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Exit strategy: Ensuring top dollar for your vacation rental management company

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Selling a Vacation Rental Management Company

Over the last decade, vacation rental managers (VRM) have been directly impacted by a multitude of economic conditions including a deep recession, real estate market volatility, government regulations, a surge in rent-by-owner models, and unforeseen weather-related events. In addition, the industry has seen technology and marketing expenses escalate with ecommerce, third party distribution, and marketing automation.

However, in spite of industry changes, vacation rental managers have flourished.

Vacation rentals have prevailed as a mainstream accommodations alternative, and the vacation rental industry is experiencing high levels of growth and –consequently- investment interest and opportunities, as evidenced by Wyndham’s recent purchase of Hatteras Realty, All Star Vacation Homes’ acquisition of Southern California Vacation Rentals and Vacasa’s purchase of Utah Vacation Homes.

With numerous vacation rental management company owners also nearing retirement age, the subject of exit strategy is becoming increasingly prevalent in industry circles.

Ben Edwards Transaction AdvisorVRM Intel reached out to transaction advisor and industry veteran Ben Edwards to learn more about how to successfully navigate the sale of a vacation rental management company. Ben Edwards is president of Weatherby Consulting LLC, heads up business development for Newman-Dailey Resort Properties in Destin, FL, serves as president of the Vacation Rental Managers Association, and has directly worked on over 40 purchase and sale transactions in the vacation rental, resort and real estate industries.

 

Why do owners sell?

While a few transactions involve distressed companies, according to Ben Edwards, the most common reason vacation rental managers explore selling their company in today’s environment is a desire to monetize their business at the peak of the market.

“In the last couple of years, our industry has experienced a huge turnaround,” said Edwards. “While some companies were fundamentally resistant to change and experienced a decline in inventory and revenue, the majority of managers are seeing tremendous growth.”

“As you recognize the opportunities in the market, the best time to explore your options is when you are doing well,” said Edwards.

 

What steps can a vacation rental management company owner take to ensure top dollar for their company? In our interview with Edwards, we identified seven tangible actions a VRM can take to formulate a sound exit strategy.

 

7 steps to ensure success in selling a vacation rental management company:

 

1. Plan ahead

To maximize the selling price, Edwards advises to plan for the transaction. “While a VRM can sell at any time, in order to get top dollar, an owner would benefit greatly from planning ahead.”

Although current investment interest is strong, Edwards believes the best time to monetize a VRM business is likely over the next three to four years, which makes now the ideal time to begin articulating the exit plan.

“A VRM business has a lot of moving parts, so time is a contributing factor,” said Edwards. “The more lead time you have to work with a transaction advisor, the more you can expect to maximize the selling price.”

 

Exit strategies for vacation rental maangers2. Keep it confidential

When you are planning for your exit, it is tempting to want to discuss it with others. Edwards warns against broadcasting your plans to the market. “Confidentiality is key,” said Edwards. “You do not want the market to know you are looking to sell. Once you get to the table, the objective is to sell and sell quickly.”

 

3. Get help

The experienced outside perspective of a transaction advisor is critical in a business transaction and could add as much as 20% to the selling price in the negotiation process.

“What a transaction advisor brings to the table is the experience and understanding to help prepare and articulate the key attributes of the business, ensuring maximum value is realized,” said Edwards. “For example, a nominal accounting misclassification can impact the selling price by hundreds of thousands of dollars. It doesn’t matter how healthy your business is, there are always a few tweaks that can be made in any business which can result in big gains to the selling price.”

 

4. Tell a compelling story

“When selling a VRM company, the goal is to tell the success story of your accomplishments,” said Edwards. “A transaction advisor/consultant is tasked with telling your story on paper, in every report. Your story is what makes a buyer compelled to pay top dollar for the company.”

 

5. Demonstrate the health of your company

In doing research about planning for an exit, we heard a lot of advice about how to boost profitability on paper by slashing expenses. Edwards advises against this. “No buyer wants to see where you have starved the business,” said Edwards.

“For the most part, the buyer is going to want to see a healthy percentage of revenue going straight to the bottom line depending on your business model,” said Edwards.

 

6. Put together a top tier financial package

“In order to get top dollar for a VRM, the owner needs to strategically invest money and manage the business in an effort to maximize sustainable profits for the long-term success of the company,” said Edwards.

A few components include:

  • Comprehensive financial reporting
  • Progressive revenue growth
  • Solid trend of direct operating expenses in relation to revenue that depict effective management
  • Strict management of general administrative expenses
  • Long term rental contracts

Edwards emphasized, “A premium financial package leads to a premium selling contract.”

 

7. Manage expectations and avoid trying to monetize future revenues

We asked Edwards, “Is there a standard multiple or formula a VRM should be looking for in a transaction?”

“This is what everyone asks, and there really isn’t a standard,” said Edwards. “There are a myriad of purchase models for VRMs (e.g., asset purchase, stock purchase, asset purchase with unfunded liability, stock purchase with excessive operating cash, etc). In addition, there are several variables which significantly impact the transaction. For example, some managers have large offices and check in locations, while others have remote operations. There are too many variables to simply answer the question, ‘What is the multiple of earnings?’ But typically you will see multiples somewhere in the neighborhood of 3-5 times earnings. If you see a company in this market sell below 3 times earnings, typically it is a distressed company.”

In addition, Edwards recommends focusing on historic performance and not future, unrealized revenue streams. “Buyers don’t want to hear about potential future revenues,” said Edwards. “They are more interested in the historical performance and what the seller has accomplished. The goal is to tell your individual story in a compelling way.”

 

For VRMs who are not yet ready to start the process, it is a good idea to go through the exercise of examining the health of the business and taking a look at how the company story would be told if the VRM was selling today.

“It is like renovating and redecorating a vacation home,” said Edwards. “It is always difficult to do a full refurbishment all at once, but if you can do a little over time, it will continually protect the investment value over time and help you generate a higher rate of return.”

 

By Amy Hinote

 

 

Surpassing the competition, LiveRez’s Tracy Lotz remains committed to independence

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New LiveRez Offices

802.

802 is the number of vacation rental management companies who have purchased LiveRez’s vacation rental management software platform as of April 9, 2014. Vacation rental software veterans understand all too well the importance of the number because it has surpassed the number of vacation rental management companies utilizing any other single property management software system in the U.S..

Tracy Lotz hits another milestone wth LiveRez

Tracy Lotz, president and CEO of LiveRez, launched the software company in 2008 in Eagle, ID. Ten years prior to its launch, Lotz had been working on 1st Choice Vacation Rentals when he met Steve Trover, president of All Star Vacation Homes. Together, they built All Star’s vacation rental website. In 2002, Lotz added the online booking component, and by 2005, he was building rental websites for other vacation rental managers. Over the next two years Lotz’s tech team worked with Trover’s property management company to build a multi-user, full-scale, end-to-end property management technology solution.

In 2008, LiveRez went to market with its web-based vacation rental software platform and surpassed its competition in just six years.

And at 53, Tracy Lotz isn’t looking towards retirement or an exit strategy any time soon.

 

Remaining independent

In the current vacation rental technology environment, it has become common to seek outside investment to grow the business. In the last two years, over $500 million in institutional funding has been raised by technology based companies in the vacation rental industry.

But “common” isn’t a word people use to describe Tracy Lotz.

Despite many opportunities to accept institutional funding, Lotz has remained independent. “If I take venture capital to build the business, I’m accountable to venture capitalists. Right now, I am accountable to the property managers who are using our software,” said Lotz. “I’m not in the let’s-make-a VC-some-money business. I am in the let’s-make-the-property-manager-successful business.”

In addition, Lotz is adamant that he isn’t looking to sell the company. “We have resources, and I am not in the position that I need to sell. I am much more interested in building and operating LiveRez,” said Lotz. “The juice for me comes from building something that makes our partners successful.”

 

Partnership approach

At LiveRez, clients are referred to as “partners,” and the entire staff is trained to treat them accordingly. “One of the reasons we have been successful in sales is that we are selling more than software. We are selling a partnership,” said Lotz. “When a new company is looking to purchase LiveRez, we have hundreds of real people for them to talk to who will testify that our partnership approach is not just a sales line. We are committed to it.”

 

Continuing development

At the VRMA Regional Seminar in Orlando, FL, LiveRez announced the launch of several development projects including the LiveRez mobile app, a technology partnership with home automation provider PointCentral, iVacationRentals, a customer-facing distribution website for LiveRez’s 50,000 properties, and even Google Glass based housekeeping functionality.

In addition, LiveRez recently added e-learning and non-profit expert Doug Covey to its team to provide educational tools, forums and networking events to help property managers increase standards, build best practices and establish high levels of professionalism in their vacation rental organizations.

And according to Lotz, there is much more on the road map (e.g. call tracking, smart home integration, etc.). “If someone had told me in January 2008 that going on 2014 we would still be working on this (LiveRez functionality), I would have said, ‘You’re crazy. We’re going to be done in six months.’ It is clear now that this is ever-evolving.”

 

Data protection

Just like every technology creator, Lotz has taken his share of criticism –most notably for his all-in approach and his almost religious commitment to protecting client data.

The LiveRez solution is an end-to-end system which includes functionality for calendar management, housekeeping scheduling, work order tracking, owner management, website building, search engine optimization, and more. However, what LiveRez doesn’t have is an open API interface to integrate with the ever increasing multitude of distribution channels and third party vendors.

“It is very important to me to make sure that we protect the data that is entrusted to us,” said Lotz. “Anytime you pass guest data and owner data to a third party, there is an enormous risk. As we continue to grow, we are committed to protecting the data integrity of our partners and their customers.”

Lotz added, “One of my biggest challenges is that I can’t afford to make a mistake. If I make the decision to build on the wrong technology or integrate with a company who compromises data, it impacts all of our partners. I take that responsibility very seriously.”

 

The future

Tracy Lotz and the LiveRez team are not anticipating a slow-down in their growth pace. Along with the addition of Doug Covey, Lotz named Steve Trover as Chief Strategy Officer, and the team of 30+ employees recently expanded into new offices in Eagle, ID.

“With as fast as we are growing as a company, we knew we had to think long-term and invest in a space that could accommodate our current and future employees,” said Lotz. “Our new 11,000 sq ft headquarters not only will support our planned growth, but also offers our employees a better environment to come to each day.”

LiveRez has also announced it is heading to Destin, Maui and Kauai for its Summit Series, the company’s ongoing series of educational seminars for vacation rental managers.

Lotz added, “We are builders, and we are committed to working every day to make sure we are developing everything a manager needs to successfully and professionally manage and market their vacation homes. We believe vacation rental managers are the best marketers of their vacation rental properties, so our goal is to provide them with the highest quality tools to do that.”

Mountain Travel Symposium: Panel discusses rentals-by-owners

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Taxing vacation rentals
Taxing vacation rentals

By Lauren Glendenning

Websites like VRBO.com and Airbnb.com are giving discerning travelers an alternative to resort lodging in mountain destinations, but they’re also creating some controversy — and even a bit of tension — within the travel resort industry.

That tension was evident at a Saturday afternoon panel discussion at the Mountain Travel Symposium in Breckenridge, a conference that brings everyone from marketers to hospitality professionals together once a year to discuss mountain travel issues and trends. Panelists for the “For Rent By Owner: Tension, Taxes and Technology” session included Breckenridge town manager Tim Gagen, Larry Mashaw of The Resort Company in Steamboat Springs, and Carl Shepherd of the online vacation rental marketplace HomeAway.

