its mortgage loan payments if the economy completely tanks?  Guys are less likely to be drinking five beers a night and spending $30 on tips to the dancers if they are out of work.

Okay, obviously, we would rather be on the receiving end of $7,000 per month from Amazon.com than from Betty’s Gift Shop; but in order to win that deal, we have to make some sacrifices.

Amazon.com, Inc. signs a lease for a small industrial building, perhaps used to repair its delivery trucks.  Upon the execution (signing) of the lease, the owners of the little industrial building offers the property for sale.

Now normal industrial buildings in Portland are selling at, say, 6.5% cap rates.  In other words, if an investor paid all cash for a garden-vareity industrial building in Portland, he could expect to earn, after paying all expenses and setting aside a little money every year to eventually replace the roof and the HVAC system in 12 years, a return on his money of around 6.5%.

A cap rate is just the return on your money if you paid all cash for a commercial building.

Wake up, folks! The money in this industry is in loan servicing fees!

Before computing that return on your money, always remember that you need to set aside a little money every year to replace the roof and the HVAC system.  This is called the replacement reserve.

Okay, so the seller has a building leased to Amazon.com for $7,000 per month.  Your accountant tells you that you need to set aside $850 per month to eventually replace the roof, repave the parking lot, and replace the HVAC system.  So the investment is scheduled to yield $6,150 per month.

Since industrial buildings in Portland typically sell at a 6.5% cap rate, you compute the value as follows:  Six-thousand-one-hundred-fifty dollars per month times twelve months suggests an annual net operating income (“NOI”) of $73,800.

If you divide the annual net operating income (NOI) by the proper cap rate (expressed as a decimal), you get its value.

Okay, so $73,800 divided by .065 (6.5% expressed as decimal) equals a value $1.14 million.  Therefore you submit your offer of $1.14 million.  The selling broker falls out of his chair laughing.  What the heck?

“George,” he says, “Betty’s Gift Shop might sell for $1.14 million (a 6.5% cap rate), but this is Amazon.com!  The world could be in complete chaos, yet a buyer could absolutely depend on Amazon making its rent payments.  There are investors out there who need the security of predictable payments, and they will pay far extra to buy that stream of predictable payments.”

“George, I have offers on this building of $1.5 million, $1.72 million, and finally $1.85 million.  That works out to a 4% cap rate.”

When a real estate and stock market crash is coming, it’s all about the quality of the income.

By George Blackburne

Wow.  If you walked into the executive offices of some savings and loan associations in the early 1980’s, the wealth and opulence would have amazed you – walls paneled with expensive oak, glistening marble floors imported from Italy, and genuine crystal chandeliers hanging from the ceiling.  On the walls you would often find wildly-expensive oil paintings created by the great masters.

If invited, you might dine in the executive dining room, where highly-paid chefs would treat you to a masterpiece of culinary delight.  The President of the S&L might even fly in on the corporate jet to meet you.  And hence came the famous expression…

In other words, if the president of a publicly-traded S&L started spending money like a drunken sailor, dump your stock.  The orgy of excess spending all came crashing down just a few years later, when this lavish spending and some reckless underwriting caught up to the S&L’s.  But how did we get here?

From the year 1933, which represented the bottom of the Great Depression, until the year 1986, Federal Reserve Regulation Q limited the interest rate that banks and S&L’s could pay on time deposits (CD’s).

In other words, suppose you owned a bank, and your bank desperately needed more deposits.  The other banks in town were paying just 2.0% on C.D.’s, but you were willing to pay 2.5% interest to your depositors.

Guess what?  You couldn’t do it.  Regulation Q limited you to just 2.0%.  Your bank was not legally allowed to offer 2.5%.  In order to compete, banks offered free toasters or free transistor radios in order to attract depositors.

Then in 1986, Federal regulators relaxed Regulation Q.  As long as your bank was healthy, you could offer whatever interest rate you wanted in order to attract new deposits.

Suddenly, wealthy real estate developers were opening their own banks and S&L’s.  Hot money was quickly being moved from bank to bank, as certificates of deposit matured.  Whichever bank or S&L in the entire country was offering the highest interest rate would get these fast-moving deposits.  After all, the deposits were insured by the Federal government.  It didn’t matter which bank a depositor chose.

But as interest rates on bank certificates of deposit increased, it became increasingly difficult for a bank or an S&L to make a profit.  There was a practical limit as to how high of an interest rate an S&L could charge for a mortgage loan.

To make matters worse, the bleeding heart California Supreme Court, in an infamous decision known as Wallenkamp v. Bank of America, had ruled in 1980 that a due-on-sale clause in a mortgage was unenforceable.  Other states soon followed suit.

Prior to this boneheaded decision, a bank could make a 30-year home mortgage at a fixed rate of, say, 3.5%, knowing that the vast majority of homeowners would move and sell their house every seven years.  When they sold their homes, the mortgage would have to be paid off.  If interest rates crept up to 4.25%, it was not the end of the world for the bank because the loan would almost certainly be paid off in just a few years.

As interest rates on both C.D.’s and mortgages marched upwards due to raging inflation, banks and S&L’s soon found themselves actually losing money on the older fixed-rate mortgages in their portfolio.  They might be forced by inflation and competition to pay 6% on deposits, while earning just 3.5% on a mortgage loan that potentially could stay on the books for the next 30 more years!

Banks did not suffer as badly as savings and loan associations.  Banks always wrote fewer mortgage loans than S&L’s.  Banks, in those days, also priced many of their business loans at 2% over prime.  As the prime rate marched ever upwards, so did the interest rate charged to their borrowers.

But S&L were only allowed by charter at the time to make mortgage loans, not business loans.  These mortgage loans were almost universally fixed rate loans.  The fixed rate on the mortgages in the portfolio of an S&L soon became too low for most S&L’s to make a profit.  Remember, the prime rate reached 21.5% in 1981, as inflation approached 16% annually.

The Explosion of Construction Lending:

Savings and loan associations therefore became desperate to earn more income.  They found this additional income in the form of construction loans.

