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STRATEGIC PREMISE (WHY THIS PLAN EXISTS) 

Your property is misclassified if treated as a luxury residence. Its profit potential lies in treating it as a Category-of-One cultural asset and testing for a global trophy buyer before falling back to the conventional market. This plan is designed to:

• Discover whether a $10M–$20M buyer exists, and 

• Preserve your ability to sell at the top of the real market if not. This is an option strategy, not a gamble. 

1. PRECONDITIONS (YOU MUST CONFIRM THESE FIRST) 

Before executing anything below, confirm: 

• You can hold the property 12–18 months without liquidity pressure 
• Carrying costs are acceptable during that period 
• You are comfortable with private, NDA-only marketing If any of these are not true, skip to Phase 3. 2.

PHASE 1 — TROPHY ASSET DISCOVERY  - Timeline: Months 0–12 (extendable to 18) 

Goal: Identify a global buyer willing to pay a non-residential premium 

STEP 2.1 — REMOVE FROM PUBLIC MARKET

(Week 1) Action:

• Fully withdraw from MLS, Zillow, Realtor.com, Redfin 

• No public pricing, no days-on-market clock Reason: Public portals anchor perception to 

Spartanburg comps and cap upside. 

STEP 2.2 — ENGAGE THE RIGHT AGENT (Weeks 1–3) 

You will not hire a local listing agent as the lead. PRIMARY LEAD (Interview and select ONE): 

• Sotheby's International Realty — Private Office (NY or Hong Kong) 

• Christie's International Real Estate — Global Estates 

• Knight Frank — Private Office Selection criteria (non-negotiable): 

• Has closed $10M+ off-market transactions 

• Comfortable selling assets with no comps 

• Access to Asian UHNW buyers / family offices 

• Will run a confidential, NDA-only process If they talk about MLS, Zillow traffic, or price-per-square-foot — they are out. 

Interview Questions: 

1. How would you market this as a cultural asset rather than a residential property? 

2. What's your experience with Asian UHNW buyers and family offices? 

3. Show me examples of properties you've sold over $10M that didn't fit traditional comps 

4. What's your timeline expectation for a property at this price point with this uniqueness? 

5. How would you leverage the connection to Yong Pan and the Missouri Botanical Gardens? 

6. What's your international marketing budget and strategy? 

SECONDARY LOCAL AGENT (Logistics only): 

• Opens gates 

• Coordinates showings 

• Manages vendors/security 

• No pricing or marketing authority 

STEP 2.3 — COMMISSION ASSET MATERIALS (Weeks 2–8) 

These are mandatory to support trophy pricing. 

1.      Cultural Provenance Dossier 

a.      Yong Pan documentation and biography 

b.      Design drawings, invoices, artisan sourcing records 

c.      Construction photos and timeline 

d.      Garden philosophy and symbolism 

e.      Letter from Yong Pan (if obtainable) describing the garden's significance 

f.      Comparative analysis documenting the other 4 authentic Chinese classical gardens in North America 

g.      20-year maturation timeline with photos showing garden evolution 

h.      Academic validation - Commission a Chinese garden scholar or Asian art historian essay (2-3 pages) 

i.      Replacement-Cost White Paper • Independent estimates (landscape architect + specialty stone/masonry consultants) 

j.      Clear explanation of why replication is impossible today 

k.      Conservative estimate: $8-12M+ if replication were even possible 

l.      Cinematic Film (2–3 minutes) 

m.     Garden-first, experiential approach • Minimal or no narration 

n.      Focus on: Water, stone, movement, sound, light, seasonal changes 

o.      Professional cinematography (not real estate videography) 

p.      Separate 30-second version for WeChat/social media 

q.      Mandarin Translation Package 

            • Professional, culturally fluent translation 

           • For buyer materials only (not public MLS) 

           • All written materials translated • Cultural advisor review for appropriateness

 5. Cultural Advisory Board Assemble 

            • 2-3 credible figures to provide third-party validation: 

            • Chinese garden scholar (university-affiliated preferred) 

            • Asian art curator from major museum 

            • Feng shui master or Chinese cultural heritage expert Purpose: Validates cultural significance to serious buyers, provides expert third-party voices for buyer materials and media coverage, creates institutional credibility. 

Budget for Advisory Board: $15-25K in advisory fees Total Budget for Asset Materials: $100K–$150K (This is minor relative to upside potential)

STEP 2.4 — SET PRIVATE PRICE ANCHOR (Week 6) 

Private Offering Price (never public): Purpose of this number: 

            •  Filters non-serious buyers $18,888,888 

            •  Signals cultural legitimacy to Asian UHNW buyers (quadruple 8s = extreme auspiciousness) 

            •  Creates negotiation gravity 

            •  Everything below it feels like a discount This price is not defended. It is a probe. 

