布里斯本中央商務區的下一步發展方向是什麼？
Tenant demand remains healthy. Click on the Download button for more information on the:
- 經濟指標
- A-grade fringe net face rents market outlook
- Brisbane fringe supply pipeline
- Key leasing transactions H2 2018
Low net supply has enabled a market recovery better than we expected over recent years. We no longer find much room left for occupancy gains; in our view, the current demand to supply dynamics remain tight enough to justify modest rental growth over several more quarters.
Low net supply has enabled a market recovery better than we expected over recent years. We no longer find much room left for occupancy gains; in our view, the current demand to supply dynamics remain tight enough to justify modest rental growth over several more quarters.
Since 2013, net absorption averaging 2.0% per annum has tracked above net new supply averaging 0.8%, reducing the vacancy to cyclical lows. We highlight the current market status has some room for upward price movements as the vacancy rate hits cyclical lows. Past weak price recovery since 2012 should also help extend the ongoing slow yet stable market recovery.
This article will cover:
OPPORTUNISTIC REAL ESTATE: HIGH RISK, HIGH RETURN
With appetite for higher-risk strategies increasing in the search for high returns, opportunistic private real estate funds are of growing interest to investors. We take a look at the risk/return profile associated with the strategy. Access the article to find out more on page 2.
REAL ESTATE INVESTOR UPDATE…
This article will cover:
OPPORTUNISTIC REAL ESTATE: HIGH RISK, HIGH RETURN
With appetite for higher-risk strategies increasing in the search for high returns, opportunistic private real estate funds are of growing interest to investors. We take a look at the risk/return profile associated with the strategy
REAL ESTATE INVESTOR UPDATE
This excerpt from the newly released Preqin Investor Update: Alternative Assets, H2 2018 details investors’ real estate investment plans for the year ahead, including their next planned commitment as well as the regions and strategies presenting the best opportunities. Access the article to find out more on page 4.
The private equity (‘PE’) landscape is of significant importance to the UK economy, with PE investment in the UK exceeding €27 billion in 2017, nearly double the figure we saw deployed in 2016.
Consistent feedback from investors, as evidenced by the successes and failures of recent years is that the strength of the management team behind a business is key to what a portfolio company actually achieves.
So how do you attract and motivate a management team in a private equity portfolio company? We regularly see headlines about executive pay in listed companies, and there is readily accessible information in PLC remuneration reports, but less information and less disclosure is available in the context of privately owned and private equity backed businesses.
In response to this, KPMG have…
The private equity (‘PE’) landscape is of significant importance to the UK economy, with PE investment in the UK exceeding €27 billion in 2017, nearly double the figure we saw deployed in 2016.
Consistent feedback from investors, as evidenced by the successes and failures of recent years is that the strength of the management team behind a business is key to what a portfolio company actually achieves.
So how do you attract and motivate a management team in a private equity portfolio company? We regularly see headlines about executive pay in listed companies, and there is readily accessible information in PLC remuneration reports, but less information and less disclosure is available in the context of privately owned and private equity backed businesses.
In response to this, KPMG have undertaken a survey of both PE investors and management teams to ask them some of the questions we thought you would like to know about the role of reward in a PE portfolio company. Our findings and insights coming from them are contained in this report.
Real estate sector in India has traditionally been lagging behind other sunrise sectors in adopting new technologies. However, due to major government reforms such as RERA and GST there has been consolidation in the sector and reputed developers sense an opportunity to expand their scale of operations. This expansion needs to be backed by various technological interventions to ensure improved efficiency and transparency, which will help in achieving the ultimate goal – customer satisfaction. We are already witnessing a sea change in the way our industry is embracing and adapting to innovative designs, planning tools, software and technologies that provide better control over construction progress and ensure quality within defined budget. We are also using analytics to track and understand customer preferences. I am personally very delighted to be on the cusp of a digital revolution in our sector which will potentially transform the way we operate. – Vikas Oberoi Chairman & Managing Director, Oberoi Realt
Kemmu Kawai 於 2022 年 9 月加入 Longevity Partners Japan 擔任國家總監。他以東京為基地，負責監督日本、亞太地區及其他地區的所有營運和活動。他擁有超過16年的金融經驗，專門從事房地產和信貸投資。在加入 Longevity Partners 之前，他曾在 Norinchukin Bank 擔任投資組合經理，並在 Center Point Development 擔任投資經理。.
Kemmu Kawai
董事總經理
長壽夥伴