Construction loans, assuming the project goes well, are very profitable for a bank or an S&L.  The bank gets to earn its two-point loan origination fee (competition has since forced this typical loan origination fee down to just one modernly) on the entire loan amount, but in the early months, the bank has only a tiny fraction of the loan outstanding.   Cha-ching.  This works out to a huge yield for the bank.

In addition, construction loans are short term.  Banks greatly prefer short term loans because they can get their money back and then go into turtle mode if they see a recession coming.

Therefore, in the early 1980’s, commercial construction lending went wild.  The skylines of every football team city in the country were lined with huge construction cranes, as huge office towers and hotel towers climbed towards the heavens.

The Savings and Loan Crisis:

Then the government changed the tax law.  No longer could depreciation losses be used to shelter the incomes of the rich and of high-income earners, like physicians.  They began to dump, and even walk away from, their commercial real estate holdings.  Prices plummeted by 45%.

At the same time, the price of oil also plummeted.  Oil-producing regions like Texas and Colorado saw their incomes shrivel and their office buildings soon emptied.  The era of see-through buildings had arrived.

A see-through building was typically an office tower with no tenants and no tenant improvements.  Because the building was just an empty shell, you could literally look in one window and see the seagulls flying outside of the far windows.

The S&L’s Crisis rolled across the country, starting in the East first, reaching Texas 18- months later, and finally reaching California 18-months after that.  The crisis came to a head and resulted in the failure of 1,043 out of 3,234 savings and loan associations in the United States between 1986 and 1995.

The rest is history.

By George Blackburne

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It has taken a lot of strength and determination to be able to hold onto your business through these tough times. So this month, we’re celebrating the business owners that persevered and found a way to keep going.

Borrow $100,000 or more during July* and you’ll receive a $2,000 Amex Gift Card as our way of saying You Rock!

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(BPT) – Do you have a side hustle you’re looking to grow? Are you a small-business owner wondering if you should use your personal credit for your business? Before you do, consider your business credit score. Whether it’s a modest side gig or you’re looking to expand your small business into a full-time, multi-person venture, it’s important to understand your business credit score and how it can help you.

Haven’t heard of a business credit score? You’re not alone. “What is a business credit score?” is the top question we get at VantageScore from small-business owners. Our goal is to expand understanding about credit scores for everyone, and when it comes to businesses, helping empower owners with useful information to help them make smart financial decisions.

The credit experts at VantageScore Solutions share must-know info about business credit and how small-business owners can establish and grow their business credit score:

Consumer and business credit reports are different

A consumer credit report is for an individual while a business credit report is for an organization, even if it’s just one person. What’s on the report varies: A business credit report has different number ranges for credit ratings, such as zero to 100. Additionally, you won’t see a list of creditors on a business credit report like you would on a consumer credit report.

A positive business credit report matters

A business credit report shows credit-related data a credit reporting company (CRC) has gathered about an organization from different qualifying sources. This includes records of credit card balances and payments, as well as public records, such as bankruptcies. Having a rich business credit report can help you get better terms on business loans and other financial relationships needed to manage and grow your business, including lower interest rates.

Be proactive to strengthen your business credit report

If you get a consumer loan, that information may be reported to all three bureaus for your consumer credit report. On the business side, there’s less data consistency and less chance your lender is going to report to all the commercial credit bureaus. Be proactive by using strategies that include reporting to the bureaus, such as utilizing small-business credit cards. You can also work with vendors that knowingly report to the bureaus. Finally, as always, pay all bills on time and keep debt low.

Separate yourself and your business

Just like with consumer credit, it takes time to build a rich credit history. Business owners should start building good credit as soon as possible and start by establishing a business entity. The majority of small-business owners in the United States operate as sole proprietors, which means they don’t have a formal business structure such as an LLC, S-corporation or C-corporation. Having these types of designations separates you and your business and therefore separates your business and personal credit.

Avoid tapping personal assets

When starting or growing a business, a lot of people use personal assets such as savings, retirement funds or home equity for funding. Before you do this, exhaust all other possibilities for business financing. There are over 6,500 different companies with lending products for small-business owners, so it’s worthwhile to research and find one that fits your needs so you don’t have to put your personal finances at risk. Plus, many of these other options come with the opportunity to build your business credit report.

Check your business credit report regularly

Just because you pay your bills on time doesn’t mean you should assume your credit report is good. If something negative occurs, you want to respond quickly, such as financial fraud or identity theft. Visit VantageScore.com to access a list of free credit score providers for both your personal and business credit reporting purposes.

(BPT) – Three Asian-American entrepreneurs who have channeled their rich heritage and unique experiences into success are now using their voices, creativity and care to give back to their communities in inspiring ways. In celebration of Asian American and Pacific Islander Heritage Month, Target is lifting up the voices of the Asian community by spotlighting Andrew Lee, Priscilla Tsai and Vincent Kitirattragarn. The retailer is also helping guests easily find and shop for Asian-founded brands through Target Finds.

After a near-death hate crime against registered dental hygienist and entrepreneur Andrew Lee in 2008, Lee rose above his harrowing experience to give back to members of his community that faced similar challenges. The attack left Lee with intense anxiety and PTSD that led him to develop bruxism, a stress-induced condition that caused him to clench and grind his teeth. To ease this condition, Lee created OTIS Dental, an accessible, affordable solution to bruxism that provides the quality of more expensive night guards at a more accessible price.

“As a child of South Korean immigrants, I saw my parents endure countless racially charged attacks,” said Lee. “They rose above the hate and taught me to live by the principles of hard work, endurance and integrity.”

His parents reminded him of difficulties they had overcome, telling him he was not a victim, but a survivor. They motivated him to work his way through graduate school so he could fulfill his dream to take a more preventative approach to oral care.

“Every person should have a solution to fit their needs,” said Lee. “Having access to something affordable that actually works will help anyone with bruxism experience more peace and happiness.” His tips for entrepreneurs?

* Have a supportive group of people around you.

* Due diligence is key. Research, and pay a bit more for quality results.

* Take personal time throughout your day.

