Management of Real Estate, Hotel & Resorts

1. MKS DEVELOPERS GROUP
HOLDING
Committed to the respectful, thoughtful
development of living areas and towards
development that provides privacy, space,
amenities, and preserves the natural beauty of
land

2. Problem Identification
• Developers and contractors fail to be
accountability for full scale implementation of
project.
• Pre and post project assessment are rarely
carried out by the same contractor involved in
the construction project.

3. Resolution: Our project Idea
• All phases of development are handled in–house reducing
overhead costs.
• Long term, positive relationships with select sub–contractors
that insure quality work that meets deadlines
• The multiplying effect: process analogies, modular building,
repetitive building units and the like, therefore permanent
efficiency increase.

4. Our Solution:
The multiplying effect: process analogies, modular building, repetitive building units and
the like, therefore permanent efficiency increase.
Defined market advantages and unique selling pointsAdvantages from geopolitical
market changes.
The networking (network of professional competencies) of all experts, professional and
committed specializations required in the holistic implementation of the investment
project get acquainted with people sharing best products and lowest bids beforehand
Features: adding value to our idea.

5. The market: Idea validation.
Target market : Conclusion:
 The primary target group is
defined by immediate real
estate purchasers (as well as
tenants, lessees).
 All estate and other agents,
concept and strategic partners
for marketing/sales-promoting
target groups (e.g.
administration, media
,associations ,etc.)are
specified to be the secondary
target group.
• The M.K.S. Developer Group
wants to be known as a
company that has the
interest of the rich, the
middle class and the poor
within the country.

6. Potential and spectrum of the target
groups:
• Owner-used residential units.
• Owner-used commercial units.
• Owner-used established practitioners, such as doctors (surgeries, out-patient
clinics), lawyers, tax advisors, auditors, business advisors, etc.
• Capital investors (minor investment range), into private or commercial property.
• Real-estate business, real-estate agents, offices, agencies.
• Investment, trust, fund corporations, groups, clubs / capital
investment market.
• Real-estate and property administration corporations.

7. Traction:
Demand for commercial space
in the country is expected to
increase from 16.8 million sq.
meter in Q1 2016 to 17.2
million sq. meter in Q4 2016.
Russia’s real estate investment
volume reached $982 Million in Q1
2016, nearly doubling the volume
in the same period in 2015 ($499
Million), according to JLL.
The housing construction in
Russia is expected to increase
from 94 million sq. meter in
2015 to 112.8 million sq. meter
in 2020.
73.2% of the
Russian
population resides
in URBAN AREA
In 2015 the
real estate
industry
received
investment
s of USD 2
billion.
FDI is
expected
to double
in 2016

8. Business Model.


9. Channels of Marketing

10. Revenue model

11. Competitive Analysis
•Bargaining Power of Customers: High
•Bargaining Power of Suppliers: Moderate
•Threat of New Entrants: Low
•Threat of Substitutes: Low
•Industry Rivalry: Moderate

12. SWOT Analysis

13. Our team
Mr. Hellmuth Krieger, CEO
Dr. Steffen Meissner, Administrative Head
Mr. Uwe Schlichter, Operation and Management Head

14. Financial Projection

15. What are we looking for:
Call for action : $850,000 as investment in return of >>>> %
Set Up Cost Structure estimation. 750,000$
Inventory : $100,000
Assets : $ 100,000
Total estimated cost : $850,000