Understanding Opportunity Cost When Investing In Property

Understanding Opportunity Cost When Investing In Property

By Alan Forsyth 

While most investors have got involved in property investing because they understand the opportunities to make money through leverage and capital growth or high yields, I still see and hear of many who do not fully understand opportunity cost.

Remember anyone that gets into property is usually in it to generate money or income - how many deals/properties you own is insignificant.

So what does opportunity cost mean?

Well according to the encyclopedia, "Opportunity cost is a term used in economics, to mean the cost of something in terms of an opportunity foregone (and the benefits that could be received from that opportunity), or the most valuable foregone alternative. For example, if a city decides to build a hospital on vacant land that it owns, the opportunity cost is some other thing that might have been done with the land and construction funds instead. In building the hospital, the city has forgone the opportunity to build a sporting center on that land, or a parking lot, or the ability to sell the land to reduce the city's debt, and so on."

So in property investing terms, if an investor decides to invest £50k in a property in for example Wales, the opportunity cost would be what he could have made by investing in Spain, Ireland or Dubai. Or similarly if an investor decides to keep equity of 50k in a property, the opportunity cost is what he/she could alternatively have invested this money in and the resultant value.

Now again this will depend on your specific strategy - and many people are not too concerned about opportunity cost, they are just keen to buy 1-2 properties that can hold onto for 15-25 years to use as a pension. That is fine if that is your strategy - but for me that is too broad a strategy, carries risks and is not maximising the opportunities available.

For me I have always had a philosophy, rightly or wrongly, that I should always be working my money hard. What does this mean? Well as soon as I feel my money has made a significant return and the returns are likely to drop off, compared to other possibilities, then I will look at realising my profits and investing elsewhere ie when I feel the opportunity elsewhere is greater than the current opportunity.

The great thing with property is this does not necessarily mean selling, as you can refinance, and invest money elsewhere.

This is no different to any other type of investing, such as buying stocks and shares - you make/lose your money depending on what price you paid, and what price you sold at - although clearly with property is good opportunity to earn a regular income as well - if hold onto for 15-25 years you should make money, but most likely will be a few scares along the way!

To be a successful investor, must know when to enter the market, and leave the market. And the people that do best buy low, and sell high!

I'll give an example - while buying off plan has now got a bit of stick in the UK - I have done it successfully over the last few years - but the key is having a clear strategy.

For example, by doing all my due diligence I have managed to buy property at the right price in right location, but then sold on within a year of completion as I felt that was the period I would see the maximum returns in - and opportunities would be greater elsewhere over the next 3 years.

So to go through the numbers, I have just sold one that I bought off plan last year 12 months before completion. I bought at a price that was already £10k below market value based on my research in an area that had little buy to let competition. This was secured with only a £5k deposit. On completion, I put another £28k into deposit - so tied up £33k of my own money. There was no stamp duty in this area.

I then put on market on completion, now even with things slowing down in the area, I have just sold it for a £23k profit. So I tied up £5k for 1 year, and a further £28k for 6 months, to get back £56k.

Why did I sell? Did I consider refinancing?

My first choice would have been to refinance and let out, but the rental would not have stacked up. So while the rental would have stacked up at the price I paid for the property, I would have had 56k in equity sat not doing very much for me. So as I do not forecast huge capital growth in the area over the next 3-5 years, and the yield was not attractive enough for me it was best for me to release this equity and find another investment - ie I felt there were better opportunities for me to spend my £56,000 on, to generate more money.

Now clearly when are looking into the future is element of risk and speculation and are no definite answers - so you are having to forecast as well as you can with the data currently available ie how you forecast interest rates, buying/selling costs, supply and demand, employment, the overall economy and market sentiment over the next time period in the markets/regions you are investing/looking to invest in.

Although opportunity cost can be hard to quantify, its effect is universal and very real on the individual level. The principle behind the economic concept of opportunity cost applies to all decisions, not just economic ones, for example when Steven Gerrard decided to stay with Liverpool last summer, his home club and where he is captain, the opportunity cost was what he could have achieved if he had moved to Chelsea. It will be interesting to see what he decides this summer- he may now feel the opportunity cost is too great to turn down.

Hope this makes sense, and remember to consider opportunity cost when next making an investment decision.