Asian culture has had a profound impact on modern skincare and on entrepreneur Priscilla Tsai, who built her beauty brand, cocokind, with higher standards for ingredients, environmental impact and customer transparency in mind.

“Being Asian has inspired so much of who I am and what I do, both in terms of values as well as my inspiration for skincare,” said Tsai, a Taiwanese American born and raised in Michigan.

After struggling to find skincare products that worked both for her skin and her values, Tsai created a conscious beauty brand designed for everyone. She began building a digital presence, then partnered with Target to introduce cocokind to its guests with great success.

“Seeing our brand come to life at Target has been one of the most rewarding experiences of starting cocokind,” said Tsai. “It’s the culmination of many dreams and challenges.”

Priscilla credits her success to the example of her hardworking, determined parents and her own resilience. Her advice?

* Don’t wait for perfection to get you going.

* Understand that failure along the way isn’t avoidable; it is necessary to succeed.

* Take action – the best ideas in the world are nothing without action behind them.

Dang Foods is the first and largest Asian-American snack brand, created by Thai-Chinese brothers Vincent and Andrew Kitirattragarn.

Vincent Kitirattragarn took his passion for food and turned it into a career, working at Thai restaurants and studying the food truck business to build his company from the ground up. After he told his mom he planned to start a pop-up restaurant at a San Francisco nightclub, she gifted him her recipe for Miang Kum, a Northern Thai snack made with toasted coconut.

“I made it, then immediately called my family in Thailand because it tasted so good,” said Kitirattragarn.

The brand has developed several tasty snacks including coconut chips, Thai rice bars and nutrition bars featured at Target under their brand name, Dang – Kitirattragarn’s mother’s name.

“We believe East and Southeast Asian food is healthier because it’s plant-based, has less sugar and is less processed,” said Kitirattragarn. “Our purpose is to share our culture for a healthier and more flavorful world.”

His tips?

* Seek others who share your values.

* Be bold.

* Trust yourself.

These three entrepreneurs credit much of their success to their unique heritage and experiences, understanding that their brands give them the opportunity to elevate and inspire others in the Asian community.

Another way to support Asian-owned brands? Look for the Asian-owned badge when shopping on Target.com – a new feature just in time for Asian American and Pacific Islander Heritage Month.

Today’s article contains great news for investors and brokers alike.

According to an important Bloomberg article published this week, the economic boom currently being enjoyed in America will probably not result in an extra big bust, according to the work done by the Nobel-prize-winning economist, Milton Friedman.

You may recall that Milton Friedman was a famous economics professor at the University of Chicago from 1947 to 1977.  Friedman was the foremost proponent of the Monetarist School of Economics, and once famously said, “Inflation is always and everywhere a monetary phenomenon…”  In everyday English, he meant that if a government creates a lot of new money, there is going to be a ton of painful inflation. “Inflation is taxation without legislation,” was another one of Friedman’s famous quotes.

In 1964, Milton Friedman developed an economic hypothesis called the Plucking Model.  The Plucking Model holds that the economy is like a string on a musical instrument — recessions are negative events that pull the string down, and after that it bounces back, like a guitar string.  But here’s the thing:  When you pluck down on a guitar string, it only snaps back to its original position.  It doesn’t go careening to the other side of the neck.

And just as a string snaps back faster if you pull it harder, the Plucking Model holds that the deeper the recession, the faster the recovery that follows.  But you can only pluck the economy in one direction; bigger expansions don’t lead to bigger recessions!

But is the Plucking Model true?  “Friedman proposed the idea in 1964 and argued that if he was right, future recessions would show a correlation between the depth of the bust and the speed of the recovery that followed.  He then waited 20 years to see if his predictions were borne out.  In 1993, he looked at the business cycles that had happened in the intervening years, and he concluded that he’d been right.”

“Since then, others have found more evidence to support the plucking idea.  A 2005 paper by economist Tara Sinclair used advanced statistical techniques to confirm that, in the United States, bigger recessions are followed by faster recoveries — but not the other way around.  If you pull that guitar string really far – bam – it snaps back blazingly fast; but bigger recoveries don’t produce faster recessions.  In other words, when a big expansion starts to end, an economy doesn’t instantly plunge in a deep, dark recession.”

After the Great Recession of 2007-2009, researchers looked at European countries and concluded that those that had it worse in the downturn ended up bouncing back faster.  In other words, those European countries which saw their GDP’s fall the furthest were the first to recover.

But there was no correlation between how well a country did before 2007 and how much it suffered afterward.  In other words, those countries which enjoyed the biggest increases in GDP did NOT suffer worse than the countries who fared only so-so in the preceding expansion.  All this evidence implies that recessions cause recoveries, but that booms don’t cause busts.

But why does this happen?  The answer is that it’s easy to give people raises, but it’s hard to make them swallow pay cuts.

In good times, growth simply feeds into higher wages (as well as higher profits). But when a recession or other negative shock comes along that hurts corporate earnings, employers might like to cut wages, but they can’t.  Instead, they lay off workers.  The more workers who get laid off, the bigger a pool of unused labor there is, so the faster the economy can grow once the recovery takes hold.  Makes perfect sense, huh?

All of this is great news.  We can now forget about the Sword of Damocles hanging over our heads and truly enjoy this expansion.  Yes, we will eventually have another recession, but it will probably not be a horrible one.

By George Blackburne

When underwriting commercial loans, commercial lenders need to be very careful about properties that are leased out for far more than their fair market value.  A story will make this clear.

GrandpaJack was a brilliant man.  He was also a darned fool.   Forty-five years ago, he spotted the fact that Silicon Valley on the San Francisco Peninsula was inching southward towards the cheaper land in San Jose.

Grandpa Jack therefore bought a large, vacant lot on the corner of First Street and Trimble Road, where it approached Milpitas, figuring it would be great location someday for R&D and flex space.

Thirty years later, the world was beating a path to his doorstep, begging to build and lease back a 200,000 square foot high-tech manufacturing facility.  Anxious to provide for his family for several generations into the future, Grandpa Jack leased the entire facility in 2004 to Oracle Corporation for a flat fee of $1.92 million per year ($9.6 per square foot per year).

