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p13 |
The one reliable constant is that this is a cyclical industry—one in which playing a contrarian game and swimming against the tide, can have great advantages over the long term. |
The one reliable constant is that this is a cyclical industry—one in which playing a contrarian game and swimming against the tide can have great advantages over the long term. |
4/22/2008 |
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p14 |
Customer service. Understanding and satisfying your existing tenants needs leads to higher occupancy and lower turnover. |
Customer service. Understanding and satisfying your existing tenants’ needs leads to higher occupancy and lower turnover. |
4/22/2008 |
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p52 |
Because they couldn’t compete on price, they stayed open six and half days per week and offered free delivery. Thriving against the odds, the brothers opened two additional small grocery stores in Eldora and Minton—Iowa farming communities of about 10,000 people each.
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Because they couldn’t compete on price, they stayed open six and a half days per week and offered free delivery. Thriving against the odds, the brothers opened two additional small grocery stores in Eldora and Vinton—Iowa farming communities of about 10,000 people each.
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4/22/2008 |
| 1 |
p53 |
The middle brother, Morris, was installed to run the operation.
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The middle brother, Maurice, was installed to run the operation.
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4/22/2008 |
| 1 |
p72 |
Are you/your investors willing to wait a long time to achieve your “payday?”
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Are you/your investors willing to wait a long time to achieve your “payday”?
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4/22/2008 |
| 1 |
p73 |
Sometimes you can find corporations that want to liquify their assets, removing what may be an undervalued, illiquid asset on their balance sheet by selling and leasing back their property. |
Sometimes you can find corporations that want to liquify their assets, removing what may be an undervalued, illiquid asset on their balance sheet by selling and leasing it back to you. |
4/22/2008 |
| 1 |
p110 |
This led to the Bucksbaums establishing a good business and personal relationship with the Rosenfield family, the owners of Younkers.
The relationship soon took an unexpected turn. The Rosenfields invited the Bucksbaums to co-develop a center in downtown Des Moines. Although the Rosenfields were expanding the Younkers chain to the suburbs, they also were worried about their flagship downtown Des Moines store. They therefore pursued and secured federal urban renewal funds, which were then being made available to help revitalize declining urban centers, including Des Moines. Matthew Bucksbaum—who had moved to Bettendorf to manage the building of their center there—again packed up his family and relocated back to Des Moines. |
This led to the Bucksbaums establishing a good business and personal relationship with Joe Rosenfield, the owner of Younkers, who helped mentor the brothers.
The relationship soon took an unexpected turn. Rosenfield invited the Bucksbaums to co-develop a center in downtown Des Moines. Although he was expanding the Younkers chain to the suburbs, he was worried about their flagship downtown Des Moines store. Therefore, he created an urban investment trust to help finance such new projects. Matthew Bucksbaum—who had moved to Bettendorf to manage the building of their center there—again packed up his family and moved there. |
4/22/2008 |
| 1 |
p111 |
In 1970, the Bucksbaums’ answer was to package their properties—as well as a few from the Rosenfields and another local family—into what initially was an intrastate REIT, whose shares could not be sold out of state. |
In 1970, the Bucksbaums’ answer was to package their properties—as well as a few from Joe Rosenfield and another local family—into what initially was an intrastate REIT, whose shares could not be sold out of state. |
4/22/2008 |
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p111 |
Goldman Sachs was able to underwrite a large stock offering for them, and—to the Bucksbaums’ delight—their old friends, the Rosenfields, subscribed for a million more shares.
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Goldman Sachs was able to underwrite a large stock offering for them, and—to the Bucksbaums’ delight—their old friends, Joe Rosenfield, subscribed for a million more shares.
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4/22/2008 |
| 1 |
p116 |
Before one of our board meetings, Trammell called at the very last minute to say that he couldn’t attend one of our board meetings. |
Before one of our board meetings, Trammell called at the very last minute to say that he couldn’t attend. |
4/22/2008 |
| 1 |
p148 |
The main slope of the mountain faced north, which gave it a lot of sunshine on cold days—a good thing. |
The main slope of the mountain faced south, which gave it a lot of sunshine on cold days—a good thing. |
4/22/2008 |
| 1 |
p152 |
Scale-up location(s): Pittsburgh East Coast
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Scale-up location(s): Pittsburgh, East Coast
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4/22/2008 |
| 1 |
p161 |
Know how much to pay for land, calculate backward from what the property will eventually sell for to the end user. |
Know what to pay for land by calculating backward from what the property will eventually sell for to the end user. |
4/22/2008 |
| 1 |
p168 |
Within another three years, the portfolio had grown from 20 to 70 motels. Some were developed from scratch; others were acquired. Most of these mid-sized, mid-priced motels were now located in larger urban areas all along the East Coast, with a few in smaller markets. Although considered limited-service motels, many had their own food operations, meeting rooms, and other retail uses. |
Within another three years, the portfolio grew from 20 to 70 motels and hotels. Some were developed from scratch; others acquired. Most of these mid-sized, mid-priced properties were now located in larger urban areas all along the East Coast, with a few in smaller markets. Although considered limited-service, many had their own food operations, meeting rooms, and other retail uses. |
4/22/2008 |
| 1 |
p168 |
...to re-create that relationship in 60 new motels with 7,696 rooms. Obviously, there was a need to develop an organization to help operate and market the properties. |
...to re-create that relationship in 60 new properties with 7,696 rooms. Obviously, there was a need to develop an organization to help operate and market them. |
4/22/2008 |
| 1 |
p172 |
In 1991, Doug was introduced to David Swensen, Yale’s chief investment officer, by someone with whom David had worked when he was at Salamon Brothers. David had not been happy with the options he had in that asset class. |
In 1991, Doug was introduced to David Swensen, Yale’s chief investment officer, by someone with whom David had worked when he was at Salomon Brothers. David had not been happy with the options he had in the real estate asset class. |
4/22/2008 |