In today’s market, it is difficult to justify buying a property that is partially or completely vacant, unless you are buying it as a business location or have a replacement tenant. Often, buildings that are sold vacant because the seller is the owner/occupant and is either moving the operation, or closing the business altogether.

One way to land a buyer in this situation is by doing a sale leaseback. Here is some insight on how a leaseback may be beneficial to the seller and the buyer.

If you are an owner-occupant and think you are going to sell your building in the next five years, plan ahead. Consider selling at least one year earlier than your move out date and offer prospective buyers a leaseback of the space that you occupy.

However, make sure you have flexibility, as an owner/user may want to move in sooner.

The longer leaseback term you agree to, the more security you offer the investor. Besides, if you plan to relocated your operation, it is beneficial to have a year to find the right property as well as have time to move. (Continued on PDF)

In a market with many leasing options for tenants, property owners need to differentiate their buildings from those of the competition. One area that many owners neglect is the efficiency - or, should I say, the inefficiency - of the building’s utility costs and property maintenance.

In any given market, tenants can expect to pay an average per-square-foot price, but they may find there is a wide range when it comes to common area maintenance charges (CAMs) and utility costs.

Because they are in a very desirable area in which tenants have few options and little leverage, some commercial property owners are able to get away with energy-inefficient buildings.

But most owners could increase occupancy rates and income by cutting costs for their tenants. (Continued on PDF)

With the continuation of increases in construction costs, the aggressive pricing of commercial land, and the flattened commercial lease rates, developers are finding it more difficult to justify new construction.

All commercial sectors have been affected by the rise in development costs but the retail sector has been less affected than the office and industrial sectors.

This is due in part to the higher achievable lease rates of retail vs. office and industrial. Rough estimates suggest that a Class A office building and a retail complex cost about the same to build ($150- 165 per square foot). However, Class A office lease rates range from $15-20 per square foot NNN.

In 2007, new retail developments included the 520,000-square-foot Shops at Biddeford anchored by Target and Lowe’s; the 454,000-square-foot Augusta Crossing anchored by Lowe’s and Best Buy; and the Gateway Shoppes at Scarborough that will be anchored by a 130,000-square-foot Cabela’s.

Typically, these types of centers acquire big box tenants to support the development and then fill in the remainder of the space with small-to mediumsized retailers. (Continued on PDF)

Developers, investors and brokers are always trying to anticipate hot markets and areas of potential growth.

As we prepare to ring in the New Year, let’s take a brief look at select areas in Greater Portland poised for significant growth in 2008 and beyond.

In Portland, Whole Foods grabbed people’s attention in the Bayside area, but it was really just the

beginning.

Looking ahead, another large development in Bayside is the 259,000-square-foot, 10-floor office building anchored by InterMed, under construction at 84 Marginal Way and scheduled for completion in 2008.

In South Portland, Mill Creek and the immediate surrounding area are showing signs of revitalization.

Several factors contributed to renewed interest after traffic was diverted to the Casco Bay Bridge: close proximity to downtown Portland, favorable demographics and increased traffic on Broadway and Route 77. (Continued on PDF)

Between 1946 and 1964, about 75 million people were born in the United States – the “baby boom.” In less than two months, millions of these baby boomers will begin to retire, about 16 percent of which own their own business.

Not surprisingly, many business owners are too busy performing the daily operations and don’t have an exit strategy.

For all you business owners out there, PLAN AHEAD! The largest asset you own may very well be your business.

Here are two things to keep in mind while planning your exit strategy. (In another column in the

near future, I’ll address several more.)

First, choose the right people to work with and pick the right time. Good business brokers are ones that aren’t afraid to tell you, “This isn’t the right time for you to sell.” Many businesses need to improve their growth or some other aspect for a few years prior to a sale as selling on an upward trend will gain the owner a greater profit.

Second, determine a realistic price and be willing to hold some paper. (Continued on PDF)