Home Blog Page 3

Wheelhouse’s Guide to “Active Revenue Management”

0

Introduction

Whether you’re a seasoned Revenue Manager of 10 years or someone recently taking on the role for your team, everyone can benefit from implementing what we describe as “Active Revenue Management.”

Active Revenue Management is the practical application of Revenue Management (RM) principles and techniques. It’s a hands-on approach to optimizing revenue through continuous monitoring, analysis, and strategy adjustment based on real-time data and market conditions.

The passive “set it and forget it” mentality has limits – regardless of portfolio size or technology stack. For example, automated pricing engines are not yet at the point where they can understand each unique owner you serve. Or, how you might want to adjust your strategy based on something that has happened in your business. Or, how much risk you might want to take for the next two weeks, based on a big booking you just got.

Therefore, we believe that every property manager or accommodations business can benefit from having team members implement revenue practices in their daily, weekly, or monthly routines.

As with learning any new concept, the topics explored in this guide shouldn’t simply be read, but are instead designed to be actively applied to your specific situation.

Therefore, if you have currently leverage any pricing or Revenue Management Software (RMS) we’d encourage you to leverage it as you read this guide.

And, while many of the images we include in this guide are from Wheelhouse, the concepts we teach here are going to be applicable to almost any RMS.

Further, if you don’t yet have an RMS, our team has decided to make many of the tools detailed in this guide free, so you can improve the foundations of your portfolio immediately.

So, take your time, have fun, and if a particular section resonates with you, take time to apply those concepts to your portfolio for a few weeks as you navigate through the guide.

Content:

To provide you with a focused and actionable outline for your Revenue Management responsibilities, we’ve organized this course into four chapters that build progressively on each concept.


Chapter 1: Foundation

Chapter 1 of Active Revenue Management

Key terms, concepts, and tips for portfolio organization that will help you help you maximize the value of your revenue management practice


Chapter 2: Identify

Chapter 2 of Active Revenue Management

How to focus your attention and find dates where pricing or availability adjustments will lead to higher revenue:

  • Leveraging a booking table
  • Managing expiring inventory.
  • Analyzing bookings and the pacing of bookings within the portfolio.
  • Reviewing the calendar for posted rates, blocks, or gap nights.
  • Benchmarking performance for your own portfolio, competitors, or the market/region.

Chapter 3: Intervene

Chapter 3 of Active Revenue Management

How to make adjustments on identified opportunities using the Wheelhouse method:

  • Creating frameworks for making interventions
  • Making micro-adjustments to rates on calendars for specific date ranges.
  • Adjusting length-of-stay (LoS) restrictions.
  • Modifying overall rate strategies, including base rates, and rate plans.

Chapter 4: Communicate (Coming Soon!)

Chapter 4 of Active Revenue Management

How to communicate your decisions, reasoning, and actions to members of your team.

  • Conducting regular team meetings to discuss strategies and results.
  • Producing weekly reports on aggregate data, individual listings, and market trends.
  • Documenting strategies and maintaining historical notes.
  • Ensuring key stakeholders understand the foundations of your portfolio, including seasonality, segments, frameworks, and strategies.

Chapter 5: Processes (Coming Soon!)

Chapter 5 of Active Revenue Management

An outline for a consistent and repeatable Revenue Management processes, including:

  • Daily processes: Reviewing bookings, identifying pick-up spikes, examining the calendar.
  • Weekly processes: Conducting team meetings, analyzing reports, managing expiring. inventory.
  • Monthly processes: Performing in-depth performance reviews, adjusting long-term strategies.

Rent Responsibly Launches A La Carte Support Services for Vacation Rental Alliances

2
Rent Responsibly STR Association Management Services Feature Image

New menu of services empowers local and state organizations to thrive at every stage and scale

FORT WORTH, Texas, July 25, 2023

Today, Rent Responsibly announced the release of its new a la carte menu of support services for vacation rental alliances across the U.S. The company now offers individual service lines, including website development and email management, in a mix-and-match array.

“Previously, we were able to offer an all-in-one suite of services to alliances, which is still available to any alliance who wants our most robust support,” said Rent Responsibly Co-Founder and CEO David Krauss. “Now, alliances of any stage or scale can take advantage of our individual service lines in a way that flexes and grows with them. We are excited about the opportunities this opens for us to help more alliances than ever before.”

Services include:

  • Website development and management
  • Email marketing and communications management
  • Virtual events management (along with some remote support of in-person events)
  • Campaign design
  • Brand identity design
  • Board and leadership development
  • Membership dues processing and digital member portal

Along with these services, Rent Responsibly provides complimentary access to its network of alliance leaders called STR Community Builders, a built-in suite of benefits for alliance members, and a library of resources. Rent Responsibly also continues to provide free consultation to alliances in an advocacy effort, a service supported by the company’s deep roster of partners: Expedia Group, Key Data Dashboard, Breezeway, NoiseAware, Proper Insurance, DTravel, Wheelhouse, and GovOS.

Rent Responsibly will be hosting a virtual open house for current and prospective alliance leaders August 16, 2023 at 2 p.m. EDT. The event will provide details and case studies on these services, as well as a Q&A session. Those interested can register here to attend.

Rent Responsibly developed its new offering with feedback from alliance leaders. “We meet with leaders from around the country every day, and all of them need some level of help,” said Dana Lubner, Rent Responsibly’s Director of Community Development. “The fun challenge for us is that each group is a little different. Our new service mix allows us to meet these volunteer leaders where they are and fill their unique needs.”

When asked how Rent Responsibly’s services differ from general marketing agencies or association management companies, Krauss said, “Our biggest and most important differentiator is that our tools and services were built by short-term rental alliance leaders for short-term rental alliance leaders.” Krauss; Rent Responsibly’s other Co-Founder and COO, Alexa Nota; and the company’s first employee, Lubner, are all long-time advocates and alliance founders. The rest of the company’s nine-person team are also experts in the industry and related fields, Krauss added. “We know the needs and challenges of our community better than any outside agency ever could.”

One of Rent Responsibly’s newest a la carte clients is the Oahu Short-Term Rental Alliance (OSTRA). “As OSTRA was considering how we would go about building a professional and functional website, working with Rent Responsibly was top on our list of options for two key reasons,” said John An, OSTRA board member. “First, Rent Responsibly has the broad experience working with alliances across the country, so we didn’t want to reinvent the wheel. Also, as alliance leaders, our goal is not to spend our limited advocacy energy on back-end administrative tasks like managing an RFP and build process for a website. Working with Rent Responsibly was the most time and cost-effective way to move forward.”

“Working with Rent Responsibly has been a godsend for us,” said Jeff MacGurn, President of long-time client San Diego Short-Term Rental Alliance, in a recent interview. “They have provided organization, structure, tools, technology, and resources we otherwise would not have. We are one of the country’s largest dues-paying short-term rental alliances because Rent Responsibly has provided the base for that to happen.”

Alliances interested in learning more can visit the services page and schedule an introductory call with Lubner here.

About Rent Responsibly

Founded in 2019, Rent Responsibly is the community-building and education platform for short-term rental owners, hosts and managers. Rent Responsibly’s mission is to empower short-term rental communities to collaborate and further responsible renting for the benefit of people, places, and planet. Learn more at RentResponsibly.org.

Arizonans for Responsible Tourism Hosts Super Bowl Preparedness Campaign for Vacation Rental Operators

25
Arizonans for Responsible Tourism Pregame Prep Campaign

Pregame Prep initiative aids compliance with new local vacation rental ordinances and promotes responsible renting practices

Glendale, AZ – Last week, Arizonans for Responsible Tourism (AZRT) kicked off its Pregame Prep campaign to help vacation rental operators in the Glendale-Phoenix metro area get ready to host around Super Bowl LVII and the Waste Management Phoenix Open happening the same weekend. The five-week series covers two key areas:

  • Compliance education around the blitz of new local short-term rental ordinances passed in the wake of Arizona’s Senate Bill 1168 passed last year, which gave some regulatory powers back to cities and towns
  • Responsible renting and good neighbor practices to help hosts and managers ensure they are proactively educating guests and preventing nuisances

“During a major event like the Super Bowl, short-term rentals become essential to accommodate many of the tens of thousands of visitors coming to Arizona,” said Linda Curry, president of AZRT. “AZRT is taking proactive steps, including education and awareness, to ensure compliance with state laws and local regulations, as well as outlining best practices for nuisance prevention in our communities.”

AZRT has teamed up with Vrbo, a leading travel platform and sponsor of 2022’s Fiesta Bowl in Glendale; GovOS, a short-term rental compliance software; and Rent Responsibly, a community building and education platform for short-term rental operators.

Together, the group has published a resource center with free guides, checklists, and other tools on good neighbor and nuisance prevention practices.

They have also developed a regulatory resource center with compliance and permit guides to many of the new local ordinances and AZ’s transaction privilege tax, along with self-check assessments and other support tools.

AZRT and its partners will additionally be hosting a series of free events, including virtual webinars and in-person meetups in select cities.

Vacation rental managers can access the campaign and sign up for its weekly emails at AZRTR.org/Join.

“Arizona has become an epicenter for innovation and leadership in the vacation rental industry,” said Philip Minardi, global director of public affairs for Vrbo. “Continued collaboration between vacation rental stakeholders, government officials, and community members is critical during this dynamic regulatory and big event season. Vrbo is thrilled to be a partner in this multifaceted education campaign to ensure that Arizona short-term rental hosts and travelers have the tools and resources needed to succeed.”

“Rent Responsibly is honored to partner with AZRT in this effort and help Arizona be an exemplary host state of the Super Bowl and other major events,” said David Krauss, CEO and co-founder of Rent Responsibly. “The short-term rental community here is pioneering collaborative solutions that are sure to have a positive domino effect to other communities.”

“We applaud the State of Arizona for giving local governments more autonomy to work with the communities and businesses they serve,” said Anna Vaughn, senior vice president of strategic partnerships at GovOS. “As governments now work to build holistic systems for short-term rentals, partnerships like this will improve communication between owners, government agencies and the community. We’re confident that by partnering with AZRT, Rent Responsibly, and Vrbo we can develop long-term solutions for short-term renting.”

•••

About Arizonans for Responsible Tourism

AZRT is a statewide organization of more than 2,600 short-term rental operators and members of the AZ tourism economy that support fair, common-sense regulation to manage short-term rentals throughout our communities. To join or learn more, visit AZRTR.org.

About Vrbo

In 1995, Vrbo introduced a new way for people to travel together, pairing homeowners with families and friends looking for places to stay. We were grounded in one purpose: To give people the space they need to drop the distractions of everyday life and simply be together.

Since then, we’ve grown into a global community of homeowners and travelers, with unique properties around the world. We believe travel is a force for good, and we take our role seriously. Good policy ensures the industry is growing and operating in a responsible, sustainable way.Vrbo is committed to educating hosts and travelers on being a good neighbor and working with communities in support of fair and effective vacation rental regulations.

Vrbo is part of Expedia Group and offers homeowners and property managers exposure to over 750 million visits to Expedia Group sites each month. To learn more, visit www.vrbo.com.

About Rent Responsibly

Founded in 2019, Rent Responsibly is the community-building and education platform for short-term rental owners, hosts and managers. Rent Responsibly’s mission is to empower short-term rental communities to collaborate and further responsible renting for the benefit of people, places, and planet. Learn more at RentResponsibly.org.

About GovOS

GovOS is the leading digital transformation platform for local governments. Headquartered in Austin, TX, GovOS serves government agencies of all sizes across the United States. Through its secure and integrated suite of cloud-based solutions, governments can automate and streamline operations, provide seamless access to resources and information, and deliver cutting-edge digital services to businesses, residents and agencies. For more information, visit GovOS.com.

