Hamilton Real Estate Confidential Role Info for Exec VP of Pearl Investments SELLER Exercise Deepak Malhotra 2005 Case Study Solution

Hamilton Real Estate Confidential Role Info for Exec VP of Pearl Investments SELLER Exercise Deepak Malhotra 2005

Problem Statement of the Case Study

“We have two options: either pay for the land and then use our construction skills to build the house or buy the land and construct it ourselves. The former option requires significant capital outlay and puts a considerable burden on our cash flow. The latter option can save you significant expenses while keeping your cash flow intact. If you opt for the latter, we can do a feasibility study of the property to determine the viability of building it ourselves. We’ll need to check the land’s suitability, construction costs, the availability of funding, the cost

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I wrote “Deepak Malhotra 2005.” I was asked to tell about the role of an executive vice president for Pearl Investments who was selling a large property at the time. Deepak is a person whose professional career has been in real estate for around two decades. The project was a residential property for sale with approximately 5500 sq.ft. Of living space and was being sold by the developer, Pearl Investments. Pearl is a reputed name in real estate development in Mumb

Marketing Plan

The role of Exec VP of Pearl Investments has always been highly coveted, and this year’s event proved no different. The event itself, “Selling Your Home,” has a reputation for being the most exclusive, sophisticated home selling event in the United States, and this year’s was no exception. The selling agent who won this year’s “Selling Your Home” competition—that’s the big secret! The 10 finalists were each allowed to pick their “pitch” team: 5 partners,

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Recommendations for the Case Study

In the summer of 2005, Deepak Malhotra was a senior partner in a boutique real estate firm in Los Angeles that specialized in office properties in downtown cores and industrial submarkets. He had overseen a portfolio of properties that exceeded $1.75 billion in gross leasable area (GLA), but he had recently made a change in management to refocus the business on a portfolio of prime Class A downtown Los Angeles projects that exceeded $2 billion in GLA. This portfolio had grown from a