Welcome back to The Property Management Show. On today’s episode, we’re talking to an expert on mergers and acquisitions, who has specific experience in property management. We’re talking to Scott Duke, of OpnRoad. He’s talking about the things that make a difference in the sale of a property management company. Your buyer and your profit will depend a lot on your contracts, your efficiency, and your team. Introducing Scott Duke Scott and his wife bought and ran a property management company in Revenstoke, Canada. They grew their company for seven years and then sold it for 10 times the amount of what they bought it for. The company was sold to Western Trust, a private equity company out of Utah. Before that, he worked at a property management company in Ontario. He has experience working with three-person companies and those that have a staff of 25. His story of buying and selling that Canadian property management company is a bit of a cautionary tale. When they bought the company, there were 30 properties under management. Out of those 30 properties, only six had proper contracts with the owners. It wasn’t a sellable asset when they took it over. But, what they really wanted to buy were the brand and the website, and otherwise it felt like they were starting from scratch. It was not a massive acquisition. Scott realized that he thought property management meant taking care of people’s properties, but really, he was managing finances. It’s a cash in – cash out business model, and he had to make sure his owners had the money they needed for their mortgage payments. One specific event triggered his desire to sell that company. It was Christmas Day in 2016 or 2017, and he was under a trailer, defrosting pipes so the family living there could have water on Christmas. That’s when he realized he didn’t want to own the company anymore. When the owner is under a trailer with frozen pipes, you know that the company relies too heavily on that owner. So, he spent three years making it an acquirable asset. Scott wanted the company to be something that someone would want to buy. The starting point? Making the business less dependent on Scott. Making a Property Management Company Less Owner-Dependent Scott says it’s all mindset. At OpnRoad, Scott and his team sell businesses. They work within all industries, but a lot of businesses they sell are property management companies. They all have to get to a certain size before they can be sold. So, he’s talking about owner dependency all the time. How do you remove yourself from that dependency? Scott says you will be trapped in your business until the business cracks through the million or two million revenue mark. Until that point, there’s just not enough cash in the business to pay to replace yourself. You are buying your time and you’re buying your freedom. You want to focus on yourself as a business owner, not a business operator. A lot of owners get hung up on the idea that no one can do what they do as well as they do it. Scott tells entrepreneurs to embrace that. It’s true. But, it won’t be that way forever. The person you hire isn’t going to be as good as you on Day One. The training and the investment into that person makes them as good as you. His slogan is this: Every Day a Step Away. You’re getting a further step away from operating your business every single day. How to Avoid Hiring Bad Apples A lot of business owners worry about investing time and training into someone who may not work out. Having hired across 11 companies with a total of more than 200 staff, Scott understands that bad apples do get into the bunch once in a while. He has a specific model: Be a good leader: Make yourself better. The people you attract to your company will be 70 percent as good as you are. Humans only want to work with people who are further along than them and achieving more. They want to grow to your level. So, to get good people, you need to be a better person. Invest in your education. Become a leader locally through volunteer work. Grow personally and develop professionally. Have a good marketing package: You want to attract good people to your business. You’re posting a job into a competitive labor market. Stand out with marketing materials that will attract better people to your job and your company. Otherwise, you’re recruiting from other companies to find good talent. Retain those good people: You want to keep your best employees by having consistent operations and good training within your business. You want a solid and positive company culture full of people who are happy to be there. All of this stuff is hard, he cautions. But, the drudgery for the rest of your life is worse. How do you avoid the employees you don’t want to work with? Scott has two ideas: Run them through psychometric testing. You can use different models like PSIU or Myers Briggs. This will ensure you have the right person for the job. If you’ve never done this type of testing before, go into that rabbit hole. You need to know personality traits. The type of person who excels at bookkeeping is different from the person who excels at leasing and showings. And, a lot of people don’t know themselves. Test to find out what they don’t know. Get them to do some work before you formally hire them. Offer trial work, for which they will be paid, and see how they do before you make an official offer. When you get the A player, your life changes. So does your company. What Property Management Owners Need to Know about Selling Scott says the most important thing you can remember if you want to sell your company is that you’re selling contracts. You’re selling future cash flow streams that come through contractual agreements. If your contracts aren’t in good shape, you don’t have a saleable company. Contract quality matters. Recently, a sale was delayed by over 4 months because a property management company’s contracts were outdated, expired, or not even signed. Term and contract length is the value of your business. You need a good staff. You need a good reputation. But, your buyers will look at your contracts before they make an offer. Scott also reminds company owners that you cannot sell to someone smaller than you. That won’t maximize your value. When you’re selling to a company that’s bigger, they’re probably more sophisticated and organized. If you don’t have everything in place, those companies won’t want to acquire you. What about the team? Buyers are acquiring teams of people as well as contracts. This is especially important now, when finding good talent is so difficult. Good operators of companies are hard to find. People will buy companies just to get management teams and technicians. But, here’s the truth: company buyers are only going to care about bringing on the good team members. They probably already have good team. They won’t want your mediocre people. Efficiency is important, too. When your profit margin is above average, you’ll earn above average on the sale. You’re showing that you’re more efficient and your buyer will know that they get to keep more of the money that the company makes. That’s attractive. Is technology the answer to efficiency? Technology is a big part of the efficiency bullet, especially when you’re looking at your profit and loss statement. Most property management companies can see that people are their biggest expenditure. Property management is a service business, and humans are delivering that service. So, while technology can help you be more efficient and profitable, you need to have people in place who can leverage that technology. Otherwise, you’re just spending money on new software and systems and it’s not improving anything. If your people aren’t being as efficient as they should be, they need to be trained better. Scott put everything on iPads so the team could take photos and notes and keep everything in the same place. Leases were digitized. He has nine people running a business that should require 20 employees. This is possible because they’re more efficient and they know how to use technology. Preparing to Sell Your Property Management Business: Your Timeline Once deciding to sell a business, an owner can sometimes just check out, feeling done with it all. But, it should be the other way around. If you decide to sell and you want to maximize the value of your company, put in the work. Scott says it depends on the timeline, and also acknowledges that most people don’t want to do the work. Property management companies are in high demand right now. So even if your business isn’t in the best shape, you’ll be able to sell it. Clean up your contracts and get the financials in order, and you can sell. If you’re planning to sell within a year, just get the basics taken care of. If you’re planning to sell in three to five years, it’s worth the effort to build that business into something even better. Then, sell it for more. You’ll make more money now, and as your business begins to work better, you’ll have more free time. You can really move the dial if you have a few years to work on this. A million dollar company can increase their valuation by $200,000. If you’re a five million dollar company, expect to move that dial by $1.5 million or even $2 million. A 10 million dollar company might move the dial by $5 million. Exit Strategies: Who Will Buy You? Scott has a guide that breaks down who the likely buyers are for your company. He offers earnings thresholds as an easy way to understand what’s possible. If you’ve got $250,000 in earnings, you’re probably selling to an individual owner/operator. If you have earnings that hit $500,000 to $1 million, you could sell to private equity firms as well as strategic buyers. Anything over $2 million in earnings, and you can sell to anyone. You unlock different buyer classes as your company grows. These buyers are not that different under the hood, but the way you earn money will be a bit different. A strategic buyer will hold your company for the long term. They’ll pay cash and some terms for the acquisition. Private equity firms are strategic. They’ll pay a bit more because they know they’re going to ultimately sell your company for more. You’ll get cash from them at the sale, and you may get a bit more later, when the private equity buyer sells the entire fund, which includes your company. There are claw backs and contingencies when it comes to how many contracts the new company keeps. Scott reversed that, and actually got paid more by bringing in more contracts after the sale. This is not something everyone is willing to do, he cautioned, but since he had more free time, he was able to get out there and hustle up more business for the property management portfolio he had just sold. Scott’s big pieces of advice as we conclude this interview are: Remove owner dependence and decide on the next strategic hire. Systemize and organize your business. If you haven’t implemented tech yet, do it now, and here’s a tip: look at companies that are five times bigger than you. What kind of software do they use? You should use that too, because those are the companies that will ultimately buy you, and if you make tech integration easier on them, they’ll pay you more. Keep your contracts up to date. Cultivate a good team. Check out OpnRoad and their approach to mergers and acquisitions. If you have any questions about Scott and what we’ve discussed, please contact us at Fourandhalf. First Name(Required) Last Name(Required) Email(Required) Phone(Required)Company Name Comments or QuestionsHiddenDate MM slash DD slash YYYY EmailThis field is for validation purposes and should be left unchanged. 38457 The post Preparing Your Property Management Company for a Profitable Sale with Scott Duke of OpnRoad appeared first on Fourandhalf Marketing Agency for Property Managers.

