The same would be true for the other systems and their expected lives.I prefer not to just wing things so these are the types of models we use.

All those companies have the same model.  ..and they use the same speakers / salespeople..  

I already assume $50-100 worth of prep costs in between tenants so turnover is already part of my business model.

Add to that a basically exploitative model based on stealing equity from uneducated or elderly sellers I would argue this whole business model needs to made illegal with no ambiguity.

It doesn’t fit the model of business I am trying to run.

Essentially it breaks down as 3 partners, one provides sweat equity through property acquisition to placing property management, one does financial modeling and analysis, and the third provides capital.

The facts are:Annual forecasted % change from 2017-21:GDP 1.6%Employment 0.4%Unemployment rate (% of workforce) 4.9%Household disposable income 1.0%Population 0.0%To me those projections aren’t the most attractive compared to (1) other individual markets in the US, or (2) the US national average as a whole.I see Buffalo’s biggest strength to be affordable housing, but I am concerned about (1) its dependency on traditional manufacturing, as other booming areas have moved into tech and services, as well as (2) the ageing population combined with 0% growth until 2021.Initiatives aiming to grow the city appears to be (1) Buffalo Billion (subsidies to e.g.

Much of the "growth" reported by retailers has resulted from poaching existing store sales: The American Model of "Growth": Overbuilding and Poaching (November 19, 2013).Once the wheels fall off this model of "growth," chains will enter a cycle of closing marginal stores to boost profits.

Depends on your business model, but the comments above are on point.

The thought of always outsourcing the debt to my tenants is possible but potentially, has no end in sight if I keep following the finance/buy model.