STEP 2.5 — TARGETED BUYER DISCOVERY (Months 3–12) PRIMARY TARGET CATEGORIES (

30–50 contacts total, globally):  

Category A: Asian UHNW Individuals & Family Offices 

            • Chinese/Asian tech billionaires with US presence (Zoom, ByteDance/TikTok,      Alibaba/Tencent alums) 

            • Asian art collectors already spending $5–50M per acquisition at auction 

            • Multi-generational Asian-American families seeking cultural heritage properties 

Category B: International Corporate Players in South Carolina 

            • Asian UHNW Individuals & Family Offices Asian UHNW Individuals & Family Offices  

            • BMW Manufacturing (Spartanburg) - Executive guesthouse for global leadership visits, cultural exchange for Asian partnerships (China is BMW's largest market), 18 minutes from plant 

            • Michelin North America (Greenville) - French parent with Asian manufacturing partnerships 

            • Bosch (Charleston area) - German multinational with extensive Asian operations 

            • Takeda Pharmaceuticals - Japanese pharmaceutical with US presence 

Fujifilm (Greenville) - Japanese company with significant SC manufacturing 

            • ZF Group, GE Vernova/Power

Additional corporate targets Corporate Positioning: Executive guesthouse/retreat, tax advantages of corporate-owned cultural asset, hosting Asian business partners with cultural sophistication, proximity to GSP airport (18 minutes) 

Category C: Institutional & Foundation Buyers

            • Universities with major Chinese studies programs (Harvard, Yale, Stanford, UC Berkeley

            •  Cultural foundations (Asia Society, Ford Foundation, Rockefeller Brothers Fund) 

            • Museum trustees (Metropolitan Museum, Asian Art Museum SF, Freer/Sackler) 

            • Sovereign wealth funds (Singapore's GIC, China Investment Corporation, Qatar Investment Authority) 

Category D: Luxury Hospitality & Wellness 

            • Ultra-luxury retreat operators (Aman Resorts, Auberge, Rosewood, Six Senses) 

            • Position as: Destination wellness retreat, cultural immersion center, private members club    

HOW OUTREACH IS CONDUCTED: 

· All outreach under NDA 

· Curated, identical materials for each category 

· No mass marketing 

· Personal introduction from broker 

· Emphasis on exclusivity and cultural stewardship opportunity 

SUPPORTING PLATFORMS (REQUIRED for Asian reach):

            • Juwai IQI - Largest Chinese international property platform with Mandarin materials

            • WeChat distribution, China-accessible hostingDirect WeChat marketing through luxury 

            • Collaboration with Chinese art auction houses (Poly Auction, China Guardian) 

            • Private banking relationship managers (UBS, Credit Suisse, HSBC Private Bank Asian divisions)

 CORPORATE OUTREACH CHANNELS: Direct contact with corporate real estate divisions 

            • SC Department of Commerce, Greenville Area Development Corporation, Spartanburg Economic Development 

            • German Chamber of Commerce (Southeast), Japan-America Society of South Carolina 

            •  Corporate relocation consultants specializing in executive placement

STEP 2.6 — ENGINEER COMPETITIVE MOMENT (Ongoing)

If 2+ qualified parties engage in the same quarter: 

· Schedule private visits within 7–10 days of each other 

· Never disclose competing interest • Let timing and scarcity work naturally This is how $18.8M anchors → $12–15M offers 

STEP 2.7 — STRATEGIC TIMING WINDOWS 

· Primary cultural marketing campaign launch 

· Auspicious timing for major purchases in Chinese culture 

· Host exclusive private viewing event Art Basel Hong Kong (March 2026): 

· Wealthy Asian collectors in acquisition mode 

·  Partnership with auction houses for previews 

· Private presentations to qualified attendees Fall 2026 (September-October): 

· Secondary push as families settle post-summer 

·  Major purchase decision period for UHNW families 

· Academic year start (university/foundation buyers) 

PHASE 1 DECISION GATE (MONTH 12) 

At Month 12 (or 18 max), assess facts only. 

Continue Phase 1 IF: 

• Principal-level site visits occurred 

• Advisors or family offices are involved 

• Negotiation conversations are real • Institutional intermediaries engaged Exit Phase 1 IF: 

• Interest is polite but non-committal 

• No serious site visits • No institutional intermediaries engaged 

• No corporate decision-makers involved This is not failure. It is data.

4. PHASE 2 — CONTROLLED MARKET MAXIMIZATIONTimeline: 3–6 months Goal: 

Capture top-of-market residential value 

STEP 4.1 — PUBLIC RE-ENTRY PRICE $6.5M–$7.5M 

Why this works: 

            • Property now carries 'former trophy asset' status 

            • Buyers feel they are acquiring something rare at a discount • Perception flips from 'overpriced' to 'opportunity' 

            • This performs far better than starting here Narrative for re-entry: 'After extensive private marketing to international cultural institutions and collectors, we are now making this extraordinary estate available to the broader luxury market.' Emphasize the exclusive private marketing period (creates mystique). Never mention 'price reduction' - frame as 'newly available'. 