Carrots and sticks: Vacation rentals and the creation of affordable, workforce housing

2
vacation-rentals-housing-vrm-intel

By Paris Achen

More communities across the nation are coming up with creative solutions that leverage vacation rentals to boost affordable and workforce housing stocks.

“As rent and mortgage prices continue to skyrocket, policymakers are really looking for anything they can do to alleviate the housing crisis,” said Noah Stewart, head of advocacy at Expedia Group. “While short-term rentals have been repeatedly shown to have a very minimal effect on rents, mortgages, and the overall availability of housing stock, local officials continue to target them as broader housing issues continue to grow.”

The shortage of affordable workforce housing “has been especially acute in popular ski towns and beach destinations, where the demand for affordable workforce housing has really greatly outpaced the introduction of new housing supply,” Stewart said.

As a result, it is common to see businesses with limited hours and even closures on regular operating days.

Drawbacks of STR bans and caps

Bans and caps on STRs have been one way that communities have tried to force vacation rentals to convert to long-term rentals. But such restrictions don’t always achieve their intended aim of producing more long-term housing, let alone affordable long-term housing. Plus, bans and caps come with an economic toll in terms of lost jobs and unrealized tax revenue.

In South Lake Tahoe, for example, voters in 2018 approved a phase-out of vacation rental permits outside of the city’s touristic core. By 2021, an estimated 1,400 STR permits had been revoked in the city.

“It doesn’t mean those 1,400 homes become what you want them to become,” said Colin Frolich, CEO of Landing Locals, a housing platform that connects owners of second homes with local workers who need housing. “What happened was a lot of them were sold to another owner who was OK with just leaving the house empty or just renting it monthly instead of nightly. But they didn’t necessarily rent the homes to locals.”

STRs, an affordable housing solution?

Now, more jurisdictions are trying different solutions to develop more affordable housing. Among them are STR-specific taxes that yield revenue for housing projects and programs that incentivize property owners to long-term rent their vacation rentals or second homes to local workers.

STR tax revenue streams in Colorado

In November, voters approved lodging and STR-specific tax referendums in a dozen cities and counties around Colorado. The flurry of tax levies, which all take effect Jan. 1, stemmed from approval of HB 22-1117. The new state law allows lodging tax revenue to be used for affordable housing, child care, and other workforce development.

Specifically, in Summit County, Colorado, voters approved Measure 1A in November to levy a countywide STR lodging excise tax of 2% to generate $5.4 million for workforce housing development, child care, hiking trails, and tourism promotion.

Additionally, the town of Dillon, in Summit County, passed an STR-specific tax of 5% – on top of the 2% countywide excise tax – to support workforce housing. Dillon voters also agreed to increase the town’s debt to fund workforce housing.

“Workforce housing has always been a challenge in our destination, exacerbated by the spike in real estate price post-pandemic, which resulted in higher purchase prices, higher rents, and fewer affordable and viable housing options for our community members,” said Toby Babich, president of the Summit Alliance of Vacation Rental Managers (SAVRM). “Like every tourism servicing industry, the vacation rental community has been impacted and has been consistently driving discussions and solutions to mitigate this community issue.”

SAVRM supported the 2% increase in lodging tax to fund housing development.

“We are eager to see more units being built very soon,” Babich said.

Other states like California have also found ways to use transient occupancy taxes to fund affordable housing projects.

Lease-to-locals incentives for homeowners

Summit County’s 2% lodging excise tax for workforce housing and child care is only one part of their approach to addressing the shortage of affordable housing.

The mountain county and the town of Breckenridge within it are also an incubator for the relatively new trend of Lease to Locals programs. The Lease to Locals program, administered by Landing Locals, provides monetary incentives for homeowners to long-term rent their vacation rentals or second homes to local workers.

Since the program started in October 2021, 74 vacation rental units in Breckenridge and unincorporated Summit County have been converted to long-term housing units. Those units have housed 144 workers and 18 children, according to statistics from Landing Locals.

Property owners can choose a six-month or 12-month conversion, and financial incentives paid to the owner can be up to $22,000, depending on the length of the lease and the size of the unit.

In exchange for the financial incentive, property owners rent out their unit for a six- or 12-month lease and agree to cap rent based on the unit’s size. The monthly rent for a one-bedroom unit is capped at $1,500, while the rent for a four-bedroom home would be limited to $4,000 per month.

The only criterion for tenants is they are required to work locally for an employer serving customers in Summit County for at least 30 hours per week.

The first Lease to Locals program started in the tourist mountain town of Truckee, California, in October 2020. The program has since expanded to include South Lake Tahoe and North Lake Tahoe in California, Summit County in Colorado, and the Wood River Valley in Idaho.

In South Lake Tahoe where STRs are largely banned, the Lease to Locals program attempts to recruit homeowners with second homes that are standing empty for the majority of the year, whereas in Summit County, the program targets underperforming short-term rentals.

Property managers have been surprisingly supportive of the program and have even recommended properties that have been struggling in the STR market, Frolich said.

“If you have a $1,000-a-night house on the lake and it’s full 60% of the time, there’s no way you’re going to convert to long-term renting,” he said. “We’re better served to convert people with empty second homes, extra rooms, underperforming short-term rentals that might be better served as long-term rentals because they’re poorly decorated or in a tough location for tourists.”

Landing Locals, a small startup, hasn’t been able to keep up with the demand for the program. So far, 60 jurisdictions with funding ready have applied to start programs, but Landing Locals doesn’t have the staff capacity to administer all of them, Frolich said. The company plans to expand to just five new markets in 2023.

In addition to those 60 jurisdictions, there are cities that don’t have enough funding to hire Landing Locals but want to start their own smaller iteration of the program.

“In Sedona, Arizona, that’s exactly what happened,” Colin Frolich said. “They said, ‘We don’t have enough money to pay you guys to run it, but we do have our own internal capacity. And we gave them the playbook, and they’ve gone forth and started their own program.”

Sedona’s program, called Rent to Locals, started in August 2022.

According to the city’s housing department, housing affordability and availability are limited because the city is surrounded by national forests, limiting the possibility for expansion, and there is a lack of diverse housing options. The average house price in Sedona is just under $1 million, and about 15% of the housing stock is short-term rentals.

At press time, the city’s housing manager, Shannon Boone, had not responded to questions about how many homeowners have joined the program so far.

Sara First, owner of Sarazona property management in Sedona and board member of Arizonans for Responsible Tourism, said she doesn’t know of any property owners who have participated in the program.

“Property owners can earn three times as much as a short-term rental than a long-term rental,” First said. “Only people who are already considering taking their property off the market would consider it.”

First said the Rent to Locals program was one of the few workforce housing measures that have gained support in the elite community. Constituents repeatedly oppose the city’s attempt to construct apartment complexes, and Sedona’s housing code outlaws the construction of accessory dwelling units despite large house lots around the city, she said.

“There is space for creative low-income housing options, but there is so much red tape,” she said. “Every time the city proposes a creative solution, the locals vote it down.”

Data from Truckee, where Lease to Locals has been operating for two years, shows that such programs can create long-lasting win-win solutions for property owners and local workers when applied strategically.

Since October 2020, 100 units in Truckee have joined the program, providing housing for 181 workers and 41 children. The city of Truckee stopped providing financial incentives to renew long-term leases, yet despite that, more than half of the homeowners have decided to continue to long-term rent without the additional subsidy, according to Landing Locals.

Babich, who is a vacation rental property manager, supports the program “as a singular strategy among many to introduce more viable and affordable housing options for local community members.”

“This approach, which offers incentives versus punitive measures, is a positive community-minded approach to solve community issues,” he said. “Taxes, fees, and restrictions are not resulting in more housing options for locals, but this program has had an immediate positive impact.”

“Thoughtful regulations to restrict certain types of housing stock makes sense, but that stick-only approach is one that’s not going to serve you well,” Frolich said. “You need to use the carrot and the stick. You need to provide owners the opportunity to opt in to something that you want their behavior to change. If you dangle a carrot, $18,000, in front of them, that can be really meaningful and actually has proven to be a really meaningful way to get back inventory for exactly what we want.”

 

Feature photo courtesy Daniel Abadia on Unsplash

2022 Election Results of Vacation Rental Ballot Measures

3
Woman dropping off a ballot

Voters on Nov. 8 soundly defeated two ballot initiatives that would have capped the number of short-term rentals and days of operation in Big Bear Lake, California, and banned all but host-occupied STRs in Portland, Maine. Meanwhile, almost all STR and lodging tax measures won voter approval on Election Night. New STR and lodging taxes, or increases in those tax rates, were concentrated in the states of California and Colorado.

Vacation rental ban defeated in Portland, Maine

Voters in Portland, Maine, voted down two ballot initiatives that would have restricted who could operate short-term rentals in the city.

Question A, drafted by a group of STR owners, would have banned corporations and non-local owners from operating short-term rentals in the city. The initiative also would have prohibited eviction of tenants for the purpose of converting a long-term rental into a short-term rental for a 12-month period and prevented the conversion of affordable and workforce housing into STRs. The ballot measure was defeated with 55.8% of votes.

Question B, proposed by the Democratic Socialists of America, would have limited STRs in Portland to owner- or tenant-occupied homes and two-unit buildings occupied by the owner. It was defeated with 55.4% of votes.

STR owners focused on campaigning against Question B because it would have effectively shut down vacation rentals on the city’s islands, many of which are second homes owned by mainland Portland residents who rent out the properties only when they’re not using them.

“I am grateful that Portland and island voters took the time to learn about Question B and to realize how devastating it would have been for Portland’s islands, and I am very grateful that mainland voters cast their votes in support of their island neighbors,” said Meghan Casey, a mainland Portland resident who owns a second home on Peaks Island.

Question A, on the other hand, allowed mainland residents to continue operating STRs on the city’s islands. Many of those island homes are not suitable for long-term rentals because the city shuts off water on some of the islands during the cold weather months of October to April, Casey said.

Casey was one of about 50 islanders from Peaks, Great Diamonds, and Little Diamonds who campaigned against Question B through face-to-face conversations with Portlanders, social media posts, letters to the editor, speaking to the press, and door hangers.

“Probably our most effective effort was talking to people. We spoke to islanders and mainlanders, explaining that Question B would devastate island economies and fundamentally change island communities that have existed for over a century,” she said.

Question B illustrated why STR ordinances crafted by citizen petitions are largely uninformed and ineffective, she said.

The Democratic Socialists of America drafted Question B with the intention of increasing the supply of long-term rentals to Portland residents.

However, DSA in its petition didn’t consider the fact that some of the Portland islands do not receive water from the city between October to April, therefore none of those homes can be converted into long-term rentals, Casey said.

She said she hopes that the City Council will work with STR operators, housing advocates, affected businesses, and neighbors to come up with STR regulation that is fair, fact-based, and effective.

“In any zoning law (which STR regulation is), there are dozens or hundreds of those details,” she said. “The City Council has a process for writing legislation that factors in all of those details. Let’s work with them.”

Big Bear Lake, California, voters reject VR cap

In Big Bear Lake, California, voters defeated a ballot measure that would have capped STR licenses to a total of 1,500, more than half of the town’s current stock of vacation rentals. Short-term rentals provide about two-thirds of lodging in the tourism-dependent town.

Measure O, voted down 57.57% to 42.43% as of Nov. 11, would have also limited the number of vacation rental contracts to 30 per year, excluding home-sharing arrangements.