Gagen has been facing the challenges of vacation rentals by homeowners for years from a revenue and regulatory standpoint, and not in a good way. In addition to tax collection challenges, the rental-by-owner market can and often does cause disturbances within communities.

Gagen said the town was finding that many out-of-town owners who rented out their properties without a local contact or property manager, issues ranging from trash disposal to parking to rental units becoming party houses arose.

The town has had to write regulations around the growing rental-by-owner industry, as well as put a lot of scrutiny on the local homeowners who are renting their homes out without paying the proper taxes.

But Shepherd said the focus shouldn’t be on legislating what people can or can’t do with their properties, it should be on making it easier for them to comply with regulations.

“The biggest challenge we find when we talk to owners when they’re not complying with regulations is because they can’t understand them. … All you’re doing is encouraging an underground economy,” Shepherd said.

Gagen said the laws, at least in Breckenridge, are up front and easy to comply with. The town has information packets and would love to pass them out, but they don’t always know where to deliver them.

“We reached out to HomeAway to figure out ways we could partner,” Gagen said. “The answer was, ‘We can’t help you because of the privacy.’”

He was referring to the privacy that companies like HomeAway provide to homeowners. The town of Breckenridge wanted to know who was listing rentals so it could check to see if those owners were complying with tax laws, but Shepherd said personal information provided by its customers is private.

“We’re not saying HomeAway should be collecting (taxes). We said it would be nice to know who their clients are so we can help them comply,” Gagen said. “That’s all we’re trying to do is level the playing field.”

Instead, town governments have to spend more time looking for homeowners who are bypassing the system. It’s something that town governments can choose to go after or not, Mashaw said.

Mashaw, who is in the property management business, also has a dog in the fight against the rental-by-owner market, but it’s not as competitive as you might think.

Property managers want to keep vacation rentals at the top-of-mind for potential customers, so they have to be careful not to “bash the owners,” he said.

And while Shepherd said the rental-by-owner market is getting more professions, he thinks homeowners who are renting out their properties are still being shunned within their communities.

“Stop seeing owners as an enemy and embrace them,” he said. “Invite them into your community, invite them to join your hotel associations.”

Mashaw has seen that effort fail in Steamboat Springs, however. Homeowners who have entered into the industry are withdrawn and are often afraid of being called out, he said.

Gagen said that generally speaking the issue has become less of a problem in Breckenridge — that most homeowners are now complying, but the work never ends.

“We have to keep at it,” he said.

That’s good news for towns who spend their lodging tax dollars on things like destination marketing, or in Steamboat Springs’ case, on funding flights into the local airport. But one voice from the audience — Vail Valley Partnership president and chief Executive officer Chris Romer — added slightly more tension to the discussion.

“I find it fascinating that we’re here talking about destinations and travel and visitors and increasing visitation to our areas, and you guys have been sitting up there for 30 minutes and no one once has talked about guests, and what’s best for guests,” Romer said. “No one once has talked about guests and if this model is actually beneficiary to our visitors.”

Editorial Projects Manager Lauren Glendenning is covering the Mountain Travel Symposium in Breckenridge for Colorado Mountain News Media. She can be reached at lglendenning@cmnm.org or 970-777-3125.

 

Vacasa acquires Utah Vacation Homes

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Vacasa buys Utah Vacation Homes

Portland, OR based property management company Vacasa Rentals recently purchased Utah Vacation Homes. Founded in 2009, fast-growing Vacasa manages over 700 vacation homes in the western U.S., from laid-back beach cottages along the Oregon Coast to luxury ski chalets in Vail, CO. Vacasa is home to 200 employees located in 7 offices in Oregon, California and Idaho.

The acquisition of Utah Vacation Homes adds approximately 60 properties and two office locations in the Park City and Salt Lake City areas of Utah to Vacasa’s portfolio. Former Utah Vacation Homes owner Tristan Webb will be joining the Vacasa team and currently serves as a member of the Vacation Rental Managers Association Board of Directors.

“As we currently manage homes in Oregon, California, Washington, Colorado, and Idaho, expanding to Utah was an obvious choice,” said Vacasa CEO Eric Breon. “Utah Vacation Homes has a long history in the Park City market, and we are excited to benefit from Tristan Webb’s experience and vision for the industry.  We will continue to build upon UVH’s portfolio as we expand throughout Utah.”

 

Utah Vacation Homes acquired by Vacasa

 

By Amy Hinote

 

Creating a Beautiful Bed -Vacation Rental Housekeeping

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Vacation rental linens

By Eva Whitney, Vacation Rental Home and Guest
I joined the military right out of high school, and I learned very quickly how to make a bed, military style with hospital corners. I am not a morning person, (getting up at 4:00 or so) so that I didn’t have to make the bed each morning I would sleep on top of it 🙂 However, once you get the hang of it, it’s not difficult.

When I started managing my first VR I was surprised how quickly it came back to me. I personally don’t care for the sheets tucked in, as it feels so tight, I like the George Costanza style….untucked 🙂

But we aren’t talking about George’s style or our own personal style, this is all about the first perception, the guest’s first glance into the bedroom, and you’ll want to create a beautifully made bed.

 

Made bedWhat you will need

  • A set of linens with a high enough thread count that fits into your budget and creates a comforting experience for your guests. If you can have your linens laundered and pressed that would be ideal.
  • Fitted/flat sheet
  • Pillowcases
  • Thin blanket
  • Duvet and or comforter
  • Pillow shams
  • Decorative pillows

Below are a few tips on how to make up your bed: Here is a link on how to create “Hospital Corners” which also includes a video on making a military style bed with hospital corners.

 

How to Make a Bed

Fitted Sheet

  • Place on the mattress
  • Tighten and tuck to create a smooth look with no visable wrinkles

Top Sheet

  • Place on the mattress upside down, when it’s folded over you want it will display the design or border to match the pillowcase or decorative pillows, etc
  • Leave about 12 inches at the head of the bed to fold over
  • The material that hangs over each side should be even
  • Tuck the bottom of the sheet under the mattress, creating hospital corners at a 45 degree angle on each side of the bottom http://www.wikihow.com/Make-a-Hospital-Corner
  • Tuck the rest of the sheet in all around the bed, leaving the top slightly loose to tuck over the blanket
  • Continually smooth with your hand to eliminate any wrinkles

Blanket (if you use one)

  • Add a blanket (thin) over the flat sheet, making sure the material is even on both sides
  • Again tuck in at the bottom of the bed adding the hospital corners
  • Fold it over at the head of the bed about twelve inches. Fold your top sheet over twelve inches on top of the blanket
  • Tuck the blanket in tightly around the rest of the bed
  • Continually smooth with your hand to eliminate any wrinkles

Duvets & Comforters

  • Place the duvet or comforter over the sheets (or blanket)
  • Buttons and tags at the bottom, so they aren’t in the guests face
  • Smooth with your hand to eliminate wrinkles
  • Lay flat with each side even or fold over half-way to display the beautifully made bed
  • If you have a comforter (in addition to a duvet) you can display this neatly and fold evenly at the bottom of the bed (tucking the seams under so they aren’t shown)
  • You can also get creative with the comforter and fold in half on top of the bed and then another fold over about 12 inches. (hiding the seams for a neat fold)

Pillows

  • Fluff the pillows
  • Smooth the cases with your hand to eliminate wrinkles, ironed is optional
  • Place the pillows that match the linens in the back, against the headboard with the open edges folded over toward inside, and the closed edges on the outside for a neater look
  • Next the pillows in the shams, that match your comforter or duvet
  • Lastly the decorative pillows in the front

 

Read more about Eva Whitney

Eva Whitney

 

Do Interactive Floor Plans Impact Bookings?

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TruPlace, the vacation rental industry’s leading provider of interactive floor plans, recently commissioned VRM Intel to conduct a 3rd party study designed to determine the actual impact of utilizing floor plan tours on reservations.

Data was retrieved from companies using floor plan tours on partial sets of their vacation rental inventory. We analyzed all guest reservations in 2013. The reservation metrics analyzed were: number of reservations, revenue per stay, number of nights, and booking lead time. These reservation metrics were cross referenced with property data including location and number of bedrooms, along with company-specific data criteria which was confidentially supplied to the participating companies.

Interactive Floor Plans for Vacation Rentals

The results were definitive.

Properties using floor plan tours on average booked 20% more reservations, 16% more nights, and 13% faster than properties without tours. In each subcategory analyzed the results were consistently higher, regardless of property type, size or location.

Interactive Floor Plan Tours Increase Reservations

TruPlace Floor Plan Tours Reservations

 

Floor Plans increase revenue for vacation rentals

 

By Amy Hinote

HomeAway: Over $40M Sold -HomeAway execs Sharples, Shepherd, Buhrdorf, Hale et al. sell shares for $40M+

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HomeAway Listing Quality Score

Updated: April 11, 2014

HomeAway CEO Brian Sharples has another significant chunk of stock for at least the fourth time in the past five weeks. Sharples acquired 28,645 shares as stock options on Tuesday and sold them the same day for more than $1 million.

 

Updated: April 2, 2014

Carl Shepherd unloaded 60,000 more shares of the stock  on the open market in a transaction that occurred on April 1st. The shares were sold at an average price of $38.49, for a total transaction of $2,309,400.00. Following the completion of the sale, Shepherd now directly owns 153,996 shares of the company’s stock, valued at approximately $5,927,306.

March 25: Updated info below:

HomeAway Execs Sell Shares

Mar 20, 2014 —HomeAway CEO Brian Sharples sold 28,645 shares of the stock on the open market Monday, Mar 17 at an average price of $43.14, for a total of $1,235,745.30. Sharples now directly owns 57,446 shares, valued at approximately $2,478,220.

Just prior to Sharples’s transaction, it was reported that Chief Strategy and Development Officer Carl Shepherd unloaded more than 22% of his shares, according to a Securities and Exchange Commission filing. In all, Shepherd sold 60,000 shares in multiple transactions averaging $45.54 per share on March 11, worth more than $2.7 million. Shepherd still owns roughly 214,000 shares, worth more than $9.7 million.

Shepherd’s move occurred one day after HomeAway CTO Ross Buhrdorf, sold 179,357 shares worth $8.1 million.

In addtion, Tom Hale, Chief Product Officer sold an additional 1,041 shares –which combined with the 64,824 shares he sold a few weeks ago added up to just under $3 million.

HomeAway traded up 1.25% during mid-day trading on Tuesday, hitting $43.61. 482,686 shares traded hands. HomeAway has a one year low of $27.27 and a one year high of $48.90. The stock’s 50-day moving average is $43.27 and its 200-day moving average is $36.85. The company has a market cap of $4.030 billion and a price-to-earnings ratio of 215.35.

March 25: Updated info below:

HomeAway Execs Sell Shares

 

 

 

 

 

 

 

 

 

 

 

Property Rights Are Human Rights

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Property rights and the ability to rent home as a vacation rental

Today, the VRMA is launching its Eastern Seminar in Orlando, FL with a general session about government regulation of vacation rentals and the pending legislation in the state of Florida. The recent increase in proposed legislation, in Florida and around the U.S., attempting to restrict the ability for a homeowner to rent his home as a vacation rental is centered around the issue of basic property rights for Americans and the government’s ability to dictate use.