STEP 4.2 — OPTIONAL ACCELERATION TOOL 

If you want to force price discovery: Concierge Auctions: 

• Only as Plan B 

• Reserve: $6–8M 

• Only with global luxury marketing wrapper 

• Creates urgency and competitive bidding

• Generates media attention

5. WHAT YOU MUST NOT DO (DESTROYS PROFIT) Publicly list at $10–20M 

·       Repeated price reductions Let a local agent control narrative Defend the price with comps 

·       Rush Phase 

·        Publicly discuss the private anchor price 

·       Panic at Month 6 and deviate from plan High-net-worth buyers buy scarcity and confidence, not logic. 

6. EXPECTED VALUE (WHY THIS PLAN IS RATIONAL)

            • Outcome Trophy buyer (Asian UHNW/Corporate) Strong reposition Market fallback Probability 10–15% Sale Price $12–18M 30–40% 45–55% Expected value materially exceeds a conventional sale. Scenario Analysis: $8–10M $6–7M 

•       Best Case (15% probability): Asian family office or corporate buyer at $15M = +$8.5M vs. conventional sale 

•        Base Case (40% probability): Repositioned market entry at $8.5M = +$2M vs. conventional sale 

•       Fallback (45% probability): Conventional luxury sale at $6.5M = Same as starting conventionally Risk-adjusted expected value: $8.5M–$9.5M Conventional sale without this strategy: $6–$7M Net advantage of this strategy: $1.5–$3M in expected value 

7. PSYCHOLOGICAL REQUIREMENTS FOR SUCCESS

This plan requires the owner to: Handle 12-18 months with no public validation (property is 'off market') Manage skepticism from friends/family ('You think it's worth WHAT?') Accept carrying costs with no immediate progress indicators Maintain discipline not to panic and publicly list at Month  Trust the process even when it feels like nothing is happening. This requires absolute conviction in the strategy. 

8. COMMISSION STRUCTURE RECOMMENDATION 

At $10M+, standard 5-6% commission = $500-600K. Proposed Tiered Structure (Incentivizes holding firm): 

•       4% if sold under $7M • 5% if sold $7M–$10M 

•       6% if sold over $10M 

•       7% if sold over $15M

This should fund: 

•       Professional documentary-quality video 

•       Architectural photography (not just real estate photos)

•       Custom marketing materials in English and Mandarin 

•       Direct outreach to family offices and institutions \

•       International marketing campaign 

•       Exclusive viewing events 

•       Cultural advisory board coordination 

9. NEXT IMMEDIATE ACTIONS (CHECKLIST) 

•       Week 1: Confirm 12–18 month patience and financial capacity Pull property from all public platforms Terminate current listing agreement (understand exclusivity periods) 

•       Weeks 1-3: Begin interviews with Sotheby's International Realty Private Office Begin interviews with Christie's International Real Estate Global Estates Begin interviews with Knight Frank Private Office Request proposals from each including international marketing plan 

•       Weeks 2-8: Commission cultural provenance dossier Commission replacement-cost white paper Commission cinematic film Engage Mandarin translation services Recruit cultural advisory board (3 members) 

•       Week 6: Select ONE global lead broker Finalize commission structure Execute listing agreement 

•       Months 3-12: Launch NDA-only buyer discovery Execute targeted outreach to all buyer categories Coordinate timing around Chinese New Year, Art Basel HK, Fall push Host exclusive private viewing events 

•       Month 12: Decision gate assessment Continue Phase 1 or pivot to Phase 2 

10. KEY SUCCESS METRICS TO TRACK Phase 1 Progress Indicators: 

•       Number of NDA requests received 

•       Number of qualified site visits (principal-level only

•        Number of family office/institutional intermediaries engaged 

•       Corporate real estate division inquiries 

•       Auction house client referrals 

•       Quality of questions being asked (cultural vs. just curious) Green Lights (Continue Phase 1): 

•       5+ serious site visits by Month 8 

•       2+ family offices conducting due diligence 

•       1+ corporate entity serious inquiry

•       Cultural advisory board generating institutional interest Red Lights (Pivot to Phase 2)

10. KEY SUCCESS METRICS TO TRACK 

Phase 1 Progress Indicators:

•     Number of NDA requests received 

•     Number of qualified site visits (principal-level only) 

•       Number of family office/institutional intermediaries engaged 

•       Corporate real estate division inquiries 

•       Auction house client referrals 

•       Quality of questions being asked (cultural vs. just curious) 

Green Lights (Continue Phase 1): 

· 5+ serious site visits by Month 8 

· 2+ family offices conducting due diligence 

· 1+ corporate entity serious inquiry 

· Cultural advisory board generating institutional interest Red Lights (Pivot to Phase 2): 

Red Lights (Pivot to Phase 2): 

· 5+ serious site visits by Month 8

· + family offices conducting due diligence

· 1+ corporate entity serious inquiry

· No corporate interest despite targeted outreach