The Vote No on Measure O campaign funded by Residents for a Better Big Bear focused on how the proposal would affect the small town’s economy. The measure would have reduced tourism spending by an estimated 40% and eliminated more than 2,000 jobs, according to the campaign.

Initially, opponents speaking out against Measure O were primarily STR owners and other businesses centered on tourism.

However, as word got out about how Measure O would affect employment, more and more workers joined the no campaign, prompting a change in campaign messaging to Save Our Jobs.

Christina Douglas, a property inspector at a more than 100-year-old cabin rental company called Big Bear Vacations, said she initially supported Measure O because she thought it would create more affordable housing in the area.

After learning more about the initiative, she said she realized that vacation rentals were too expensive to convert into affordable, workforce housing, and that Measure O would jeopardize her job, and she joined the opposition campaign.

During the campaign, she canvassed and participated in Save Our Jobs rallies with other tourism-dependent workers. Like many Big Bear Lake tourism workers, Douglas lives in the nearby town of Big Bear City due to more affordable housing options. As a result, she could not vote on Measure O but still would be affected by it.

“Even though I didn’t have a vote, I had to let p know how it was going to affect me and others,” she said.

Douglas’s message resonated with voters, said Tara Antongiorgi, an STR owner in Big Bear Lake.

“Our secret to success was focusing on how the measure would impact community members directly and not just property owners,” Antongiorgi said. “That’s what I believe, and that’s what the message was.”

Voters in Big Bear Lake did pass Measure P to increase the transient occupancy tax on hotel and vacation rental guests from 8% to 9% in January 2024 and then from 9% to 10% in January 2025.

That revenue will help support tourism in the community.

La Quinta, California vacation rental ban still undecided

Election officials on Nov. 11 were still counting the votes on a citizens’ petition in La Quinta in Southern California to ban all STRs not occupied by a homeowner in areas of the city that have been zoned as exempt for STRs. The restrictions would be phased in gradually through Dec. 31, 2024.

The Vote No on Measure A campaign was still hopeful about defeating the measure.

The city put a moratorium on STR permits in “non-exempt” residential areas in August 2020, reducing the number of STR units in non-exempt areas from 1,037 to 792, or 23.63%. Measure A would reduce the number of STRs in exempt areas from about 1,200 to 400. As a result, the city would lose an estimated $100 million in business sales, 445 jobs, $13 million in personal income, and between $6.1 million and $8 million in local tax revenue, according to City Attorney William Ihrk.

STR and lodging tax wave in Colorado

Voters approved STR tax referendums in several cities and counties around Colorado, stemming from a new state law, HB 22-1117, that allows lodging tax revenue to be used for affordable housing, child care, and other workforce development.

The exception was Centennial, Colorado, a small town in the Denver metropolitan area, and Grand Junction, Colorado, where voters rejected proposed taxes and tax increases.

Centennial, CO

Voters in Centennial defeated a 3.5% tax on short-term lodging, both STRs and hotels.

Centennial City Council Member Don Sheehan, who opposed putting the tax on the ballot, said concerns about an upcoming recession, the impact on business, and the lack of specificity on how the revenue would be used may have all played a role in voters’ rejection of the initiative. Some voters might also have experienced “ballot fatigue” by the time they reached the tax measure, as it was located at the very bottom of the ballot, Sheehan said.

Grand Junction, CO

Voters in Grand Junction overwhelmingly defeated Resolution 71-22, increasing the lodging tax by 1%, and Resolution 72-22 levying an 8% excise tax on STRs.

Summit County, CO

Voters in Summit County overwhelmingly approved Measure 1A levying a countywide STR lodging excise tax of 2%, effective Jan. 1.

In the town of Dillion in Summit County, voters passed additional layers of STR taxation, including a 2% increase in the lodging tax, a new STR-specific tax of 5%, and a measure to allow the town to increase its debt to fund workforce housing. All three measures take effect Jan. 1.

STR owners did not campaign against the increase in the lodging tax or the debt increase. However, they opposed the 5% tax in Dillion because it seemed excessive in light of the lodging tax increase and targets only STRs.

“I certainly support equitable and reasonable taxation to fund workforce housing projects across the county, so we can keep more of our local workforce in the community. I believe this is a goal our community shares and is aligned with,” said Toby Babich, president of the Summit Alliance of Vacation Rental Managers. “I do have a growing concern that the vacation rental industry, as part of the larger tourism servicing economy, is bearing a much larger burden of funding solutions than other industries.

“I have always had the philosophy that community problems require community solutions, and increasingly this financial burden is falling on one industry among many that benefit from tourism and vacation rentals. Equity is not something to implement only when it is convenient  for everyone.”

The increased costs will fall to guests and are unlikely to harm demand for vacation rentals in the short-term.

“I am more concerned with the harm to other industries that will likely see reduced tourism spend as the cost of vacationing in Summit [County] continues to be inflated by government taxes and fees.”

Steamboat Springs, Colorado

Steamboat Springs voters said yes to Question 2A, a 9% tax on vacation rentals to generate funds for the construction of an affordable housing project in that city. The City Council recently created zoning maps to restrict where STRs are allowed in the city, and the STR tax is the final stage of that plan. The total taxes on STRs in Steamboat Springs is now 20.4%, one of the highest total taxes on STRs in Colorado.

The 9% tax is effective Jan. 1, does not apply to hotels, and will sunset in 20 years.

The Steamboat Springs Community Preservation Alliance (SSCPA) campaigned against Question 2A and proposed a more reasonable tax rate of 2%. STR operators said 9% was too high and would weaken Steamboat Springs’ competitiveness in attracting visitors and vital tourism revenue.

For example, taxes in Steamboat Springs will now be double that of Vail, one of Steamboat Springs’s competitors, Robin Creagen, vice president of SSCPA has said.

Aspen, Colorado

Aspen voters approved a sliding scale STR tax that penalizes the guests of STRs owned by investors or second homeowners. Guests at owner-occupied STR properties will be required to pay a 5% tax while guests at units owned by others will pay 10%. The tax takes effect May 1, 2023, and is estimated to generate about $9.14 million in the first year. At least 70% of the revenue will go toward the city’s housing program, while the other 30% can be used for other purposes, according to the Aspen Times.

There was no official campaign against the tax initiative.

Around the state

STR taxes were approved in the following cities in Colorado and take effect Jan. 1:

  • Carbondale, CO – 6% excise tax on STR stays to support affordable housing projects.
  • Dolores County, CO – 2% lodging tax on hotels, STRs, and other transient lodging providers to help fund tourism marketing, child care, and affordable housing.
  • Eagle County, CO – 2% lodging tax in towns and unincorporated areas where a lodging tax didn’t already exist. The tax would apply to the town of Gypsum and unincorporated areas of Eagle County, including Beaver Creek and Bachelor Gulch. Vail and other cities in Eagle County already have lodging taxes in place and are not subject to the county tax.
  • Estes Park, Larimer County, CO – 3.5% lodging tax on STRs and other transient lodging providers to go toward solving workforce shortage issues such as child care and housing.
  • Georgetown, COMeasure 2A proposes changing the 2% county lodging tax with a 2% town sales tax on lodging to go toward “Tourism, Marketing and Events in addition to providing funding to workforce housing programs, and childcare for residents employed in tourism supported businesses.”
  • Gilpin County, CO2% lodging tax on STRs, hotels, and other short-term lodging
  • Littleton, CO5% lodging tax on guests who stay at STRs, hotels, and other transient lodging providers
  • Salida City, CO – flat rate STR tax, including a $1,000 annual fee on STR license holders and an occupational lodging tax of up to a maximum of $15 per bedroom per night. Both revenue streams would go toward affordable housing.

Lodging Taxes in California

In California, voters approved increases in transient occupancy taxes specifically for STR guests in Santa Monica and Santa Cruz. Hotel, motel, and inn guests will pay a lower fee.

  • Santa Monica – The TOT rate increased from 14% to 15% on hotels and from 14% to 17% on short-term rentals.
  • Santa Cruz – The TOT increased from 11% to 12% for hotels, motels, and inns and increased to 14% for STRs.
  • Inyo County  – Voters rejected Measure Q to expand the county hotel tax to include STRs at a rate of 12% of the rate charged.

Recession-Proofing Your Vacation Rental Business

3

The short-term rental (STR) industry has shown incredible resilience over the past couple of years. Even since the beginning of this year, we have been hit with record-breaking demand levels and new supply has been added en masse throughout the country. So despite a global pandemic and travel restrictions threatening the industry, the STR space has made the most of this situation.

Because the market is getting increasingly competitive, property managers must now up their games to study and outperform the competition, which is getting tougher and tougher. If you’re not leveraging data insights from your listings as a vacation rental manager, you’re falling behind.

Here are steps to learn how to identify the success drivers of the industry’s top performers and translate them into actionable tips that will leave you wondering, “Why didn’t I think of that?”

 

1. Don’t Panic: Understand Broad Economic Cycles

Just as we thought we were out of the woods after the pandemic, the economy decided to take center stage and become the next biggest threat to short-term rentals, leaving us with questions like, “Will we enter an economic recession in the next year?” and “How will this affect my bookings?” burning in our minds.

Whether you’re an optimist or a pessimist, there is some good news: The lodging cycle is predictable (with the exception of COVID).

The balance of supply and demand performance from summer 2022 and summer 2019 suggests that we have not yet entered a recession. So what is the current recession risk?

At the moment, the US is at a 50% risk of falling into a recession and Europe is nearer to 60% or 70%. However, the actual risk will become clear in the next couple of months after the impact of the European Central Bank (ECB) interest rate hikes is determined.  (Make sure to watch closely because if Europe does enter a recession, the US could be pulled down too.)

The best way to keep a cool head during this time is to understand the hospitality lodging cycle and where you are in it. This may seem complicated at first, but it’s really quite simple once broken down.

Pre-COVID, the STR industry was last in the stability phase in 2010. It’s important to remember that lodging lags other economic cycles and travel is one of the last segments to recover, but this makes it even easier to predict since we can follow other industries’ timelines to mark the way. During this phase of recovery, growing occupancy rates push up average daily rates and profit margins. Then, there is usually a trigger of some sort that will announce the lodging decline and the cycle begins all over again—For all of you pessimists out there, it’s also important to note that being at the peak of the growth stage doesn’t necessarily mean an immediate decline. In fact, 2015 to early 2020 were all peak times.

Remember that regardless of where you are in the cycle, as long as you know what’s coming, you can prepare and act accordingly.

 

2. Choose Your Inventory Wisely

If the possibility to expand your business arises, the first factor to look at is the listing’s location—the number one determining factor in why travelers select one accommodation over another.

If your properties are lagging behind and you don’t have listings in the right area and right location, it’s time to take action. Be humble and responsible enough to switch your inventory and pivot business to where the demand is going. You’re the local expert, so if you know that a specific neighborhood is performing well, what are you waiting for?

Don’t put all your eggs in one basket. If your portfolio includes 20 units in the same market with the same specifications, you’re just giving away a stick to be beaten with. Have the foresight to predict (using data) where your future guests are going to be coming from and optimize for that prediction.

Make strategic decisions long before it’s crunch time. Growing your business efficiently without data is like trying to read a map without a compass. We always talk about how data can help you grow, but even more importantly, it helps you avoid only growing in quantity while forgetting quality. Don’t waste your time and effort onboarding properties that will cause you headaches and not generate enough revenue.

 

3.  The Bigger Your Portfolio, the Harder You Need to Work for Reviews

Here’s the bad news: Professional hosts are consistently underperforming in the eyes of guests. The larger the portfolio, the lower the ratings. Could this be because guests prefer the personalized experience of an individual operator even though there is no guarantee of quality?

