Commercials · 09
Required inputs
The public record has been taken as far as it goes. Nine figures in the value model are not disclosed anywhere, and each one is already an editable control on the value model pane, pre-set to a derived estimate.
Nothing here needs to be compiled in advance: the estimate is visible, and a client figure typed over it re-runs every number on the page. The distinction that matters is which of the nine can be answered from memory and which need a report.
Answerable in a sentence, worth asking for directly
| Input | Why it moves the model | Estimate in use |
|---|---|---|
| Lease-up time to stabilisedmonths from rent commencement, and the occupancy treated as stabilised | The largest single line in the model. Every month of lease-up gained on a ramping centre is worth roughly the full monthly revenue of that centre. Also sets what target occupancy the platform is measured against. | One month gained on 12 centres |
| Cohort splitramping, stabilising, mature, against 176 | Determines which modules run where, and stops fill uplift being claimed on centres already full. | 35, 51 and 90 |
| Blended occupancyacross all 176, not mature only | The disclosed 92.64 percent is mature facilities. The blended figure is the denominator for revenue per sq ft and sizes the fill opportunity. | 82 percent, derived |
Needs a report or a pull, better asked once leasing is in the room
| Input | Why it moves the model | Estimate in use |
|---|---|---|
| Enquiries per month and channel split | The conversion line currently applies a rate to a funnel of unstated size. There is no CRM in place yet, so this will be an estimate on their side too. | 110 per month |
| Enquiry to site visit, and site visit to signed | The rate the platform claims to move. Without the current figure there is no baseline to report against. | 8 percent enquiry to signed |
| Deal shapeleased area per signed deal, realised rent per sq ft per month, initial lock-in | Deal size sets the value of one additional win. Lock-in sets how much of the book renews each year, which is the base for the retention line. Reported in square feet throughout, not seats, since deals here are floors and buildings rather than desks. | 22,000 sq ft, ₹246 per sq ft, three years |
| Renewal, by contract and by area retained | A client can renew and downsize. Contract count alone overstates retention, so both are needed before the at-risk pool is anything but a guess. | 85 percent |
| Yield spreadrevenue per sq ft at strongest and weakest comparable centres | The entire stabilising cohort case is this one number, and it is already argued about internally. | ₹35 per sq ft per month |
| Marketing spend as a share of revenue | Sets the size of the pool available for reallocation. Reallocation of committed spend, not prediction of it. | 1.2 percent |
Every figure above is a live control on the value model pane. The intended sequence is to walk the model with the estimates showing, let the correction happen in the room, and leave with a baseline that both sides agreed rather than one that was asserted.
Two of the nine carry a caution. There is no CRM in place, so enquiry volume and conversion will be estimated on the client side as well and should be recorded as such. Anything supplied during an offer period should sit under the mutual NDA.