When discussing commercial lease rates, it is customary to always speak in terms of rent per square foot per year.

Judging by his vision, Grandpa Jack was brilliant.  Judging by his choice of Oracle as his tenant, Grandpa Jack showed even more brilliance.  Oracle Corporation, the financial behemoth, sailed comfortably through the Great Recession.  Grandpa Jack’s three children got every single rent payment on time.

First a correction.  A few days ago, I wrote a blog article about how deflation is sweeping the world.  In that article, I mentioned that deposit rates in Germany are slightly positive.  I am pretty sure that this statement was wrong.

Listening to Bloomberg today, I just discovered that the yield on ten-yield German bunds is a negative 0.46%.  The world is deflating so fast that this yield fell by a full 0.02% in a single day.  That’s a pretty big move.  No wonder the Fed is trying to get ahead of deflation in America.

(BPT) – COVID-19 has sparked unprecedented impact across industries and has changed the way almost every business operates. And while many of these businesses have probably sought funding in the past — whether business loans for expansion, venture capital to launch or otherwise — the concept of a Paycheck Protection Program (PPP) that so many businesses raced to apply for, and have since relied on — just to survive — is a first.

But in a matter of months the term “PPP” has not only become familiar to most, search data indicates the acronym has officially outpaced “SBA” (Small Business Administration), also known as the government agency that manages PPP.

In 2020, the SBA worked with private lenders to distribute a historic nine million loans worth $750 billion. And this week, they’ve opened the initial phase of a new $284 billion round of funding, which is intended to prioritize underserved borrowers who meet certain qualifications prior to opening up the PPP to all applicants next week.

These loans are providing a critical lifeline to businesses impacted by COVID-19 and are intended to help keep workers employed and safe, while also keeping businesses afloat. However, each round of funding is finite, making the process of obtaining a loan potentially competitive.

“For many of the 30+ million small businesses across the U.S., the ability to source and secure PPP funding will determine whether or not their organizations will continue to exist,” explains Anthony Noto, CEO at SoFi, a one-stop-shop digital personal finance company. “And while many assume their options are limited to the local bank they’ve always used, traditional banks are certainly not their only option. In many cases, they’re not the best option either — especially when it comes to PPP. Product comparison sites like Lantern by SoFi are free of cost to the borrower and offer added value by equipping business owners with the insights they need to make an informed decision, enabling choice and competition in the marketplace.”

If your business is in need of a PPP loan, remember that evaluating a few options is a smart way to make an important decision. After all, choice isn’t a “luxury” reserved for some organizations; it’s a best practice for any business. And as you pursue next steps, consider these tips to help ensure you’re well-positioned to have your loan approved, and to assist in choosing the lender that makes the most sense for you and your business:

Lean on lender networks to enable choice and competition

There’s no need to fill out multiple applications; instead, opt for one standard form to save time and help protect you and your privacy. An objective product comparison site can do the legwork of researching possible lenders and recommend options that have the capacity to provide you with timely support based on your circumstances. Look for sites that offer transparency, foster trust in the form of real lender reviews and explain the rationale for the selection you’re presented with.

Have your paperwork ready

Although the SBA provides a standardized form that’s intended to help streamline the application process, many banks will still incorporate their own processes. Expect to provide the following:

• • 2019 tax returns (also include 2018 if you have available)
  • Payroll reports that clearly explain the rationale for your requested loan amount
  • Legal company formation documents or organization legal structure/setup, ownership, etc.
  • Documentation that explains how COVID-19 has negatively impacted your business. If you’re not sure how to go about demonstrating this, review online tips for more in-depth guidance on how to get your finances together before applying for your PPP loan.

Follow up after you’ve submitted your application

This is your business’ livelihood — don’t be shy. Email, call and ask for information from your lender. You should be getting feedback and information in a timely manner. Keep in mind: Once your application goes through and the funds are allocated by the SBA, your lender has 10 business days to get your loan documents and fund your PPP loan.

Of course, finding a PPP lender that works for you is the most important first step. If you’re unsure which one makes sense for you and your business — or even if you simply want to see what options are out there, visit lanterncredit.com.

Sometimes the unexpected happens and you need funds available to recover quickly. Securing a Line of Credit for your business will allow you to have immediate access to working capital so don’t have to worry about falling behind when disaster strikes.

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Let’s Determine Your Business’s Needs Together

One of the great perks of having a dedicated loan consultant is that I’ll be with you through every step of the loan process.

CONTACT A CONSULTANT TODAY!

Commercial loan demand in late March and April is typically very, very weak. Commercial real estate investors don’t want to mess around with paperwork, especially when they have just finished the painstaking task of preparing their tax returns. In most cases, their complicated tax returns are not even done yet for 2020, so they have little choice but to put off shopping for a commercial loan until their tax returns are done in the mid-part of April.

The sun is also shining.  Many avid golfers are looking forward to their first rounds of golf for the year.  Many a nun has been run over by a golfer speeding to the first tee box.  Haha!

I once asked my mentor in commercial real estate finance (“CREF”) from 45 years ago, Bill Owens, what I should do when the commercial loan market slows to an absolute halt.  “Sometimes you just have to go fishing.”

Bill would actually fly to Mexico and go deep sea fishing off the coast of Baja California.  Lucky guy.  With the drug gangs rolling bags of severed heads down the middle of Mexican highways (this actually happened) in Guadalajara, I wonder if he still goes to Mexico to fish?

Why should you care if commercial loan demand is weak?  Suppose you own a business, and you have a balloon payment coming due on your commercial or industrial building in the next year.  It might make sense to apply right now, especially if 2020 wasn’t a great year for your company.

Commercial banks are very optimistic about the future.  With the passage of the whopping $1.9 trillion stimulus package, you can bet their Boards of Directors are  screaming at their Senior Vice Presidents of Loans to make some stinking commercial loans.  Commercial loans can be very profitable for the bank.