Booking with a larger vacation rental manager (especially one operating in multiple cities or countries) gives a more standardized service, but it’s likely that more communications and services are automated which can be disappointing for those who prefer a more human touch.

Communication and accuracy is an easy area of improvement for hosts. There is absolutely no excuse for professional managers to rank poorly in this area with all the technology available to help hosts improve communication, . Aim for not only meeting your guests’ expectations but exceeding them by thinking of unexpected ways to show your guests the full value of your service, enhancing their experience from before check-in to after they leave.

Action Items for Communication: Is your property located 10 minutes walk from the city’s top attraction? Highlight this fact not only in your description but also in your photos and any other communication you have with your guests.

Action Items for Accuracy: Are you doing spot-checks of all listings on a regular basis? Are you ensuring that all amenities listed are working & property descriptions are up to date?

 

4. Go the extra mile for first-time reviewers without leaving money on the table

Never stop asking for reviews (particularly from new users/guests): in 2021, 40.8% of Airbnb reviews were left by first-time users of the platform, up from 24% in 2019. More guests have discovered short-term rentals for the first time thanks to the pandemic-driven search for more space, and new users may have expectations that don’t line up with the service offered, so be clear from the start about what guests can expect.

Put yourself in your guests’ shoes, and think of the small details that make for an exceptional hospitality experience. Is it a chilled bottle of wine and local delicacies ready for their check-in? An insider guide to the best places in the neighborhood? Is the heating switched on using smart home appliances so it’s cozy when they arrive?

When is a 5/5 a bad rating? Value. At first glance, a 5/5 rating seems great, right? Wrong! Think of it this way: this excellent rating means that guests thought your property was extremely good value for the money they’ve spent. Translation = you are underpriced. If you want to boost your profitability, look closely at how your properties are performing for this rating, and adjust your pricing accordingly by paying close attention to what your competitors are charging.

 

Conclusion

There will always be some external circumstances that are out of your control, like an economic recession, a global pandemic, or a natural disaster. For all the rest, you hold the keys to future-proofing your vacation rental business by leveraging data to eliminate the guesswork of pricing and benchmarking, establish trust and credibility with your clients on one side, and have more time to focus on quality service for your owners on the other.

About the Author

Sarah DuPre is the Senior Sales Director at leading short-term rental data and analytics provider AirDNA. Sarah’s passion for international travel led her to the sales team at the Barcelona office, where she helps property managers, hoteliers, and local governments comprehend the impact of Airbnb and the sharing economy on their local area, and works with real estate investors to help them find the best opportunities for short-term rental investment.

Link: airdna.co/vacation-rental-managers

Dozens of Vacation Rental Ballot Measures Heading to Voters this November

3
voters at a polling center voting

Dozens of ballot initiatives on short-term rental regulations ranging from partial bans to tax increases will head to local voters this November. 

This year, California and Colorado are hot spots for ballot referendums on STRs with most initiatives seeking to increase incoming revenues from STRs. Colorado’s explosion in STR-related referendums stems from a new state law that allows this kind of tax revenue to go toward affordable housing, child care, and other workforce development.

Meanwhile, in California, some cities are targeting STRs for higher taxes than what hotels, motels, and inns have to pay for their right to do business in their local area.

 

STR Bans and Caps

La Quinta, California

Measure A, a citizens’ petition in La Quinta in Southern California near Palm Springs, would ban all STRs that are not occupied by the homeowner. A “Yes” vote would phase-out and ban all non-owner-occupied STRs in areas of the city that have been zoned as exempt for STRs by Dec. 31, 2024.

Don Shoftstall, a resident of La Quinta, wrote in an argument in support of Measure A that STRs are disruptive to neighborhoods and remove homes from an already limited supply.

La Quinta, population 37,500, first enacted STR regulations in 2012, and the City Council has amended the regulations multiple times since then, according to City Attorney William Ihrk.

In August 2020, the city passed a moratorium on new STR permits in “non-exempt” residential areas and formalized into code the ban on new permits in non-exempt areas in May 2021.

That ordinance reduced permits in non-exempt areas from 1,037 to 792, or 23.63%, wrote Mayor Pro-Tem Kathleen Fitzpatrick and Councilmember Robert Radi in an argument against Measure A.

Measure A would simply punish rule-abiding permitted STR operators in exempt zones while failing to solve the problem of neighbor complaints against STRs, Fitzpatrick and Radi wrote.

About 66% of all complaints against STRs during La Quinta’s festival season were against unpermitted operators, they noted.

“The city will have insufficient financial resources to enforce the (Measure A) ban,” they added.

In his impartial analysis of Measure A, Ihrk wrote that STRs are a “significant share of the city’s economy.”

In 2021, STR guest spending generated $170 million in business sales, $21.1 million in personal income, 779 jobs, and $9.7 million in local tax revenues, mostly transient occupancy taxes and sales taxes.

If Measure A passes, the inventory of STRs in La Quinta would be reduced from about 1,200 currently to 400 units, Ihrk wrote. Consequently, the city would lose an estimated $100 million in business sales, 445 jobs, $13 million in personal income, and between $6.1 million and $8 million less in local tax revenues, he wrote.

vron-la-quinta-vote-no-measure-a-campaign

Vacation Rental Owners and Neighbors of La Quinta (VRON-LQ) have launched a “Vote No” campaign against the measure. They have raised about $74,180 for the campaign but continue to seek more donations until they reach the $250,000 mark.

In a letter to the editor in the Desert Sun, Olivier Chaine, board president of VRON-LQ, wrote that the group “believes that tourism and residents can coexist through smart policies and best practices. Through research, open data, community involvement, collaboration, transparency, and ethics, effective policies can be developed that create a win-win for neighbors, renters, businesses, property owners, and the community at large.”

 

Big Bear Lake, California

In Big Bear Lake, California, voters are considering two ballot referendums aimed at STRs. 

Measure P would increase the transient occupancy tax on hotel and vacation rental guests from 8% to 9% in January 2024 and then from 9% to 10% in January 2025.

Meanwhile, Measure O places a cap on the number of STRs in the small tourist town of 5,000 people in San Bernardino County. The cap would limit the number of STRs to a total of 1,500 and limit the number of vacation rental contracts to 30 per year per unit, excluding home-sharing arrangements.

According to AirDNA, Big Bear Lake currently has over 3,300 vacation rental properties, so the cap would cut the number of units by more than 50%.

The Vote No on Measure O campaign funded by Residents for a Better Big Bear has focused on the economic hardship that the cap would bring to local businesses and the small town’s economy. Their website states that the measure would reduce tourism spending by 40%.

better-big-bear-lake-vote-no-measure-o-campaign

An argument against the measure was signed by prominent Big Bear Lake residents, including former Mayor Liz Harris, Debby Sevick who owns the Bear Skins gift shop, a 30-year-old business; and Maria Rojas, owner of Sonora Cantina. They said the measure would leave vacation rentals empty for 10 months out of the year and would have a devastating blow on small businesses such as restaurants, retail stores, and bicycle and ski rentals.

The Vote No on Measure O campaign has a sign-up sheet for volunteers to take yard signs, canvass neighborhoods, host community coffees, make phone calls, and write letters to the editor.

 

Portland, Maine

The most draconian of these ballot initiatives comes from a petition by the Democratic Socialists of America (DSA) in Portland, Maine. The initiative, titled Question B on the ballot, would restrict STRs to owner- or tenant-occupied properties, including duplexes in which the owner lives in one of the two units.

Maine has a long history of vacation homes and has the highest concentration of them in the country. About one in five houses in Maine are registered as vacation homes – though not necessarily STRs, according to IPX 1031.

The DSA estimates that Question B would convert about 350 STRs to Portland’s long-term rental market. That is nearly 40% of the 900-plus short-term rentals in the City of Portland.

However, many of the owners of these vacation homes would not necessarily long-term rent the properties under an STR ban. The properties would simply stand empty when their owners aren’t using them, said vacation home owner Chuck Radis in an interview with Fox 23 in Maine. 

Given the concentration of vacation rental properties in Maine, should the measure pass and other municipalities follow Portland’s lead, STR bans could have an outsized impact on the state.

 

Taxes Galore

Colorado

Voters will consider general and STR-specific lodging taxes in several cities and counties around Colorado, from Aspen to Steamboat Springs, many of which are designed to generate income for affordable housing projects.

The explosion of STR tax referendums in Colorado this year stems from a new state law, HB 22-1117, that allows lodging tax revenue to be used for affordable housing, child care, and other workforce development.

Steamboat Springs, Colorado

Voters in Steamboat Springs, for example, will consider 2A, a 9% tax on STRs to generate funds for the construction of an affordable housing project in that city. The City Council recently created zoning maps to restrict where STRs are allowed in the city, and the STR tax is the final part of that plan.

If approved by voters, the total taxes on STRs in Steamboat Springs would be 20.4%, one of the highest taxes on STRs in the state, according to Sotheby’s International Realty.

The tax would not apply to hotels and would sunset in 20 years, according to the Steamboat Pilot.

The Steamboat Springs Community Preservation Alliance (SSCPA) is running a campaign, No Way on 2A, against the tax, which they say is too high.  

Steamboat-Springs-Community-Preservation-Alliance-No-Way-2a-Campaign

Robin Craigen, vice president of the SSCPA, said the tax would make Steamboat Springs less competitive against resort towns like Vail, which have lower taxes on STRs.

“The tax will be more than double that of Vail who’s our competitor,” Craigen said.

Steamboat Springs is heavily dependent on tourism: About 50% of its economy is tourism, and it yields about $250 million per year in visitor spending, he said. The lodging community has proposed a more moderate tax of 2%.

Aspen, Colorado

Aspen voters will consider an STR tax that ranges from 5% to 10% depending on ownership. Guests at owner-occupied STR properties would be taxed 5% while guests at units owned by investors or second homeowners would face a tax of 10%.

If approved, the tax would go into effect on May 1, 2023, and would generate an estimated $9.14 million in the first year, according to the Aspen Times. The City Council has said that a minimum of 70% of the tax revenue would go to the city’s housing program, and the other 30% could be used for other purposes like city infrastructural improvements, the newspaper reported.

Gordon Ledingham of the Aspen Pitkin County Short-Term Rental Alliance said there is no official opposition campaign against the tax. However, there have been letters to the editor opposing any new taxes.

Summit County, Colorado

Summit County is considering a 2% STR excise tax on all guest stays effective Jan. 1, 2023.

The Summit Alliance of Vacation Rental Managers (SAVRM) is supporting the tax. “We think 2% is a reasonable amount, and if the county is benefitting from us financially we feel they will be more willing to work with us,” said Ashley Kubiszyn, a founding board member of SAVRM.

One of the existing restrictions in Summit County is a limit on the number of nights that vacation rentals can host guests. SAVRM is hopeful that passage of the excise tax will lead to removing that limit on nights, Kubiszyn said.