“One of the most fundamental requirements of a capitalist economic system—and one of the most misunderstood concepts—is a strong system of property rights. For decades social critics in the United States and throughout the Western world have complained that “property” rights too often take precedence over “human” rights, with the result that people are treated unequally and have unequal opportunities. Inequality exists in any society. But the purported conflict between property rights and human rights is a mirage. Property rights are human rights.”–Property Rights, Library of Economics and Liberty, by Armen A. Alchian

Armen Alchian, who is a member of the majority of economists who have determined that the economy improves when property rights are guaranteed and published multiple studies about the positive economic impact of an environment which supports property rights, points out that – although resolving the protection of property rights is complex – it must be done in a way which ensures the property owner’s undisputed freedom to have exclusive use to his property and the ability to use his property has a resource.

From Property Rights, Armen Alchian

“For example, the owner of an apartment with complete property rights to the apartment has the right to determine whether to rent it out and, if so, which tenant to rent to; to live in it himself; or to use it in any other peaceful way,” said Alchian.”That is the right to determine the use. If the owner rents out the apartment, he also has the right to all the rental income from the property. That is the right to the services of the resources (the rent).”

Finally, a private property right includes the right to delegate, rent, or sell any portion of the rights by exchange or gift at whatever price the owner determines (provided someone is willing to pay that price). If I am not allowed to buy some rights from you and you therefore are not allowed to sell rights to me, private property rights are reduced. Thus, the three basic elements of private property are (1) exclusivity of rights to choose the use of a resource, (2) exclusivity of rights to the services of a resource, and (3) rights to exchange the resource at mutually agreeable terms.

The U.S. Supreme Court has vacillated about this third aspect of property rights. But no matter what words the justices use to rationalize such decisions, the fact is that such limitations as price controls and restrictions on the right to sell at mutually agreeable terms are reductions of private property rights. Many economists (myself included) believe that most such restrictions on property rights are detrimental to society. Here are some of the reasons why.

Under a private property system the market values of property reflect the preferences and demands of the rest of society. No matter who the owner is, the use of the resource is influenced by what the rest of the public thinks is the most valuable use. The reason is that an owner who chooses some other use must forsake that highest-valued use—and the price others would pay him for the resource or for the use of it. This creates an interesting paradox: although property is called “private,” private decisions are based on public, or social, evaluation.

The fundamental purpose of property rights, and their fundamental accomplishment, is that they eliminate destructive competition for control of economic resources. Well-defined and well-protected property rights replace competition by violence with competition by peaceful means.

The extent and degree of private property rights fundamentally affect the ways people compete for control of resources. With more complete private property rights, market exchange values become more influential. The personal status and personal attributes of people competing for a resource matter less because their influence can be offset by adjusting the price. In other words, more complete property rights make discrimination more costly. Consider the case of a black woman who wants to rent an apartment from a white landlord. She is better able to do so when the landlord has the right to set the rent at whatever level he wants. Even if the landlord would prefer a white tenant, the black woman can offset her disadvantage by offering a higher rent. A landlord who takes the white tenant at a lower rent anyway pays for discriminating.

But if the government imposes rent controls that keep the rent below the free-market level, the price the landlord pays to discriminate falls, possibly to zero. The rent control does not magically reduce the demand for apartments. Instead, it reduces every potential tenant’s ability to compete by offering more money. The landlord, now unable to receive the full money price, will discriminate in favor of tenants whose personal characteristics—such as age, sex, ethnicity, and religion—he favors. Now the black woman seeking an apartment cannot offset the disadvantage of her skin color by offering to pay a higher rent.

Competition for apartments is not eliminated by rent controls. What changes is the “coinage” of competition. The restriction on private property rights reduces competition based on monetary exchanges for goods and services and increases competition based on personal characteristics. More generally, weakening private property rights increases the role of personal characteristics in inducing sellers to discriminate among competing buyers and buyers to discriminate among sellers.

The two extremes in weakened private property rights are socialism and “commonly owned” resources. Under socialism, government agents—those whom the government assigns—exercise control over resources. The rights of these agents to make decisions about the property they control are highly restricted. People who think they can put the resources to more valuable uses cannot do so by purchasing the rights because the rights are not for sale at any price. Because socialist managers do not gain when the values of the resources they manage increase, and do not lose when the values fall, they have little incentive to heed changes in market-revealed values. The uses of resources are therefore more influenced by the personal characteristics and features of the officials who control them. Consider the socialist manager of a collective farm under the old Soviet communist system. By working every night for one week, he could have made, say, one million rubles of additional profit for the farm by arranging to transport the farm’s wheat to Moscow before it rotted. But because neither the manager nor those who worked on the farm were entitled to keep even a portion of this additional profit, the manager was more likely than the manager of a capitalist farm to go home early and let the crops rot.

Similarly, common ownership of resources—whether in the former Soviet Union or in the United States—gives no one a strong incentive to preserve the resource. A fishery that no one owns, for example, will be overfished. The reason is that a fisherman who throws back small fish to wait until they grow is unlikely to get any benefit from his waiting. Instead, some other fisherman will catch the fish. The same holds true for other common resources whether they be herds of buffalo, oil in the ground, or clean air. All will be overused.

Indeed, a main reason for the spectacular failure of the 1980s and early 1990s economic reforms in the former Soviet Union is that resources were shifted from ownership by government to de facto common ownership. How? By making the Soviet government’s revenues de facto into a common resource. Harvard economist Jeffrey Sachs, who advised the Soviet government, once pointed out that when Soviet managers of socialist enterprises were allowed to open their own businesses but still were left as managers of the government’s businesses, they siphoned out the profits of the government’s business into their private corporations. Thousands of managers doing this caused a large budget deficit for the Soviet government. In this case the resource that no manager had an incentive to conserve was the Soviet government’s revenues. Similarly, improperly set premiums for U.S. deposit insurance gave banks and S&Ls (see savings and loan crisis) an incentive to make excessively risky loans and to treat the deposit insurance fund as a “common” resource.

Private property rights to a resource need not be held by a single person. They can be shared, with each person sharing in a specified fraction of the market value while decisions about uses are made in whatever process the sharing group deems desirable. A major example of such shared property rights is the corporation. In a limited liability corporation, shares are specified and the rights to decide how to use the corporation’s resources are delegated to its management. Each shareholder has the unrestrained right to sell his or her share. Limited liability insulates each shareholder’s wealth from the liabilities of other shareholders, and thereby facilitates anonymous sale and purchase of shares.

In other types of enterprises, especially where each member’s wealth will become uniquely dependent on each other member’s behavior, property rights in the group endeavor are usually salable only if existing members approve of the buyer. This is typical for what are often called joint ventures, “mutuals,” and partnerships.

While more complete property rights are preferable to less complete rights, any system of property rights entails considerable complexity and many issues that are difficult to resolve. If I operate a factory that emits smoke, foul smells, or airborne acids over your land, am I using your land without your permission? This is difficult to answer.

The cost of establishing private property rights—so that I could pay you a mutually agreeable price to pollute your air—may be too high. Air, underground water, and electromagnetic radiation, for example, are expensive to monitor and control. Therefore, a person does not effectively have enforceable private property rights to the quality and condition of some parcel of air. The inability to cost-effectively monitor and police uses of your resources means “your” property rights over “your” land are not as extensive and strong as they are over some other resources such as furniture, shoes, or automobiles. When private property rights are unavailable or too costly to establish and enforce, substitute means of control are sought. Government authority, expressed by government agents, is one very common such means. Hence the creation of environmental laws.

Depending on circumstances, certain actions may be considered invasions of privacy, trespass, or torts. If I seek refuge and safety for my boat at your dock during a sudden severe storm on a lake, have I invaded “your” property rights, or do your rights not include the right to prevent that use? The complexities and varieties of circumstances render impossible a bright-line definition of a person’s set of property rights with respect to resources.

Similarly, the set of resources over which property rights may be held is not well defined and demarcated. Ideas, melodies, and procedures, for example, are almost costless to replicate explicitly (near-zero cost of production) and implicitly (no forsaken other uses of the inputs). As a result, they typically are not protected as private property except for a fixed term of years under a patent or copyright.

Private property rights are not absolute. The rule against the “dead hand,” or perpetuities, is an example. I cannot specify how resources that I own will be used in the indefinitely distant future. Under our legal system, I can specify the use only for a limited number of years after my death or the deaths of currently living people. I cannot insulate a resource’s use from the influence of market values of all future generations. Society recognizes market prices as measures of the relative desirability of resource uses. Only to the extent that rights are salable are those values most fully revealed.

Accompanying and conflicting with the desire to secure private property rights for oneself is the desire to acquire more wealth by “taking” from others. This is done by military conquest and by forcible reallocation of rights to resources (also known as stealing). But such coercion is antithetical to—rather than characteristic of—a system of private property rights. Forcible reallocation means that the existing rights have not been adequately protected.

Private property rights do not conflict with human rights. They are human rights. Private property rights are the rights of humans to use specified goods and to exchange them. Any restraint on private property rights shifts the balance of power from impersonal attributes toward personal attributes and toward behavior that political authorities approve. That is a fundamental reason for preference of a system of strong private property rights: private property rights protect individual liberty.

Myrtle Beach vacation rentals generated $200M + 2,500 jobs

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Myrtle Beach Economic Impact Study

Last year, short-term rentals in Myrtle Beach generated an economic output of $200.7 million and supported 2,587 jobs.

Residents and the local tourism industry of Myrtle Beach, S.C. are enjoying enormous economic benefits from short-term rentals, according to a new study commissioned by the Short Term Rental Advocacy Center (STRAC).

In 2013, short-term rentals generated $200.7 million in total economic activity, with $168.6 million directly attributable to visitor spending on short-term rentals and related food, retail, recreation, transportation and other expenses, according to the study conducted by TXP, Inc. For every $100 a traveler spent on lodging, they spent an additional $69 on food, $24 on local transportation, $48 on arts, entertainment, and recreation activities, and $59 on retail shopping.

 Myrtle Beach Economic Impact of Vacation Rentals

The study also found short-term rental activity created 2,587 local jobs, primarily in restaurants and bars and in the arts, entertainment, retail and recreation sectors throughout Horry County. Beyond the $56.3 million in direct spending on short-term rentals, visitors spend money elsewhere in the local economy, which in turn has a ripple, or multiplier, effect.

TXP’s study looked at short-term rental listings of Airbnb, HomeAway and FlipKey in Myrtle Beach and surrounding Horry County. In 2013, the participating short-term rental companies had more than 300,000 nights booked in the 7,745 properties listed in the Myrtle Beach area. Short-term rental users visited Myrtle Beach for an average of 5.6 nights with an average of 4.9 people travelling together.

“Myrtle Beach is recognized as one the nation’s leading beach and golf vacation destinations and tourism is a key component of the local economy,” said Jon Hockenyos, president of TXP and an economist that has conducted scores of local economic impact studies. “Visitor spending is an important generator of local employment and economic activity, as well as state and local tax revenue. And short-term rentals have become a highly valuable asset in Myrtle Beach’s tourism portfolio.”

