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Postentry Strategy While the postentry strategy begins the moment you close on the property, you should have established your specific objectives long before the closing You cannot wait until after you purchase the property to decide what you are going to do with it You absolutely must know that before ever spending a single dollar Your postentry agenda should include things such as property improvements, rental increases, and management changes, if applicable, and lease or sell preparations as required If you know, for example, that your strategy is to be a retailer and flip properties, the time to procure estimates for the needed improvements is during the inspection period, while the property is under contract, not after it closes As a prudent investor, you know almost exactly how much it will take to repair the property and make it ready for resale.

If you are contracting the work out, then your contractors should already be scheduled and should be ready to start the work the day after your closing Don t let a week go by before having the painter come out Have your painter ready to go as soon as you close! Since you want your investment operations to run as efficiently as possible, it is imperative that you plan as much of your postentry strategy in advance as possible Exit Strategy Your exit strategy is probably the most important of the three components You should specifically define your intentions before you even purchase a property Whether you are going to hold it short term or long term, you must determine in advance how you will eventually unwind your position in the property.

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An insurer cannot introduce any of these practices, although it can continue using accounting policies that involve any of them: Measuring insurance liabilities on a nondiscounted basis Measuring contractual rights to future investment management fees at an amount that exceeds their fair value Using nonuniform accounting policies for the insurance liabilities of a subsidiary 42 Insurers can use current market interest rates to value liabilities, thus bringing them more into line with movements in associated assets that are interest-sensitive This measure does not need to be applied consistently across all insurance liabilities However, insurers will need to designate the liabilities that will be measured using market rates 43 An insurer does not need to change its accounting policies on insurance contracts in order to eliminate excessive prudence However, an insurer that already measures its insurance contracts with sufficient prudence should not introduce additional prudence 4.

If you are a short-term investor and are going to flip the property, you want to be certain the market is conducive to your planned activities In other words, is there sufficient demand Are interest rates going up or down Or are they stable If you are going to hold the property for a number of years, these factors are not as.

In this situation, you can use a higher level template to determine which mode was used at any one time. For example, assuming that a single chapter is shown on a single page, and that a table of contents is shown for each chapter, the following template goes through the chapters sections twice: first to build the table of contents and then to show the chapter content.

4 An insurer need not change its accounting policies for insurance contracts to eliminate future investment margins However, entities cannot change to an accounting policy that adjusts their liabilities to reflect future investment margins unless, for example, this is part of a wider switch to a comprehensive investor-based accounting system 45 The IASB would require proof that this switch improves the relevance and reliability of the financial statements to such an extent that it outweighs the disadvantage caused by the inclusion of future investment margins 5 CONCESSIONS IN IFRS 4 51 There is a concession to insurers regarding the accounting on a business combination Insurers can recognize an intangible asset that is the difference between the fair value and book value of the insurance liabilities taken on board Such an asset is excluded from the scope of IAS 36, Impairment of Assets, and IAS 38, Intangible Assets 5.

For example, building a supersonic transport aircraft that has a production cost of $1000 is not possible. While this simple, exaggerated example illustrates the problem, in practice the development of hundreds, or even thousands, of requirements makes the test for feasibility quite dif cult. The sixth step is the development of requirements for the quali cation system needed to verify and validate the resulting system. This involves the development of input/output requirements for the quali cation system, as well as system-wide requirements. Trade-off requirements are also needed for the quali cation system. Finally, the quali cation system must also be quali ed. Finally, the stakeholders must approve the requirements documents. This approval process works best when the stakeholders are actively involved in and understand the previous steps. Before de ning and discussing requirements, noting that requirements must be developed for each phase of the system s life-cycle is important. The lifecycle phases used in this book are: 1. 2. 3. 4. 5. 6. 7. Development (design and integration) Manufacturing or production Deployment Training Operations, maintenance, and support Re nement Retirement

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