NovArticles by Nita Pich — page 2
The same annual rent figure can describe different money
An asking rent, an invoice total and cash received are different inputs. A simple example shows why they should not be compared as one income measure.
A compelling story without evidence belongs on the watchlist
Why an attractive investment narrative should remain a watchlist idea until its key claims are separated into facts, counterparty statements and assumptions that can change the decision.
Different projects can still share one developer exposure
Why a portfolio spread across several projects may still depend on the same developer, operating model and commercial assumptions.
A high return built on one fragile assumption deserves a second look
How to stress-test an attractive property return by identifying the assumption that carries the model and comparing it with a sturdier base case.
A guaranteed return is first a counterparty obligation
A guaranteed-return offer should be read through the paying party, calculation base, contract term and what happens if the promised payment is delayed or stops.
A hotel room count is not an operating plan
For a Siem Reap hotel opportunity, distinguish rooms on paper from usable inventory and examine the business needed to make them earn revenue.
Yield after fit-out and management is a different number
How purchase price, fit-out capital and management costs create different yield measures, and why apparently comparable percentages may be answering different questions.
Monthly income and money back on time are different goals
Before comparing Cambodian property types, separate the need for ongoing income from the need to release capital on a particular date.
Income and obligations in different currencies create a separate mismatch
A property-investment framework for mapping income, costs and future obligations by currency without turning exchange-rate uncertainty into a forecast.
An asking price is evidence of an offer, not a valuation
How to use live listing prices as evidence of seller expectations without turning them into a professional conclusion about value.