Tourism is a highly valuable sector in Horry County’s economy. Though the county is home to just less than 6 percent of South Carolina’s population, it accounted for 36 percent of the accommodation taxes collected in the state. Tourism accounts for one in every five jobs in the Myrtle Beach area, a rate that grew from 18.8 percent in 2007 to 21.2 percent in 2012.

To learn more about the local STRAC group in Myrtle Beach, visit https://www.facebook.com/groups/1479797578900224/.

To download the full report, click here.

About the Short Term Rental Advocacy Center (STRAC):

STRAC was formed in early 2013 by a coalition of short-term rental marketplace stakeholders, working with local residents and short-term rental providers to share information, establish best practices and advance smart short-term rental regulation that safeguards travelers, alleviates neighborhood concerns and provides a framework for ensuring compliance. With more than 35 local groups across the country, STRAC is facilitating local advocacy efforts aimed at fair and reasonable regulations benefiting all stakeholders. Learn more and sign up for our monthly newsletter at www.stradvocacy.org. Media Contactinfo@stradvocacy.org or Audrey Cooling at 571-243-1188.

OTA’s aren’t the enemy

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OTA's for Vacation Rentals

There are multiple opinion pieces pushing ways in which hoteliers can free themselves from online travel agencies and increase their own direct bookings.

NB: This is an analysis by Sabrina Lugo at Ice Portal.

Even though most of these suggestions seem wonderful, it is not how the real world ACTUALLY works. Many hotels don’t have the budget to beat OTAs marketing efforts, and quite honestly, this is the most important thing of all.

If your hotel is not front and center after a Google search query, it will not be looked at. So basically, you hate them but can’t live without them.

However, there is one important thing that you need to understand: without OTAs, you would be lost in a pool of competitors and subsequently customers will have little access to you website, because it is impossible to find! They do not hurt your hotel.

Here are the most common misconceptions we believe hoteliers have in regards to the OTAs.

 

1. OTAs work against me

If anything, you try to work against OTAs, because all you can think of if the outrageous commission percentage they take from each room sold on their site.

The best way to make the most out of OTAs is to work with them towards the common goal, which is to increase overall bookings! Would you rather give 10-25% commission rate or for that particular consumer to book elsewhere and lose that sale completely?

 

2. Do not provide me direct bookings

Well, according to a WIHP study – a 3 year survey on the billboard effect- 20% of your direct bookings come from people who discovered your hotel on an OTA.

In addition to that, a Google study says 52% of travelers will visit your hotel’s website after seeing you on an OTA.

 

3. They’re only used for price comparison

Many believe that consumers only look at prices whenever they are on OTAs, and that is why they don’t really care on the way their listing is displayed on these channels.

This is a major mistake! In order to receive the desired results, you need to optimize your OTA listing and fill it with other features that consumers also take into consideration when navigating through these sites, such as reviews, photos, and hotel descriptions.

 

4. They don’t benefit my company

Even though they’re all over the place, holding bells and covering your hotel’s site on Google, thanks to them you got thousands of clients prospectively looking at your hotel.

Furthermore, 52% of them end up coming to your website, representing a fresh new batch of prospective customers to your front door.

 

Summing up

Seriously, it is time to stop the nonsense. Quite frankly, in a couple of years (if not months) metasearch sites will be the next thing you will have to worry about –when in reality you should be thankful for them.

According to MMGY Global’s 2013 Portrait of American travelers, 28% of travelers head to a metasearch site when looking for accommodations, and I would expect that number to increase rapidly within the next year.

These sites are becoming extremely helpful and popular for travel consumers, simply because metasearch compiles the best results for a specific travel request, thus saving the consumer loads of time and providing them with valuable information; and you can’t forget that within these results consumers will inevitably find the OTAs.

Just on Kayak hotel queries accounted for 14% of its travel searches (eMarketer).

In addition to that, for metasearch being a relatively “new” thing, 6% of US traffic into OTAs comes to them from metasearch sites (eMarketer).

In this cluster of worldwide hotels, OTAs are the ones that know how to reach out to people. Like it or not there is no way of competing against them, and doing so may only hurt your brand. It boils down to the fact that these giant companies have invaluable resources, strategies, reach and audience to market themselves and your property much better than you could probably do so in the online travel search market. So, how are you going to make the most out of them?

 

NB: This is an analysis by Sabrina Lugo at Ice Portal

Google AdWords Strategy: Using Competitors’ Brand Names to Drive Traffic

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PPC for vacation rentals, timeshares and hotels

Is using your competitors’ brand name unacceptable in your Google AdWords strategy? Airbnb doesn’t think so, and Google agrees. According to Google’s current policy bidding on competitor’s brand names is perfectly legal and accepted.

“Google will not investigate or restrict the use of trademark terms in keywords, even if a trademark complaint is received.”

In the examples below, Airbnb has blantantly incorporated “HomeAway” and “VRBO” into their Google AdWords keyword strategy.

Crappy AdWords Strategy 

According to White Shark Media, using competitor’s names in your ads isn’t advisable. “Keep in mind that you don’t want to give your competitor’s brand name more publicity than what they are already getting, and that you certainly don’t want to get into a legal fight over brand names and trademarks,” said Carlos Rodriguez.

“On the headline of your ad you could either use your own brand name or a generic description of your competitor’s brand products. In a worst-case scenario, you could end up in trial due to manipulative marketing if you use another brand name in your ads. This can be perceived as you trying to trick the user into thinking that your website is your competitor’s website.”

For example, if you are using VRBO as a keyword and writing VRBO in your ad headline, visitors might think that you’re actually VRBO.com. In the example below, Airbnb has used VRBO as a keyword and written VRBO in the headline. In the example above, Airbnb used the same strategy with the keyword HomeAway.  This tactic can be perceived as manipulative and is against the law in many countries.

Airbnb adwords strategy

 

The idea of using competitors’ brand names in your AdWords strategy is considered by many to be questionable. If you decide to use your competitors’ names as keywords do not use them in your headlines or with Dynamic Keyword Insertion (DKI).

DKI takes any of your keywords matching the search query and dynamically fits the 25-character limit of the headline in your ad. As in the Airbnb examples, if you’re using DKI, the headline of your ads could be showing your competitors’ brand names and that could be a big potential problem.

Worst-case scenario, you could be involved in a lawsuit. So, it’s never a good idea to use DKI for your ad groups with competitors’ names or brands included as keywords.

 

By Amy Hinote

 

Study Finds Short-Term Rentals Bring Enormous Economic Benefits to Coachella Valley

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Economic Impact of California Vacation Rentals

Last year, short-term rentals in Coachella Valley generated $272 million in overall economic activity and supported 2,539 jobs.

 

COACHELLA VALLEY, Calif. – March 27 – In California’s Coachella Valley, residents and local tourism economies are enjoying the enormous economic benefits of short-term rentals, according to a new study commissioned by the Short Term Rental Advocacy Center (STRAC).

 

Economic Impact of California Vacation Rentals

 

In the Coachella Valley, short-term rentals generated $272 million in total economic activity in 2013, with $216.5 directly attributable to visitor spending on short-term rentals and related food, retail, recreation, transportation, and other expenses, according to the study by TXP, Inc. For every $100 a traveler spent on lodging, they spent an additional $69 on food, $24 on local transportation, $48 on arts, entertainment, and recreation activities, and $59 on retail shopping.

 

The study also found short-term rental activity created 2,539 local jobs, primarily in restaurants and bars and in the arts, entertainment, retail and recreation sectors throughout Riverside County. Beyond the $72.2 million in direct spending on short-term rentals, visitors spend money elsewhere in the local economy, which in turn has a ripple, or multiplier, effect.

 

TXP’s study looked at short-term rental listings of Airbnb, HomeAway and FlipKey in the Coachella Valley and surrounding Riverside County. In 2013, those companies had a combined 265,000 nights booked across 7,754 properties listed in the area. The average Coachella Valley short-term rental user visited the area for 9.1 nights per stay, with an average of 4.4 people in their party.

 

“With its natural beauty, chic boutiques, luxury spas and rocking music festivals, California’s Coachella Valley attracts a wide range of visitors with diverse interests and budgets,” said Jon Hockenyos, president of TXP and an economist that has conducted scores of local economic impact studies. “Short-term rentals are a valuable asset in the Coachella Valley’s tourism portfolio, providing diversity in accommodations and ultimately creating thousands of jobs and millions of dollars of tax revenue in a community where tourism is an increasingly important driver of the local economy.”

 

The region has become a popular travel destination due to its annual Coachella Valley Music and Arts Festival, which attracted nearly 300,000 visitors in 2013, more than ten times the attendance in 1999. Due to quickly increasing demand, the study concluded that short-term rentals are a valuable part of the accommodations market in the Coachella Valley.

 

To download the full report, click here.

 

 

About the Short Term Rental Advocacy Center (STRAC)

STRAC was formed in early 2013 by a coalition of short-term rental marketplace stakeholders, working with local residents and short-term rental providers to share information, establish best practices and advance smart short-term rental regulation that safeguards travelers, alleviates neighborhood concerns and provides a framework for ensuring compliance. With 35 local groups across the country, STRAC is facilitating local advocacy efforts aimed at fair and reasonable regulations benefiting all stakeholders. Learn more and sign up for our monthly newsletter at www.stradvocacy.org.

 

Media Contactinfo@stradvocacy.org or Megan Grant at 202-295-0159.

Vacation rentals at center of Asheville, NC dispute

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Vacation Rental Restrictions in Asheville
ASHEVILLE, N.C. (AP) — Officials in Asheville have three months to come up with rules and regulations regarding short-term vacation rentals after property owners pushed for change despite criticism from others who consider the practice a nuisance.
The Times reports city staffers plan to bring options to a City Council committee. The city also is considering easing rules for people who rent out a room in their home on a short-term basis. A full City Council vote would be required to make changes.
City Planning Director Judy Daniel said dramatic growth in short-term rentals prompted City Council members to ask city staffers to look into the issue.
Dozens of Asheville homes rent for as short as a night or two despite zoning rules prohibiting the practice in most residential neighborhoods.

FL Amendment to Vacation Rental Bill Moves Closer to Governor’s Desk…With Limits

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Rick Scott revuews HB 883 regulating vacation rentals

Facing opposition from property rights advocates and the vacation rental industry, state lawmakers in both the House and Senate took a step back from their push to hand full control over short-term rentals back to local governments.

Elected officials in some Southwest Florida beach towns have been calling for a complete repeal of a 2011 law that prohibited cities and counties from enacting any restrictions on vacation rentals.

But that now seems out of the question. A compromise protecting certain short-term rentals may be the only way to keep the legislation moving.

Still, there is significant disagreement over the bill, with the House and Senate adopting different amendments.

The House bill goes further to shield vacation rental owners from local regulations. The House Local & Federal Affairs Committee approved an amendment Thursday that addresses the main concerns of vacation rental companies: That communities not be allowed to ban rentals outright or inhibit nightly or weekly rentals.

Rep. Ray Pilon, R-Sarasota, voted against the amendment, which passed 11-7. Pilon wants to repeal the 2011 law and allow communities to have full control of vacation rentals. “I just in general think it should be a local choice and local elected officials should respond to their constituents on this issue,” he said.

But the bill, which ultimately cleared the committee 18-0, may not have advanced without the amendment, which was supported by the vacation rental industry.

“I believe ultimately this bill now protects those people so their private property rights are not impeded on,” said amendment sponsor Mike La Rosa, R-St. Cloud.

