SENTRE PARTNERS MARKETING STRATEGY By: Craig, Jason, Brad, Yleana, and Jonathan “We are committed to building enduring relationships and giving back to the communities, in which we live and work."

Executive Summary  We are currently in a very competitive market  We will have a greater opportunity by breaking into new market; new states and neighboring countries  Targeting individual or companies seeking: office, retail, multi-family, and industrial spaces  SENTRE Partners is a market-driven company

Introduction  Founded in 1989  Headquartered in Downtown San Diego  Commercial real- estate portfolio value of $500 million dollar

Strengths  Dedicated Team  Dedication to being a sustainable company  25 years of experience  10 Million Square feet of property worth over 3 Billion Dollars  Own office, retail, multi- family complexes, and industrial spaces  Current Clients  Bank of America, Wells Fargo Bank, Rockefeller & Associates

Weaknesses  Provide an extensive amount of services  Expanding globally brings different values, cultures, communities, and more  Economy can lead to uncertainty

Opportunities  Expanding into new states and countries (specifically Mexico)  Attract many jobs  Find new homeowners for the revival of older communities  Continue to recognize the untapped potential in local and global real estate markets

Threats  Bad Market  Bigger Firms  Banks Not Lending  One Bad Deal

Four P’s: Product & Place  Product:  Wide variety of investment services Property management Landlord/tenant leasing representation Bandwidth services Construction management  Place:  San Diego and parts of Mexico  Possible worldwide expansion

Four P’s: Price & Promotion  Price  Vast array of prices based on client needs  No “fixed” prices  Promotion  Most important: Relationship building  Current and past projects that lead to expansion of partnerships

Estimate Demand Demand Curve  Consumer Taste: What property style is ‘in’?  Price of Similar Properties  What are competitors offering in same area for similar type of property?  Consumer Income  What is the price your client is willing to pay?

Estimated Revenue Revenue Curve  Apartment and Single Unit Properties  Sentre must decide on proper unit price to maximize revenue  Commercial Properties  Sentre needs to select unique prices that will bring in enough revenue to offset the developing costs

Target Market  Individuals or companies seeking  Office space  Retail space  Multi-complex  Industrial Space  Investors looking to invest in Real Estate

Segmentation Strategies Market Segments Products:Types ofProperty OfficeRetailMulti-HomeIndustrial Young 1231 Middle-Aged 2332 Old 1111 Companies = High Interest 2= Medium Interest1= Low Interest

Perpetual Map High Quality Low Quality Expensive Inexpensive Sentre Partners RA Investments Pacifica Companies Acre Investments

Channel Strategy Construction (SPIRE Construction) Sentre Partners/Investors Escrow Companies Costumers

Customer Needs & Wants  Based on customer service factors:  Convenience  Dependability  Communication  Time

Constraints  Convenience: Meeting the needs of the customers while remaining true to Sentre’s vision  Time Conflicting time constraints with other channels  Escrow supposed to take 30 Days, however usually takes a couple weeks longer

Suggestions  Keep developing into new markets  Continue to build great relationships  Take advantage of good market  Develop more of a social media presence

Conclusion  Sentre’s success sets a great example for students like us all who may be interested in the real estate field  Marketing is a tool we will all use in whatever careers we pick to do  Sentre Partners proves this!  We want to thank DeVonn for giving us information on this great company and for taking time out of his day to listen to us present!