Around the State

STR taxes are also proposed for the following cities in Colorado:

  • Carbondale, CO6% excise tax on STR stays to support affordable housing projects, effective 
  • Centennial, CO3.5% tax on short-term lodging, including hotels and STRs 
  • Dillon, CO5% excise tax on STR stays and tripling lodging tax from 2% to 6%
  • Dolores County, CO2% lodging tax on hotels, STRs, and other transient lodging providers to help fund tourism marketing, child care, and affordable housing
  • Eagle County, CO2% lodging tax in towns and unincorporated areas where a lodging tax doesn’t already exist. The tax would apply to the town of Gypsum and unincorporated areas of Eagle County, including Beaver Creek and Bachelor Gulch. Vail and other cities in Eagle County already have lodging taxes in place and would not be subject to the county tax, according to Vail Daily.
  • Estes Park, Larimer County, CO3.5% lodging tax on STRs and other transient lodging providers to go toward solving workforce shortage issues such as child care and housing
  • Georgetown, CO Measure 2A proposes changing the 2% county lodging tax with a 2% town sales tax on lodging to go toward “Tourism, Marketing and Events in addition to providing funding to workforce housing programs, and childcare for residents employed in tourism supported businesses.”
  • Gilpin County, CO2% lodging tax on STRs, hotels, and other short-term lodging
  • Littleton, CO5% lodging tax on guests who stay at STRs, hotels, and other transient lodging providers
  • Salida City, CO – flat rate STR tax, including a $1,000 annual fee on STR license holders and an occupational lodging tax of up to a maximum of $15 per bedroom per night. Both revenue streams would go toward affordable housing. 

 

California

In California, transient occupancy taxes will be increased in the cities of Santa Monica, Santa Cruz, Yucca Valley, Needles, Millbrae, Alameda, Clovis, and Downey. Santa Monica and Santa Cruz both have proposed higher TOT taxes specifically for STR guests. Hotel, motel and inn guests would pay a lower rate.

  • In Santa Monica, the TOT rate would increase from 14% to 15% on hotels and from 14% to 17% on short-term rentals.
  • In Santa Cruz, the TOT would increase from 11% to 12% for hotels, motels, and inns and increase to 14% for STRs.
  • Measure Q in Inyo County would expand its hotel tax to include STRs at a rate of 12% of the rate charged.

How to Increase Your Occupancy in a Competitive Market through Monthly Rentals

4

This Fastest-Growing Trip Length Category Can Increase Your Occupancy 

Longer stays are on the rise. In fact, bookings that meet or exceed 28 days is actually the fastest-growing trip length category today. In Q2 2022, more than 22% of nights booked in suburban areas were for 28 days or more compared to 18%.” – AirDNA, June 2022 

We are all aware that occupancy is down this year compared to 2020 and 2021. Let’s take a trip down memory lane—times were good. Despite the haunting shroud of COVID-19, global wealth hit a record high of $530 trillion in 2021. In the face of adversity, the vacation rental world was at the top of the mountain, enjoying a beautiful, and profitable, view.  

And of course, we want to continue looking at that view, but 2022 has exposed some tough challenges.  

According to AirDNA, despite inflation and rising gas prices, demand for travel has grown substantially over the last two years. In May and June 2022, occupancy fell by 8.6% and 9.9% year-over-year, respectively, as demand failed to keep up with surging supply. We all know that 2021 was an anomaly for the short-term rental industry, with demand hitting record highs.

Identifying the Challenges 

According to the Washington Post, “recession risks are high—uncomfortably high—and rising.” Although major swaths of the economy, including the job market and consumer spending, remain robust, there are mounting worries that rising borrowing costs for consumers and businesses after years of near-zero interest rates, could cause a sudden retrenchment. In this year, occupancy reports, stretching from the southwest to the northeast, reflect this decline.

Despite decline in occupancy for short-term rentals, guests who commonly stay one month or more are not deterred by current economic hardships, according to our recent 2022 Monthly Rentals by Owner Guest Survey. We found that 90% of monthly guests will continue to book their monthly stays this year and into the future. 

The Importance of Monthly Rentals 

Stays that meet or exceed 28 days is the fastest-growing trip length category, according to a new study. Monthly renters can make you money, and that makes them incredibly valuable to you as a property manager.  

According to AirDNA in 2021, demand for 28+ nights stays grew by more than 22.4% compared to 2020. Demand is expected to grow another 14.1% in 2022 over 2021. Monthly rentals are consistent and cover months of low occupancy. Based on a Snowbird Fest survey data, 51% of monthly renters stay for 3-4 months per visit and 81% stay for 2+ months. But why would they choose to stay in your rental for months versus a weekend? The infamous pandemic has created a new wave of monthly vacationers. The new rules” of the post-pandemic steer guests toward monthly vacationing because of: 

  • the increases in the quality of technology for work. 
  • interest in more remote, scenic, and safer areas. 
  • growing trend of traveling nurses, military, and other professions. 
  • remote schooling becoming more mainstream. 
  • remote jobs growing and becoming more accepted. 
  • great strides in technology for cell phone internet. 

The typical monthly vacationers include empty nesters with the ability to work remotely, remote schooling, disaster victims, retirees with the desire to get away and see new areas, and more.  

According to our 2022 Monthly Rentals by Owner Guest Survey, 47% of monthly guests stayed in their vacation rental for three months or more and 34% stayed for at least 2 months. 

Save Your Occupancy with Monthly Rentals 

Remote work has undoubtedly given workers added flexibility, and this has helped spread peak demand over more months. This provides owners with consistent rental income year-over-year in the shoulder and off-seasons when occupancy tends to be low. Additionally, technology has arguably made travel an easier prospect for everyone from the ease of booking travel to the ease of researching and comparing trips, to staying connected on the go—baby boomers included.  

Stats have shown that there are super high open and click-through rates online for monthly rental companies, and the phrase monthly rentals” has increasingly successful search engine results. Listing sites can provide monthly rental leads, but they aren’t dedicated to a very segmented audience. Using a listing site like MonthlyRentalsByOwner.com can help you reach a wider audience with its additional features and integrations dedicated to monthly renters. 

Monthly Rentals By Owner, a website that has been catering to the growing contingent of monthly vacationers since 2012, has an interface with tailored ads for property managers and owners, such as long-term stays pricing and descriptions, and clientele, such as their website’s unique features and marketing.  

As of 2020, Monthly Rentals by Owner integrated with Nextpax Channel Manager and TRACK Property Management System (PMS) in order to more effectively partner with property management companies. They are progressively working toward additional software integrations to create an easier process for listing your properties with Monthly Rentals by Owner, providing access to thousands of additional monthly rental inquires for your properties.  

While snowbirds are the monthly guests we’ve all known about for decades, Monthly Rentals By Owner is tied directly into the world-leader of snowbird rentals, the American Snowbird Network of Websites. For an additional fee, property managers can opt-in to also be featured, with no extra effort, to their website. Those websites include AmericanSnowbird.com, FloridaSnowbird.com, and ArizonaSnowbird.com. These websites have been around since 2003 and regularly produce thousands of monthly and seasonal rental stays. It is a must to add to your arsenal of lead-generation tools for monthly rentals.  

Tourism is one of the fastest growing industries in the world, and the vacation rental business is one of the most important sectors driving the growth as people are deciding to live and work from scenic locales. Not only the nightly and weekly mainstream vacation rental market, but also the monthly vacation rental market has hit its stride. This increasingly popular way of living somewhere for months at a time has opened up a whole new way of traveling that appeals to multiple generations and people from all walks of life. Take advantage of this trend and increase your occupancy through monthly rentals.  

Tourism Boards and DMOs Offer Seat at the Table for Vacation Rentals

2
board meeting in presentation room

While election season is upon many local communities across the country, polls are not the only place where vacation rental operators are changing policies and perceptions of our industry. A more recent movement gaining momentum is vacation rental community leaders acquiring seats on their local tourism boards.

While some tourism boards and destination marketing organizations (DMOs) are private entities, many are public or semi-public entities tied to their local governments. Charged with promoting the destination and managing sustainable tourism in the community, public tourism boards are often funded by local tourism taxes, such as hotel or lodging taxes. 

For public boards, seats are allotted by local elected officials. Outside of vacation-rental dominant destinations, seats reserved for lodging representation have been awarded almost exclusively to traditional hoteliers and B&Bs, but board makeup has slowly started to adopt more vacation rental voices.

“Historically, the only lodging representation has been from hotels,” said Dana Lubner, head of leadership development at Rent Responsibly and founding board member of the Mile High Hosts for Community Advocacy in Denver, Colorado. “The fact that more seats are going to the STR community not only acknowledges the economic value that home sharing (or STRs) brings to the destination but provides an opportunity for the STR community to have a voice in tourism policies and spending.”

Reasons to join a tourism board

Tourism boards and DMOs may or may not be vocal in vacation rental regulatory discussions, but even if they do not take a public stance on legislation, their reports and programming can influence regulatory outcomes. With the rapid pace of new regulations across the country, it is a crucial time for property managers to be part of the discussion on how communities will promote and manage tourism in their markets.

“Suppose a local tourism board is only populated with [hotel operators], local politicians, and administrative leaders,” said Larry Mallard, CEO of Alpine Lodging, a vacation rental property management business in Telluride, Colorado. “In that case, vacation rentals can get lost in the discussion and not be managed in a way that benefits everyone.”

Mallard serves on two tourism-related boards in addition to a hospital board. He was chairman of the Telluride Tourism Board and the Colorado Flights Alliance for several years and continues to serve on both boards.

“My partners and I serve on local boards for a couple of reasons,” Mallard said. “First, our company has always felt it was important to give back and be visible leaders in the community.”

“In Telluride, we’re one of the largest employers in the area and want to ensure we are as involved in the direction of the community as possible,” he said. “Tourism is the largest driver of the economy in a destination resort town like Telluride. Lodging and vacation rentals are some of the most important pieces within that space. Our concerns and goals must be part of the discussion as they often align with the business community.”

Ryan Tigner, owner and manager at iTrip Vacations, a nationwide vacation rental property management company, joined Oregon’s Travel Portland Board of Directors in May 2022.

“I wanted to join so I could educate and bring a different perspective of short-term rentals to the board and community,” Tigner said.

About 80% of Travel Portland’s board members are hotel operators.

“Often it is the hotels that are lobbying against short-term rentals,” Tigner said. “If I can educate them and change their perception on STRs and they learn that most short-term rentals are not competing with hotels – they are a completely different experience – maybe it would help our industry be more welcomed.”

Changing perceptions of short-term and vacation rentals

Shannon Hiller-Webb, the first host to sit on Oregon’s Travel Portland Board of Directors, said “having STR representatives on the Travel Portland board has legitimized us in the tourism travel space.”

“It took a couple years being on the board [to correct] the old patterns and behaviors of vilifying the STR rental industry, being reductive of our legitimacy, or just negligent that we were a significant audience for consideration,” Hiller-Webb said, “but as I departed the board I had recognized a shift in acceptance, support, and dare I say, advocacy, which took time, relationship building, and education.”

Sharon Harley, CEO of Jeeves Florida Rentals, has been on central Florida’s Experience Kissimmee Board of Directors for six years and is currently chair-elect.

Over time, Harley said she has been able to demonstrate that vacation rentals offer accommodation and services that compete with the best hotels and have a stake in tourism promotion and spending.

“At challenging times such as when vacation rentals were banned during Covid, I was able to use [tourism] resources to bring awareness of the true professionalism vacation homes offer,” Harley said.

“Too many people … don’t understand the compliance we have to follow and the licensing that is required,” she said. She tries to enhance awareness of how many STR homes pay extra taxes in the exchange for the privilege of operating, how they contribute to the local tax base and economy, and how they create and sustain jobs.

How vacation rental seats have made a difference in tourism

It’s important to remember that when serving on a tourism board, you represent all vacation rentals in your community and not just yourself. 

“My advice would be to never go into any decision with a personal agenda,” Mallard said. “Instead, be there to represent the vacation rental space as a whole and don’t make decisions that benefit only you or a select few.”