If your marginal commercial real estate loan request is the only lending opportunity available to the bank this month, your deal may suddenly look a little stronger.  Kinda reminds me of when I used to go to nightclubs as a bachelor-hound-dog 45 years ago.  I suddenly got taller (I’m only 5’5″ tall) and better-looking as last call approached.   Hey, girls can wear beer goggles too.  Haha!

If you are not working every day towards building a loan servicing portfolio, get OUT of the business. The money commercial real estate finance is in servicing!

By George Blackburne

Another Great Recession might be on point.  The mainstream business media picked up the same theme on Thursday and Friday, as the Dow lost ground. There will be some severe economic consequences from the coronavirus.

Even if COVID-19 never gets out of control in the U.S., hundreds of thousands of small businesses in China are in serious trouble, especially with tens of millions of their workers confined to their homes.  The owners of most small businesses in China have no more than four months worth of operating expenses in savings, and small businesses employ 60% of China’s workers.

And the thing is, many of these small Chinese companies manufacture parts for American companies.  As a result, the worldwide supply chain has been shaken.  We can’t manufacture our own high-value goods without many essential parts coming from China.  Container ships coming in from China are coming back only 25% full.

Clusters of COVID-19 are now out of control in South Korea (602 cases, 3 deaths), Japan (135 cases, not counting cruise ships), Italy (132 cases), and Iran (43 cases, 8th deaths).  A worldwide pandemic is a virtual certainty.

I am writing this article on Sunday afternoon.  It will be interesting to see if the U.S. stock market get hammered on Monday.

Now on today’s training in commercial real estate finance.

In this week’s FinFacts, a superb, free publication of George Smith Partners, one partner, after returning from this year’s Mortgage Bankers Association Commercial Real Estate Finance (“CREF”) Conference, wrote about the competitiveness of bridge lenders:

“Bridge Lenders:  Floating rate bridge loan spreads used to be stratified, ranging from 2% to 6% over LIBOR, depending on the transaction dynamics.  That’s so 2017 (the old days).  Now there’s a race to the bottom occurring, with lenders bunched up at 2% to 4% over LIBOR.  More and more of them are pushing to the bottom of that range.”

“So how do lenders differentiate themselves?  Deal structure, credit officers are casting a wider net (One lender even remarked: We will do some funky stuff), source of capital (mortgage REIT vs CLO execution vs leveraged debt fund), flexibility, certainty of execution (we met with senior committee members that stressed their lean and efficient approval process), and borrower costs (exit fees can be waived).” and increased leverage.  Lenders are more willing to listen to stories.  For  example:  We will look at heavier risk for strong sponsors.”

“Also, more heavy bridge loans (major renovation, unoccupied properties) are being priced almost like light bridge.  As one lender remarked: No cash flow, no problem, for the right deal.  Geographic:  Secondary and tertiary markets are being considered, and the right deals are being priced tightly.  Yet many high-yield lenders are still in business, now offering high-leverage, non-recourse construction loans or going very high up the capital stack.  The net needs to widen as nearly every lender indicated that their marching orders are to increase production over 2019.”

Okay, so what on earth is the difference between a heavy commercial bridge loan and a light commercial bridge loan? A light bridge loan is where there is only some minor renovation and/or the property is a proven location.  You may be able to negotiate a bridge loan at just LIBOR plus 2.0% or LIBOR plus 3.0%.

Examples of Light Bridge Loans:

1. You just found a good tenant for your standing office building, but you need $350,000 to pay for tenant improvements.
2. Your borrower’s restaurant has been a money-maker for 20 years (proven location), and the borrower needs another $1 million to expand his seating capacity by another 35 tables.

A heavy bridge loan is one involving substantial construction and/or market risk.  If you can even find an interested bridge lender, you may have to pay as much as LIBOR plus 4% or even higher.

1. 1. You are converting an old hotel to student housing.  All kinds of problems happen when you open the walls of older buildings (termites, asbestos, illegal wiring and/or substandard plumbing).
   2. You need $1.5 million to convert an existing, vacant retail building to a restaurant, and there is no guarantee that the market will appreciate a restaurant in this particular location.  Maybe the people located in the surrounding area don’t make enough dough to dine out often.  Maybe the new restaurant has inadequate parking or is hard to negotiate by car.  We have all seen restaurant after restaurant fail in the same location.
   3. You are converting the shell of a failed big box retail store to self storage, a popular adaptive re-use.  That’s more than a trifling of construction, plus you have risk that people don’t like two-story self-storage buildings.

P.S.  I wonder if the Chinese Communist Party (“CCP”) will survive this crisis.  The average Chinese citizen despises the tight control of the CCP, but they tolerate it because the CCP has been improving their lives annually.

What happens when the growth rate in China plummets from 6% to 7% annually to a negative number?  The largely-peaceful protestors in Hong Kong taught the Chinese people how to bring a government to its knees.  Think this is a far-fetched scenario?  Everyone was shocked at the speed at which the Russian Communist Party lost power.  Could beautiful young Chinese girls soon be sticking flowers into the gun barrels of surrounding Chinese soldiers?

Most of you are too young to remember this, but when Russian soldiers and tanks surrounded the Russian pro-democracy protestors in 1991, led by Boris Yeltsin, some beautiful Russian girl started sticked flowers in to the gun barrels of the Russian soldiers.  In less than an hour, the surrounding Russian army brigade changed sides and pointed their guns outwards, protecting the protestors.

Boys are so easy.  🙂

By George Blackburne

Now that I have mentioned it, you will start to hear the term, Modern Monetary Theory, all of time.  The commentators use it a lot on Bloomberg, CNBC, and Fox Business.  The financial commentators will often just use the acronym, “MMT”.

According to Wikipedia, Modern Monetary Theory (MMT) is a macroeconomic framework that says monetarily sovereign governments should sustain higher deficits and print as much money as needed because they do not need to worry about insolvency, and inflation is a distant possibility.

The key to MMT is that the sovereign government borrows in its own currency, pays it back in its own currency, and controls the printing press to print more of its own currency.  Countries in the European Union – France, Spain, Italy, and Greece – are examples of sovereign governments that do NOT have this option.  They use the Euro, which is a currency that they don’t control.