 Amy Harrison is a sales and marketing copywriter from the U.K. and an expert in storytelling. After hearing her speak at a marketing conference and finding the information invaluable, we invited her onto The Property Management Show to talk about the evolution of marketing content and copywriting and how AI can help with persuasive copy, as long as you’re finessing the message with the information that only you have. Amy Harrison’s Background Amy thought she wanted to be a screenwriter for film and television, but quickly burned out at a young age and decided to pursue other things for a while. Then, she found her way back to writing and began working for a private investment firm that bought and sold online businesses. She describes it as flipping businesses, and that’s what brought her back into content writing and copywriting. When she discovered the psychology around sales copywriting, she knew she wanted to help businesses tell stories and build credibility. Amy says that her training as a screenwriter helped with her sales copywriting because it’s always important to write for the reader. If someone does not want to keep reading, you’ve lost them. You need to make sure they’ll read beyond the headline. Tracking the Evolution of Sales and Marketing Copywriting Amy remembers the early days of copywriting, when everything was very SEO-driven and it seemed like her job was to cram every page full of keywords. The idea was to reach people and to provide as much information as possible. It was more of a transactional exchange. People found there were better ways to have a sales conversation, and the content improved. Businesses have realized that not all content needs to sound like sales and marketing content. There’s a lot more awareness of what marketing and copywriting can do. The struggle, though, has not evolved much. Amy says that large companies with million dollar marketing budgets have the same desire as the freelance photographer with no marketing budget: to sell themselves and to stand out. The process has evolved, but the problem sales copywriters are trying to solve is the same. Umbrella Terms versus Storytelling with Copy and Content How is it done well? While trying to talk about what makes them different, a lot of companies will end up sounding like every other business. They’ll use generic words, and they’ll try to talk about everything they do all at once. Amy calls those umbrella terms, and she advises companies to be bold and to expand their comfort zones outside of those same words and phrases that are always used. The fear factor will sometime set in. You want to stand apart from your competition, but do you really want to be different? Storytelling can be powerful, but it’s harder to write a story than it is to create a list of benefits. You have to earn the right to get someone’s attention. How do you do that? Amy asks us to think about it from the first piece of content – whether it’s a headline or the first few seconds of your video or the introduction in your email. Speak directly to the person you’re trying to reach. Think of yourself in a crowded room at a party. You’ll hear lots of conversations, and you’re not tuned into any of them. But if you hear your name, that will immediately get your attention. You cannot call your customers by their name in your content, but you can work harder to make the content more relevant. You want them to feel like you’re talking directly to them. Think about how to write the conversation that your customer is having in their mind right now. What are they thinking about in that moment as they approach your blog or your email? Here are a couple of examples: If you’re trying to attract a client who is moving, your headline might be “Should You Sell Or Rent Your Home?” It’s not a dramatic title, but it is a title that will speak directly to someone who is trying to answer that very question for themselves. You’re sparking an awareness that they need you. If you’re trying to attract people who are displeased with their current management company, your headline might be “Does Your Heart Sink When Your Property Manager Calls You?” Someone out there does experience that feeling when their manager calls. They’re going to read your blog. Think about audience when you begin to tell your story. Are they new to renting out homes? Are they very frustrated? What’s already on their mind? Get their attention and pull them along. This is like calling their name out in a crowd. A story is only boring when it’s irrelevant, so think about what’s pressing and relevant to the people you’re trying to reach. You can also use symptoms of the problem. What are some warning lights that your audience can see? You can suggest that there’s a problem they might not be aware of yet, and your copywriting can indicate that the problem is bigger than they think. That will get their attention, too. Your prospective clients might not know what the problem is, but they’ll recognize the symptoms. A good headline might be: “Is Poor Maintenance Making You Liable?” Artificial Intelligence and Copywriting When asked about AI, Amy says it’s a fantastic tool that’s interesting. It can save time and spit out generic content. It cannot reach your audience like a person who understands the audience can. AI can help people go from zero content to some content. But, when you read something generated by AI, there’s always that feeling that it’s not quite right. What it lacks is personal nuance. AI will not help you write exceptional copy. And, it’s not thinking about your customer. Think about how quickly you can recognize tone in a customer’s email. Your response has to have the context that matches that tone. As humans, we can do that in a second. All that nuance and understanding of psychology and how to apply it does not exist with AI. You know your customer, your brand, your style, and your tone. Your content should sound like that. AI is a good tool for getting started, but it’s similar to those umbrella terms. You’re not going to get anything original, and you’re not going to stand out if you use it on its own. There’s a rhythm to human language that’s different from that of AI-generated language. Amy says it sounds to her like a 15-year-old is trying to write something formal and impressive. Usually try to get AI to simplify things. If I had spent 10 minutes to simplify myself, better email. Use AI to save time by gathering notes into a summary. But, when you’re building your messaging, don’t sacrifice that personal nuance that only you know. You need to hear the language that is used. The summary that AI provides is often a good starting point. It’s better than looking at a blank page. If you can go ahead and rewrite what’s been provided, you can publish something that’s original and well-crafted. You need your own brain in order to complete good copy. You can ask AI to give you 10 benefits of property management. Some of it won’t be quite right. Some of it won’t be applicable. But, you can build off of that into something that’s a meaningful message for a potential client. Writing Persuasive Copy without Over-Selling Amy reminds us that you can have quality content even if your purpose is not to persuade. Sometimes, content is just entertaining. It’s simply informational. The goal of persuasive content is to help someone feel, think, and ultimately do something. There’s an output you want. Every piece of content we put out has to be quality, and it can also help to persuade. Answering a question is not necessarily persuasive copywriting, but it can give a customer confidence in you, which ultimately leads to them hiring you. You don’t have to convince someone to do something in every piece of content. But, you do want all of your messaging to reinforce that you can be trusted. This will help them feel more at ease with you. Always be driven by your customer’s needs. And don’t be too sales-driven. Think of yourself at a party. When someone talks about themselves for a full hour, do you want to talk to them again? Probably not. When someone asks you a few questions about yourself and then drops a recommendation or two, do you want to talk to them again? Probably yes. You can have the same effect in marketing and content. Whether you’re writing an email or FAQs, you need to ask what your customer needs to know in this moment in time. What do they need? If they’re about to sign a management contract, they need transparency and confidence. AI can’t provide that. This comes from the research. From talking to customers. Companies that are brave enough to actively seek feedback will have better growth. Their marketing will sound different and speak to those customers. This comes from listening. Amy reads the freeform text from customer surveys and reviews and she lifts actual words from those reviews when she’s writing copy for customers. Those are huge insights. Amy calls it looking under rocks, and she said AI will always miss those golden moments and major message points. This makes the difference in your marketing. Reaching Multiple Audiences with Content Property managers are using their messaging to reach multiple audiences, and Amy says that the best way to reach those unique groups of customers is to keep things simple. When they arrive on the home page of your website, make sure they know which adventure to choose. Then, create different content for each different need. The pain points will be different. The goals will be different. Someone renting out their first home will need different stories than someone growing a portfolio. Think about it like this: If this person was standing in front of you, how would you speak? You’d be more reassuring with the first-time landlord. You’d be prepared with facts and figures for an investor with a growing portfolio. Show that your company has range. Then, offer the specifics. Provide stories that are relevant to each customer. This takes extra work. But, the harder you work to give your customers what they need, the better your results. If you have any questions for Amy or you’d like some additional advice on how to improve your content marketing and sales copywriting, contact us at Fourandhalf. 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PJ Clay, Director of Client and Partner Services at Rental Beast, discusses how Rental Beast acts as the rental MLS, providing technology to MLS associations. They focus on integrating rental listings and offer a productivity suite for property managers. Rental Beast gives members access to 12 million active listings in the U.S. and Canada, aiming to reach 100 percent of the market.

Two guests are joining The Property Management Show today, and they are Scott Brady and Garrett Brady from Progressive Property Management in southern California. Scott has been on the show before, and tends to talk about forward-looking topics that involve challenging the status quo. Garrett is his son, and a big part of the company’s future. The topic today is legacy planning, which can be rather difficult for property management companies. Scott and Garrett are sharing their journey and where they are. Progressive Property Management Then and Now Scott has a story that’s similar to many property management company owners. He began as a real estate agent and had a brokerage business. The recession arrived in 2010, and he wanted to be prepared for the next recession. So, he started Progressive Property Management in 2012. It became incorporated in 2015. The company grew organically through marketing and relationships. Over the last 12 years, they’ve grown to about 1,000 doors under management. Garrett joined the residential side in 2018. The business model is unique. It’s a virtual company that hires real estate agents to be property managers. Three years ago, they began an association management department, and now manage around 130 associations with about 7,000 owners, total. They use the same business model; people are hired to be off-site property managers for these communities. The team at Progressive takes care of all back office operations. About three years ago, Scott was diagnosed with cancer, and he realized the company was not prepared to be sold or handed off. Decisions were made, and a choice had to be made: did Scott want to prepare the company to be sold, did he want to hire someone to run it while he lived off the cash flow, or did he want someone in the family to take it over? He’s made a decision, and he and Garrett have been busy structuring their legacy plan over the last three years. Garrett says the company – and the entire industry – was old school in 2018. There wasn’t a lot of technology, and everything was very regional. He’s been able to see the industry move from the stone ages to embracing modern technology. It’s a more appealing industry to join. So while it was a family business that he was happy to join, he now sees the value of real estate and how it interacts with so many other business sectors. Legacy Planning: Starting the Discussion The diagnosis spurred the discussion around legacy planning. Scott hired a consultant outside of the property management industry and the first thing he recommended was to have Garrett go to graduate school. This did not make sense at first, but it was pretty transformative. He earned his position with his education and his experience, not because of nepotism. The next step was to invite Garrett to earn some controlling interest in the company. Every year that he’s worked for the company, he’s earned 2.5 percent ownership in that company. By now, he’s up to 15 percent. The idea was to have Scott maintain the controlling interest, but to give Garrett a path towards more ownership. Garrett has skills that Scott doesn’t have, and they both recognize that. Scott excels at sales and marketing while Garrett is all operations. Scott said he knew the future was in the company’s operations. With 130 associations