Thanks to their representation on their local tourism board, hosts in Portland had some say in choosing which neighborhoods would be featured in promotional materials. The new focus on STRs also resulted in a partnership between Airbnb and Travel Portland to promote the city through an email campaign.

“The fact there was a representative from the STR industry on the board and given the impact we had shown the Travel Portland board on how resilient STRs were during Covid in providing tax funding to Travel Portland helped usher in the Travel Portland investment in the Airbnb campaign,” Hiller-Webb said.

In Telluride, where vacation rentals have long played a recognized role in the tourism economy, STR representation helps the tourism board stay in tune with high, moderate, and low peak seasons and better target marketing on the right demographic and over the right dates, Mallard said.

The Visit Telluride website has an entire page dedicated to aggregating and promoting vacation rentals in the community.

Tigner, who joined the Travel Portland board in May, said “it has been great to bring some insight to the group at Travel Portland about what short-term rentals are, the way we operate, our target market, and measures we use to be good actors in the community,” Tigner said. “Obviously, everyone has heard of the extremely rare instances on the news when something goes wrong at a short-term rental, but they don’t hear about the other million stays where families had a wonderful vacation.”

How to join your local tourism board

Adding an STR seat to your local tourism board may require a concerted effort by your STR community.

In Portland, Oregon, hosts had almost no say in regulations and taxation that the city was imposing on them. In mid-2018, members of Host2Host, a trade association for STR hosts, organized to speak out on new STR fees proposed by the Portland City Council. During their advocacy push, they made a case for adding an STR host to the Travel Portland board. They were able to demonstrate their industry’s economic contribution – especially STRs’ role in fueling Portland’s love affair with eating and buying local, as Portland hosts commonly direct guests to their favorite local establishments.

The STR industry now has two of the 28 seats on that tourism board.

Other strategies include getting involved with your local tourism board, attending events, getting to know board members, and showing your interest in serving. Serve on other boards and organizations that could help you make connections on the tourism board or recommend you for a position.

“Once people know who you are and what you stand for, you get recommended to certain positions through somebody who knows somebody,” Tigner said “That is how it happened for me.” 

 

Photo courtesy Campaign Creators

Geotargeting & SEM: A How-To Guide on Spending Less & Getting More

4

As a Digital Marketing and SEM specialist, I work with location-based marketing daily, but I know that is not the case for everyone. In this article, I will break down the fundamentals regarding geotargeting and search engine marketing and answer the age-old question of “How does it impact my vacation rental company?” I hope that the information I provide you with will give you the tools & terms to discuss using geotargeting within your pay-per-click (PPC) strategy with ease and confidence.

 

First things first, what is the difference between SEO and SEM?

SEM stands for search engine marketing, which is the process of using paid advertisements in Microsoft Ads and Google Ads to market your website and show up higher in the search engine results pages (SERPs) by paying money for ads and bidding on keywords related to your brand. However, SEM is also often used to describe “anything” in regard to getting seen on search engines, including SEO.

SEO stands for search engine optimization, which focuses on optimizing a website’s landing pages with keywords and other ranking factors to increase its chances of showing up higher in the SERPs. If a website is new or in an extremely competitive market, SEM coupled with SEO is a smart strategy to get your brand in front of the right audience.

Here is an example of what a SERP looks like with Paid Ads and Organic Results.

 

Now, what is geotargeting?

Geotargeting, not to be confused with its cooler sister geofencing, is not as complicated as it sounds. Geotargeting is used to strengthen your campaigns by targeting people that have been in a specific location in conjunction with other targetable variables, such as demographics, behaviors, and interests. Geofencing is merely targeting everyone in a certain area. For example, you would use geotargeting to be more granular with your vacation rental ads, but you might use geofencing to push property management advertisements at a local competitor’s homeowners’ weekend event. (None of you would do that, right?) Geofencing is also synonymous with using a Bluetooth beacon; when someone shows up in a certain area, such as your business, they get a notification of sorts on their phone.

Whether you call it a potato or potatoe, the bottom line is that location-based targeting should always be used in any PPC campaign in the vacation rental industry, especially if you are in a popular area. Put your money on cities and states that have high conversion rates and are known to come to your market. This is the best way to maximize your budget, especially if you have a limited one! If you’re running ads in Google and you aren’t utilizing geotargeting, you’re likely wasting money. Be sure to look at which cities and states convert the best, rather than just those who are looking. Lookers are curious. Bookers are committed.

 

Regional Dialects & Why Geographical Data Matters

A geotargeted pay-per-click campaign is a powerful weapon in your digital marketing arsenal. Not only are you utilizing your PPC budget more effectively by geotargeting areas that have a history of converting lookers into bookers, but depending on your product, you can adjust your ad copy to match the terminology of the geographical location you are targeting.

Throughout our years of PPC work in the VR industry, we’ve noticed that different regions of the United States use different words to describe what they are after (and Google knows that too). For example, when looking for a mountain destination, the most popular search term is “lodging.” For a beach destination, it’s “vacation rentals.” To utilize geotargeting effectively, you need to make sure you create ads for all variations of what people search for so you can cover all bases.

Whether it’s “beachfront” vs “oceanfront,” “cabin” vs “cottage,” or the international conundrum of “holiday” vs “vacation,” when you update your ad copy to match the terminology of the region you are targeting, you increase your chances of conversion.

By understanding which geographical areas bring you the highest revenue, curating your ad copy to match their dialect, and investing more in those locations, you’ll add enormous value to your SEM strategy.

 

With All These Privacy Updates, Can We Still Trust the Data?

In June 2022, we noticed an increasing amount of site visits for almost all of our clients coming from New York City. Not a little but a whole slew of people.

As our team began discussing theories of a giant lizard uprising forcing all New Yorkers to seek shelter in a 5-star luxury vacation rental, we realized something fishier than Godzilla was going on within the data and began to comb the web searching for answers about what was so special about New York all of the sudden?

Nothing came up.

It wasn’t just New York though. It was Chicago, Los Angeles, Seattle, Denver – all major cities in all major time zones – dependent on what time zone the client’s feeder markets were located. It was like a mass exodus! Doing what we do best, making movie references, while analyzing and cross-referencing the data – the plot then thickened.

The only people fleeing these cities were iPhone users. More specifically, it was those users who recently upgraded to the new 15.5 iOS update. So unless we’re living in an early 2000’s movie about cell phones attacking, the data wasn’t adding up!

 

 

A bit of tracking history

Through our research, an interesting and relevant article from February 22, 2006, labeled All Google’s Roads Lead to Kansas surfaced. Although this article was not the answer to our current problem, it did provide very valuable information that is relevant to our discussion today.

All Google’s Roads Lead to Kansas, or Coffeyville to be exact, goes over the geographical phenomenon that when Google Analytics can’t pinpoint your IP address, they place you in the center of the country, which is Coffeyville, Kansas.

 

Why does this segway matter?

Well, this article outlines how Google tracks your information by using third-party location providers. The mystery of Coffeyville is likely due to inaccurate source data that isn’t necessarily a blocked IP address that would show up as (not set) but actually a miscommunication between Google and its third-party location provider.

After confirming that Godzilla was not terrorizing the citizens of New York City, we confirmed that by turning your location services off completely and turning on your iCloud public relay (which is a requirement for iCloud+) before visiting a website, you too will have your geographical location and IP address pinging from New York or Chicago in Google Analytics, no matter where you’re located!

 

What does it all mean?

Well, as most digital marketers know, the answer I give today will likely be old news by tomorrow. The latest news regarding geotargeting and search engine marketing is bittersweet. Apple rolled out a brand new update for iPhone users which has had an undeniable impact on geolocation in Google Analytics. With roughly 53% of all website visitors using mobile devices according to a study conducted by Oberlo, this new privacy update will have a huge impact on how we review geographical data in Google Analytics.

In June 2020, Apple introduced iOS 14 which required apps to request permission to track user activity. Fast forward to May 2022, we have the New York mass exodus. Apple released a new privacy update 15.5 which impacts all iOS users that engage with Safari. In one corner, the newest update from Apple regarding privacy tracking on apps is wonderful because it gives the consumer more control over their tracked online activity, but as a digital marketer, it presents huge problems within the data. The new privacy update from Apple makes geotargeting much more difficult due to a lack of accuracy within the data.

 

Why is this important?

The average vacation rental website gets 65% of all its traffic from a mobile device. The most popular mobile device used is the Apple iPhone. After we ran the numbers across our clients, this equates to about 20-25% of website traffic being “geomasked” which is going to skew your data.

A possible solution to the location inaccuracy in Analytics could be as simple as creating a filter to remove major cities from certain views. However, those cities account for multiple travelers each year, which is why you shouldn’t remove targeting this area from your Google Ads strategy altogether.

The solution? Although you shouldn’t jump to increase your bid strategy for these locations, you should use past data to reinforce your geotargeting strategy. Focus on locations that have shown a large conversion-focused audience in the past.

The consequences of this inaccurate geolocation data are unfortunate for business owners and their digital marketing teams as the data they are receiving through Google Analytics may not be accurate.

If you’ve recently noticed an odd spike in traffic, it’s important to do a little extra digging! Add some parameters, isolate the variables and run an experiment. Always remember that no matter how accurate you feel the source of your data is, it should never be taken at face value and requires proper analysis with a trained eye to spot anomalies.

 

Final Thoughts

I could discuss the politics behind Apple’s latest update in regards to its relationship with Google and Facebook, but I’ll leave that for another day.

Launching an online store is easy, but gaining authority in Google is hard. It requires trust, loyalty, and transparency of your brand. Although, I believe that Apple’s latest update is a positive thing for iOS users and allows them the ability to take more control over the use of their data.

I also think that many brands that spend money on SEM to market their products likely have a stake in the game and are providing a product that they value enough to invest in, and I want to see those ads. So, with the exception of Godzilla tracking my location, I plan to share my data with certain apps to enhance my shopping experience.

However, as a true crimes podcast lover, I am glad to know that I have more control over the data that is being shared from my phone. As a Digital Marketer, though, I implore Google to work with their third-party location providers to find a solution for these peculiarities. Even displaying these untrackable locations as (not set) would help SEM specialists and business owners properly utilize a geotargeting strategy and accurately target viable locations as opposed to a popular metropolitan region or a sweet farm in Kansas.

All About the Data: Predictive Indicators with Jason Sprenkle

3

With all eyes on the economy and pockets of the U.S. seeing dips in rental bookings, Tuesday morning’s session at this year’s Vacation Rental Data and Revenue Management Conference with Jason Sprenkle had a packed ballroom at the Loews Vanderbilt Hotel in Nashville, Tennessee. As the founder and CEO of vacation rental data and benchmarking platform Key Data Dashboard, Sprenkle had the collective insights anxious revenue managers were looking for.

 

Stay Alert

Now is not the time to take your hands off the wheel. This was the message Sprenkle wanted to drive home, and he used the photo of a driver behind the wheel of a Tesla to draw a parallel to his point.

“You can take your hands off the wheel,” said Sprenkle. “But I don’t recommend it. When we hit COVID, the adaptable ones crushed it. We kept saying to increase rates. It’s time to sit up and take the wheel again.”

With the economy teetering on the edge of recession and real estate in an almost anemic state of supply, homeowners have been asking their property managers for any insights about their investments. The same questions are on everyone’s minds, and the data Sprenkle brought to his presentation addressed many of them.

Sprenkle spoke confidently about this being a good time to be in the vacation rental industry. Supply is growing. There are more units in the marketplace. Everything is slightly up and to the right, Sprenkle pointed to a chart showing an upward trend line of properties available year over year.