Interesting note:

Since I started this article, Boris Johnson and his conservatives won a landslide victory in the United Kingdom.  The U.K. will be leaving the European Union (Brexit) on January 15th.  The pound has soared!  Apparently investors think that the Brits are going to do better financially without Europe.

The Japanese, in contrast to EU members, can borrow in yen and repay their debt in yen.  If the debt service on Japan’s debt, denominated in yen, becomes unbearable, Japan can simply print hundreds of trillions of yen, buy back their own debt, and retire it permanently.

In other words, as long as inflation remains tame, the U.S. should go ahead and pass a $1.5 trillion infrastructure spending plan, even if the deficit soars to $2.5 trillion annually.  We spend the money to repair our bridges and upgrade our airports.  Then we take another look at inflation.

If inflation is still tame, we could increase military spending by another $1 trillion and bolster our missile forces, bolster our missile defense forces, and greatly expand our Space Force.

I read a military journal article this morning where one of our leading air force generals (just forced into retirement) begged the country to prepare for war in space.  China is already working on a space mothership (think of it as an aircraft carrier in space – see the picture above) from which attack space ships will fly out to destroy our constellation of satellites.  “… and you don’t believe we’re on the Eve of Destruction?”  (Famous hippie song from the 1960’s.)

So go ahead and spend that $1 trillion on defense and then take another look at the inflation rate.  Has inflation increased from 1.75% to 4.5%?   In that case, maybe the country dials back on any extra MMT spending.

Is it a good idea?  I am convinced that a world war is coming, so I am all for it.  If we can spend enough in space and on missiles, maybe China won’t attack us.  I’ll gladly live with some inflation, if that means that my precious kids (and now grandkids) get to live.

But absent a war, is it a good idea?  If Trump died and made me king, I would use the power of the printing press to buy up many of the nicest apartment buildings, office buildings, and shopping centers in Rio de Janeiro, Jakarta, Seoul, Ho Chi Min City, Bangkok, and Manilla.  I would intentionally devalue the dollar to make our manufacturing companies more competitive.  In the process, the rents from those trophy properties would be sweet.

But you know that’s not what is going to happen.  Opportunists like Andrew Yang are going to promise to give away $1,000 per month to every American voter, in order to rise to power.  We are going to teach our people – instead of working hard to advance themselves – to stay home all day, take drugs, and play video games.

In the words of Alexander Fraser Tytler, the famous Scottish historian, in 1807:

“A democracy cannot exist as a permanent form of government.  It can only exist until the voters discover that they can vote themselves largesse from the public treasury. From that moment on, the majority always votes for the candidates promising the most benefits from the public treasury with the result that a democracy always collapses over loose fiscal policy, always followed by a dictatorship.  The average age of the world’s greatest civilizations has been 200 years.  These nations have progressed through this sequence:  From bondage to spiritual faith; From spiritual faith to great courage; From courage to liberty; From liberty to abundance; From abundance to selfishness; From selfishness to apathy; From apathy to dependence; From dependence back into bondage.”

He made this famous observation way back in 1807.  Our 200 years of power are long past.  Hail Chairman For Life, Xi Jinping!  It’s important to get in good graces with our future rulers early.  Haha!

By George Blackburne

Why do almost all gas stations now have convenience stores?  Answer:  A convenience store is an extra profit center.  The gas pumps pull in the customers, and while they are waiting for their tanks to fill, the convenience store sell them sodas, snacks, lotto tickets, and hot dogs.

Right now your real estate web site is like a gas station without a convenience store.  You are leaving all kinds of dough on the table.  Over the next five to six years, C-Loans.com could pay you enough dough to pay for a year of college for one of your kids.

But what I am asking you to do is a lot of hard work.  You might have to spend up to… gasp… two whole minutes on this project.  It’s exhausting work earning that kind of money.  Phew.

Just send an email to your web site guru.  “Hey [Steve], please create three new hyperlinks on my home page.  Please find a place to put one at the top, one in the middle, and one at the bottom.  The top link should say, ‘Commercial Loans’.  The middle link should say, ‘Commercial Real Estate Loans’.  The bottom link should say, ‘Commercial Financing’.  Please point all three links to C-Loans.com.”

Just cut and paste the above paragraph and send it to your webmaster.  Voila.  You’re done.  You’ve just added a convenience store to your gas station – a new profit center.

Now here is what happens:  C-Loans is programmed to automatically capture the URL of the referring site and print it at the bottom of our loan application.  It’s automatic.  We don’t have to think.  Bam!  Right there at the bottom of our loan application are the words, “This loan was referred by billsmithrealty.com.”

When the deal closes, we look up the owner of Bill Smith Realty and send him a check for 12.5 basis points.  That’s what happened a few years ago with Alan Dunn, the owner of a site named SpyderCube.  We ended up closing a $17 million commercial loan for Alan’s customer, so we sent Alan a check for a whopping $21,250.

Alan was even asleep when he made that $21,250.  The deal came in late at night.  Can you imagine the thrill of getting a call, “Hey, Alan, I have some good news for you.”  Hot snot, I’ll bet that we made his whole day.

And here’s the thing.  That potential borrower is your referral forever.  Maybe the first deal falls out, but the borrower comes back and applies for a different loan two years later.  You still get paid.  He’s your guy.

Here is another wonderful thing.  C-Loans is not a commercial real estate lender, limited to its own lending programs.  C-Loans does not make loans.  C-Loans.com is merely a  commercial mortgage portal where borrowers can submit their deals to 750 different lenders.  We have life companies, conduits, banks, credit unions, savings banks (S&L’s), REIT’s, hard money lenders, SBA lenders and USDA business and industry specialty lenders.

C-Loans lenders will make permanent loans, construction loans, bridge loans, SBA loans, USDA B&I loans, mezzanine loans, preferred equity investments, SBA construction loans, and USDA construction loans.  A link to C-Loans gives you a chance to earn a big referral fee on ANY kind and size of commercial real estate loan, from $100,000 to $500 million.  Yes, our conduit lenders have made loans of this size on chains of major hotel franchises or portfolios of office buildings.