There was no debate over the Senate bill, which was amended Thursday and set up for final passage through the full chamber next week.

Vacation rental companies oppose the amended Senate bill because it does not protect nightly rentals and does not have language preventing communities from banning vacation rentals altogether. The bill does bar local ordinances from outlawing weekly rentals, which have become a major source of contention in some beach communities.

Sen. Bill Galvano, R-Bradenton, sponsored the amendment. He does not believe the bill needs to specify that local governments cannot enact a complete ban on vacation rentals because of state law protecting property rights from being taken through government regulation.

“I’m not convinced that they can do that now without having to do it against the backdrop of regulatory takings that already exists,” Galvano said.

On the issue of nightly rentals, Galvano said cities and counties should be able to restrict them. But he wants to protect weekly rentals, which also have sparked controversy over noise, parking, trash and other concerns in communities ranging from Venice to Anna Maria and Holmes Beach.  Galvano said nightly rentals are akin to “a hotel.”

“The traditional vacation rental in a residential community is a weekly rental,” he said, adding “that’s where I have drawn the line.” Galvano’s amendment is generating strong opposition from the vacation rental industry and mixed reviews from local government officials in beach communities.

The Florida Vacation Rental Managers Association said in a statement that the Senate bill still “offers too much opportunity for vacation rental property owners to be unfairly targeted and even banned. This is a clear threat to the property rights of these individuals.”

Holmes Beach City Commissioner Jean Peelen called the bill “half a loaf.”

“It’s better than nothing but not what we wanted,” she said, adding that a full repeal of the 2011 law is the only way to rectify “an unconstitutional taking of the rights of cities to govern” themselves.

Whether the House and Senate can reach a compromise on the bill remains unclear.

“This is a delicate issue on both sides,” said House bill sponsor Rep. Travis Hutson, R-Elkton. “We have sides on either side of the fence here and I’m trying to bring them closer to the middle.”

Since then, communities in Manatee and elsewhere have experienced an influx of mini-hotels in residential neighborhoods, which neighbors complain cause parking, noise and trash headaches their local governments are

 

By Zac Anderson , Herald-Tribune

Does Airbnb’s $10 Billion Valuation Size Up?

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Airbnb luxury vacation rentals

By Scott Austin, WSJ

Airbnb is in advanced talks to raise funds that would value the home-sharing company at more than $10 billion, according to several people familiar with the process.

It wasn’t all that long ago that Airbnb’s co-founder and CEO Brian Chesky left his apartment to become “homeless,” renting out other people’s apartments in San Francisco to get to know his customers.  That was in the summer of 2010, when Chesky was a 20-something running a fledgling couch-surfing startup backed by $600,000.

Less than four years later, hundreds of millions of dollars in capital, several rental-horror stories and scrutiny by regulators, Airbnb is now in 160 countries, lists more than 600,000 short-term rentals and is now one of the most valuable companies backed by venture capitalists in the world.

Here’s a look at the 10 most valuable startups, according to Dow Jones VentureSource. Airbnb is now tied with Chinese smartphone maker Xiaomi and cloud-storage company Dropbox for the highest valuation. Click on the chart to get the full interactive of the Billion-Dollar Startup Club:

 

At a $10 billion valuation, Airbnb would be valued at more than some of the hotel chains it is increasingly competing against. Wyndham, which manages 7,500 hotels under brands like Wyndham, Ramada and Days Inn, had $5 billion in revenue last year and is valued at $9.4 billion. Hyatt Hotels, with more than $4 billion in revenue, is worth $8.4 billion.

Then there’s HomeAway, the vacation-rental site which went public in 2011 and whose listed properties are beginning to overlap. Airbnb would be worth more than twice its market value of $3.9 billion — HomeAway had revenue of about $346 million last year.

It’s not clear where Airbnb’s revenue stands at the moment — the site has more than 600,000 listings, and collects a 3% cut of the booking from hosts and a 6% to 12% fee from guests.

Engaging Guests In “Emotionally Valuable Moments”

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Professionally managed vacation rentals

by Doug Kennedy

Hospitality marketing professionals recognize that today’s consumers are increasingly looking for genuine and authentic interactions with those they do business with. That is why smart companies from all service industries recognize that we have entered the era of “hyper-personalization.”

When it comes to marketing, the evidence is everywhere. Just look inside your snail-mail inbox. Instead of receiving promotional letters and postcards that read “Dear Valued Client” or “Dear Honda Owner,” if you are like me you are probably receiving mailings starting with “Dear Doug.” Just recently I received a mailing from Jiffy Lube, almost to the day I was thinking it was getting time to change my oil. The postcard not only read “Dear Doug,” but also specifically referenced my 2013 Honda Odyssey Minivan being in need service.

Evidence also abounds when we turn on the television; some of today’s top advertising campaigns speak to “you” the consumer. One such example is the commercial series for TD Bank, which uses the tagline “It’s time to bank human again” in a series of hilarious commercials that juxtaposition the dehumanized, impersonal service experiences that “big box” banks are known for against the friendly, customer-focused TD Banks offer. Other examples include the Discover Card campaign using the phrase “We treat you like you’d treat you,” and showing distressed credit card holders phoning in with a problem and reaching an empathetic customer service agent who turns out to be another version of themselves, another version of themselves. Then there’s my personal favorite hotel industry commercial, which is for Shangri La Hotels & Resorts, using the phrase “There’s no greater act of hospitality than to embrace a stranger as one’s own.” (All of these commercial campaigns are posted for public viewing on YouTube.)

There is also evidence that the hotel industry is starting to adapt to these personalization-seeking consumers, perhaps being nudged forward by hotel inspection companies. Traditionally hotel inspectors focused mostly on the mechanics of interactions, such as if the front desk receptionist used your name a total of three times, or if they handed you your key card instead of sliding it across the desk. Now most seem to have added a criteria along the lines of “Overall, did you feel welcomed upon arrival?” Many of my own prospective hotel training clients are asking our KTN team for training that helps the frontline colleagues deliver what we refer to as “Emotionally Valuable Moments.”

However based on my own experiences as a frequent business traveler, most hotels are not addressing this topic nor providing their frontline colleagues with the tools they need to deliver this experience. Here are some examples:

 

As a conference speaker, I arrived at a large hotel in Dallas flying the flag of one of the top four hotel chains. Although plenty of staff were there at the door – all wearing finely appointed uniforms – the doorman was engaged in a personal call on his cell phone when he opened my door, and continued the conversation when he got my luggage out of the trunk of my taxi. He only interrupted the call long enough to say “Hold on… ‘Sir, did you need help with your bags from here?’ as he was obviously soliciting a gratuity.

At another stop along the speaking tour for the same series, all of which were held at hotels that were part of major brands, I tried to strike-up a conversation with my room service waiter as he set-up my dinner. When I asked, “Didn’t this used to be a (name of another brand) hotel? I think I stayed here before…” he responded gruffly, “It might have been, but that was a long time ago. Is your tray okay sir?” quickly ending the conversation and making me feel old.

While staying at a large, remote four star resort as part of a difference conference I found myself with a unique need for assistance. As many writers do, I prefer to use the “old school” instrument of a freshly sharpened pencil to formulate my initial ideas into outline form before typing. Having finished doing this upon landing at the airport I hurriedly placed the pencil in my pants pocket, then later inadvertently stabbed myself, lodging the pencil tip into the center of my right-hand index finger. Have you ever tried to remove a splinter from your own (dominate) hand? After several attempts with my left hand, I went down to ask the guest services staff if someone could please assist. They then called their safety officer (security), and reported back that they could not assist as it was an insurance liability issue and suggested that I visit an E.R. for my splinter. Now I’m not a hospitality law expert, but I could not see why their safety officer could not put on some latex gloves and simply pluck the splinter out with tweezers, as it was very near the surface. I cannot imagine this simple first aid request ending up in front of a jury especially since I had provided “Expressed Consent.”

 

There are many more such examples of times where I feel like I have interacted with a robot not a person. I don’t think I am alone, either. How many times have you been greeted by a service provider who says “May I help the next customer in line?” when you are the only customer in sight? How often have you been served a meal that did not taste good so you did not eat much, and then have a food server who says “How was everything, good?” with a nod, and you just nod back and say “Yes, it was good” intending never to return?

Yet this is not always the case. Oftentimes I do receive authentic, genuine service as I have frequently written about too.

Here is a link to one such article entitled “Stories of Genuine and Authentic Hospitality From The Choice Hotels 2013 Regional Conferences.

So the question then becomes “What can we do to help our team provide personalized, authentic guest service experiences?” Many hotel companies focus on the mechanics, such as the scripting and communications techniques. Yet we can have a service provider say all of the right things but still come across as being impersonal . This is why we have to train guest service in a new way – to teach our staff to understand what it is like to be on the other side of the front desk, the other end of the phone line, or the other side of that guest room door.

Here are some training tips

  • Talk about the demographics of the guests you are hosting. What are some of the main reasons why guests stay at your hotel?
  • Are you near a major medical center where they might be going for treatments or to visit family? Discuss how this might cause stress or create special needs.
  • Are you near a university or college? What might it be like for a parent who is traveling with their high school senior who is thinking of relocating to the area?
  • Do you host business travelers? What are their experiences like? What pressures do they encounter to perform while on the road?
  • Do you host leisure guests? Families? What events might happen to these gets while on their way that could cause them to be feeling stress, especially upon arrival?

The more we talk about guest experiences with our frontline colleagues, the more they will understand what guests are going through. From there it will be much easier for them to provide a more personalized style of service that will bring out the best in others they encounter.

 

About Doug Kennedy

Doug Kennedy

Doug Kennedy is President of the Kennedy Training Network, Inc. a leading provider of customized training programs and telephone mystery shopping services for the lodging and hospitality industry. Doug continues to be a fixture on the industry’s conference circuit for hotel companies, brands and associations, as he been for over two decades. Since 1996, Doug’s monthly hotel industry training articles have been published worldwide, making him one of the most widely read hotel industry training authors in the world. He is the author of Still On The Road to Sales and Guest Service Excellence. Visit KTN at:www.kennedytrainingnetwork.com or email him directly at  doug@kennedytrainingnetwork.com

Contact: Doug Kennedy

doug@kennedytrainingnetwork.com / Office: 954.981.7689; Mobile: 954.558.4777

Florida: Economic Impact of Vacation Rentals

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Flordia Vacation Rentals economic study

The Florida Vacation Rental Managers Association (FVRMA) recently sponsored an economic impact study of the financial benefits to the State of Florida provided by the vacation rental industry. The report was created in response to pending legislation which potentially has adverse affects on this sector. However, the report also serves as a template for all counties, regions and states that see gains in revenue and employment from vacation rentals.

Florida Vacation Rental Economic Impact Study

 

 

According to the Florida Department of Business & Professional Regulation (DBPR), in 2013 there were a total of 120,291 licensed vacation home rental units in Florida.

This study should be of particular interest to industry stakeholders as it represents the first attempt to assess the impact of the vacation rental industry on a statewide basis. It sets the stage for subsequent investigations into the industry’s economic impact on individual counties or regional groupings within the state.

 

Fortune Looks at HomeAway and Airbnb

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Difference between HomeAway and Airbnb

On March 12, 2014, an interesting article released by Fortune titled Quietly Growing Up in Airbnb’s Shadow, provides a unique perspective on the similarities and differences between HomeAway and Airbnb.