“We’re doing a lot better than the rest of the economy. I don’t think it’s critical that we know if we are in a recession. We need to know what’s going on so we can speak to it,” Sprenkle explained. “The fed left the money machine on for too long. The market overheated, and supply couldn’t keep up. The reserve jumped in and tried to control liquidity.”

When things get messy, vacation rentals have a huge opportunity to learn from each other. If the economy continues to do what it’s doing, Sprenkle encouraged managers to step up and distinguish themselves.

 

Carry On

The data shows that there has been a steady growth in supply. In fact, in AirDNA’s presentation, they shared that about 50% of our short-term rental inventory came online within the last two and half years. There is a slowdown in housing, both on the market and new construction, he confirmed. Properties are making less return on their investment than several months ago. However, property managers are advised to not obsess too much over what is happening externally.

For example, Key Data tracked a massive pullback in demand recently. RevPAR is coming down for the first time since the company launched. Summer occupancy for 2022 is coming out lower than summer 2019. The slide showing ADR on giant screens flanking the DARM stage looked like the track of a roller coaster ride.

Some data points are starting to return to pre-pandemic patterns. Length of stay is back to normal, and the booking window is returning to normal seasonal fluctuations. Knowing these types of data points can guide revenue managers to better decision-making if they are paying attention.

“Don’t care what supply is doing,” said Sprenkle. “Get your team together, and figure out what you’re going to do about it. If you pull back on rates and your supply drops, you might have to make a change.”

Revenue managers were encouraged to use Key Data to communicate with property owners. Their data can be used to explain what happened with bookings this year, not just locally but across the country.

Trust is a big word when it comes to data, Sprenkle stated. He attributed everyone coming together to make this type of data insight possible. Key Data Dashboard aggregates historical and forward-looking data in real-time to show performance analytics and comparative data.

The theme of coming together as an industry surfaced not only in this presentation but was a common thread throughout this year’s conference overall.

Guesty Raises Additional $170 Million in Series E to Expand Internationally and to New Verticals

1

Guesty announced today that it has raised $170 million in a Series E funding round led by Apax Digital Funds, MSD Partners, and Sixth Street Growth. According to the company’s press release, the round will accelerate Guesty’s international business growth for its property management software platform, fuel continued expansion into new verticals, and “enhance its industry-leading property management technology and platform to meet the evolving needs of every type of hospitality operator.”

This round brings Guesty’s total funding to over $285 million. Existing investors, Viola Growth and Flashpoint, also participated in the round. The announcement states, “The Series E capital will be used to scale the company’s global operations to meet increasing demand, pioneer new solutions that support the growing needs of hospitality operators, secure key acquisitions, and expand into new business verticals to solidify Guesty’s position as the industry’s gold-standard property management platform.”

“Despite an exceptionally challenging fundraising climate, the funding Guesty has raised is a vote of confidence in the travel and short-term rental ecosystem, and an endorsement of our pioneering technology and position as the market leaders of the hospitality and property management software sector,” said Guesty’s cofounder & CEO, Amiad Soto. “As alternative accommodations surge in popularity, Guesty has come out a clear winner thanks to our commitment to prioritizing innovation and ability to help our customers become more successful. We thank our existing partners Apax – who are increasing their commitment to Guesty – and are excited to welcome aboard MSD Partners and Sixth Street, whose strong track records in our ecosystem make them ideal long-term partners. As we continue to expand globally and grow our market leadership, we look forward to providing hospitality managers with even more value in the coming months and years.”

Since the onset of the pandemic in early 2020, the short-term rental (STR) industry has grown exponentially, with travelers spending more than $200 billion on STR accommodations in 2021 alone. As the ways consumers choose to live, work, socialize and travel continue to shift, the lines between traditional hotels and rental accommodations have blurred. This trend has accelerated the need for versatile hospitality management technology as operators across the board adapt to new and elevated guest expectations.

Guesty’s platform equips hospitality providers of all sizes and accommodation types with an all-in-one platform to optimize and scale operations, manage and distribute inventory – along with the tools, data-driven insights and enhanced services to effectively respond to these market trends and empower them to succeed.

Customers use Guesty to centralize their reservations across all major booking channels, including Airbnb, Vrbo, Expedia and Booking.com. The platform automates and expedites guest communications, reviews, cleaning and other operational tasks, while also facilitating direct bookings, resource and revenue management, smooth payments systems, accounting and damage protection. With its large marketplace of third-party integration partners and its open API capabilities, the platform adapts to specific business and operational requirements, providing comprehensive and bespoke solutions that serve as a one-stop-shop covering all property management needs.

“As alternative property management operations become more complex, Guesty is paving the way for the next generation of digital hospitality services,” said Dave Evans, Partner at Apax Digital. “Their track record of success and innovation, along with their platform’s growing suite of tools and intuitive user experience has Guesty positioned to define and consolidate its category, working with hosting businesses of all sizes. We are excited to continue partnering with the company as it continues to transform the industry.”

“In a largely specialized and localized industry, there is a huge opportunity to bring a global standard of service and excellence to hospitality operators of all shapes and sizes,” said Dan Bitar, Managing Director and co-Head of MSD Growth. “Guesty’s robust product offerings, strong R&D team, and proven ability to scale the business across geographies make it the ideal platform to consolidate the currently fragmented market.”

“The tech-enabled real estate ecosystem continues to grow and mature, and we look forward to joining Guesty on its journey to democratize and further professionalize the property management space,” said Michael McGinn, Partner and Co-Head of Sixth Street Growth. “With Guesty’s strong management team, long-term vision, product innovation, and marquee customers and partners, we have full confidence in the company’s ability to further cement its leadership in the world of hospitality and property management.”

The latest funding round tripled its valuation as Guesty doubled its revenues since its last raise.

In 2021 and 2022, Guesty launched numerous new products, services and technology partnerships as part of its core platform – including advanced accounting tools, damage protection offerings and payment solutions tailored for property management of short-term rentals. The company’s sustained growth has it positioned to reach $100 million in revenues within the next year.

Guesty previously acquired property management platform companies MyVR and YourPorter and plans further acquisitions in the near future. J.P. Morgan Securities LLC acted as sole placement agent on the transaction.

PriceLabs Announces $30 Million Investment from Summit Partners

3

Funding to support continued team expansion and product development to support growing demand for innovative, easy-to-use dynamic pricing solutions for the short-term rental industry.

 

PriceLabs recently announced a $30 million minority growth investment from Summit Partners, a global alternative investment firm that is currently managing more than $37 billion in capital dedicated to growth equity, fixed income, and public equity opportunities—supporting PriceLabs continued commitment to building leading revenue management solutions and fuel global team growth.

PriceLabs, a leading provider of dynamic pricing and revenue management solutions for the short-term rental industry, was founded in 2014 to bring sophisticated AI and analytical tools to owners and managers of vacation homes and short-term rentals. The idea was born from co-founder Richie Khandelwal’s frustrations while managing personal rental property and the inability to efficiently adjust prices based on changes in demand. 

Teaming up with friends Anurag Verma and Sana Hassan, the group built a solution designed to address the similar challenges faced by the thousands of small business owners operating in the short-term rental market.

Colin Mistele, Managing Director at Summit Partners and new member of the PriceLabs Board of Directors, offered the following statement about their investment: “Consumer preference has continued to shift in favor of alternative accommodations across every demographic, which has led to rapid growth in the short-term rental industry and over 8 million unique listings on Airbnb and Vrbo alone. We see PriceLabs as ideally positioned to serve this growing market with an intuitive, easily customizable and comprehensive solution designed to deliver ROI to owners and managers almost immediately.”

According to Mistele, Summit Partners believes the experienced team at PriceLabs has a significant opportunity to capitalize on a substantial unpenetrated market as they continue to develop and launch innovative products.

Today, PriceLabs powers over 150,000 listings in more than 100 countries. The company has been growing steadily since its founding, with an offering that has resonated with vacation rental businesses of all sizes, from single-property owners to large property managers. Recently, PriceLabs won SaaSBoomi’s 2021 Bootstrapped Startup of the Year award after having grown nearly 3x in 2021.

“Pricing can be the single biggest growth lever when running any business, particularly in the hospitality space, where most businesses still use archaic methods and static pricing that can leave anywhere from 10 – 40% of revenue on the table,” said Khandelwal. “We purpose-built PriceLabs from the ground up to serve the needs of short-term rental operators, offering an easy-to-use and highly configurable solution that allows operators to combine our AI and algorithms with their own unique knowledge of the local market and property.”

PriceLabs’ automated dynamic pricing solution is designed to continuously analyze historical and forward-looking hyper-local data to sense changes in demand and recommend optimal daily pricing tailored to each property’s unique characteristics. The company’s comprehensive software provides users with data and tools to monitor and research local market conditions and adjust prices to suit the needs of the property and operations. Prices update automatically through direct integrations with over 70 property management software solutions, helping property owners efficiently manage their operations and maximize the profitability of their listings. 

“Our product democratizes powerful tools that, historically, have only been available to large hospitality businesses,” said Sana Hassan, co-founder of PriceLabs. “From an individual host seasonally renting their apartment in Paris to a multi-thousand unit vacation rental manager in Florida, we’ve built a solution that is easy to use, affordable, and integrates seamlessly with the software they’ve already adopted.”

“At PriceLabs, we believe every business in the accommodation space should have access to data-driven pricing and associated capabilities. We’ve been at the forefront of innovation – from building a pricing solution that can be used worldwide to building an industry-first minimum stay recommendation engine,” said Anurag Verma, co-founder of PriceLabs. “With the support and growth-oriented resources that Summit offers, we are excited to continue our mission of delivering innovation to the short-term rental market and accelerate our global hiring.” 

Ximplifi Adds Owner Portal to Automation Suite for Short Term Rental Accounting

12

Ximplifi recently announced the launch of the Owner Portal to property managers using their VRPlatform software—allowing them to overcome challenges around monthly owner statements. 

The new functionality addresses one of the biggest pain points of vacation rental management: preparing, sending, and reviewing monthly owner statements. Existing owner statement modules lack flexibility and the level of detail that owners want in addition to accounting challenges of reconciling owner revenues, recording owner expenses, and management commissions. 

With the Owner Portal now a part of VRPlatform, managers can combine the automation of recording guest invoices, payments, and management commissions with customized monthly owner statements and owner payouts to show exactly what their owners want, all from one central and secure hub. 

Jesse Ehret, Ximplifi’s Founder and CXO, offered the following statement about the new software functionality: “We work hard to give our clients real-time insight into how their business is performing and give their owners accurate, timely owner statements. Providing a flexible owner statement in a secure portal that’s easy for owners to access and streamlines the owner payout process was a no-brainer. And ultimately it’s just the start. We are already working hard on developing an owner dashboard that will show future month’s revenue, home statistics, and KPIs in interactive charts and graphs.”

According to Ehret, Ximplifi is constantly looking toward the future and discovering new ways they can adapt for their clients.

“Our team at Ximplifi is continuously looking for and developing new integrations with industry partners. Since our clients’ financial challenges are always evolving, that means we are too,” Ehret said.

Initially established in 2018, Ximplifi is a new-age accounting firm offering a suite of accounting and software solutions for the hospitality and short-term rental management industry. In addition to offering a full suite of outsourced accounting services, CFO advisory, and consulting on various accounting platforms, Ximplifi is also the creator of a proprietary software VRPlatform which integrates various property management systems with professional accounting software for more accurate and efficient short-term rental accounting.