Important note:  C-Loans usually earns at least 37.5 bps. per closing, so we can afford to pay you 12.5 bps.  On deals of greater than $5 million, our best-rate lenders only pay us 25 bps., so your referral fee would be 8.33 bps.

“Gee, George, this all sounds great and everything, but how do I know that you won’t cheat me?”  For one thing, we didn’t cheat Alan Dunn, and there was no way he would have known that we had closed that big deal.  I am also an attorney, licensed in both California and Indiana.

Lastly, my hard money commercial lending shop, Blackburne & Sons, has been in business for 40 years now.  The average daily balance in our trust accounts is $400,000; and after a loan payoff, there could be several million dollars in that account.  If I ever decide to go bad, I am gonna steal the millions in that trust account, not your stinky ‘ole referral fee.  🙂  Fortunately, I have managed to resist the temptation for 40 years.  I am proud to say that both of my sons and I are Eagle Scouts.  There was a time when that mattered.

But hey, while 100,000 people in this industry may know me, I might be a complete stranger to you.  Trust but verify, some would say.  So here is my proposition:  If you create five or more commercial financing links across your real estate web site, we will create for you a special partner link.  With a special partner link, you will get a copy of every deal that comes from your site.  Just create the five (or fifteen) commercial loans links on your real estate website, and we will create this special partner link for you.  It takes us about 30 minutes to create such as a partner link, so we obviously don’t want to have to create the link unless we are getting some really good visibility.

Now back to the good stuff.  After awhile, you are going to have several hundred of your loan clients registered on C-Loans as your guys, and you are likely to close two or three deals every year going forward.  Every year going forward – think about that.  You will have your old referrals and then you will add to that base of potential referral fees even more clients every year.

And if you create at least five links on your website to C-Loans, you can also use your partner link to imbed commercial real estate loan links in your regular newsletters to your clients.  Remember, with a partner link, you get a copy of every commercial loan application generated by your site or one of your newsletters.

I could see a time when one of your clients applies for a purchase money loan using C-Loans, and you suddenly realize that he is looking to buy another apartment building.  (Please read that last sentence again.)

Important note:  We cannot track links inside of newsletters because there is no referring URL.  To embed commercial financing links in your newsletters, you will need for us to prepare a partner link for you.  Therefore, please create your five referral links to C-Loans.com right away and then contact Tom Blackburne at 574-210-6686.

Now some real estate brokers only like a little bit of referral income, so they only create one Commercial Loans link to C-Loans.com on their home page.  Smarter real estate brokers like to make a TON of referral fee income, so they put three links to C-Loans on every one of their interior web pages.

The way you can easily do this is to have your website guru edit the template of your pages to add these three links.  Then, whenever your webmaster creates a new web page for you, the links automatically appear on the new page, without anyone having to think about adding them.  The more links to C-Loans, the more chances you have have of earning a $21,250 referral fee.

In conclusion, I urge you to add a convenience store to your gas station.  Just cut and paste the following message into an email to your webmaster:

“Hey, [Steve], please create three new hyperlinks on my home page. Please find a place to put a link at the top, one in the middle, and one at the bottom. The top link should say, ‘Commercial Loans’.  The middle link should say, ‘Commercial Real Estate Loans’.  The bottom link should say, ‘Commercial Financing’.  Please point all three links to C-Loans.com.”

Now, the really, really smart guys will add the following:

“In addition, [Steve], would you please edit the template you use to create new web pages for our site to add these three links (top, middle, bottom)?  This way, the next time you create a new web page for us, the new page will automatically contain these three links.”

Voila!  You have now added a convenience store to your gas station.  I said it would take a whopping two minutes, and you did it in just 97 seconds.  🙂

By George Blackburne

Questions:  Call Tom Blackburne at 574-210-6686.

“Hey, George, recently I have heard commercial real estate loan officers talking about some new ratio called the Debt Yield Ratio.  Is this just a shortened version of the Debt Service Coverage Ratio?”

Answer:  No.  The two ratios are totally different.  The Debt Yield Ratio is defined as the Net Operating Income (NOI) divided by the first mortgage debt (loan) amount, times 100%.

This is going to surprise you, but commercial banks, credit unions, and federal savings banks (the old S&L’s with a Federal charter) all quote pretty much the exact same interest rates and terms on commercial real estate loans.

This is true for huge commercial banks in Los Angeles and for little credit unions in Maine.  No matter where the property is located, as a commercial loan broker, you will always know what to quote.

To be clear, we are talking about commercial real estate loans on standard commercial rental properties, like office buildings, shopping centers, retail buildings, and industrial buildings.

The rates and terms will be a little more scattered for multifamily properties.  Some banks, especially savings banks, love-love-love apartment buildings.  They will quote delicious interest rates and terms.

Smaller commercial banks are less enamored with apartment buildings because their owners seldom keep huge deposits in their company checking accounts.  If they have cash, they immediately go out and buy another building.  In contrast, widget manufacturers might keep large balances in their bank for the the new bank to win.  Banks, especially smaller ones, are all about deposit relationships.

Before we get into the interest rates being quoted by banks on commercial loans today, let’s first talk about terms:

Amortization:

Most banks will quote a 25-year amortization.  A twenty-year amortization is to commercial loans what a 30-year amortization is to home loans.  It’s the norm.

If the property is older than, say, than 35-years, the bank might insist on just a 20-year amortization because the property is getting pretty long in the tooth.  The building is not going to last forever.  The bank needs to eventually get their principal back before the termites stop holding hands.

Term:

Most commercial banks today will give you a ten-year term on your commercial loan.

Fixed on Adjustable:

The typical bank commercial loan is fixed for the first five years.  There is one rate readjustment at the beginning of year six, and then the rate is fixed for the remaining five years.

When the rate readjusts, what is adjustment tied to?  In other words, what is the index and what is the margin?

This is going to surprise you, but most banks don’t say!  What????  The promissory note will simply say, “The rate will readjust to whatever the bank is quoting at the time for similar commercial loans.”