under management, they need good systems. Garrett does all the hiring of remote team members and he trains them, too. The company now has 13 remote team members and 13 full-time employees. The future isn’t expanding full-time payroll, but in hiring remote contractors. Understanding his own skill set allowed Scott to bring Garrett in, and together they sit down and look for the next opportunities while ensuring everything is running properly. Marc Cunningham mentioned to Garrett that he had to do a buy-in for his ownership in the family business, and so it made sense to Garrett that he would buy ownership over time with his time and with his commitment to the business. He says he gets more value out of learning how to run a business, deal with staff, and handle operations and corporate accounting. He’s happy to have that security for the long term, especially as the business grows. It’s never a good idea to arbitrarily give ownership of your property management business to someone just because they’re family. Garrett is qualified, and that’s important. Scott says he’s the most qualified person to run the residential side of the business and manage the remote team members. He’s learning more about the association management side, and will eventually be comfortably with full ownership of the company. Finding the Fit with Legacy Planning It’s a perfect fit, with Scott on top of the sales and marketing and Garrett taking care of the operations. That doesn’t mean that Garrett isn’t prepared for marketing the business. As a high school student and as an undergraduate, he took care of the direct mail for his father’s company and for other real estate businesses and brokers. He’s also looking at other potential income streams. Maintenance, for example, is a big passion for Garrett. He’s looking towards the future and thinking about a point in which the company can introduce their own maintenance service. Garrett knew that to create value, he had to do what his father could not do or would not do. He and Scott complement each other, and that’s what makes them successful. Identifying Opportunities While Planning Ahead Both Scott and Garrett see opportunities not in hiring people but in bringing on remote workers. Most property managers don’t see community associations with 8 to 20 owners as being a huge profit center. Progressive Property Management has found a way to do it. Scott says that residential management is touch-and-go right now. No one is buying investment properties and there have been only a few sales. Association management is where new opportunities and potential earnings can be found. Garrett appreciates that his father is willing to focus on long term goals. They’re saying within the company goes like this: Everyone has to be on the bus. Everyone has to be in the right seat on the bus. The bus needs to be going in the right direction. Garrett sees Scott as sometimes driving the bus at 100 mph. His job is to pick up the pieces that are sometimes flying off at such a high speed, and put them into place. One of Scott’s favorite sayings is that the best times in business are when you’re uncomfortable. If you’re uncomfortable, it means you’re growing. Balancing Growth with Core Values Both Scott and Garrett have some big ideas about ancillary companies, additional income streams, and creating new departments. How to balance innovation with the success of current operations? It comes down to the team, Garrett says. Team members are paid well. Team members get the flexibility to do their jobs. Management is very hands-off. Bad clients who take up too much time and bring in too much liability have been weeded out of the company’s portfolio. As they progress and grow, it all seems to works out. They’re comfortable with slow growth, and that’s important considering their business model is not traditional. Scott believes in managing processes rather than people. Formal and Informal Legacy Planning It’s one thing to bring the person who will take over into the company and put them on a payroll and give them a position. But, how do you document the plan for succession? For Progressive Property Management, there’s an informal and a formal plan in place. The formal plan includes Garrett’s 2.5 percent ownership every year. That’s well-documented. Informally, there have been many discussions about how things are meant to happen. If something terrible happened to Scott today, Garrett would be prepared to keep things moving the way they planned. Nothing is in writing, but everyone understands what will happen. Garrett won’t have controlling interest for a while, but he’s naturally progressing in making more decisions. He says looking at things objectively helps. They know they’re not the only ones in this position. A lot of property management companies are wondering what will happen to their businesses. The choices are to have a good process or deal with a messy situation. No one is going to last forever. Innovation and Property Management Garrett is looking forward to eventually not only exploring maintenance services but also commercial real estate. You might have heard the adage that commercial real estate a dollar business. Residential management is the dime business. And, association management is a penny business. It’s okay to collect the pennies and dimes while everyone else is going after the dollars. Scott says he’s always saddened by the industry and how little innovation there is. People follow the herd, and the herd moves towards residential management only. Legacy Plan Challenges Not a lot of challenges have popped up, but Scott and Garrett do believe in complete transparency. Everyone knows that Garrett will take over. There’s no doubt about the company’s future, and the team members recognize that Garrett is good at what he does. They also know he’s dedicated. The company still has an emergency line that’s kept in-house. This is where they shine, according to Scott, and so they don’t outsource it. Garrett still has that phone on the weekends. He’ll take an average of five or six calls every day about water leaks and other emergencies. That shows his dedication and everyone knows he has that phone. Garrett says he appreciates being able to spend time with his father while working and growing the business. That’s a perk that’s hard to quantify and it’s not an opportunity that most people get. Scott acknowledges that he has always hated having business partners. But, he doesn’t mind now. Both he and Garrett know when to step in and when to step out. Family can be emotional, but Scott and Garrett are both on the same page and in the right seats on their bus. Scott has always been a proponent of not selling even with attractive offers out there, and he has some advice for property managers who are in a family business and thinking about their next steps: Don’t just hand it off. That’s a good way to drive your business into the ground. Make sure you’re handing it off to a family member who has bought into the business with their time and their labor, and make sure they’re qualified to run the company. Garrett adds his own advice: have patience. Recognize what’s been put into the business and pay your dues just like you would in any other business. Have patience and know your value. If you have any questions about what we’ve discussed with Scott and Garrett, contact us at Fourandhalf. If you’d like to hear more about what Scott and Garrett Brady are working on, or if you’re interested in some of their other business pursuits, get in touch with them at Progressive Property Management. 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Marc Cunningham is a property management consultant and he’s also the President of Grace Property Management in Colorado. He’s joining The Property Management Show today not only because he’s a prominent figure in property management, but also because he’s one of the first property management professionals who embraced video marketing. Marc is still promoting video marketing, and he believes it’s the most effective way to bring new business into your company. A Bit of Background: Marc Cunningham When Marc started his property management career as a child going to the office with his dad, things were incredibly different. It was the 1970s and buying their first copy machine was the most technology they had. The phone with an answering machine was fancy. Ledger cards were used to manually record when rent was collected, and checks were written to owners once a month. His father recognized that technology was a great tool, and they not only got a computer before anyone else, but they also even hired a programmer out of California to write a custom property management program for them. In the property management industry, there’s a big scare every couple of years. The narrative goes, if you don’t do X, you’ll be left behind. Right now, it’s AI. If you’re not using AI, you’ll be left behind. Marc says this is not always true. Provide good customer service to owners and tenants, and you’ll be okay even without the latest tool. You won’t wake up one day and be left behind. It’s the shiny thing syndrome. If there’s something that everyone seems to be doing, you feel like you should be doing it, too. It’s easy to chase the next big thing because everybody is talking about how cool it is. Marc doesn’t chase the newest thing. Technology is something to leverage in order to improve your property management business. After graduating from college with a degree in finance and real estate, Marc worked in the industry but not for his father. This helped him when it was time to go to work for his father. He brought a different perspective and a different set of skills to the family business. He always tells people in a family business to send the young people out to work outside of the business for a few years. It generates better ideas and higher level thinking. Marc arrived at his father’s company with more of a business mindset. His father was very good at property management, and Marc found he was very good at business management. Pioneering Video and Property Management Marketing Marc is one of the first property management professionals to begin marketing his company with video. He still believes this is the best marketing tool for property managers. Here’s how it happened. He was at a conference, and on the way home from that conference, he began thinking about how much time he spent talking to potential owner clients. They all ask the same questions and he found himself having the same conversation over and over again. Wouldn’t it be great, he thought, if, instead of answering those common questions over and over again, he could put those answers in a video and have it on his website. Then, potential owner clients could watch the video and decide if they wanted to know more. Marc thought that if a video could save him multiple five-minute conversations, it would really add up to getting some serious time back. He’s action-oriented and he doesn’t over-think. So, when he got home, he had his then-11-year-old son stand on his desk with an iPhone and take a video of Marc talking about common property management expenses. It was a three-minute video that included no script, no special lighting, and no microphone. The point was not quality. The point was to get it done. This has worked better than any other marketing, Marc says, because prospective owner clients will call, and they’ve already seen the videos. That puts them at about a 7 out of 10 in terms of likelihood that they’ll come on board as a client. Those owners feel like they already know Marc and the company. Marc says he’s not afraid to tell people to use video more because he knows they won’t do it. His competitors don’t. The reason this works for Marc, he says, is because he’s not a perfectionist. The Power of Action vs. Perfection If you believe in the power of action, you’ll get the videos done, and you’ll let the results fall where they may. Video marketing has been successful by keeping the acquisition costs for each client down. There’s no need to spend a lot on marketing when you have a YouTube channel full of great video content. The video version of Marc is available 24/7, and that means that the real life Marc has time to focus on other parts of his business. One video could be equal to 20 conversations he didn’t have to have in real life. Even if the video results in zero leads, he didn’t have to have all those chats with people who would not hire his company anyway. The willingness to make videos creates a filter. No property manager is designed to serve every owner. The training Marc does with his property managers internally is called We Don’t Sell. When a lead comes in, he doesn’t want the goal to be closing the lead. The goal is to get to know the prospect and to decide if they’re a good client to do business with. There’s no starting with a sales mentality. Videos will: Attract new potential clients. Filter out the clients you may not want to work with anyway. Answer common questions. Video also snowballs for marketing and SEO purposes. The more times those videos get watched; the more Google promotes the videos. When they’re promoted, they’re watched more. And on and on. Remember that this is a public space. You don’t have to make perfect videos, but you also don’t want to insult anyone. Marc made a video called “Five Things to Never Say to Your Tenant.” He’s not an anti-tenant property manager, but he must have said something in that video to upset someone, because it went viral in tenant groups and he started getting really hateful messages and comments. So, he took that video down. It’s a fine line to walk. You want to be cautious, but you also want your personality to show through. A video won’t be as effective if it’s scripted. If you want to do some bullet points for yourself before you talk on camera, do it. But don’t read a script or generate