Retail Real Estate Advisory
RETAIL REAL ESTATE.DIFFERENT PERSPECTIVE.
We resolve complex situations between property, lease and operator.
Retail Real Estate Advisory for owners, asset managers and companies.
- Analysis
- Strategy
- Negotiation
- Implementation
01 The core idea
Retail doesn’t work on paper.
A lease can be legally sound and still no longer work economically.
A location can look good and still have the wrong footfall.
A unit can appear lettable and still not support a viable concept.
That is why NEWAVE Real Estate Consulting does not look at retail property solely from the perspective of the owner, the tenant or the agent.
We look at the whole system:
- Location.
- Space.
- Operator.
- Lease.
- Economics.
- Perspective.
Our goal is not the quick deal.
Our goal is a solution that works.
02 Positioning
Retail Real Estate Advisory
NEWAVE supports owners, asset managers and operators on complex questions around retail property, shopping centres and inner-city commercial buildings.
Our particular focus is where standard solutions no longer suffice:
- 01difficult lease negotiations
- 02economically strained tenancies
- 03restructurings
- 04re-lettings
- 05location and concept questions
- 06service charge and rental cost analyses
- 07refurbishment and revitalisation situations
- 08aligning the interests of owner and operator
In doing so, we combine many years of leasing experience on the owner side with a deep understanding of the economic requirements of operators.
03 The brand message
We understand both sides.
Many advisors know either the owner side or the tenant side.
We know both.
We understand how an asset manager runs the numbers.
We know the demands that investment and financing place on a property.
And we know how landlords think about rent concessions, lease terms, incentives, fit-out contributions, lease amendments or special termination rights.
But we also know when a rent no longer works economically for an operator.
This knowledge creates a decisive advantage:
We develop solutions that are negotiable for both sides.
TWO PERSPECTIVES.ONE SOLUTION.
04 The challenge
Retail is changing.
- City centres are changing
- Shopping centres are changing
- Footfall is shifting
- Costs are rising
- Concepts disappear and new uses emerge
Leases with ten- or fifteen-year terms meet markets that can change fundamentally within a few years.
This creates situations for which the original lease often offers no simple solution.
That is exactly where our work begins.
05 Our approach
Understand first. Then negotiate.
A successful negotiation does not begin with a demand.
It begins with an analysis.
Among other things, we look at:
The location
How is the surrounding area developing? How are footfall, competition and the mix of uses changing?
The space
Is the space suitable for the existing or future concept?
The lease
Which economic and contractual levers exist?
The operating costs
Which costs actually arise and how are they developing?
The operator
What sales and cost structures are required for a sustainable operation?
The owner’s perspective
What alternative does the landlord actually have?
Only from these factors does a robust negotiation strategy emerge.
06 Services
Six service areas. One perspective.
From lease negotiation to distressed situations: we work where standard solutions no longer suffice.
07 What sets us apart
No theoretical retail consulting.
We come from operational leasing.
We know lease negotiations not from presentations, but from practice.
We know the discussions about:
- Rent levels.
- Fit-out contributions.
- Lease terms.
- Service charges.
- Footfall.
- Sales.
- Refurbishments.
- Rent arrears.
- Vacancy.
- Sales density.
And we know:
In the end, it is not the most elegant spreadsheet that decides.
In the end, two parties have to agree to a solution.
RETAIL ISABOUT ECONOMICS.
08 Experience
More than two decades of retail real estate.
Many years of experience in leasing shopping centres and retail property form the foundation of our advisory work.
This experience allows us to assess situations very quickly from different perspectives.
- Owner
- What economic consequences does a decision have for the asset?
- Tenant
- What burden can an operator sustainably bear?
- Leasing
- Which alternative is actually realistic in the market?
- Negotiation
- Where is the common ground from which a solution can emerge?
09 The NEWAVE process
From analysis to implementation.
ANALYSIS
We gather the relevant information.
- Lease.
- Service charges.
- Sales.
- Location.
- Space.
- Competition.
- Market development.
SCENARIOS
We develop different courses of action.
- Best Case.
- Real Case.
- Negotiated solution.
- Alternative letting.
- Exit.
ECONOMICS
We calculate the economic impact.
- Not just in the first year.
- But over the relevant lease term.
STRATEGY
We define:
- Objective.
- Line of argument.
- Demand.
- Negotiation corridor.
- Fallback.
NEGOTIATION
We lead or support the negotiation.
- Fact-based.
- Economic.
- Solution-oriented.
IMPLEMENTATION
We support implementation through to the agreed solution.
10 Case Stories
From the field.
Three situations in which a normal lease discussion was no longer enough.
11 Who we work for
Both sides of the table.
RETAILERS & OPERATORS
- Retail
- Food & beverage
- Grocery
- Beauty
- Fitness
- Leisure
- Services
- Health
OWNERS & INVESTORS
- Property owners
- Investment companies
- Family Offices
- Funds
- Developers
ASSET & CENTER MANAGEMENT
- Asset managers
- Property managers
- Centre managers
- Leasing managers
ADVISORS
- Tax advisors
- Auditors
- Lawyers
- Restructuring advisors
We complement their expertise with the real estate and operational retail perspective.
12 Network instead of overhead
Senior Expertise. Lean Structure.
NEWAVE deliberately operates with a lean structure.
Depending on the assignment, we selectively complement our know-how with specialists from our network.
For example:
- Architecture
- Construction law
- Tenancy law
- Tax
- Engineering
- Market research
- Design
This way, the client receives exactly the expertise the project requires.
13 Our stance
We don’t look for arguments.We look for solutions.
A successful negotiation does not require maximum escalation.
It requires a realistic alternative.
That is why we ask three questions:
- What happens if nothing changes?
- What alternative do both parties have?
- Which solution is economically better than that alternative?
Once these questions are answered, a robust negotiating position emerges.
LET’S TALK RETAIL.
- Do you have a lease that no longer works economically?
- Are you planning to reposition a retail property?
- Are you in the middle of a difficult negotiation?
- Or would you like to know which economic options actually exist?
Let’s talk about it.