MantaEvidence
Land price, ownership, encumbrances, surveys, product mix, cost allowance and assumed sales revenue.
Newbuilds.com by Manta ↗
02 / VALUE CHAIN · Land acquisition
Buy with a stronger economic basis.
Connect land price, density, costs, sales and capital requirements before a bid.
THE WORKFLOW IN DETAIL
What the work should produce.
Work that can be automated
Assemble due diligence, identify gaps and calculate alternative terms, product mixes and development phases. Prepare negotiation and investment evidence.
Decision and ownership
The authorised owner decides bids, terms and binding purchase agreements. Unresolved issues need review before approval.
Economic objective
See what the project can afford to pay for land and how much capital it needs.
SEE THE BRAIN AT WORK
One project.
See the brain at work.
Follow seven moments in one example development. See the evidence, work Manta prepares and the deliverable that carries forward.
Project A120 homes in the project conceptILLUSTRATIVE PROJECT · NO LIVE DATA
WHAT HAPPENS
Acquisition review · 120 homes in the conceptInfrastructure is missing from the acquisition estimate.
THE EVIDENCEPROJECT A
Cost estimate v3 · 08:42Example
Infrastructure note · 09:14Example
Market analysis · 08:30Example
WORK MANTA PREPARES
- Identify NOK 8.4m outside the estimate
- Update costs, projected profit and the investment note
- Create a clarification for the CFO before bidding
Deliverable prepared in the example.
Newbuilds.comPROJECT A / EXAMPLE
UPDATED BEFORE BIDDING
Investment note · version 4
- Development
- 120 homes · example in NOK
- Cost before → after
- 620.0m → 628.4m
- Projected profit before → after
- 100.0m → 91.6m
- Before bidding
- CFO to confirm cost and payment schedule
Simplified example: NOK 720.0m revenue minus NOK 628.4m costs gives NOK 91.6m projected profit. This is not a valuation or an evidenced saving.
Open sources and change log +
Fictional documents in an illustrative development. Timestamps show the sequence in the example.
- Cost estimate v3 · 08:42Linked to project A · source 1
- Infrastructure note · 09:14Linked to project A · source 2
- Market analysis · 08:30Linked to project A · source 3
09:16 The document is updated and assigned to its owner. The decision awaits review.
DECISION AND OWNERSHIP
The CEO, CFO and authorised owner decide bids, terms and the acquisition agreement.
Demonstration. No bid, publication or external action is executed.
WHY IT MATTERS
Assess the land price and capital requirement before committing.
WHAT CARRIES FORWARD
Investment assumptions feed into planning and the project estimate.
The example shows a possible workflow. Tasks, access and rules are configured and tested for the engagement. Project stages assume the necessary decisions along the way.
INVESTMENT REVIEW IN DETAIL
When you want to compare development phases.
Open the arithmetic example: combined or phased development
01FOR THE CEO, CFO AND PROJECT LEADERSHIP
The same site.
Two ways to develop it.
See why project economics need to connect. Compare two illustrative alternatives before an investment decision.
Project economicsILLUSTRATION · FICTIONAL FIGURES
Project contribution120NOK m20% of sales revenue
Peak capital requirement180NOK mAssumed in the scenario
To final handover24monthsAssumed in the scenario
THE LEADERSHIP TRADE-OFFHigher project contribution.
Higher project contribution.
More capital at the same time.
One combined phase produces NOK 6m more calculated contribution than two phases. It assumes NOK 40m more capital at the most demanding point.
DECISION OWNERCEO / CFO and investment owner
View assumptions and arithmetic
Both alternatives: 120 homes and NOK 600m in assumed sales revenue. Cost allowance A: NOK 480m. Cost allowance B: NOK 486m. Project contribution = revenue minus cost allowance. Margin = contribution divided by revenue.
The cost allowance is intended to cover land, development, construction, sales, handover and an aftermarket provision. Figures are fictional. Financing, tax and the Manta fee are not calculated here. Capital requirements and delivery time are assumptions, not outputs of a cash-flow model.
This is simplified arithmetic. It shows no evidenced Manta impact or actual investment recommendation.
FORWARD IN THE VALUE CHAIN
Investment assumptions feed into planning and the project estimate.
12YOUR PORTFOLIO
Which work do you
want to move forward?
Bring a land review, sales challenge or cost workflow. We review what Manta can prepare, execute and follow up in your setup.
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