something from your computer. Talk the way you’d talk to a client. It can be intimidating, but it’s effective. It’s effective, but people don’t do it. Most property managers don’t use this effective and untapped marketing tool because they’re too obsessed with making the perfect video and they can’t, or because it’s easier to run ads and pay Google. What Makes a Video Educational? Marc has two distinct categories of video. One is educational and one is an FAQ that outlines how he does things. They’re separate. Under the educational content umbrella is the content marketing that appeals to both prospective owner clients and current owners. It works to market for new business and retain current business. Here’s a soft rule he says to remember: When you make a video, decide if you can show it to both audiences – the prospective clients and the current clients. If the answer is ever no, then it’s not providing enough education. When you have this rule in mind, you’ll keep your video from being too sales-focused. You won’t say “call us for a free consultation” because why would say that to current owners? When you can say yes, it applies to both current and prospective clients because you’re talking about tenant screening or maintenance costs, then you know it’s an educational video. Marc believes content matters. His videos won’t be about how great his company is or how many degrees he has. Nobody cares. He maintained one massive email group of all current clients, all previous clients, and all prospective clients. Anyone who has ever provided an email address is in the group. It doesn’t matter if they’re working with a competitor or self-managing or if they’ve been with the company for years. These videos educate everyone. People want to be educated. They’re not going to call you because of your great technology. They’re going to call you because you posted a video with some information on a new law that matters to them. Marc doesn’t invest a lot of time in making videos. He began doing two videos a month and he’d record them both at the same time, and they’d end up being seven or eight minutes each. It’s not a production. There’s a simple backdrop. There are some good lights. There’s a tripod and a microphone. There’s usually one take. If he stumbles over a word, he reps going. It does not have to be perfect, and that’s why it doesn’t take too long. Slight imperfections keep the video conversational. If you can pretend you’re recording for a potential client, you’ll have an easy time talking to them. Now, there’s only one a month that needs to be recorded because quite a library has been created. One hour every month is the time investment that’s required, and the video keeps working as soon as you put it out there. Marc says this is the only true evergreen marketing there is. Blogs and videos go on websites. They get shared on social media. Videos are converted to blogs, but Marc says the video should come first. When someone reads a blog, they don’t necessary get a sense of who you are. Video shows them. And it doesn’t take much time if you’re not a perfectionist. Sometimes, people will give up too fast. They’ll hate their hair. They’ll hate their voice. They’ll want to re-record over and over again. Marc says get over that. You’re not auditioning for Hollywood. You’re trying to attract a new client, and it gets easier the more you do it. Advice to Property Managers Not Loving the Video Marketing Idea Marc has some advice for when you’re making your video, and he even has some advice if you’re not feeling like you want to make videos at all. Be more energetic in your video than you think you need to be. There’s something about video that sucks the life out of people. You don’t want to be boring. As you’re recording, be a bit more animated than you normally would be. Deliver more energy than you think you need to. It might feel goofy while you’re doing it, but it will come across on video the way you want it to. If you’re worried you don’t have time to make videos? That’s not the point. If you want to have more time in your business, you need to do this kind of marketing to get there. Success comes when you follow the steps to success. You can’t wait to be successful before you start showing your stuff. Marc reminds all of us that he began video marketing with a wall, an iPhone, and an 11-year-old. If you want to save yourself time on marketing, there’s no better way to do it. As a property management business consultant, Marc stresses the importance of video as a marketing tool, and he has another secret weapon that he’s surprised most companies don’t realize is so important. That’s having a photo of yourself or your company or your team on your website. It’s a big fail if you’re not featured on your site. People want to SEE who they’re doing business with. Get your picture on your site and let people know who you are. The mantra for Marc is to be professional yet friendly. Those are the boundaries. You know where you fall. Maybe you trend more towards professional or more towards friendly. Bring yourself back to balance. Another piece of advice: With content, whether it’s a blog or a video or a Q&A on your website, make sure you’re answering the questions that your potential clients have. You’re attracting investors and accidental landlords. Answer questions from both types of owners. The accidental landlords aren’t thinking about themselves as investors. They lived in the house they’re about to rent out. They want to know who will be there and if they’ll take good care of the home. They’ll have questions about screening. Investors will have money questions. They’ll want to know what they’re spending on maintenance and how quickly you’re filling vacancies. Answer those questions in your content. Find out what people are asking right now. What conversations are you having with current and prospective owners? What keeps coming up? Your potential clients are making decisions based on emotions. If you’re not marketing yourself this way, with video, then you’re only competition on price. People don’t choose your company because of your price. They choose your company because they know what you’re doing. You cannot expect them to turn over the keys to their greatest asset without knowing who you are. Find Marc at PMBuild.com, which is their property management education website. You can also visit RentGrace.com, which is his property management website. Check out his videos and see how it’s done. Marc’s parting words? Get it done. Get it out there. We appreciate Marc Cunningham coming onto the show. If you have any questions about video marketing or if you need help with this part of your business, please contact us at Fourandhalf. 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Welcome back to The Property Management Show. In our previous episode, we spoke with SEO and marketing guru Rand Fishkin about the shifting tides in digital marketing and the sources of influence that are important today. On the second part of our podcast with this guest, we’re talking about money keywords, vanity metrics, and generative AI. We’re also talking about how to make those immeasurable marketing channels a little bit more measurable. Here’s Part Two of our interview. Money Keywords: Where Everyone Wants to Rank Every business or industry has a set of money keywords that represents where and for what everyone in that industry wants to rank. That’s the bottom of the funnel. If you’re ranking high for property management and your city, you know that people searching for you are very close to choosing a property management company. That’s a good lead. But, why go to the battlefield and fight with every other management company that wants the same keywords? There are other marketing strategies that can be leveraged. Remember the blue ocean strategy. Go for those keywords that others aren’t paying attention to. Then, you won’t have to fight as hard and you’ll still draw in traffic from relevant searches. It makes sense. However, people are so drawn to that battlefield. Rand says this is how entrepreneurs are socialized and trained. It’s a cultural battle that’s hard to overcome. To really improve website traffic and gain more leads, results, and profitability, you can rank for more than property management plus geography. When everyone else is chasing one thing, you can beat them all by doing something that none of them are doing. Vanity Metrics: Measuring Lift vs. Attribution Are you getting more subscribers and followers or engagement and not necessarily conversion? In 2017, there was an article in the Harvard Business Review that talked about the actual value of a Facebook like for a business. Marketing researchers did a study to figure out whether it really contributes to a business in any meaningful way. They found that a Facebook like doesn’t necessarily reflect a change in consumer behavior or an increase in spending. Consumers who like a brand on social media, specifically Facebook, are simply expressing a pre-existing preference. If they see the brand, they like it. They were going to buy from you anyway, so of course they’ll like you on Facebook. It’s much harder to convince someone who has never heard of you to like your page and then buy from you. Rand points out that hidden in that study is that the measurement can be used to find out how many people are predisposed to buying from you, and who they are. The Facebook like did not influence 300 new people to buy from you if they weren’t already planning to buy from you. So, it’s a vanity metric. It does not change behavior. But, it helps you measure. By knowing that 300 new people liked your Facebook page in a month, you can measure the size of the pool of people who may buy from you. This can be useful in a campaign. You can measure what you’re doing that’s having a positive or negative impact. Measure those likes if you want a campaign that grows your brand’s likeability, awareness, and trust. Getting a Facebook like won’t get you more buyers. But, doing things that will encourage more buyers will result in a lift on social media. That’s notable. This makes an otherwise unmeasurable marketing investment more measurable. You can measure lift. If you see that traffic went up and conversion went up and the Facebook likes went up, that campaign worked, and you know that similar investments on other networks might be worth the effort. Or, when what you did last month did not work well, you’ll know to try something else. That’s where the value comes from. Instead of disproving the value of the metric, that study suggests there’s a lot of value. If you’re focused on ranking number one on Google, that’s a problem because you want that metric to go up at all cost. But, if you instead treat the metric as a way to measure the effect of what you’re doing, that’s going to give you some value. Branded Search Volume on Google Rand suggests that branded search volume is the better place for small businesses to focus right now. Instead of Hayward Property Management, he suggests working hard to rank for Marie and Brittany Property Management. When people are looking for your brand name, it means you are doing something right in terms of brand reach. More people are looking not for a generic term, but for you in particular. Rand says he’d take one new searcher for his brand name over a hundred searches for the generic keyword combo. That’s the bottom of the funnel and the closest you’ll get to conversion. If he searches for a Google Pixel Phone 6, that’s more valuable to the brand than a search for best new android phone 2024. One of those search terms suggests that the buyer has already made their decision. He knows what he’s looking for. That’s the most valuable kind of marketing you can do. Get people to know, like, trust, prefer your brand over others. Be present in the places they pay attention with a message that resonates with them at the right time. That’s not going to be property management Orlando, Florida. Remember: Measuring is different from attribution. Attribution is what caused this person to convert. Rand believes that it’s nearly impossible to know what causes a person to convert and buy, and that’s why he doesn’t worry too much about attribution. He returns to his basic message: Be present in the right place with the right message at the right time. To know if you’re doing that, you can look at your vanity metrics and look for the lift that should come before the rising conversions arrive. Follow, Don’t Lead: Marketing’s Future and Generative AI Rand believes that marketing is a field in which you should follow crowds and not try to lead them. What he means by that is until your audience is present and having relevant conversations in a place, you don’t need to try and reach them in that place. Why spend time there if your audience isn’t there? In 2010, everyone thought they had to have a mobile app. They didn’t Most companies are just fine with a mobile-friendly website. The same thing happened more recently with NFTs and blockchain. Marketers were sure they had to be using blockchain somehow but they couldn’t explain why. Does it make your customers happier or give them a better experience? If not, you don’t need it. Now, we’re looking at the ease with which anyone can use generative AI. Generative AI can solve some problems. If you have a database of 100,000 rental properties all over the country and you want to classify them quickly, you might want to hand-classify 100 of them, and then have ChapGPT do the rest of it based on your rules. But, why would that be on your website? We all know that when it comes to content, generative AI is the very bottom of the floor. It’s the worst content out there. Some humans can produce worse things, but anyone can make generative AI content for no money, so it’s the worst you can have. Your goal, when it comes to content, must be to ensure everything you produce is better than that. What’s wonderful for people who invest in marketing is that the more people who make their content with generative AI, the easier it for everyone who doesn’t to stand out. When you’re relying on generative AI to craft your message, you’re essentially taking yourself out of the game. You’ll be outranked and out-marketed. You’ll be the crappy competition that no one has to worry about. Using generative AI for programming assistance or to understand a concept makes sense. It can tell you what words are likely to come after other words on the internet. It can analyze data. But, to write copy that you would expect someone to read while considering a new property management company? No. AI looks for tokens coming after other tokens. It does that predictively. What they told you is what their suggestions told them, and it’s essentially a spicy auto complete. It will never be unique, and the whole point of marketing your company is to be unique. And that is all we have for our Part Two episode of the Property Management Show with Rand Fishkin. If you aren’t already a subscriber, please become one and give us a like. If you have any questions, go ahead and contact us at Fourandhalf. 