There are no easy answers... but there are simple answers.

Assessing an investment against the set return requirements.

The foundation costs are determined in detail and for each component. These are compared with the revenues and the operating costs in multi-year overviews. This provides insight into the operational cash flow of a project. Finally, the cash flow is combined with the capital costs so that the return on equity can be determined. Thanks to these analyses, you can base your investment decisions on reliable data and clear forecasts.
 

A feasibility analysis compares the costs and benefits of a project. On the basis of this analysis, you can determine to what extent an investment is feasible.

The development of real estate requires a period of several years. During this period, different scenarios may occur that affect the yields.

Over a period of several years, inflation, cost indexes, labour costs, etc. may develop very differently. With scenario calculations, we can compile the desired scenarios (like "best case" and "worst case" scenarios) and calculate the project for each scenario. This way, you can quantify the effects of different developments on your project.
 

The assessment of an investment starts with a complete and reliable insight into the foundation costs.

With a foundation cost estimate, a complete overview is guaranteed. There are no 'forgotten' items and we indicate the height of the costs per item. This means there are no surprises and you have a clear starting points for the further elaboration of your project.
 

In a cost price analysis, we analyse one or more cost items and compare them with the most recent key figures and reference projects. It is not uncommon for a project to get bogged down in a dispute over a cost item. This can be a contractor's budget, but also a discussion about fees, charges or sales costs. With a cost price analysis, you can substantiate your position in a discussion or dispute. This substantiation can even be used in legal disputes.

In a revenue analysis, we map out all the revenues and, if necessary, plot their development over time. More often than not, discussions arise about the various cost items than about the yield (potential) of a project. A revenue analysis gives you insight into the expected yields.

We draw up budgets before costs are incurred. Over-budgeting provides security, but often makes projects unfeasible. Too tight budgets create tension during the process and the risk of delays or costly adjustments. A budget must be realistic and reliable. However, determining a budget for a long-term project with large expenses is not easy. D&M's calculation methods are based on a very large number of key figures and reference values. Moreover, these data are always up to date. On the basis of these models and our practical experience, we can issue realistic budgets and corresponding specifications from the very beginning.

The land value of a project is often one of the largest cost items. Market value, actual costs, book value, historical cost price and various other starting points determine the land value. Together, we look at what is a relevant starting point for your project and, based on the cost-benefit analysis of a project, we calculate the land value. In order to explain differences we can also do this on the basis of several starting points.

Making a profit on a project is the premium for taking risks and providing risk capital.

We believe that profit is part of the cost price and that profit is based on the risks that may occur. To determine this, it is essential to understand the risks, the likelihood of their occurrence, the effect they may have on the project and the degree of confluence of the various risks. D&M's approach makes it possible to map all risks, determine their impact and link them to the planning. In this way, you get a realistic insight into the possible risks at an early stage. If necessary, this insight can be translated into financial buffers. Often our analyses lead to an adjustment of the contractual agreements whereby the risks are shifted to the party that can best bear them. This possibility is often overlooked, but has already led to the feasibility of a project on a number of occasions.