Alan Forsyth writes for http://www.propertysecrets.net which provides free property articles provided by a host of contributors around the UK and Overseas giving insightful information on the property markets the contributors invest in. Propertysecrets.net also acts as an online estate agent - specifically targeting distressed sellers, and properties under market value, and giving strong rental returns that are attractive to property investors. These properties are highlighted to subscribers to the website only - subscribe today for free at http://www.propertysecrets.net and get access to 100s of free property articles and off market property opportunities.

Property Secrets operate from an office in Nottingham - and are available for pre-arranged appointments. The team are also in London, and other major cities every month - and are available to meet potential investors free of charge - email service@propertysecrets.net or call 0115 9853963 to arrange.

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Negotiating and Sales Skills Are Critical

Negotiating and Sales Skills Are Critical

By Tim Randle 

When I first started getting active in creative real estate, my skill set at negotiating was very weak. I had done the telemarketing thing for American Express as a financial planner and had studied and learned a few techniques. On the surface one might think that would be a perfect tie-in to talking to sellers about their properties and their financial situation. I can promise you it wasn't.

Yes, I did pick up asking general sales techniques like never asking close-ended ("yes" or "no" answers) questions. Also, it still works to ask multiple choice assumptive questions like "Would Tuesday at 6 p.m. or Thursday at 3 p.m. work better for you?". The basics were not enough.

When I first began asking sellers what their loan balance was, I may have actually received a number for an answer 50% of the time. I had two major obstacles facing me.

First, my belief system was cock-eyed in that having come from a financial/accountant type background, I knew without a shadow of a doubt that no one would ever just give me their house and that only a complete fool would tell me the balance remaining on their loan.

Second, I didn't have a clue as to the right way to ask and I can tell you from experience that it matters greatly.

The first obstacle, belief system, was easily overcome after I met my first truly motivated seller. Okay, beliefs systems are trashed and I must be the complete fool because that was way too easy.

The second obstacle, phraseology/negotiating, is no longer an obstacle, per se, but it is still a skill that I continually try to improve upon. The two key components, assuming you have already properly established good rapport, are timing and the phrases you use.

Here are some quick examples of how NOT to ask a seller what the loan balance is:

* What do you owe?

* Are you willing to sell it for what you owe?

* How much equity would you say you have?

* etc., etc.

Now, don't get me wrong. If you use these phrases and similar ones enough times and with enough confidence, you will be able to get a numerical answer on occasion (as opposed to some of the not so friendly responses I received early on).

Contrast the above phrases to these:

* How much is left on the loan?

* So, the property's not owned free and clear?

* etc., etc.

The first set of questions personalizes the issue and attaches the debt, and thus the problem, with the seller. The second set of questions creates detachment and since it's no longer "their debt" or "their problem" or "what they owe", it's just simply a number and not a problem to share.

Since I first picked up on this one little tactic, I would estimate I get all the information I want on 99 out of 100 calls with almost no real effort. Granted, it does take time and practice to develop decent phone skills. The ability to naturally create rapport and flow with the call, yet still get the information you want will come with time. My point is that it's important to begin testing and tracking different approaches. If you do this, you will notice some very interesting results.

Here's another example when asking about whether or not the seller would consider a carryback (financing it for you). I'd suggest actually trying this one out just to verify the reality. If I ask a seller something like:

* Would you consider owner finance?

* Would you do a carryback?

* Would you carry paper on this?

* etc., etc.

What do you think my responses will be? Yes, I know that we like to use our fancy terminology once we've mastered it. I'm probably as guilty as anyone in that regard. However, what the above questions accomplish is forcing the seller into a corner. Either they have to admit they don't understand, and thus appear foolish, or simply say "no". Which do you think happens most often?

Compare the above questions with something like:

* Are you in a position where you could take payments?

* Would it be possible for me to make payments for a while and pay off your loan later?

These questions almost always lead to a "yes" or a "tell me more" type response. You'll be amazed at the difference.

These are just two quick examples of how the phrases you choose can affect your results. Take a minute to consider how many questions you ask and how much information you attempt to extract from a seller in a single call. Knowing what to say and when to say it will improve your performance more than you can imagine.

I highly recommend picking up some books and/or taking some courses on sales and negotiating. Roger Dawson has great materials available on this web site.

I'd also recommend reviewing our recommended book list for materials on sales and negotiating which can be found on the REIClub website.]