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Marie Tepman and Brittany Jones are on The Property Management Show, interviewing Rand Fishkin, co-founder of Moz and founder of SparkToro, about the changing landscape of digital marketing. This is only Part 1 of our discussion, which includes a look at the shift from SEO-centric strategies to a more diverse approach, the distinction between platforms of influence and entertainment, and the challenges of marketing attribution. Introducing Rand Fishkin Rand Fishkin is a name that’s synonymous with the world of SEO and digital marketing. He founded Moz, which revolutionized SEO tools and education for marketers. He wrote a book called Lost and Founder, an honest take on what it’s like to be part of the start-up world and follows the journey of a founder. Recently, he’s been making waves with his new venture, SparkToro, which is changing the way marketers like us understand and target different kinds of audiences. A Changing SEO Landscape For the longest time, Rand was a prominent voice in SEO and content marketing. He was known to say that everything starts with keywords and data. Recently, there’s been a pivot to the opposite sort of thinking. We asked him to explain his pivot and his new view on digital marketing. When you have a hammer, every problem looks like a nail. In the world of digital marketing, there are hundreds of channels and opportunities to reach an audience and build a brand and show off. Because he was addicted to and grew up in the SEO world, his focus was on: Target keywords Building links Making website accessible to search engines Optimizing everything It was all viewed through the SEO lens when it came to marketing. Two things happened to cause a pivot in the way he approaches digital marketing: Over the last six seven years, and especially since the pandemic, almost everyone is doing decent SEO. There was a big opportunity from 2000 to 2015. It was remarkable what you could do if you had any kind of savvy around SEO. You could be in the bottom 40 percent of SEO skills and still get a lot of traffic. Google was growing. There was more competition. Now, every smart business owner in every region and ever industry knows what they’re doing with basic SEO. It’s not the competitive advantage it once was. Demand is not growing. Google has acquired every human with an internet connection. There’s not a lot of growth left for them. They have 91 percent of the market share in the U.S. and about 95 percent of the market share globally. With no room for growth, Google has had to change the game. Now, we’re seeing Zero-click searches where people get information without even having to click on a link. Google provides it right there in the search results. That’s great for consumers, but frustrating if you’re a business owner looking for traffic. Google is using your own content and taking clicks and traffic away from you. These forces combined to mean that SEO is not the golden opportunity it once was. If you’re creative and entrepreneurial, you look for other opportunities. That’s what Rand has done. Distinguishing Online Platforms: Influence vs. Entertainment Let’s talk about TikTok. This has been a rising trend, and there are also reels on Instagram and shorts on YouTube that are popular. These are not sources of influence for businesses; they’re very particularly focused on entertainment. The content there is not similar to the content that you might see if you are doing SEO things or business to business marketing or even participating in other platforms like Reddit or LinkedIn or YouTube or Threads, which is more like the old version of Twitter. Unlike entertainment platforms like TikTok, those other platforms are serving niche functions. You might find botanists in U.K. clustering around a few account on Threads and some YouTube channels and some SubReddits. They’re all following the same sources, and all of the conversations are focused in that field. That’s not what happens on TikTok. There, you’re looking for distraction for 7 to 70 seconds. You see a series of videos to distract and entertain. The botanists don’t cluster there. They’re on TikTok, maybe, but they’re like the rest of us, watching a chipmunk dance with a squirrel. On YouTube or on a SubReddit, you’re subscribing to get specific and curated content. TikTok is prioritizing not what you necessarily want to see, but what will guarantee that you stay on the site and scroll to the next video. TikTok followership is the lowest value of any social network that has existed yet. That’s the entertainment mindset that drives people there. It’s not going to help a property management company find new owners. When we talk about entertainment networks versus networks that are a source of influence, you have to think about the places where you’re having relevant conversations. If you’re a marketer in property management, you care less about reaching the broadest possible audience for a few seconds. You want to be present in a highly relevant space where important conversations are going on. If you’re trying to attract property owners to your rental management company, Rand would put TikTok lower on the list of platforms where you want to appear. Try LinkedIn or Reddit or YouTube. Start an email newsletter and get on podcasts. Service businesses have a specific market, so if you’re putting all of your effort into a platform like TikTok, do you really think those TikTok followers going to work with you? Trends like TikTok do a great job of creating a psychological panic among marketers. They think they have to chase trends. You don’t. Remember this: Marketing is fundamentally about going to the right places with the right message at the right time to reach the right audience. So, you can wait. Just because it’s popular doesn’t mean it’s for you. Attribution Challenges in Marketing Marketing attribution is a complex problem, according to Rand, and relying solely on attribution dashboards can be misleading. Channels that have an incentive from the platform or network to show you attribution with always be overweighed. Google or Meta advertising will show you fantastic data in the dashboard about every ad you buy. They’ll tell you who saw it, who visited your site, who converted. The tracking pixel shows you all that. Those channels look like they contribute a ton of new business to you. BUT, here’s the thing. You would have earned a lot of that business anyway. Rand says that if you s hut off that marketing spend for a month, you’ll likely get 91 percent of the conversions that you were seeing with the spend. These companies are good at knowing what the customer journey looks like. They have data about where people go and what they do. So, they can do a great job of making sure your advertisement is seen. But, they’re taking credit for sales that were already going to happen. These online advertising platforms do create a wider potential audience for you. But not as large an audience as they claim. Choose relevant marketing channels and focus on lift-based measurement rather than relying solely on attribution dashboards. This attribution problem has always been a challenge. What actually changed a consumer or business owner and got them to buy? You can do all the sophisticated measurements you want, but Rand says he believes it often sounds like pseudo-science. If you’re investing hundreds of millions of dollars a year in an advertising spend, you can make reasonable estimates. But the models are not compelling if you’re a small or medium-size business. So, you don’t have to prove every attribution. We know marketing works. You know it too, even if it’s hard to prove. There’s a great Wanamaker quote that goes: “I know that I’m wasting half my advertising spend, but I don’t know which half.” Rand encourages you to waste half and not worry about which half is being wasted. Put it into channels that you think will reach your audience. Occasionally shut things off to see what happens. This is the only way to truly and logically invest. Turn off any given advertising channel for 60 to 90 days in a business to business service world. See what happens. Forget Keyword Ranking Instead of obsessing over ranking for money keywords, focus on generating leads and increasing brand strength through diverse marketing strategies. Everyone wants to rank for the money keyword. For our industry, maybe it’s property management in San Francisco or Austin property management. There’s an obsession with ranking at number one. It doesn’t matter what you’re ranking. What matters is the business you’re generating. Focus on that. That’s a far superior strategy. Get more leads and you don’t have to show your competitors that you’re ranking for the vanity terms that everyone is chasing. That’s the strongest position to be in. You’re not only competing with other property managers, now. You’re competing with the zero click search or AI-generated results or the paid searches that always go above any organic ranking. The obsession with being ranked at the first spot is vanity, and that’s a powerful psychology. Stop trying to look good and work harder at providing the best services. That was a lot of information. So, we’ll pause. There’s a lot more to discuss with Rand. We’ll continue our discussion on money keywords, vanity metrics, and AI. We’ll also talk about how to make the immeasurable – measurable. If you have any questions about this podcast or you need help with your property management marketing, please contact us at Fourandhalf. First Name(Required) Last Name(Required) Email(Required) Phone(Required)Company Name Comments or QuestionsHiddenDate MM slash DD slash YYYY NameThis field is for validation purposes and should be left unchanged. 56802 The post Shifting Tides in Digital Marketing with Rand Fishkin appeared first on Fourandhalf Marketing Agency for Property Managers.

Courtney Wolf, founder of RentWise Property Management, shares her journey of creating a hands-off business through setting ambitious goals and delegating tasks. Topics include starting overwhelmed, empowering an operations manager, navigating business challenges, and mastering business processes for success in property management.

Hello and welcome to The Property Management Show podcast, your go-to destination for exploring the dynamic world of property management, entrepreneurship, and marketing. Brought to you by Fourandhalf Marketing Agency, a leader in the industry since 2012. Fourandhalf helps residential property managers get more owner leads and improve their online presence through website design and development, SEO, online reputation management, video and blog content, social media, and targeted advertising. Recap of Part 1: Establishing the Foundation of Mid-Term Rentals In Part 1 – Maximizing Profits with Mid-Term Rentals: Property Management Blue Ocean Strategy, our guest speakers Jessica Schirmeister and Jason Zimmerman from Trend Property Management in Texas discussed the growing trend of mid-term rentals. These types of rentals, also known as furnished rentals, have become increasingly popular in recent years. That episode highlighted the unique niche that mid-term rentals occupy, situated between short-term and long-term rentals. Key focus areas included the demand for these types of properties, their profitability potential, and the evolving rental market trends influenced by remote work and lifestyle changes. The episode provided foundational insights into the benefits, challenges, and operational dynamics of managing mid-term rentals. In this episode (Part 2), we’ll delve deeper into the operational challenges and strategies for managing mid-term rentals. We’ll discuss finances and the subtle art of balancing tenant rights with property management objectives. Evaluating Investment in Mid-Term Rentals Part 2 starts with a discussion about the financial feasibility of investing in mid-term rentals and ensuring a reasonable return on investment (ROI). Jessica shared an example of how a month-long tenant could provide up to four times the revenue compared to a traditional annual lease. However, she also emphasized the necessity of factoring in additional costs such as furnishing, utilities, and cleaning fees when evaluating the profitability of mid-term rentals. Jason stressed that property managers should be strategic in their investment, considering the demand and market conditions. It’s important to understand potential risks and always have a backup plan in case the rental doesn’t succeed as expected. Financial Considerations and Return on Investment Investing in mid-term rentals is an intriguing proposition, blending the stability of long-term rentals with the higher earning potential typical of short-term stays. For property managers and investors, understanding the financial landscape is key. This involves assessing the initial investment costs against the potential returns. Mid-term rentals often demand a higher rental rate, reflecting their furnished status and flexibility. This can be an attractive proposition for tenants looking to avoid long-term commitments. Cost-Benefit Analysis: Investing in Furnishings and Amenities While discussing the financial aspects of investing in mid-term rentals, Jessica and Jason also shed light on the pros and cons of furnishing a property. Furnishings can attract more tenants: Mid-term renters are often looking for fully furnished properties to make their stay comfortable and convenient. Furnishings can add value to the rental experience and justify higher rent prices. In a competitive market, furnished properties may stand out and attract more tenants. Furnishings can also come with additional costs: Investing in quality furniture can be expensive upfront. Managing and maintaining furnishings requires time and effort. There is always the risk of damage or wear-and-tear from tenants, which may require replacements or repairs. To get an initial understanding of whether furnishing a rental makes sense, evaluate if the property in question can generate an additional $4,000 or more each month. Jason says that after evaluating over 50 deals, this seems to be a key threshold for justifying the investment in furnished rentals. Here are some other key financial aspects that were discussed during the interview: 1.) Fixed Costs vs. Property Value: It was noted that the fixed costs associated with a property do not necessarily decrease with a less expensive property. These fixed costs can erode the benefits of furnishing a property if the additional revenue generated doesn’t sufficiently cover these expenses. 