Home PERE 100

PERE 100

The ranking’s net investing almost halved in the last 12 months. Restrictions imposed by covid-19 will only further reduce its ability to place capital, writes Simon Mallinson, executive managing director of Real Capital Analytics.
New York, London and Hong Kong have been thriving hubs and corporate headquarters for the real estate industry for decades. But they might not have the same appeal in the future.
Outraising its closest competition by $36bn in this year’s PERE 100, the sector’s heavyweight champion continues its dominance of the private real estate sector.
Consistency in strategy and performance has led to strong investor support for the Chicago-based manager born after the global financial crisis.
What does it take to be a PERE 100 firm? Be big, global and diversified.
The constituents of the PERE 100 have enjoyed exponential growth in their fundraising, even as placing capital became harder. The pandemic should relieve that pressure.
Large-cap privatizations stateside contributed to the ranking being a net buying force last year, explains Real Capital Analytics managing director Simon Mallinson
Stellar post-crisis performances have seen mega-fund managers dominate PERE’s signature ranking. But are they at their biggest at the worst time?
Global logistics specialist GLP is the only Asian firm to break into the top five in the PERE 100.
The former PERE 30 and PERE 50 ranking of managers by five-year capital hauls is now 100-strong. Who made the cut? Find out here.
pere
pere

Copyright PEI Media

Not for publication, email or dissemination