Grab some books by Tom Hopkins, Zig Ziglar, and other top sales and negotiators and begin the quest. I firmly believe no other action will make you as much money as fast as developing these skills and practicing them.

Regardless of your specific approach to your business, these skills will absolutely be used in every aspect of your life.

Tim Randle is the founder of http://www.REIClub.com, one of the web's best online resources and communities for creative real estate investors. To view over 800 other real estate investing articles, please make sure you visit real estate articles today!

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How to Choose the Proper Entity for Your Business

How to Choose the Proper Entity for Your Business

By Tim Randle 

First, let me state that I'm not an attorney and the rest of this article is just based on my experiences so I'd advise you to contact John Hyre at realestatetaxlaw.com to get some solid, specific advice on your particular situation.

Also, this article is not going to discuss land trusts, which some of you may have just stumbled upon. A land trust is not an entity. Although it is frequently used in conjunction with entities, it is merely a paper device used to shield property ownership from the public.

When I first got going, the recurring wisdom was that an investor should use a C corp for cash deals. By cash deals, I mean anything that throws off cash quickly. It might be a wholesale flip, retail assignment, rehab and retail, option, etc.

There were numerous reasons why this was and is recommended. First, the C corp offers great liability protection and allows the owner to take advantage of fringe benefits, thus draining the corp of excess profits through legitimate expenses.

What I've learned the hard way is that this entity is not necessarily better for cash deals than other entities unless you're doing serious cash numbers. By this I mean that the added benefits that a C corp offers are not available to you without a ton of cash coming in.

Stop and think about it for a moment. Are you going to generate enough cash to pay normal operating expenses like salary, marketing, funding, overhead, etc. and still have cash remaining to set up company programs for retirement, medical, insurance, education, etc.?

Typically, the answer's going to be "No", at least during the formative years. The primary downside to a C corp is that any losses, paper or otherwise, do not flow through to your personal tax return. You don't get to use them anytime soon.

When I started, the secondary recommendation for cash deals was an S corp because it did offer many of the same benefits as a C corp, yet allowed the owner to flow losses through to the personal tax return. Once the business was thriving then converting to a C corp was not difficult.

When I went through this research again about a year ago, the majority of responses I received was that I should use a Limited Partnership (LP) for cash deals with a Limited Liability Company (LLC) as the General Partner (GP). I've also heard others suggest using an S corp as the GP. Other recommendations included using an LLC by itself as the cash deal entity.

What about entities for the keepers? By that I mean any property that hangs around for a while and doesn't cash out soon. It could be a rental, lease option, or any property with owner financing, including subject to (Sub2). What I was told there was the same; that an LP with an LLC as the GP was currently best.

The point here is that if you do spend the necessary time to research this issue (and you should), you are likely to get each of these responses and possibly more.

My experience is that any of these suggested entities is better than starting with a C corp as I did. Factors that should play into your decision process include setup costs and any state-specific laws for each of the entities. For example, in my state, Texas, the LLC is much cheaper to set up than an LP. However, the LLC is also subject to franchise taxes on gross receipts over 150k and the LP is not.

Confused? I agree it's not easy to know what the right course of action is. Do you need an entity or multiple entities established before you do some deals? Absolutely not. Why go to the trouble of setting up companies for a business that you may decide to discontinue? How do you know if you'll even like real estate investing until after you've done some deals? Why do you need to set up serious asset protection until you have something worth protecting?

My recommendation would be to begin to research the various entities for your state as you continue to work your investing business. In my opinion there's no need to make things complicated in the initial stages. If there's no obvious negatives to an LLC in your state, then perhaps that would be a good start.

I would not rush out and set up a separate entity for cash deals and a separate entity for keepers as I did. I would not set up an LP as my first entity as it involves at least two partners, one limited partner and one general partner. Entities are not set in stone. With the proper guidance and counsel from good attorneys and CPA's, you can make changes to your business plans as the business grows.

Again, this is not something you have to figure out when just starting. Find someone very knowledgeable about real estate investing, like John Hyre mentioned above, and begin to ask the tough questions so you can make informed decisions. As your business grows, your asset protection can grow with it.

Thanks for reading. Until next time, good investing.

Tim Randle is the founder of http://www.REIClub.com, one of the web's best online resources and communities for creative real estate investors. To view over 800 other real estate investing articles, please make sure you visit real estate articles today!

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