2.) Revenue Threshold for Profitability: Looking at the big picture, furnishing a property starts to make even more financial sense when it can generate significant additional revenue – in the range of $50,000 to $70,000 a year. This extra gross revenue is needed to cover all additional expenses such as utilities and other costs associated with furnished rentals. 3.) Increasing Rental Value Without Increasing Taxes or Insurance: One of the strategic financial advantages discussed was the ability to significantly increase the rental value of a property through furnishing without correspondingly increasing the property tax base or insurance expenses. Most property improvements and upgrades can translate to higher insurance or property taxes, and this puts furnishing in a unique spot. This aspect is particularly important as it implies that furnishing a property can lead to higher income without proportionally higher ongoing costs. What are the Goals of the Property Owner? In addition to financial considerations, you should also think about the long-term goals of the property owners. Key points from this part of the conversation include: 1.) Owner’s Net Profit Goals: The decision to convert a property into a furnished rental is often influenced by the owner’s specific financial objectives. For some, an increase in net profit of around $5,000 a year is a benchmark that makes the investment worthwhile. However, this threshold can vary among different property owners, depending on their individual financial goals and circumstances. 2.) Long-Term Strategic Planning: Another critical factor in this decision-making process is the owner’s long-term strategic plan for the property. If an owner intends to keep the property in excellent condition for an extended period, such as for inheritance purposes, they might be more inclined to furnish it. The rationale is that a furnished property can be maintained at a much higher level, ensuring its longevity and preservation over the years. These considerations highlight the importance of aligning the decision to furnish a rental property with the owner’s long-term financial and strategic objectives. It’s not just about the immediate returns but also about how this decision fits into the broader picture of their property management and investment goals. Having explored the financial considerations and owner’s objectives in detail, it becomes clear that the decision to venture into mid-term rentals is multifaceted. Now let’s dive into the nitty gritty of what types of furniture will and will not work for a furnished rental property. The Art of Furnishing Rental Properties When it comes to furnishing rental properties, it’s a delicate balancing act between expense and attractiveness. Quality furnishings and amenities can significantly increase a property’s appeal and rental value. The key is in finding the sweet spot – investing enough to make the property desirable and competitive, while ensuring that these costs are recouped through higher rental income and occupancy rates. This strategic approach to investing can lead to enhanced long-term profitability. Can I Use Old Furniture in the Rental Property? We know the thought of using old furniture may have crossed your mind, or at least the property owner’s mind. We don’t blame you. Jessica shared that it’s common for property owners to consider using their existing furniture to save costs. However, several important points were raised about the potential drawbacks of this approach: 1.) Quality and Aesthetics: It was emphasized that for rentals charging higher rates (e.g., $4,000 and above), tenants expect a certain level of quality and aesthetics. Using old furniture with visible wear, like stains or damage, could lead to negative reviews and dissatisfaction among tenants. 2.) Why Does the Owner Want to Part With It? The conversation also underscored the importance of effectively communicating with property owners about the standards expected in furnished rentals. It’s crucial to explain why old furniture might not be suitable and how it could impact the tenant’s experience and the property’s appeal. Our guests suggest asking a very simple question “Why don’t you want to use this in your own home?” This straightforward query can help property owners understand why it may not be suitable for a rental. 3.) Cost of Replacement or Repairs: It’s also essential to consider the potential costs of maintaining and repairing old furniture if it breaks down during a tenant’s stay. These expenses could add up over time, making it more cost-effective to invest in newer, higher-quality furnishings. The speakers discussed the possibility of using some of the owner’s existing furnishings, but not all. The selection process involves assessing each item to ensure it meets the required standard for the rental market. The Best Furniture for Rental Properties Part of the property manager’s job is guiding owners through the process of updating their furnishings, including providing them with estimates for new furniture. This helps owners understand the financial implications and the value added by investing in quality furnishings. Here are several tips and tricks to help identify the best furniture options for mid-term rental: Durability is Key: Mid-term rentals are subject to more wear and tear than traditional long-term rentals, making durability a top priority when selecting furnishings. Investing in quality pieces that can withstand heavy use can save money in the long run, as they will require fewer repairs and replacements. Make Practical Choices: When selecting items, practicality is a key consideration. For instance, choosing white towels and linens that can be bleached between guests was cited as a beneficial practice. This approach adds value for guests while simplifying maintenance and upkeep. Neutral Designs with a Touch of Personality: When it comes to furniture design, opting for neutral colors and styles can appeal to a broader range of tenants. However, incorporating small touches of personality, such as through throw pillows or artwork, can add character and make the space feel more inviting. Multi-Functional Furniture: With space being a premium in many rental properties, it’s essential to maximize functionality. Multi-functional furniture, such as a pull-out sofa bed or storage ottoman, can provide additional sleeping or storage options without taking up extra space. Consider the Location: It’s also crucial to consider the location of the rental property when selecting furniture. For example, a beachfront property may benefit from more casual and comfortable furnishings, while a city apartment may require a sleeker and more modern design. In conclusion, furnishing rental properties requires a combination of strategic planning, understanding market demands, and investing in quality pieces that will withstand heavy use. By aligning the owner’s objectives with these factors, mid-term rentals can provide a profitable and attractive option in the evolving rental market. So, property managers need to stay updated with industry trends and continually adapt their strategies to cater to emerging demands. Treating Furnished Rentals as a Business Mid-term rentals require a business mindset. This means understanding the financial aspects of investing in furnishings and ensuring that these costs are recouped through higher rental rates and occupancy rates. Additionally, treating furnished rentals as a business also involves focusing on guest satisfaction and continuously making improvements to the property to meet market demands. Our guest, Jason, provided the perfect analogy to help drive home the point. He likened starting a furnished rental business to opening a restaurant, emphasizing the need for good-quality furnishings, much like a restaurant needs good tables and chairs. This analogy highlighted the importance of viewing furnished rentals not just as properties but as full-fledged businesses that require investment in quality assets. Depreciation Is On Your Side One significant advantage of furnished rentals is the potential for tax benefits. Property managers and owners can take advantage of depreciation deductions on furniture, effectively reducing taxes owed on rental income. Jason suggested that property owners consult with their CPAs to understand how investing in furniture (e.g., a $45,000 investment) can be depreciated. Unlike real estate property, which is depreciated over several decades, furniture typically has more favorable depreciation schedules, allowing for faster recovery of investment through tax benefits. Buying Furniture – A Great Investment Opportunity Investing in furniture for a rental property can be a smart way to add value to the property, especially if the owner has funds available for investment but is uncertain about the best way to utilize them. The depreciation aspect makes this investment more financially attractive and can be a strategic way to enhance the property’s value. Additionally, furnishing a rental property can also increase its overall appeal and attract more desirable tenants. Viewing mid-term rentals as a business opportunity that requires strategic planning, understanding market demands, and investing in quality furnishings can lead to success. Now that we’ve talked about the business side of things, let’s talk about the other piece of the puzzle: your renters. Resident Rights vs. Property Management Objectives In the realm of property management, especially in the context of mid-term rentals, a crucial yet often delicate aspect is striking the right balance between tenant rights and property management objectives. The core of this discussion revolved around the principle of ‘quiet enjoyment,’ a tenant’s legal right to use and enjoy a rented property without undue interference. This principle is a cornerstone in real estate and applies universally, regardless of whether the arrangement is short-term or mid-term, and whether the occupants are referred to as guests or tenants. Understanding ‘Quiet Enjoyment’ Quiet enjoyment refers to the tenant’s right to use the property as intended without unnecessary restrictions or intrusions from the landlord. It’s a foundational concept that underscores the tenant’s autonomy over the rented space during their tenancy. Marie and Brittany shared a recent Airbnb experience where they were not allowed to wear shoes inside the house and they were also not allowed to adjust the thermostat freely. These seemingly minor restrictions significantly impacted their overall experience and their satisfaction with the property. The Landlord-Tenant Relationship in Property Management A critical insight from the podcast was the emphasis on recognizing the inherent landlord-tenant relationship in property management. This relationship holds, irrespective of the rental’s duration or how the occupants are labeled. Every tenant, whether in a short-term Airbnb setup or a mid-term rental, is entitled to specific rights, which include the use of the property as designed. Challenges for New Property Managers The discussion highlighted a common challenge for those new to property management or hosting. Many enter the field without a formal real estate background, which can lead to a lack of awareness about fundamental tenant rights. This knowledge gap can inadvertently lead to infringements on tenant rights, such as unnecessary meddling in the tenant’s use of the property. Striking the Right Balance For property managers, the key takeaway is the need to balance effectively managing their properties while respecting the tenants’ rights. This balance is essential not only for maintaining a positive tenant relationship but also for adhering to legal standards in property management. Recognizing and respecting tenant rights, such as quiet enjoyment, plays a crucial role in successful property management and ensures a harmonious landlord-tenant dynamic. Property managers must navigate the fine line between upholding tenant rights and ensuring their own objectives are met. This