 

FORTUNE — In this day of flashy, modern web design, Brian Sharples runs a site that is decidedly antiquated, and well, kind of ugly. But every time he tries to spiff up VRBO.com, the vacation rentals site, something confounding happens: Customers book fewer properties.

“The uglier it is, the better it converts,” says Sharples, who is CEO of HomeAway, the parent company of VRBO, VacationRentals.com, and about a dozen other sites that offer vacation homes around the world. That’s why, Sharples says, VRBO has introduced design changes very gradually. “If we did it overnight, it would crush the business.”

Neither the dated look nor the buzz surrounding one of its competitors — media darling Airbnb — seems to be holding back the company. Following HomeAway’s (AWAY) most recent earnings report, the company’s shares soared more than 12% in a single day to an all-time-high of nearly $50, giving the company a market value of more than $4.2 billion. Last week, HomeAway acquired Glad To Have You, which makes mobile apps that help property owners communicate with renters, for an undisclosed sum.

The HomeAway earnings report came as a relief to investors and as a validation to Sharples. HomeAway earns the majority of its revenue from fees that property owners pay to list their rentals. But late last year, HomeAway introduced a new option that allowed owners to list properties for free and pay only when they book a rental, like they do on Airbnb. Investors had feared that the free listings could hurt HomeAway’s core business. But paid listings continued to grow at a healthy pace, even as the site added some 71,000 new free listings. In a report to investors, Doug Anmuth, an analyst with J.P. Morgan, wrote that the results indicated that so far “there is no cannibalization of existing products.”

The free listings “opened up a new market for people renting their properties who were afraid to pay up front,” Sharples says. For most of his customers, who earn $28,000 a year in rentals on average, paying up front remains a better deal. The company says it has some 890,000 paid listings worldwide, which in 2013 generated $346 million in revenue, a 24% rise from a year earlier, and $18 million in net income.

Sharples, who founded HomeAway in 2005 and has since expanded it into a global enterprise in part through the acquisition of 17 rival sites, often bristles at the buzz around Airbnb and other poster children of the so-called sharing economy.

MORE: Airbnb goes mobile with new apps

“HomeAway is an example of an industry where people have been sharing stuff for a long time,” Sharples says. “HomeAway makes money. That’s the difference between us and Airbnb.”

Airbnb declined to comment.

Airbnb and HomeAway may be in different businesses, but they appear to be on something of a collision course. While Airbnb got its start with shared rentals, people close to the company say that about two-thirds of its listings now are for entire properties. The company still focuses primarily on urban markets like San Francisco, New York, or Berlin. In contrast, HomeAway is dedicated to renting entire homes or condos and most of its listings are in vacation destinations like Hawaii or Lake Tahoe. Nearly 40% of HomeAway’s properties are listed by management companies, not by homeowners.

Sharples says that the overlap between the two sites has grown recently, but remains small. Roughly 6% of HomeAway’s properties are also listed on Airbnb, he says, up from about 2% a couple of years ago. The markets with the most overlap are those close to Airbnb’s San Francisco headquarters, like Napa and Sonoma, and those close to HomeAway’s headquarters in Austin.

Other than putting up with the publicity surrounding his upstart competitor, one of Sharples’ biggest challenges is working to increase free listings without upsetting the balance between the supply of properties and the demand from potential renters on the HomeAway websites. A team of mathematicians at the company is working on a related problem: making sure the free listings appear prominently enough so that they generate bookings, all the while not hurting those who are paying to list on the site.

“It appears to be working pretty well so far, but it’s new,” says Sharples. “And when anything is new you worry about it.” Then he adds: “I worry about that far more than about competition.”

Studies Find Short-Term Rentals Bring Enormous Economic Benefits to Chicago, St. Joseph, Michigan

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Chicago Vacation Rentals

Last year, short-term rentals in Chicago generated $108 million in overall economic activity and created 920 jobs; $24 million in overall economic activity and 300 jobs in St. Joseph

 

March 13 – In the Lake Michigan hamlet of St. Joseph, Mich. and Chicago—America’s third largest city—residents and local tourism economies are enjoying the enormous economic benefits of short-term rentals, according to two economic studies commissioned by the Short Term Rental Advocacy Center (STRAC).

 

In Chicago, short-term rentals generated $108 million in overall economic activity in 2013 with $70.6 million of that activity attributable to visitor spending on short-term rentals and related on food, recreation, transportation and other expenses,according to the study by TXP Inc. For every $100 a traveler spent on short-term rentals, they spent an additional $69 on food, $24 on transportation, $59 on shopping, and $48 on arts, entertainment and recreational activities.

 

The study also found short-term rental activity created 920 local jobs, primarily in restaurants and bars and in the arts, entertainment and recreation sectors. Beyond the $70.6 million in direct and indirect spending on short-term rentals, that activity has a multiplying effect on the local economy in the form of increased wages, which are spent in those local communities.

 

TXP’s study looked at short-term rental listings of Airbnb, HomeAway and FlipKey in Chicago. Those companies had a combined 171,000 nights booked in Chicago and surrounding Cook County in 2013 across 3,620 properties. While the average visitor stays in Chicago 2.4 nights, short-term renters stayed an average of 4.5 nights and had an average party of 2.5 people. Those figures, coupled with an all-time high hotel revenue and occupancy rate last year, suggest short-term rentals address a different market segment than traditional lodging options.

 

“Chicago’s hundreds of events, unique attractions, vibrant culture and nightlife attract a range of visitors with diverse interests and budgets,” said Jon Hockenyos, president of TXP and an economist that has conducted dozens and dozens of local economic impact studies. “While the number of short-term rentals pale in comparison to the number of hotel rooms and overall housing stock, short-term rentals provide important variety to visitors and play a key role in the future of Chicago’s future tourism growth.”

 

St. Joseph

While the Lake Michigan destination of St. Joseph, Mich. has a population of just 8,311 compared to the 2.7 million residents of Chicago, its residents are nonetheless enjoying the benefits of short-term rentals.

 

According to a separate study conducted by TXP, an Austin, Tex.-based economic analysis firm, St. Joseph and the surrounding Berrien County experienced $24 million in overall economic impact from short-term rentals in 2013. Visitor spending on short-term rentals and related activities amounted to $22.2 million and supported 300 jobs. The higher overall economic impact figure reflects the multiplying effect short-term rental spending in the local economy, namely in the form of increased wages.

 

“Like in Chicago, short-term rentals in St. Joseph provide much needed diversity to visitor housing options and are key to the continued growth of St. Joseph’s tourism economy,” Hockenyos said.

 

Short Term Rental Advocacy Center member companies—Airbnb, HomeAway and FlipKey—listed in 695 properties on its sites, leading to 18,000 nights booked last year. This data also revealed that the average short-term rental party size was 5.7 people staying an average of 3.3 nights. Those figures, rising hotel occupancy rates and hotel revenue suggest that short-term rentals and traditional lodging sources are not in conflict with one another.

 

“Tourism is very important to St. Joseph and Southwestern Michigan. Visitors spend money at restaurants and they shop at our local stores thereby strengthening our local economy,” said Torrence Moore, a local homeowner who is part of a local group advocating for fair and reasonable regulations. Last year, the city passed a restrictive measure to forbid new short-term rentals in residential neighborhoods.

 

“St. Joseph needs to have an adequate number of housing options to meet the demand from families coming to St. Joseph,” Moore added. “Currently there are only two hotels in downtown St. Joseph, and short-term rentals offer a solution. However, we risk losing the strong economic benefits of short-term rentals and families will choose surrounding towns with good, fair and responsible short-term rental policies. We believe there’s a better solution for regulating short-term rentals in St. Joseph.”

 

The Short Term Rental Advocacy Center commissioned TXP to assess the economic impacts of short-term rentals attributable to STRAC members’ customers (termed “participating short term rentals” in the reports) in St. Joseph, Mich. and Chicago. The reports capture visitors spending on short-term rentals in those markets, as well as related spending and the broader implications on those economies, but not necessarily all short-term rentals.

 

About the Short Term Rental Advocacy Center (STRAC):

STRAC was formed in early 2013 by a coalition of short-term rental marketplace stakeholders, working with local residents and short-term rental providers to share information, establish best practices and advance smart short-term rental regulation that safeguards travelers, alleviates neighborhood concerns and provides a framework for ensuring compliance. With 35 local groups across the country, STRAC is facilitating local advocacy efforts aimed at fair and reasonable regulations benefiting all stakeholders. Learn more and sign up for our monthly newsletter at www.stradvocacy.org.

Florida Legislature Hates Regulation … Except as It Applies to Vacation Rentals

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Vacation Rental ban in Florida

from : http://www.sunshinestatenews.com/story/florida-legislature-hates-regulation-except-vacation-rentals

In the current mood of the regulation-busting Florida Legislature, it’s puzzling — and, frankly, a little disturbing — to see legislation that invites local officials to run all over one of the state’s most robust economic engines.

Two measures, Senate Bill 356 and House Bill 307, basically eliminate a provision in a 2011 law prohibiting local governments from imposing rules and regulations that restrict short-term vacation rentals.

The bills would wipe out their protections. They would allow locals to zone these popular tourist accommodations out of existence if they wanted, literally stripping them of their property rights and opening the door to litigation.

Short-term vacation rentals offered over the Internet and listed by owners can be as much as 50 percent cheaper than hotels. They are growing in popularity. But the numbers of cities trying to curb the trend are growing, too.

SB 356 and HB 307 come just as an economic study of the vacation rental industry has been released. The study concludes that vacation rentals played a critical role in the state’s economic recovery, sheltering more than 17 million tourists during 2013.

Consider that in 2013 they generated a total annual economic impact of $31.1 billion.

Nancy SmithNancy SmithHide

Whatever are we doing messing with a number like that?

Have a look at the report, “Economic Impact: Florida’s Vacation Rental Industry,” prepared for the Florida Vacation Rental Managers Association by a group called Thinkspot.

“The vacation rental industry is a contributor to Florida’s economy whose impact until now has been largely overlooked,” said Dale Brill, founder of Thinkspot, the primary investigator conducting the study.

“Like any business sector competing in a global market, changes to the regulatory environment can have devastating results,” he said. “Regulatory burdens intentionally created by state or local governments negatively impact the full spectrum of job creators who also generate more than one out of every five total taxable sales dollars collected in the Sunshine State.”

The Florida League of Cities supports the bill, and has said, ”Cities mentioned that too little oversight could expose guests to dangerous situations, create unfair competition in the tourism industry, and rob the state and local governments of tax dollars.”

That statement is code for “we want to decide if they stay or go, they hurt our hotel business because they’re cheaper, and we can’t tax them to the hilt like we do businesses.”

Short-term rental properties generally are larger single-family homes popular for family reunions, for people who don’t like structured vacations in hotels or motels and who like to be slightly outside the hustle and bustle of Tourist Attraction Central.

The study integrated expenditure data compiled from more than 11,000 individual rental units in the state with 2012 visitor spending estimates recently published by Visit Florida, the state’s official tourism marketing corporation.

Here’s a breadkdown of the impact of the vacation rental industry, as shown in the study:

— Florida’s vacation rental industry directly or indirectly supports a total of 322,032 jobs in Florida annually.

