The next step is to evaluate the potential of each candidate on the list. Building a potential partner matrix for a small computer firm, like the one shown previously, can help organizations visualize how each prospect might satisfy their needs. In the example, the firm’s needs are to develop new products, expand its market, and secure new distribution outlets in order to stay competitive. Based on how each prospect might meet the listed strategic needs, the firm would probably want to take a closer look at PC Products and Nokomis as partnering candidates. After identifying these two candidates, it would then need to determine what it can offer to them.
If you’re going to sell your potential partner on the idea of partnering,you need to know what you have to offer. As with any sales transaction, if there’s no need, there’s no sale. People do buy things they don’t need, of course. But what happens after the sale? They return the product. They discount the transaction and never repeat it. The sales relationship is short-lived. If you want a good, strong partnership, it will pay you to bring your potential partners up to speed on the partnering process you are using to partner. You can do this by helping your potential partners identify their needs as well.
The importance of asset allocation, or deciding what percentage of a portfolio to devote to various asset classes, cannot be overstated. Especially equity and corporate bond investors spend enormous efforts on picking individual investments, while they spend relatively little time on deciding what types of stocks or bonds to buy into their funds. Numerous empirical studies have shown that a large part of money managers’ performance can be explained by asset allocation, not by their selection of individual stocks. Therefore it should be just the opposite. Investors should spend most of their time on overall asset selection and ignore individual investments for the most part. When a stock performs well, invariably stocks from the same asset classes follow in parallel. The primary goal should be to pick the right asset classes in order to outperform. Asset allocation is not easy and requires completely different skills than the selection of individual investments, but it is less detailed, and it rewards skilled investors generously.
Before 2001, credit played a minor role in the asset allocation of private as well as institutional investors. This is due to the fact that there was no easy and cost efficient way to replicate the performance of credit markets appropriately.
Common sense will tell you that if an apartment is not rented, it is not producing income, and that reduces your cash flow. Even if the vacancy rate is listed on the pro forma, verify it with the property manager on your team. He or she will be able to tell you if the va¬cancy rate listed is at, above, or below the average of the market and will know this because vacancies are mostly a function of supply and demand within the market. You can also find this information by looking at the monthly rent rolls and move-in dates on the leases.
The income section on the pro forma is where the seller lists the property’s income and the vacancy rate. It shows the income from rent, minus the average vacancy for the property, and adds to it the other income the property generates. The typical pro forma income table looks like the one below, which contains numbers taken directly from the property in Phoenix. In this real-world example, the seller or broker is reporting a total income for the property to be $45,120 per year, using a 7 percent vacancy rate and $480 in other income. That seems pretty good.
At this point, we have verified the actual potential income for the pr< >pcrty. Remember that’s the income the property could generate at current rents with 100 percent occupancy. But certainly, it is highly unlikely that this property is or will be 100 percent occupied every day of every year from now until eternity. So we have to take into account vacancy and turnover from residents moving in and out. And while we’re at it, we should consider any other income generated from sources like laundry facilities, parking, and so on.
The typical pro forma lists these values as well. And surprise! these numbers, too, I have found to be inaccurate most of the time. Vacancies are usually understated and other income is usually over-inflated. The key here is to try to project what the vacancies and other income will be in the future. It’s nice to know where you’ve been, but where you’re going is really more important. That’s why the windshield is so big and the rearview mirror is so small.
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