Tips on Buying a Rent Roll

We are seeing a growing number of business owners who for a variety are choosing to sell their rent roll. With targeted marketing of a rent roll we are experiencing good competition from buyers wishing to purchase and integrate a new rent roll into their existing one. This generates income into the business immediately.

A Buyer usually can leverage their existing infrastructure without adding huge expenses to their business. The income generated from buying a rent roll of 150 properties far exceeds the extra associated costs. These could be;

• Small upgrade to the computer system or trust accounting package
• Additional fixed office costs including desks, electricity, office space, rent etc.
• No additional staff or perhaps employing an administration person to assist the Property Manager.
• Additional sales income generated from the “new rent roll”.
• No additional procedural systems.

However, not all rent rolls may be a great investment. Care must be taken that the purchase will not cause deterioration of the existing rent roll due to poor management of the rent roll purchased.

Taking on rent roll of any size is going to require more work, however if you need to spend 80% of the staff’s time on 20% of the rent roll to “bed it down” then it is a recipe for disaster.

A structured due diligence process can reduce the potential for loss of property and allow for the program of changes and improvements to be implemented by the team at settlement.

 In short you can use the settlement period to be proactive about reviewing the files regarding the following items to ensure they are in order;

• Current lease status
• Rent increases
• Bond lodgements register
• Keys
• General or routine inspections
• Outstanding maintenance
• Property & client familiarisation
• Arrears or part payments
• Financial reporting to owners

Taking a proactive approach through thorough research and due diligence can protect the income stream of the rent roll you purchased. Needless to say it also builds goodwill with your new clients.

Due Diligence

Buyers of businesses are naturally concerned that they have made a “good” buy and that any representations made to them have been true and correct.

To provide this assurance there will often be a condition in the agreement for sale and purchase for the buyers (or their professional advisors) to check the business further. For the smaller business this may be as basic as approving the lease and the financial statements.

For the larger business the process may be far more complex and take longer to complete. The focus will be on three main areas: legal, financial and operational. Experts may be required to evaluate the different areas.

Business owners planning to place their company on the market need to anticipate the probability of some form of due diligence requirement. To ensure a win – win deal they need to be aware of what the buyer will want to see, have the information ready for inspection and be certain that no unexpected surprises will emerge. And the seller needs to see the process from the buyer’s perspective.

Missing documents, lack of co-operation or a lack of understanding of the process can lead to uncertainty, delays, suspicion and, often, cancellation of the contract,

The experienced business broker should educate both the buyer and seller on the due diligence process so that both have reasonable knowledge and realistic expectations. However, it is not the broker’s job to conduct due diligence for the buyer. The broker can facilitate the flow of information, anticipate obstacles and check that those responsible for various tasks are carrying them out in a timely fashion.

Below is a list of information that may be required under due diligence for a mid size business. This is not meant to be complete or appropriate for any specific business.

• business structure – company, partnership, sole trader
• historic summary
• financial statements and GST returns
• lease details
• assets schedule and identity of any plant, , leased, hired, or not passing in the sale
• organisation structure, employment contracts and staff schedule
• pricing, structures, discounts, terms of trade
• marketing and advertising strategies and commitments
• any trademarks or patents
• contractual arrangements e.g. franchises licenses, supply contracts etc
• computer software and other IT information
• any legal issues