— The total labor income generated by those 322,032 jobs is approximately $12.64 billion per year.

— The total estimated spending by visitors staying in vacation rental units is $13.43 billion.

— Total owner-management spending across all licensed rental units in Florida is $3.3 billion.

— For owner/managers, “maintenance on existing units” and “services to units” reflect the two largest categories of owner/management spending with $6,465 and $5,516 average annual expenditures, respectively.

It’s idiocy for lawmakers to ignore the central role the vacation rental industry plays in the Florida economy and  instead work to kill the golden goose. Senate Bill 356 is sponsored by John Thrasher, R-St. Augustine; House Bill 307 by Travis Hutson, R-Elkton, and Daphne Campbell, D-Miami.

“It’s hard to imagine why any lawmaker would support a bill that would harm such a vital economic engine,” said Paul Hayes, President of the Florida Vacation Rental Managers Association. “Vacation rentals provide meaningful work for a variety of other industries, including fishing charters, cleaning and maintenance crews, and jobs at local entertainment and dining establishments around the state. It’s mind-boggling that lawmakers would turn their backs on so many hard-working Floridians. ”

Tim Doyle, spokesman for the Short-term Rental Advocacy Center, which works with stakeholders and policymakers to create fair and reasonable short-term rental regulations, told Florida Watchdog regulations on the industry aren’t good for the economy.

Doyle said he wants “fair and reasonable, simple registration systems.” He said that if the legislation is approved, local municipalities will impose onerous rules and exorbitant fees.

Short-term rentals, by driving down the cost of visiting a destination and increasing the supply of accommodations, can boost tourism and contribute millions to the local economy. In Orange County, room-tax collections soared to $15.2 million in July. Okaloosa County got a similar boost and used the windfall to fund tourism and restore its beaches, Doyle said.

Hopefully, Visit Florida will be in every pertinent committee meeting waving the economic impact study and flying the flag for Florida tourism. This legislation is an affront to private property rights and a painful blow to a strengthening state economy.

Reach Nancy Smith at nsmith@sunshinestatenews.com or at 228-282-2423.

 

For FL Property Managers: Upcoming Conference

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For property managers in the state of Florida, VRMA (Vacation Rental Manager Association) is holding a 2 day educational and networking conference on April 7 and 8 in Orlando.These shows are usually not in Florida, so this is a great chance for Property Managers and their staffs to attend.

AND, the opening session on April 7 will feature Dale Brill from Visit Florida and author of the Florida Economic Survey, Lori Killinger the Florida Lobbyist, and maybe a surprise political figure who has been fighting for our industry if it is possible (the Florida Legislature is in session, so it is tentative).

To register to attend, click here.

 

Rel=”Canonical” Tags: Saving SEO for Vacation Rental Managers?

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Rel canonical tags for vacation rental websites

Rel=”canonical” tags are used when duplicate content is present to let search engines (e.g. Google) know that the content on a page is not original by referencing the location of the original content.

 

Definition: A rel=”canonical” tag is a special tag that is inserted into the header of your HTML that tell the search engine bots which pieces of content are the original or primary ones and which are duplicates. This way the bot will pass over the duplicates and only index and give link credit to the primary piece.

 

In short, a re=”canonical” tag is used to tell Google that the content on a page is not original…it is copied from another source.

 

To be more specific, a cross domain re=”canonical” tag tells  the search engine that the content on the page is from another website entirely.
 
Jeremy Koch, founder at Pertnear, launched TravelTell, a social media driven website which promotes vacation rental and real estate properties. TravelTell uses cross domain rel =”canonical” tags to protect the originality of the vacation rental manager’s (VRM) or real estate agent’s content, thereby giving credit for the content to the company who created it.
 
“The way we built our canonical tags is, after we add the link to the original property page to the listing, we automatically generate a rel=”canonical” tag giving credit to the original content,” said Koch. “So our content can be identical to the property management company without hurting their rankings.”

 

Most property management software systems include a field in the property screen for the property URL, In theory, any distribution outlet could use that URL in a rel=”canonical” tag to let Google know where the original content is located.
 

<link rel="canonical" href="http://www.https://www.sunrealtync.com/house/75-l"/>

 

If a VRM is pushing property descriptions from the software to a channel through an integration, then it is feasible that the distribution channel (e.g. FlipKey, HomeAway, etc.) could programmatically generate a rel=”canonical” tag so that the VRM’s website is credited for being the origin of the content. If channels chose to implement these tags, then the VRM’s search engine rankings would not be diminished by choosing to utilize distribution options.

 

Currently, most property management systems do not pass this information to a distribution channel (e.g. HomeAway, FlipKey) through their API.

 
To learn more:
 

Wistia


 
 
By Amy Hinote

Under the Hood with Resort Realty

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Resort Realty Luxury Rentals in Outer Banks

This article is part of the Under the Hood Series in which we interviewed executives from on-the-grow vacation rental management companies to discuss everything from growth strategies to company culture, technology and marketing to future predictions for the industry.

By Amy Hinote
 

Resort Realty, Outer Banks
Michael Harrington, CEO

 

Resort Realty began in 1987 as a small independent real estate and rental management company. In 1999, Resort Realty joined the Prudential Real Estate network as a franchisee to grow the real estate side of the business. CEO Michael Harrington joined the Resort Realty team in 2007 and was instrumental in transforming Resort Realty’s identity back into a thriving top Independent Real Estate firm. In 2008, Resort Realty was granted membership into the most prestigious independent Real Estate Network in the world, Leading Real Estate Companies of the World, allowing Resort Realty to expand their brand beyond the Outer Banks to fellow independents from all over the country.

Resort Realty OBX Expands to Hatteras IslandIn addition, Harrington set out to rebuild and modernize Resort’s Vacation Rental Management program from the ground up. This included processes for better overall owner and guest service, introducing new online and social media marketing strategies for the company’s managed Vacation Rental inventory, and increasing Resort’s market share of real estate assets under management.

As a result, Resort Realty was able to gain substantial market share in this highly competitive destination. With its recent expansion into Hatteras Island, Resort Realty currently operates five offices and manages more than 500 properties in Corolla, Duck, Kitty Hawk, Nags Head and Hatteras.

 

Owner-Centric Approach

Resort Realty puts an all-in focus on meeting the goals and objectives of each of its owners. “Our owners are the heart of what we do,” said Harrington. “We are owner-centric. We design all of our programs with the owner at the center and are focused on increasing their short term –and long term –revenue and protecting their property value.”

Resort Realty has a Rental Manager in each of its offices who serves as a personal point of contact for each of its owners. The Rental Managers report to the Director of Rental Management, who oversees owner relations, retention, and recruitment, and provides homeowners with management-level responsiveness.

In addition, Resort Realty provides bi-weekly email communications to homeowners, addresses owner requests immediately, and has created a web-based owner portal which allows owners to manage their accounts, view bookings, schedule personal time in their property, and track any maintenance issues.

“We want our homeowners to feel good about our services and confident that their investment is getting highly personalized attention,” said Harrington. “We have seen a lot of vacation rental management companies moving towards a more guest-centric approach.  Guest are important, and we’ll bend over backwards to make sure they have a great experience, but every program has a cost.  Who is paying for that? Ultimately, the homeowners are paying for it.”

 

Company Culture

“We’re a corporate company without acting corporate,” said Harrington. “We try to operate in a professional, corporate way in structure, but we are a local, fun team who supports the community.”

Resort Realty’s vision statement is more than words to their management, part of which is to provide professional, innovative and friendly atmosphere that fosters admiration & respect among our peers and loyalty to our customers and employees.

“We are in the business of accumulating talent and have built an awesome team,” said Harrington. “With our mission and vision, we have created a unique value proposition for our team members in that we are in it to grow, and here is how we grow together.”

 

Marketing

Vacation Rental Vacation Guides and Travel PlannersAs part of their marketing strategy Resort Realty continues to create and print an annual vacation guide which displays property information and area activities. “We’ve crafted this piece as more Magazine in style.  It is hard to put a value on having a the coffee table book  effect this mailing piece has for our guests,” said Harrington. “We mail it out by request only now and to immediate repeat guests.”

Additionally, Resort Realty does not try to mass market their properties as if they were a commodity.  “That may be the case in other markets where there are thousands of the same types of condo units, but in our area, each home has its own distinct features,” said Harrington. “We will market the brand of Resort Realty to get potential guests to our website via search, online, and social mediums, but from there each home is presented uniquely.  There are some basics like location, bedrooms, if it has a private pool, that are more heavily searched to filter down results, but our goal is to get the guests to the Property details pages of our website so we can highlight that particular homes best features.  Due to supply and demand we are normally booked up during the Summer season, but we have to remember each home that is open counts.  Our homeowners are not concerned with overall occupancy of the company, they are worried about their house, and only their house.”

 

Operations and Technology

Michael Harrington Resort Realty Outer BanksSince Harrington joined the company, Resort Realty has placed a significant focus on operational efficiency. “We latched on to newer technologies to make operations simpler for our team,” said Harrington. “Using tools like those provided by LSI, we’ve automated email messaging, transactional emails and provided our guests a full lease management system. By automating the majority of our guest communications we have been able to go from ten full time reservation agents to five or six.”

“We also look for tools and technology outside the vacation rental industry and see what we can pull from those to increase our efficiency,” said Harrington. “My advice is, if you see a technology platform you think might work for your company, don’t be afraid to ask if they will tweak it to accommodate the needs of vacation rentals. We are in a high-growth industry, and many technology companies are looking for a way to get into the industry.”

As a result of using technology to implement automation and create operational efficiencies, Resort Realty is able to maintain a low ratio of employees to inventory. “It is a whole lot easier not to hire than to fire,” said Harrington. “Sit back, see what your needs are, and use the tools that are currently available to you to their maximum capacity.”

 

Expansion and Acquisition

Stuart Pack joined Resort Realty as COO in May 2011 and brought with him nearly ten years management experience in the vacation rental and real estate sales industry. As Resort continues to steadily grow and increase market share on the Outer Banks, the decision to open on Hatteras Island and offer property management services to Hatteras owners was inevitable. Harrington and Pack began their property management careers on Hatteras, and were eager to begin working in the area again.

Regarding future acquisitions, Harrington pointed to Wyndham’s recent acquisition of Hatteras Realty. “Everyone wants to be in the Outer Banks,” said Harrington. “And now we are starting to see national companies entering our market. We are not interested in being a national company, but we would like to be a North Carolina company.”

“We are always looking to do deals, but we are more interested in establishing high standards in our homes and in our services.”

 

By Amy Hinote

Part 1: A Look Under the Hood at Vacation Rental Pros

Part 2: A Look Under the Hood at Kokopelli Property Management

Part 3: A Look Under the Hood at Elliott Beach Rentals

Part 4: A Look Under the Hood at Winter Park Lodging Company

Part 5: A Look Under the Hood at Tybee Vacation Rentals

Industry Leaders Weigh In On Recent Acquisitions

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HomeAway, RealPage, VacationRoost acquire in Vacation Rental Industry

In the last month, the vacation rental industry has seen several acquisitions of technology companies:

RealPage acquired Bookt/Instamanager
VacationRoost acquired LeisureLink
HomeAway acquired Glad to Have You

Each of the transactions has its own character and importance to the professionally managed vacation rental industry, but first we asked industry veterans to weigh in on the general significance of these acquisitions as a whole.

