Quote Originally Posted by Mcgyver View Post
Agreed. Forget that there might just be one shareholder, you're suppose to manage for the shareholders. Brevity prevents going into all the corporate finance reasons why, but return on equity in a small private business should be many times higher than for commercial real estate. For example if ROE for the business should be 20%, and the yield on industrial space 6%, you are doing your shareholders a misdeed by putting capital into an investment so much below what they're expect to get - a 20% ROE. For that reason, a very low percentage of businesses own their own office space, warehouse space and retail space
The flip side of that is that for some manufacturing business, the cost of moving is so prohibitive that not owning the space doesn't make sense. A landlord could have a gun to your head at every renewal. Pits, cranes, power distribution, moving machines etc can be as much as real estate. For heavy manufacturing buildings its rare that the building isn't owned by the business.
As an entrepreneur, there is a third dynamic in that many view it as a good investment. I don't think that should drive the decision unless you have a lot of excess personal money to put somewhere (like that describes the start up entrepreneur), yes you get good leverage but i agree its double jeopardy if the business gets into trouble. If you really want a good real estate investment, pick a good REIT...liquidity, diversification and professional management.
Qualifications....corp finance background and prior to that leased and sold over 10 million square feet of industrial and office space
Very eloquently put!
Assuming that a startup business reinvests as much of the net profit as possible, there is the question of how to reinvest it. Do you buy machinery and equipment (M&E) that you will quickly outgrow? Probably not smart. Do you buy unaffordable M&E that your production level can't yet, and may never, fully utilize? Not much different than acquiring commercial space!
Again -- pick a product that largely uses components already mass produced by other companies, and combine it into your product. Farm out production processes to other companies that have the necessary M&E. When your business reaches a level where it is financially prudent to buy your own M&E (fairly simple mathematics), then do it.
For the time being, reinvest your profits into marketing, advertising, inventory, and other investments with an immediate payoff.
We are talking about the first few years of a startup business -- not an established operation.