What if the bank tries to raise the interest rate to 20%?  This could actually happen, if the dollar were to suddenly collapse.

In such a case, the bank would give you a window in order to pay off their loan, without penalty, with a new loan from a cheaper lender.  A window is a period when there is no prepayment penalty.  Most commercial real estate loans from banks give the borrowers a 90-day window after a rate readjustment.

Prepayment Penalty:

Banks differ on prepayment penalties.  The penalty could vary from 1% to 2% during the entire 5-year term, to a declining prepayment penalty of 3% in year one, 2% in year two, 1% in year three, and perhaps 1% in years four and five.

So what do you quote on a $300,000 permanent loan on a little retail building in Bum Flowers, Alabama?  I want you to quote 3%-2%-1% and none thereafter.  No bank is going to refuse to make a good commercial loan if it can get a declining prepayment penalty of 3%-2%-1%.

Will a bank ever make a commercial real estate loan with absolutely no prepayment penalty?  The deal would have to be very, very good to get them to waive it completely.

Interest Rate:

Banks all quote pretty much the exact same interest rate – between 2.75% to 3.5% over five-year Treasuries, depending on the quality of deal (more on this below).

Five-year Treasuries as of January 22, 2021 were 0.44%.  Therefore the bank is going to quote you between 3.19% to 3.94% today.

You can always find the latest commercial real estate interest rates and Index values by going to our wonderful Resource Center.  Be sure to bookmark this wonderful reference source.

Quality of the Deal:

Here are the factors that affects bank interest rates on commercial loans –

1. 1. How much cash does the borrower keep in the bank?  The more liquid your borrower, the lower his interest rate.
   2. How old is the property?  The younger the building, the lower the rate.
   3. How gorgeous is the building?  The prettier the building, the lower your rate.
   4. How desirable is the location?  If your building is located on the bets street in town, you may get the bank’s very lowest commercial loan interest rate.
   5. Assuming you are at a bank of suitable size, the larger the loan, the lower the rate.  Big banks make big commercial loans.  Small banks make small commercial loans.  Match the size of your bank to the size of your deal.
   6. How close is the building to the bank?  The further your building is from the bank, the higher the interest rate you will probably get.

Moral of the Story:

Always apply to a local bank.

By George Blackburne

Here are some tips on how to succeed as a commercial loans broker:

Tip #1:  Never waste one nanosecond on international loans.  International loans never close.  The problem is one of taxation.  No country in the world wants a bunch of foreign banks to come into their country and take all of the good loans, thereby weakening their own banks.  As a result, if a foreign bank makes a loan across international borders, the host country will tax their interest income at some ghastly rate – higher than 30%.  As a result, if you need a loan in Mexico, and no local bank will do the deal, you need to use the Mexican subsidiary of some foreign bank; Deutsche Bank of Mexico or Citibank of Mexico.  If the subsidiary bank is chartered in Mexico, the tax laws aren’t quite as brutal.  I still would never waste time working on international loans.  You could work on international commercial loans for ten years, full-time, and never close a deal.

Tip #2:  Commercial banks, credit unions, and savings banks (former S&L’s) make 75% of all commercial real estate loans these days.  Start there.

Tip #3:  Big banks make big commercial loans, and small banks make small ones.  Therefore match the size of your deal to the size of the bank.

Tip #4:  Stay local.  Banks greatly prefer to make commercial loans close to one of their branches.  The closer the bank, the more likely it is that Loan Committee will approve the deal.

Tip #5:  It’s easy to find commercial banks and credit unions in Maine, even if you are located New Mexico.  Simply go to Google Maps and type in the address of your commercial property in Maine.  Click the “Nearby button” and then type in “banks.”

Tip #6:  The smaller the commercial loans, the more likely the deal is to close.  Small commercial loans close.  Larger deals?  Not so much.  I would much rather have a pipeline of three small commercial loans than a pipeline of thirty commercial loans larger than $3 million.  Small commercial loans close.

Tip #7:  This is going to sound terribly self-serving, but AnalytIQ Group loves to close small commercial loans in remote areas.  You will have much less competition working on these small or remote commercial properties, compared to competing against fifty other commercial loan brokers in your local big city.

Tip #8:  When you market for commercial real estate loans, you will speak daily with four or five wealthy real estate investors every single day.  Even if they never send you a package, be absolutely sure to keep their contact information and the following additional data:  (1) month of year, e.g. June of 2021; (2) the loan amount; (3) type of loan (first mortgage, construction loan, etc.); (4) property type; (5) city where the property is located; and (6) state where the property is located.

Tip #9:  Someday you will want to send out the following, individually word-processed letter:  “Dear Dr. Su:  You may recall that in June of 2021, ABC Commercial Mortgage Company had the pleasure of working on a $1,300,000 first mortgage on your medical office building in Kansas City, Missouri.  I am writing to you today about earning 8% to 10% interest in first trust deeds.”

Tip #10:  Your ultimate goal in this business is to someday become “the lender” and be able to approve your own loans.  The real money in commercial mortgage finance is also in servicing income.  Commercial mortgage bankers service their own loans, and they are rich.  Commercial mortgage brokers do not service their loans, so when the inevitable real estate depression hits, they are crushed.   Servicing income continues, even during real estate depressions (45% declines).

Tip #11:  Don’t get too excited about construction loans.  They seldom ever close for commercial loans brokers because if the developer had enough skin in the game (equity in the deal), some local bank would have made the deal in a nanosecond.  Banks love construction loans, so if no local bank will do the deal, there is a big problem.

Tip #12:  Don’t waste money advertising in newspapers, online magazines, or on Google Adwords.  You will spend a fortune and never close a deal.

Tip #13:  The best commercial leads come from referrals.  Build yourself a newsletter list of commercial bankers, commercial brokers (commercial realtors), property managers, other commercial lenders, residential mortgage brokers (on a referral fee basis only), residential real estate brokers, attorneys (who know you), CPA’s (who know you), and estate planners (insurance agents).

For More Information Or Help On Closing Commercial Loans Contact AnalytIQ Group.

By George Blackburne