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This Note outlines the financials and budgetary considerations associated with the process of developing a real estate deal as well as the importance of understanding how municipal regulations shape the process. This Note will also discuss the various components of a feasibility analysis and a development budget.

Real estate, land, and improvements can be defined both in a physical and legal sense as the rights to own or use them. This note discusses the physical attributes of real estate, the statute of frauds, the rights of ownership, and the constraints on the ownership of real property.

This notes describes the institutional landscape of real estate ownership. Because persons other than their formal owners today manage most large-scale properties, this note emphasizes the nature and structure of arrangements between owners and managers. It is organized into three main sections: the attributes of real property ownership; the importance of management expertise to the performance of real estate investments; and a review of the fundamental characteristics of different legal vehicles for real property ownership.

Statutes governing the physical use of land-its development, redevelopment, and conversion of use-shape the parameters within which land markets operate. Using New York City as an example, this note illustrates the importance of understanding zoning laws and processes before engaging in any real estate transaction.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

On October 11, 2006, Istithmar, a subsidiary of Dubai World, the flagship investment company of the government of Dubai, purchased the 270-room W Hotel in Union Square from Related Companies for $285 million. LEM Capital, a mid-sized private equity firm, subsequently became a junior player in the stack of funders for the property. When Istithmar defaulted on its loan to its primary lender in 2009, LEM's $20 million investment was at risk. This case asks students to review the actual loan and intercreditor agreements to determine what strategy might help LEM to preserve its investment.

In early 2012, Lee Neibart, head of global investments for AREA Property Partners, considered the imminent changes to the real estate investment fund business. Since the early 1990s, the real estate private equity industry had experienced explosive growth-yet for many investors, their allocations to real estate had proven to be riskier than anticipated. Going forward, what fund models should AREA consider and what management challenges might these new investment models pose for the firm? This case asks students to consider various modifications to the firm's business model, taking into consideration the macroeconomics and microeconomic drivers of the real estate market.

In this case a consultant to pension funds ponders the unique opportunities and risks she faces as she considers adding real estate to the fund's portfolio for the first time. While the fund already owns REITs, its trustees believe that direct real estate investment could offer protection against the threat of inflation. But the category of real estate includes a wide range of distinct subclasses, including office, retail, industrial, hotel, and rental apartments. In analyzing the situation, students must determine which of these sectors provides the best hedge against inflation, and the risks and returns of the asset class as a whole.

Spreadsheet supplement to case CU156.