may involve setting clear expectations from the beginning, regular communication with tenants, and addressing any issues promptly and professionally. Resident Privacy in Rentals Privacy is a fundamental aspect of the rental experience, especially in mid-term rentals that serve as a temporary home for renters. It forms a crucial part of the tenant’s right to quiet enjoyment, and violations can significantly impact their satisfaction and overall rental experience. As a property manager, you should ensure that the tenant’s privacy is respected at all times. This includes avoiding unannounced visits or inspections, and not restricting tenants’ use of the property unless necessary for maintenance or other justified reasons. Respecting privacy not only helps build trust and a positive relationship between the tenant and the landlord, but it also contributes to attracting and retaining quality tenants. A rental arrangement that respects privacy can set your property apart in the competitive rental market and help enhance your overall business success. Video Surveillance in Rental Properties: Yay or Nay? An interesting anecdote was shared by Jason Zimmerman about his personal experience with video surveillance in a rental property. This segment of the conversation sheds light on how surveillance can impact the guest experience and, in turn, the property’s reviews and reputation. Jason Zimmerman’s Creepy Anecdote Jason recounted an incident that occurred while he was staying at an Airbnb for a funeral. He had family members come over to the rental property so they could travel to the funeral together. However, the rental’s host sent him a notice, having observed six people entering the property through the doorbell camera. This intrusion prompted Jason to unplug the modem, essentially saying, “leave me alone.” His reaction stemmed from a feeling of being monitored or stalked, which is a common discomfort among guests in such scenarios. The Unintended Consequences of Surveillance This story highlights a crucial aspect of guest relations in the rental business. Surveillance, intended for security purposes, can often cross the line into privacy invasion, leading to guest discomfort. Such experiences can be particularly jarring for guests who are there for sensitive occasions, like funerals. Jason shared that there is data showing that a staggering 98% of Airbnb guests dislike any form of video surveillance in rental properties. This strong aversion to surveillance cameras, including popular devices like Ring cameras, was emphasized as a major concern for guests. Balancing Security with Guest Comfort The conversation points to the need for property managers to carefully consider their approach to security measures like video surveillance. While ensuring property safety is important, it’s equally crucial to maintain a level of privacy and trust that guests expect. Infringing on this trust can lead to negative experiences, as demonstrated by Jason’s reaction to being monitored. Implications for Reviews and Property Reputation Instances like these can significantly affect a property’s reviews and overall reputation. Guests who feel their privacy is invaded are more likely to leave negative feedback, which can deter future potential guests. The story shared by Jason underlines the importance of respecting guest privacy and carefully evaluating the use of surveillance equipment in rental properties. Prioritizing Tenant Privacy The key takeaway from this discussion is the importance of prioritizing tenant privacy in furnished rental properties. While security is a valid concern, it must be balanced with the need to provide a welcoming and private space for tenants. Intrusive surveillance measures can undermine this balance, potentially harming the relationship between the landlord and tenant, and ultimately affecting the property’s appeal and reputation. Reviews Can Make or Break Success In the rental industry, particularly in furnished and mid-term rentals, guest reviews play a critical role. Positive reviews can significantly boost a property’s reputation and desirability, leading to higher occupancy rates and rental income. Attention to detail and responsiveness to tenant needs are paramount. Property managers are often tasked with addressing maintenance requests promptly and efficiently. This proactive approach not only ensures tenant satisfaction but also helps in maintaining the property in top condition, thereby enhancing its long-term value. Strategies for Positive Reviews To encourage positive reviews from guests, it is essential to: 1.) Provide High-Quality Furnishings: Furnishings should not only be functional but also aesthetically pleasing. This enhances the overall appeal of the property and contributes to a positive guest experience. 2.) Prioritize Comfort and Convenience: Comfortable furniture and well-equipped properties are more likely to receive positive feedback from guests. 3.) Respond Promptly to Requests: Addressing maintenance issues and guest queries promptly shows attentiveness and care, leading to better reviews. 4.) Ensure Transparency and Communication: Clear communication about property rules and amenities helps in setting the right expectations, thereby reducing misunderstandings and negative reviews. 5.) Solicit Feedback Proactively: Encouraging guests to share their experiences and suggestions can provide valuable insights for improvements and also show guests that their opinions are valued. Legal and Regulatory Landscape for Mid-Term or Furnished Rentals As with any business, it is essential to understand the legal and regulatory landscape that governs mid-term rentals. This understanding can help property managers ensure compliance and avoid potential legal issues. In the podcast, when asked about the potential for increased regulation in mid-term rentals similar to what has been seen in short-term rentals, Jessica Schirmeister and Jason Zimmerman provided insights into the current state and future possibilities. City and HOA Regulations Jessica Schirmeister, one of the speakers, highlighted that regulations over rentals could come from two main sources: the city and homeowners’ associations (HOAs). She emphasized the importance of being aware of the specific rules and regulations set by these entities. In client meetings, they often check the city’s regulations and the HOA rules to ensure compliance. She urges other property managers and investors to conduct diligent research and compliance checks with both the city and the relevant HOA as a starting point. The Significance of the 30-Night Threshold A crucial point noted in the discussion was the prevalence of a 30-night minimum stay requirement, often seen in both city rules and HOA regulations. This requirement seems to be a common benchmark distinguishing short-term from mid-term rentals, with mid-term rentals typically starting at stays longer than 30 nights. Property managers and landlords must be aware of this threshold to ensure compliance with regulations. The Future of Mid-Term Rentals: Trends and Opportunities Jason Zimmerman provided insights into the anticipated trends in the mid-term rental market. His perspective was rooted in the current usage patterns and market developments. Stability in Tenant Activities One of the key points Jason raised was the similarity in tenant activities between mid-term rentals and traditional 12-month leases. Whether it’s for six months or a year, the impact on neighborhoods and the way tenants use the properties are quite alike. This observation suggests that mid-term rentals are unlikely to cause significant disruptions or attract undue regulatory attention, maintaining a level of stability akin to long-term rentals. Regulatory Outlook Given these similar usage patterns, Jason expressed his view that mid-term rentals might not face the same level of regulatory challenges as short-term rentals. Short-term rentals are often scrutinized for their potential neighborhood impact, but the consistency in tenant behavior in mid-term rentals could spare them from such intense regulatory focus. A Rising Trend in Furnished Homes Looking towards the future, Jason highlighted a growing trend: the increasing demand for furnished homes for various lease durations. This trend, particularly evident in college markets and upscale areas over the past decade, points to a robust and expanding market for mid-term rentals. The demand for furnished homes, suitable for a range of leasing terms, is on the rise, signaling a significant growth opportunity in this sector. Conclusion As we wrap up this episode on the vibrant world of mid-term rentals, it’s clear there’s a lot to get excited about. From savvy investment strategies to the fine art of balancing tenant needs with business goals, mid-term rentals offer a world of opportunity for the savvy property manager. We’ve navigated through the nuts and bolts of furnishing, tenant privacy, and the all-important reviews that can make or break your property’s rep. Plus, we’ve tackled the ever-changing legal landscape to keep you in the know. Thanks for diving into this rental adventure with us! If you haven’t subscribed to our newsletter yet, head on over to https://fourandhalf.com/subscribe/ to make sure you don’t miss future episodes of The Property Management Show Podcast. P.S. If you are looking to get more owner leads, improve your online visibility, and grow your property management business, fill out the form below to see how Fourandhalf Marketing Agency can help you reach those goals. First Name(Required) Last Name(Required) Email(Required) Phone(Required)Company Name Comments or QuestionsHiddenDate MM slash DD slash YYYY NameThis field is for validation purposes and should be left unchanged. 66276 The post Mid-Term Rentals Part 2: Strategies for Success in Managing Furnished Properties appeared first on Fourandhalf Marketing Agency for Property Managers.

 Welcome to The Property Management Show podcast, where we delve into the ever-evolving landscape of property management, entrepreneurship, and marketing. This show is presented by Fourandhalf Marketing Agency. Since 2012, Fourandhalf has been helping residential property managers get more owner leads by helping with their website, SEO, online reputation, video and blog content, social media, and paid ads. For this podcast episode, we were fortunate to have Jessica Schirmeister and Jason Zimmerman from Trend Property Management in Texas join us for this discussion. With their extensive experience in the field, they brought a wealth of knowledge, particularly in managing and optimizing mid-term rental properties. Their insights are especially relevant for real estate investors and property managers looking to expand their portfolios and increase profitability. As you can imagine, there was a lot of information to unpack which is why we divided the interview into two episodes. This is Part 1, where we explore the rising trend of mid-term rentals and their advantages over traditional rental models. Understanding Mid-Term Rentals With economic and regulatory factors pushing both short-term and long-term rental property owners and managers to panic, it makes sense to start looking for more lucrative and sustainable alternatives in the market. This is where mid-term rentals come into play, offering a sweet spot between short-term and long-term rental properties. But what exactly makes a rental, well, mid-term? What is a Mid-Term Rental Property? Traditionally, short-term rentals are fully furnished properties renting for less than 30 days, whereas long-term rental properties are typically unfurnished and covered by a 12-month lease. Mid-term rentals are those that fit somewhere in the middle — fully furnished properties that can be rented for 30 days up to a year. If you’re a bit confused, you are not alone. I (Marie) was confused as well. You see, the label “mid-term” makes it seem like the term or the length of the lease defines what category the rental property belongs to. But if a mid-term rental can be rented for up to a year, then doesn’t it fall under the long-term rental category? According to our guests, that is a “no”. As it turns out, even they don’t like using the label “mid-term rentals”. Instead, they prefer the label “furnished rentals”. This is because lease duration can easily be shifted, but renting a property as furnished vs. unfurnished offers a clearer way to categorize them. Now you might be thinking, who would want to rent a furnished house anyway? Don’t people typically have their own stuff to fill a house with? Let’s dive deeper into this. Who Typically Rents Furnished Rental Properties? In the world of furnished rental properties, the tenant pool is as diverse as their reasons for renting. From this podcast interview, we learned that furnished rentals are a hit among various groups — and despite what you may have heard before, it’s not just for travel nurses anymore! Here’s a rundown of who these tenants are and why they choose furnished rentals: Traveling Professionals: Often on temporary assignments, these individuals prefer furnished rentals for their convenience and home-like feel compared to hotels. Yes, travel nurses fall into this category. But so do film crew, actors, and even digital nomads. Individuals in Transition: People relocating or in transitional life stages choose furnished rentals for their flexibility and the ease of not having to move furniture. Patients and Medical Visitors: In areas like Rochester, MN near medical facilities such as the Mayo Clinic, patients and their families opt for furnished rentals for the duration of medical treatments and even as they are recovering. Some people prefer not to travel right after a major medical procedure, and may seek comfortable accommodations near the medical facility. Typically, areas that have sought after medical services or facilities would attract a similar kind of