The Financial Times published an article (paywall) over the weekend about the Nobu Hospitality Group.

It stated that they have some 50 restaurants, 40 hotels, and 20 residential projects (i.e. branded residences) either open or in development around the world. One of the first of these branded residences was here in Toronto. And as of July 2024, which was a major liquidity event for the company, it was valued at US$1.3 billion.

According to group CEO Trevor Horwell, their approach always starts with a restaurant: "It's an upside-down business model where the restaurant is the social engine. If we believe a Nobu restaurant can become a genuine social hub for locals, then the hotel and residences can follow."

I like this business model because as we talked about a year ago on the blog, "everything is branded." Knight Frank out of the UK estimates that the number of branded residences around the world is going to go from 611 this year to around 1,020 by 2030. So it seems destined to become a bigger part of our business.

But the other reason I'm drawn to it is because it's a good business to be in. If you own a brand that has value, you can do licensing deals all around the world — which is what Nobu is doing — and not take on the same equity risk that developers typically take on. It's capital-light.

However, the trade-off risk is that you're dependent on the continued attractiveness of your brand. If Robert De Niro ceases to remain involved and/or Nobu just loses some of its cachet over time, then the business won't do as well. But that's true of any hospitality-type business, or any brand for that matter.

Cover photo by Tamas Pap on Unsplash

Every project in Miami is now a branded residence. This is not exactly true. But it's mostly true. What I heard over the last two days at Elevate is that Miami is the second most active city in the world when it comes to branded residences (after Dubai).

So much so that when a developer sits down with a prospective sales team, one of the first questions they will ask is, "cool, so what's the brand?" Is it Elle? Dolce & Gabbana? Or Pagani? You need a brand. And on average, the end pricing premium is somewhere between 20-30%, in exchange for paying a 3-5% licensing fee (on total revenue).

This makes sense. Brands have value. And I agree with Daniel Langer -- who presented at the conference -- that there is "added luxury value" when it comes to brands that are truly premium and luxury. It's the only way to explain why certain goods & services command a premium. Consumers don't generally pay more for something for the hell of it. They pay more because they believe that they are getting more value.

One interesting example that Daniel gave is a research study involving two groups of people looking at basically the same photo of a woman getting of a car. The only difference is that in the first photo, she is getting out of a Volkswagen, and in the second photo, she is getting out of some fancy car. I can't remember which one, but just know that it's fancy and expensive.

Now, the two groups had no idea this was a study related to "luxury" and they had no idea there was another group and photo, but when comparing the results, the differences were measurable. The fancy car improved perception of the woman in virtually every dimension: she was thought to be more competent, intelligent, attractive, and the list goes on. This is interesting. It demonstrates that brands matter.

So again, it's no surprise that developers are "borrowing" hotel, fashion, car, and many other brands to strengthen the perceived value of their projects. It makes economic sense. But at the same time, I think there are different ways to go about this and I worry about the long-term value and resiliency of some of these branded projects.

For example, in some cases, the brand just seems like a superficial add-on to an otherwise banal project. And in these situations, it may work out for the developer in the short term, but at some point, people will come to the realization that there isn't actually anything differentiated.

To do it well, you want the brand to permeate the project and you need it to survive after completion. This is why hotel brands are a natural fit and what started this category -- they have property brand standards and they are typically there after construction is complete and the building is operational.

There's also the peculiarity that in, adopting a branded residence approach, the developer is by default relegating their own brand to a backseat position. And so there are developers, including one panelist at this conference, who flat out reject this approach -- they want to manage, control, and grow their own brand, not somebody else's.

This is a reasonable approach, but it's a longer game. Brand equity isn't built overnight; it takes time and consistency. Not every developer has the benefit of being in this position, or maybe they don't care to be. They want to remain entrepreneurial and nimble and just tool up on a project-specific basis.

So I guess the answer to the question of whether to brand or not is that it depends on your approach and on how you execute. But regardless, know that this is a massive business and that Miami is one of the branded residence capitals of the world. In the most desirable submarkets, it certainly feels a lot like table stakes.

Elevate Miami, which I wrote about last month, just announced a number of new speakers and, more specifically, a number of new high-rise development projects that will be discussed at the conference. They are (not an exhaustive list):

• Dolce & Gabbana Residences, Miami

• Mercedes-Benz Places, Miami

• Aman and One High Line Residences, New York

• Indian Creek Residences & Yacht Club, Miami Beach

• Edition Residences, Miami

• AGE360, Curitiba, Brazil

What should be clear from this list is that Miami is like a different planet. It is one of the places where the richest people in the world go to spend their money, much of it on real estate. Because of this, you can think of this real estate as a luxury good, which is why so many of them are now branded.

In economic terms, a luxury good is typically defined as a good where demand increases -- more than what is proportional -- as incomes rise. For example, if a person's income goes up by 1%, but their demand for a particular thing goes up by 5%, then this thing would be considered a "luxury good," as opposed to a "normal good."

The technical definition is an income elasticity of demand that is greater than 1. More simply, this just means that as someone starts making more money, they will start spending a greater percentage of their income on luxury goods. This is in contrast to "necessity goods," where it doesn't matter how much money you make, you only need so much toilet paper, for example.

What all of this suggests is that as people from all over the world get rich, they are likely to want more branded residences in a place like Miami. However, the flip side of this dynamic is that as incomes fall, the demand for luxury goods should, in theory, also fall more than what is proportional. It works both ways.

So I'll be curious to hear -- from the developers at Elevate -- how things are going right now. We're at a time in the real estate cycle where everyone is rethinking their strategies. Or maybe, Miami truly is a different planet.