Their responses are followed by a more in-depth look into the individual purchases, along with interviews with executives involved in the transactions.

 

Significance of Recent Vacation Rental Technology Acquisitions

We asked the question, “What is the significance of these transactions and how the acquisitions affect professional vacation rental managers?”

 

Ben Edwards Weatherby ConsultingBen Edwards
President, Vacation Rental Managers Association

“The recent trend of acquisitions in the industry is encouraging on many levels, and speaks to the dynamic growth occurring in the vacation rental industry as a whole. These acquisitions illustrate the value in professionally managed vacation rentals. Through these investments, we are seeing increased interest by outside players, the ability of companies to increase the level of service and professionalism to vacation rental guests, and the ability for vacation rentals to capture travelers who have not stayed in vacation rentals in the past. From VRMA’s perspective, these are all wins for the industry. Ultimately, this growth is healthy for professional vacation rental managers as this helps vacation rentals become more mainstream and stay top-of-mind for travelers.”

 

Carl Shepherd Founder HomeAwayCarl Shepherd
Co Founder and Chief Strategy and Development Officer, HomeAway, Inc.

“The recent acquisitions are investments in the vacation rental industry, which shows confidence and bullishness on the industry’s future. Also, as the vacation rental industry has matured, there has been a resurgence of the professional side of the market.”

 

 

Steve Milo, Founder Vacation Rental ProsSteve Milo
Founder and Managing Director, Vacation Rental Pros Property Management

“It is an exciting time for the vacation rental industry as capital is entering the market,” said Steve Milo, founder and Managing Director for Vacation Rental Pros. “The primary focus of the capital has been on the portal and technology companies entering the vacation rental space. As the portals drive more and more consumer eyeballs, it will allow property managers more options for generating bookings. Property Managers must embrace these changes and focus their resources on becoming best of breed within these new consumer portals. If not, they risk losing market share to competitors and technologically savvy rent by owners. Above all, property managers need to keep open minds to these portal opportunities as they can rapidly change the dynamics of a marketplace. As George Martin wrote in Game of Thrones, “Chaos isn’t a pit. Chaos is a ladder.”

 

Ed Ulmer Barefoot TechnologiesEd Ulmer
CEO, Barefoot Technologies

“Vacation rentals is a huge market opportunity, that is mostly untapped by the hospitality and real estate industry. These acquisitions highlight  that the vacation rental industry continues to mature.  We will continue to see outside companies like RealPage invest into the market to try and catch up and existing industry players look for additional niches and revenue sources.   Those in the industry need to be diligent to these new forces entering the industry and can benefit if they are ahead of the market.”

 

Acquisitions Jamie Clymer RealPageJamie Clymer
Executive Vice President, Marketing Solutions & Propertyware, RealPage, Inc. 

“These acquisitions speak to the larger industry need for data standardization. To bring vacation rentals to the forefront of travel accommodations, supply must meet the demand of travelers worldwide, where booking a vacation rental is as straightforward as making a purchase on Amazon. With an influx of capital from existing players like HomeAway or new entrants such as RealPage this industry can expect to see an increase in marketplace innovation in the near future.”

 

George Volsky on Vacation Rental Acquisitions George Volsky
Strategic Consultant

“In my view, the combination of web-based technology and the billions of dollars in vacation rentals is attracting big-dollar investors on three fronts, all tied to evolving trends: 1) Distribution solutions that put vacation rental homes (managed or rent-by-owner) together with renters, 2) Booking and resource solutions that help homeowners bypass vacation rental managers, and 3) Acquisitions of vacation rental managers.” Read more as Volsky weighs in on acquisitions.

 

Matt Hoffman leads Instamanager to succesful acquisition by RealPageMatthew Hoffman
Sales & Business Development Manager, InstaManager

“The recent acquisitions of best-in-breed SaaS providers, like InstaManager and Leisure Link, prove that technology is the catalyst for expansion in the vacation rental sector. With these added resources, it expands the possibilities for new technology research and development and decreases the barriers around marketing and technology. This is great news for vacation rental managers because it levels the playing field for vacation rental managers around the globe, both large and small. Vacation rental property managers are the driving force of our industry and without them, the benefits of technology would be lost.”

 

Eric Mason
Vacation Rental Expert

“Acquisitions do indeed continue at somewhat a breakneck pace in the Vacation Rental industry compared to other industries. I believe acquisitions can generally be a good thing as they typically bring with them a renewed focus on the client and market but there are also potential pitfalls with an acquisition, depending on how the acquisition and the ensuing transition is managed. If the transition points are managed tightly, they can be seamless to customers where the customer sees no difference in the service and over time can enjoy a higher level of response, engagement from the company increasing the overall value of the service. In these cases managers will continue to enjoy the service they have come to rely on.”

 

RealPage and Instamanager

The RealPage, Inc. purchase stands apart from the other acquisitions because it involves an acquiring company from outside of the vacation rental industry. “RealPage entered the vacation rental market because of the opportunity for significant revenue growth,” said Jamie Clymer, Executive Vice President, Marketing Solutions & Propertyware, RealPage. “Just two years ago, the industry generated $85B in bookings. This natural shift from our single-family rental solution allows us to fully address the long-tail rental space.

InstaManagerAs our single-family rental solution continues to experience impressive growth, we will apply key learnings to help us expand aggressively in the vacation space. In addition, vacation rentals places us in foreign markets, as two-thirds of bookings occur in Europe, Asia and South America.”

Julian Castelli, CEO at VacationRoost, sees significant opportunities for growth for vacation rental software providers. “We believe the opporunities are pretty exciting.  We work with over 1,000 VRMs today and we understand their challenges and needs, said Castelli. “We believe that software solutions that help VRMs manage their inventory better, facilitate distribution, organize promotions, and enhance e-commerce are all good opportunities given the need we have seen in the marketplace.”

“Maximizing industry growth is a collaborative effort,” said Matthew Hoffman, Sales & Business Development Manager, InstaManager. “With the recent acquisition of InstaManager by property management software company RealPage, we can expand on our commitment to education, technology innovation and advancing the vacation rental industry. ”

 

VacationRoost and LeisureLink

 

Interview with Julian Castelli VacationRoostWe talked to Julian Castelli, CEO at VacationRoost, to learn more about their acquisition of LeisureLink and how it directly affects vacation rental managers. “We believe the acquisition and the combined company will represent a major opportunity for vacation rental managers,” said Castelli.

“The combined company will offer everything that a vacation rental manager (VRM) needs to drive bookings to their properties, including many new services and channels not previously available to VRMs.“

The combined company will offer VRMs:

Distribution Services
The ability to connect to all of the major online travel agencies (OTAs), global distribution services (GDSs), tour operators and traditional travel sellers. “Our product – Marketspan, not only provides these connections, but provides a state of the art software platform that VRMs can utilize to manage their inventory across the distribution channels and a revenue management tool with competitive rate intelligence,” said Castelli.

Technology Services
The ability to have a state of the art online booking engine that optimizes booking conversion and features online packaging of vacation rentals with other travel services.

Reservations Services
The ability to have on-demand, industry leading call center services to maximize the conversion of phone calls to bookings and to provide world class customer service.

“VacationRoost has been helping vacation rental managers (VRMs) increase occupancy and ADR for over 12 years by delivering bookings from new customers that become loyal repeat customers,” said Castell. “By focusing on the vacation rental lodging category, we took the time to learn the unique characteristics of this lodging type and the needs of VRMs and their owner clients, and created a distribution channel to provide customers and bookings in a way that accommodate the unique needs of VRMs. With the acquisition of LeisureLink, we plan to apply these learnings to allow VRMs to achieve strong revenue and booking results from the traditional travel channels.”

We asked Castelli if he believed the distribution space for vacation rentals is saturated. He laughed, “No, if anything we think the opposite.”

“Just seven years ago, there were no national distribution channels for vacation rentals,” Castelli explained. “The traditional travel distribution industry has all but ignored vacation rentals. As a result, innovative new companies like HomeAway, Airbnb, TripAdvisor/Flipkey and VacationRoost emerged to help fill the gap and provide consumers with a way to find vacation homes and to provide suppliers of vacation homes a way to find new customers.  Each of these companies has a different model and a different approach to the challenge, but none can claim close to full market share of the supply base.”

Castelli continued, “Just as importantly, we only started working with the traditional travel distribution channels (i.e., Expedia, Orbitz, etc…) through LeisureLink a few years ago.  For the most part, these channels are still learning how to sell vacation rentals.  They are used to selling hotels, and have historically sold LeisureLink’s inventory the same way they sell and merchandise hotels.  Now with the combination (of VacationRoost and LeisureLink), we have the opportunity to educate these channels regarding how to sell individual homes and ‘key-level’ inventory.”

“We think that will be when the real impact to the industry starts happening, as all VRMs will have the ability to reach the millions of consumers who shop for travel in these channels.  We think it will do great things for industry awareness, occupancy and ADR.”

 

HomeAway and Glad to Have You

Glad to Have You“Regarding HomeAway’s acquisition of Glad to Have You, by acquiring best of breed technology HomeAway will bring a great product to a much bigger audience and create more value for customers faster than an independent company could achieve as a standalone product,” said Shepherd.

Tracy Lotz, CEO at LiveRez, said, “The HomeAway acquisition of Glad to Have You was pretty easy to predict. I’m sure it will be a good deal for HomeAway and Glad to Have You. Only time will tell if it is a good deal for the vacation rental managers using it. Only about 15 LiveRez partners adopted the GTHY technology, and LiveRez never integrated with them.  The overarching reason being that all of our partners are very protective of their data, especially guest data and it was obvious to most of them what the end game was. ”

Overall property managers are responding favorably to the purchase with high hopes for the acquisition creating efficiencies to ease the pain they have experience due to lack of technology integration.

Are property managers concerned about HomeAway offering the Glad to Have You product to rent by owners for free? According to Amy Gaster, President and founder of Tybee Vacation Rentals, the answer is “no.” “No individual owner will ever have the quality of area information and content that a professional property manager has. They don’t have the resources,” said Gaster

We asked Shepherd if home automation software was on his radar for a product offering. “By enabling owners and property managers to easily manage a home regardless of how far away they are, smart home technology is certainly proving to be valuable to those in the vacation rental industry,” said Shepherd. “In fact, HomeAway has worked with home automation companies (locks, etc.) at industry events as sponsors, enabling them to connect with our owners and property managers.”

Looking to the future, Shepherd said, “HomeAway remains focused on its mission to make finding and booking a vacation rental as easy as booking a hotel, so we’ll continue to stay tuned in to any technologies or services that might help us achieve our goal.”

 

Conclusion

The investment and dedication to the vacation rental industry represented in these transactions validates the ongoing maturation of the industry. For vacation rental managers, this injection of technology resources promises to provide more efficiencies, integration and marketing opportunities. How costs, customer support and branding and will be affected is still an unknown.

“As property managers, we are always looking for the ability to do things we have not previously been able to do, the ability to do things better, and the ability to enhance the guest experience, said Amy Gaster, founder of Tybee Vacation Rentals. “We, as property managers, have to do our due diligence, know what products are available, know what is going on in our industry, and make the right decisions for our individual businesses.”

 

By Amy Hinote

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Startup Success: What Glad To Have You Did Right

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