group. Corporate Groups: Companies often find it more economical and comfortable to house employees in furnished rentals for projects or training programs. People Affected by Insurance Claims: Those undergoing home repairs due to insurance claims may need temporary housing, making furnished rentals an ideal solution. Families: Larger furnished rentals are attractive to large families visiting extended family members and may need space and amenities that mimic a home environment. College Students: Jason also mentioned an increasing interest among college students in furnished rentals. This introduced additional ease and convenience in college housing, where furnishings are often included or can be added at a minimal cost. This trend is planting the seeds for future rental preferences, with students getting accustomed to the idea of not having to acquire their own furnishings for their living spaces. The implication is that this experience in college is influencing their future housing choices, making them more inclined towards furnished rentals even after college. Each group’s unique needs make furnished rentals a versatile choice in the housing market. Short-Term vs. Mid-Term vs. Long-Term Rental Properties So now that you know who typically rents furnished rental properties, let’s explore how these types of rental properties compare with more traditional ones. The landscape of property management has witnessed significant shifts, and understanding these comparative dynamics can empower property owners, property management businesses, and real estate investors to make informed decisions. The table below offers an easy way to compare the mid-term rental properties against short-term and long-term properties: Criteria Short-Term Rentals Mid-Term Rentals Long-Term Rentals Duration Typically <1 month 1 month to <1 year 1 year or more Income Potential High with premium nightly rates Moderate stable monthly income Lower but stable and predictable Turnover Costs High due to frequent guest changes Moderate fewer turnovers Low least frequent turnovers Wear and Tear Higher due to frequent turnovers Lower than short-term higher than long-term Lowest due to stability of tenants Regulatory Challenges Often stringent with zoning and hospitality taxes Generally fewer than short-term Typically minimal regulations Tenant Base Tourists short-term travelers Professionals students transitional phases Families long-term residents Pricing Flexibility High adjustable for demand and season Moderate set for the lease duration Fixed set for the lease term Market Dependency Dependent on tourist flow and events Varies based on local demand and conditions Steady less influenced by short-term market changes Operational Demands Intensive due to guest management Moderate occasional tenant interactions Least mainly maintenance and renewals Seasonal Variability High with peak and off-peak periods Moderate less influenced by seasonality Low typically unaffected by seasons Community Impact Potential resistance from local communities Usually well-accepted Generally accepted and stable Now that you have a better understanding of these three categories of rental properties, let’s talk about why property managers should consider managing mid-term rentals. Should Property Managers Consider Mid-Term Rentals? Mid-term rentals present a ‘blue ocean strategy’ for property managers. They fill a unique market gap, catering to clients like traveling professionals, medical patients, and people in transitional life phases. This market is less saturated compared to short-term and long-term rentals, offering new avenues for growth in the property management business. Moreover, mid-term rentals offer higher profitability potential compared to long-term rentals. Property managers can charge a premium for fully furnished and flexible living options while avoiding the high turnover and maintenance costs associated with short-term stays. Here is a list of reasons why venturing into mid-term rentals (aka furnished rentals) is a good idea for residential property management companies: Filling a Market Gap: Mid-term rentals cater to a diverse tenant base, bridging the gap between short-term and long-term rentals. These rentals offer a more economical option than hotels, especially for longer stays, appealing to both individual tenants and corporate groups. Reduced Wear and Tear: They experience less wear and tear compared to short-term rentals, leading to lower maintenance costs. Regulatory Benefits: Mid-term rentals often face fewer regulatory challenges than short-term rentals. Improved Neighbor Relations: Longer rental periods result in fewer neighbor issues due to less frequent turnovers and less disruptive behavior. Diverse Tenant Base: Attracts a broad range of clients, not limited to traveling nurses, but also including professionals, families, and individuals in transitional phases. Increased Demand Post-COVID-19: The rise of remote work has boosted the demand for flexible, mid-term living arrangements. Improved Lifestyle for Tenants: Provides a more comfortable and homely living experience compared to extended hotel stays. Profitability and Simplicity: While they may not generate as much monthly income as short-term rentals, mid-term rentals offer a more straightforward, profitable model in the long run due to minimized vacancies and reduced maintenance. Getting Started in Mid-Term Rental Management Mid-term rentals offer a more profitable alternative to traditional long-term rentals by charging higher rates and reducing vacancies. But is it all smooth sailing? Like any business venture, there are several factors to consider before diving into mid-term rentals. Understand Your Local Market for Furnished Rentals Effective property management strategies require an in-depth understanding of the local housing market, tenant demands, and supply trends. These factors play a crucial role in determining the feasibility and profitability of mid-term rentals in a particular location. Property managers should conduct thorough market analysis to identify potential demand for longer term furnished rentals. To start off, you can ask yourself the following questions: Is my area a popular location to film movies or shows? Do I manage properties in “college towns” or near college campuses? Has there been an influx of “digital nomads” (tech workers who don’t want to be tied down into one place) in my service area? Are there local businesses or facilities in my area that would attract people who tend to rent furnished mid-term rental properties? Moreover, understanding the rental rates and vacancy rates in the area is crucial for setting competitive prices and optimizing occupancy. But knowing who your target market is is just once piece of the puzzle. Property managers should also consider what amenities and services their potential tenants would be looking for in a mid-term rental. Understand Expectations of Mid-Term Renters Property management strategies that work for traditional long-term rentals may not be as effective for mid-term rentals. It’s essential to note that mid-term renters have different demands and expectations compared to long-term renters. Therefore, property managers must adapt their management strategies accordingly. What Amenities Are Expected of Mid-Term Furnished Rentals? During the interview, there was a detailed discussion about the amenities typically included or expected in mid-term furnished rentals. Here’s a breakdown of what was mentioned: Comfort-Oriented Furnishings: The emphasis was on providing super comfortable furniture. And for rentals near medical facilities like the Mayo Clinic, furnishing that support recovery and relaxation, are especially important for residents who might be recovering from surgeries. Accessible Floor Plans: Properties with floor plans that minimize the use of stairs, like ranch-style homes, were noted as essential. This is particularly significant for tenants with mobility issues or health concerns. Cozy and Homely Additions: Comfortable blankets, pillows, and other such items that contribute to a ‘home away from home’ experience are crucial. Appeal to Working Professionals: In areas like Fort Worth, the target demographic includes working, traveling professionals. The focus here is again on comfort and convenience, offering a space where these individuals can unwind after a day’s work. Make sure you offer high speed wifi as well. The overarching theme is creating a comfortable, convenient, and homely environment, catering to the specific needs of mid-term tenants, be they medical patients or traveling professionals. This approach differentiates mid-term rentals from the more transient nature of short-term rentals, which often cater to vacationers​. Do Residents Expect Kitchen and Bathroom Supplies in Mid-Term Rentals? In the podcast, we also delved into the topic of amenities in rental properties, discussing the common practice in short-term rentals of providing essential items such as toilet paper, paper towels, shampoo, conditioner, and basic kitchen supplies like salt, pepper, and cooking oil. This led to an exploration of whether mid-term rentals should offer a similar level of provisions. While there’s a recognized overlap in amenities between short-term and mid-term rentals, underscoring the importance of ensuring basic comforts for tenants, the conversation revealed that there isn’t a clear consensus on the extent to which these supplies should be provided in mid-term rentals. So if the minimum stay is a month long, is the property manager expected to provide a month-long supply of toiletries and kitchen essentials? According to Jessica, although there is no hard and fast rule about this, it’s good practice to give your residents enough to start off. Providing a couple days’ worth or a week’s worth of supplies can go a long way. You don’t want your residents complaining because there was no toilet paper when they used the bathroom upon arriving, do you? Talk about starting off on the wrong foot. Remember that in the mid-term rental business, residents are expecting a higher level of service and a positive experience. Speaking of which, let’s talk about housekeeping services. Housekeeping Services Unlike long-term leases, which may involve minimal interaction with residents, mid-term rentals require more hands-on management. People who choose to rent mid-term rentals or furnished rentals will likely have similar expectations as guests at an extended-stay hotel. So unlike long-term tenants who may tolerate minor inconveniences, mid-term renters may not. They are looking for a hassle-free living experience during their temporary stay. That’s why having a cleaning crew regularly maintain the property is a key aspect of managing these rentals. This regular maintenance not only helps in keeping the house in top condition but also plays a significant role in preserving the property’s assets. Jason and Jessica highlighted that furnished rentals, particularly those that are well-maintained and offer premium finishes, tend to attract tenants who are willing to pay a premium. These tenants generally have higher expectations regarding the upkeep and condition of the home. This includes not only the standard maintenance but also responding to specific work orders, such as sweeping out the garage or changing a light bulb (Jessica wasn’t kidding. This really happens). This level of service and attention to detail justifies the extra expense of maintaining such properties and contributes to long-term savings by preserving the property’s value and appeal​. Mid-Term Rental Properties: Investment and Returns Investing in furnishing properties might seem like a substantial upfront cost, but the returns justify the investment. You can get higher rental income than in a long-term lease while getting less frequent tenant turnovers than short-term leases. These two things could nicely balance out upfront costs. Moreover, the “higher touch” level of service can reduce ‘normal wear and tear’ because of the following: Residents are more likely to report even minor issues before they become big problems More frequent property visits let your team see the condition of the inside more often, and catch problems sooner rather than later. Residents are less likely to throw parties (and potentially trash the place). Residents are more likely to treat it as their temporary home and respect the space. The Future of Mid-Term Rentals in Property Management Mid-term rentals offer a unique blend of flexibility and stability, making them an increasingly attractive option in the property management landscape. They represent a significant opportunity for property management companies to innovate, diversify their portfolios, and enhance profitability. As the property management industry evolves, adapting to new trends like mid-term rentals is crucial. They offer a fresh perspective on rental management, meeting the changing needs of tenants and providing a new avenue for property managers to grow their businesses. Teaser: What is Part 2 About? In our next episode, we’ll delve deeper into the operational challenges and strategies for managing mid-term rentals. We’ll discuss finances and the subtle art of balancing tenant rights with property management objectives. Stay tuned for more expert insights that could transform your approach to property management. If you haven’t subscribed to our newsletter yet, head on over to https://fourandhalf.com/subscribe/ to make sure you don’t miss when Part 2 of this interview goes out. First Name(Required) Last Name(Required) Email(Required) Phone(Required)Company Name Comments or QuestionsHiddenDate MM slash DD slash YYYY EmailThis field is for validation purposes and should be left unchanged. 21822 The post Maximizing Profits with Mid-Term Rentals: Property Management Blue Ocean Strategy – Part 1 appeared first on Fourandhalf Marketing Agency for Property Managers.