The Financial Times published an article (paywall) over the weekend about the Nobu Hospitality Group.

It stated that they have some 50 restaurants, 40 hotels, and 20 residential projects (i.e. branded residences) either open or in development around the world. One of the first of these branded residences was here in Toronto. And as of July 2024, which was a major liquidity event for the company, it was valued at US$1.3 billion.

According to group CEO Trevor Horwell, their approach always starts with a restaurant: "It's an upside-down business model where the restaurant is the social engine. If we believe a Nobu restaurant can become a genuine social hub for locals, then the hotel and residences can follow."

I like this business model because as we talked about a year ago on the blog, "everything is branded." Knight Frank out of the UK estimates that the number of branded residences around the world is going to go from 611 this year to around 1,020 by 2030. So it seems destined to become a bigger part of our business.

But the other reason I'm drawn to it is because it's a good business to be in. If you own a brand that has value, you can do licensing deals all around the world — which is what Nobu is doing — and not take on the same equity risk that developers typically take on. It's capital-light.

However, the trade-off risk is that you're dependent on the continued attractiveness of your brand. If Robert De Niro ceases to remain involved and/or Nobu just loses some of its cachet over time, then the business won't do as well. But that's true of any hospitality-type business, or any brand for that matter.

Cover photo by Tamas Pap on Unsplash

Every project in Miami is now a branded residence. This is not exactly true. But it's mostly true. What I heard over the last two days at Elevate is that Miami is the second most active city in the world when it comes to branded residences (after Dubai).

So much so that when a developer sits down with a prospective sales team, one of the first questions they will ask is, "cool, so what's the brand?" Is it Elle? Dolce & Gabbana? Or Pagani? You need a brand. And on average, the end pricing premium is somewhere between 20-30%, in exchange for paying a 3-5% licensing fee (on total revenue).

This makes sense. Brands have value. And I agree with Daniel Langer -- who presented at the conference -- that there is "added luxury value" when it comes to brands that are truly premium and luxury. It's the only way to explain why certain goods & services command a premium. Consumers don't generally pay more for something for the hell of it. They pay more because they believe that they are getting more value.

One interesting example that Daniel gave is a research study involving two groups of people looking at basically the same photo of a woman getting of a car. The only difference is that in the first photo, she is getting out of a Volkswagen, and in the second photo, she is getting out of some fancy car. I can't remember which one, but just know that it's fancy and expensive.

Now, the two groups had no idea this was a study related to "luxury" and they had no idea there was another group and photo, but when comparing the results, the differences were measurable. The fancy car improved perception of the woman in virtually every dimension: she was thought to be more competent, intelligent, attractive, and the list goes on. This is interesting. It demonstrates that brands matter.

So again, it's no surprise that developers are "borrowing" hotel, fashion, car, and many other brands to strengthen the perceived value of their projects. It makes economic sense. But at the same time, I think there are different ways to go about this and I worry about the long-term value and resiliency of some of these branded projects.

For example, in some cases, the brand just seems like a superficial add-on to an otherwise banal project. And in these situations, it may work out for the developer in the short term, but at some point, people will come to the realization that there isn't actually anything differentiated.

To do it well, you want the brand to permeate the project and you need it to survive after completion. This is why hotel brands are a natural fit and what started this category -- they have property brand standards and they are typically there after construction is complete and the building is operational.

There's also the peculiarity that in, adopting a branded residence approach, the developer is by default relegating their own brand to a backseat position. And so there are developers, including one panelist at this conference, who flat out reject this approach -- they want to manage, control, and grow their own brand, not somebody else's.

This is a reasonable approach, but it's a longer game. Brand equity isn't built overnight; it takes time and consistency. Not every developer has the benefit of being in this position, or maybe they don't care to be. They want to remain entrepreneurial and nimble and just tool up on a project-specific basis.

So I guess the answer to the question of whether to brand or not is that it depends on your approach and on how you execute. But regardless, know that this is a massive business and that Miami is one of the branded residence capitals of the world. In the most desirable submarkets, it certainly feels a lot like table stakes.

Elevate Miami, which I wrote about last month, just announced a number of new speakers and, more specifically, a number of new high-rise development projects that will be discussed at the conference. They are (not an exhaustive list):

• Dolce & Gabbana Residences, Miami

• Mercedes-Benz Places, Miami

• Aman and One High Line Residences, New York

• Indian Creek Residences & Yacht Club, Miami Beach

• Edition Residences, Miami

• AGE360, Curitiba, Brazil

What should be clear from this list is that Miami is like a different planet. It is one of the places where the richest people in the world go to spend their money, much of it on real estate. Because of this, you can think of this real estate as a luxury good, which is why so many of them are now branded.

In economic terms, a luxury good is typically defined as a good where demand increases -- more than what is proportional -- as incomes rise. For example, if a person's income goes up by 1%, but their demand for a particular thing goes up by 5%, then this thing would be considered a "luxury good," as opposed to a "normal good."

The technical definition is an income elasticity of demand that is greater than 1. More simply, this just means that as someone starts making more money, they will start spending a greater percentage of their income on luxury goods. This is in contrast to "necessity goods," where it doesn't matter how much money you make, you only need so much toilet paper, for example.

What all of this suggests is that as people from all over the world get rich, they are likely to want more branded residences in a place like Miami. However, the flip side of this dynamic is that as incomes fall, the demand for luxury goods should, in theory, also fall more than what is proportional. It works both ways.

So I'll be curious to hear -- from the developers at Elevate -- how things are going right now. We're at a time in the real estate cycle where everyone is rethinking their strategies. Or maybe, Miami truly is a different planet.