VRPlatform is an integration software that allows data to automatically sync from the property management system and other business tools into a company’s accounting software, providing greater efficiency and visibility in financial reporting for vacation rental management. The Owner Portal builds on this existing automation to give property managers a new way to deliver monthly owner statements. Cloud-based and interactive, it brings reporting into the 21st century with custom groupings and item descriptions, so property managers have more control over both the content and the design of owner statements.

Property managers who use VRPlatform with a supported PMS and accounting platform will receive support from Ximplifi to configure the owner portal for their business. During the setup process, Ximplifi’s onboarding team works with each client to map data from their accounting system through VRPlatform and into the portal, so the automation can grab the correct data to populate the report. The onboarding team will also help customize the content and appearance of the portal, so that brand touch points remain cohesive for owners.

The addition of the portal to VRPlatform means owners can be notified as soon as their monthly statements are ready and access user-friendly reports anytime, anywhere. For property managers, a key benefit of having their accounting system integrated with the Owner Portal is the ability to track when owner funds are transferred and verify that amounts are accurate down to the penny.

Today, VRPlatform has a subscriber base of more than 90 property management firms, and Ximplifi hopes to see that number go into the triple digits. VRPlatform has enabled property managers to integrate data across their business using industry-leading applications including Hostfully, Track, Guesty, Hostaway, Hospitable, Booking.com, Airbnb, VRBO, Stripe, Breezeway, QuickBooks Online, Sage Intacct, and more to come.

Arizona Legislature Passes Measure to Restore Some Power to Cities

2
Arizona state flag outside the legislature buildings at the state capitol

By Paris Achen

After years of fighting an Arizona state law that prevented cities from regulating short-term rentals differently than long-term rentals, cities have received the authority to set up STR licensing or permitting programs and to suspend or revoke the licenses of STRs with chronic violations.

The new regulating powers were approved in Senate Bill 1168 in a last-minute flurry one day before the statutory end of Arizona’s legislative session on June 25. Gov. Doug Ducey signed the bill on July 6, and the new law will take effect on Sept. 24.

SB 1168 is the fruit of several years of negotiations between STR advocates, city government administrators, and state lawmakers.

“SB 1168 was a compromise on both sides that essentially will give the cities the ability to penalize and eliminate the bad actors, or the one percent, as we call them,” said Linda Curry, president of Arizonans for Responsible Tourism, an advocacy group that fights for fair STR regulations.

“Nuisance issues in neighborhoods are not helpful to neighbors or the STR industry. Fair regulation to curb those issues is something we can all agree on.”

Arizona’s preemption law

At the same time, SB 1168 protects STR owners’ property rights by leaving intact Arizona’s preemption law, which prohibits cities from banning or limiting the number of short-term rentals in their jurisdictions.

Arizona’s preemption law came out of Senate Bill 1350 in 2016. The law prohibited cities from banning or capping the number of short-term rentals in the community. It also essentially prevented cities from regulating short-term rentals differently from long-term rentals.

The Arizona League of Cities strongly objected to the law because cities believed that without licensing and permitting programs, they had little recourse options to correct problems at short-term rentals in their community like nuisance and party houses.

During subsequent legislative sessions, the cities’ allies in the Legislature filed dozens of bills seeking to either repeal or weaken the law, but none reached the governor’s desk for a signature.

Local STR ordinances test the preemption law

In the meantime, some towns, eager to regulate short-term rentals on their own terms, have tested the state law. Paradise Valley in early 2022 passed an ordinance that town officials said was intended to curtail short-term rentals that repeatedly host loud parties.

However, some of the requirements reached beyond what was allowed by Arizona law. The ordinance, for example, required operators to conduct a background check on every guest and submit reservation information to the city within 24 hours of booking.

On March 30, Arizona Attorney General Mark Brnovich’s office issued an opinion stating that parts of Paradise Valley’s ordinance violated the state preemption law. Specifically, a ban on “social gatherings” at short-term rentals violated the law. Additionally, certain registration requirements and fines were in violation. The attorney general’s office also found that Paradise Valley could not require an STR owner to meet in person with guests and verbally describe all rules and regulations before occupancy. The town also did not have the authority to levy fines on online lodging marketplaces.

The attorney general’s office investigated the ordinance under a 2016 law that allows state lawmakers to initiate a review when they believe a local government has violated state law. If the attorney general finds a violation, the local government risks losing its share of state income tax revenue if the violation is not corrected. For Paradise Valley, that would equate to approximately $1.6 million, according to the Arizona Mirror.

Increasing penalties for repeat offenders

In 2019, the Legislature passed House Bill 2672 which gave cities some authority to fine STR operators for verified violations of local or state laws.

The bill was designed to target STR party houses and increased the penalty for each repeat offense within a 12-month period with a maximum penalty set at 50% of a vacation rental’s gross monthly revenue.

Senate Bill 1168 adds to that authority.

“There already were laws in place to get rid of bad actors (in the STR space), but Senate Bill 1168 really helps cities go after the bad actors,” said John Hildebrand, an AZRT board member, president of the Scottsdale Short-Term Rental Alliance, and owner of vacation rental property management firm Hilde Homes. “It also helps to protect neighbors who have had issues with bad hosts.”

The law allows cities to require a regulatory permit or license with a fee not to exceed the cost to issue the permit or license, or $250, whichever is less, but the permit or license must be issued or denied within seven business days.

Penalties for violations are capped at $500, or up to an amount equal to one night’s rent, for the first verified violation; $1,000 or up to two nights’ rent for the second violation, and $3,500 or three nights’ rent for the third and subsequent violation within a 12-month period.

A three-strike rule within the bill allows cities to suspend or revoke a license or permit for up to a year if an STR operator has three verified health and safety violations within a 12-month period. Cities can suspend or revoke a license of an STR operator after only one violation if the violation involves a felony, death, or housing a sex offender.

STRs also can be required to maintain liability insurance of at least $500,000 or offer each rental through an online lodging marketplace that provides equal or greater coverage.

Operators also can be required to provide contact information and permit/license numbers to all single-family residential properties adjacent to and diagonally opposite a short-term rental.

Operators also could be required to provide an emergency contact who is responsible for responding to complaints or emergencies in person if required by public safety personnel. 

What’s next?

Several cities with lively STR markets like Scottsdale, Phoenix, and Sedona are likely to act quickly to pass new ordinances under their new powers in SB 1168. However, their ordinances are expected to be relatively uniform with each other, thanks to the level of detail on the limits in the law.

“Ideally, this doesn’t have an impact on the good actors in the marketplace,” said Ashley Hodgini, a regional government affairs manager at Expedia Group. “It is designed to arm local jurisdictions with the ability to address bad behavior, and regulate the industry in such a way that protects property rights and preserves preemption, but also give cities a little bit more comfort that they can have recourse if issues develop, or concerns arise from neighbors.”

Photo courtesy Levi Meir Clancy

Blue Star Acquires Majority Stake in TravelNet Solutions

3

Blue Star Innovation Partners has acquired a majority stake in TravelNet Solutions (TNS), one of the largest software providers in the vacation rental industry. TNS’s platform includes Track Hospitality Software, Atlas Digital Commerce, and resortsandlodges.com.  

Operating out of the Dallas Cowboys World Headquarters at The Star in Frisco, Texas, Blue Star Innovation Partners (Blue Star) is an investment capital fund run by serial entrepreneurs and experts in innovation and disruption who co-manage and invest alongside Jerry Jones’s family.

According to Ryan Bailey, CEO at TNS, this investment “will help us develop products and services faster, hire more staff, and pursue our market goals more aggressively.”

The entire TNS leadership is staying on, and the company intends to add multiple positions to its team, including a chief product officer and additional support management and personnel to better serve its customers. Bailey emphasized the need to train support teams that are fluent in workflows and how they differ across regions.

The investment will also be used for M&A to acquire “other solutions that compliment our current products and services.”

Bailey predicts TNS will be a “unicorn” in this decade (valued over $1 billion). He added that he believes the short-term rental industry has the potential to see several B2B SaaS platforms reach that milestone over the next ten years.

According to inside sources, there was an enormous amount of interest from potential private equity investors in TNS and its growth in the industry over recent years and revenue at TRACK alone topping $20 million. 

Ryan and his brother Charles founded the company 20 years ago, adding, I’m more passionate than ever before about out industry. We’re going to stay hungry, stay humble, and keep straight on our vision.”

According to Ryan Bailey, “We consolidated the cap table significantly.”

For example, VTrips, which acquired a stake in TNS through its purchase of Southern Resorts, cashed out of its position with this investment. “As a result of this transaction, Vtrips is no longer a shareholder of TNS,” said Steve Milo, CEO VTrips. “However, we remain a very happy customer and are truly excited by their partnership with Blue Star and the resources they can provide to TNS.”

TNS sent the following message to its clients earlier today:

Dear Valued Customers,

I want to share exciting news about the next chapter in the evolution of TravelNet Solutions. Blue Star Innovation Partners, a Texas-based investment firm, is making a significant investment that will help us develop products and services faster, hire more staff, and pursue our market goals more aggressively.

My brother Charles and I started TravelNet Solutions 20+ years ago intent on helping resorts and independent lodging companies simply capture bookings via the internet. From our humble beginnings to today, we have always been fortunate to have amazing people, clients and partners who do extraordinary work. 

So what does this mean for you and other customers who have placed their confidence in us?

It’s all good news. I remain as CEO and the rest of my leadership team remains in place. The same people who currently answer your questions, troubleshoot problems, and facilitate communication will still be there. The integration partners that give our platform its flexibility will hold fast. 

There are no organizational shake-ups or service disruptions on the horizon. Our mission is the same as it has always been: Transforming how hospitality works. Of course, you will see some differences over time. Most importantly, this investment helps us better serve you with things like faster product development and more responsive support. 

We are thrilled to share this announcement with you, but the real purpose of this letter is to say thank you. Some of you have been with us since we were the scrappy new kid on the block, while others are relatively new to the TNS family. Your faith and trust has made us into a successful company, and I thank you for believing in us. The best is yet to come.

Warm regards,Ryan Bailey, CEO

Why Not A Hotel? A Guest and Homeowner’s Perspective: There’s No Place Like Home … Or Is There?

3

Ren Hinote
This article was originally published in October 2015 in the first issue of VRM Intel Magazine. Ren Hinote, mother of VRM Intel’s founder and publisher, passed away on June 20, 2022. Ren proofread every issue of VRM Intel Magazine, and her love for vacation rentals is the foundation of her family’s best memories and the inspiration for VRM Intel.

Since the late seventies our family has opted for vacation rental homes over hotels. We are well into the fourth generation of vacation rental fanatics and we find ourselves drawn to the same places year after year. For us, it is tradition boosted by the enticement of a well-stocked kitchen (helps defray restaurant costs), ample space for the kids to spread out, creature comforts galore, and the familiarity of a place we consider home.

It is the appeal of an afternoon nap on a screened porch . . . lulled to sleep by a sea breeze, the ebb and flow of the waves, and a book slipping gently from our hands. It’s the charm of an open deck with a picnic table set for breakfast or ready for sunset wine and cheese. Later that evening, the same table converts to the perfect spot for a cutthroat game of Tripoley. It is comfy rockers facing a mountain lake or a cozy evening in the hot tub with a glass of wine. A crisp, fall afternoon spent cheering a favorite football team or the welcome shelter of a porch during an afternoon thunderstorm.

Vacation rentals bring with them the annual round of specialty meals: shrimp night, burgers on the grill, Dad’s catfish sizzling in a skillet, Aunt Sherry’s fried green tomatoes, and Mom’s homemade ice cream. It is family time well spent.

Our children grew up spending summer vacations in beach houses on the sugar-white sands of Fort Morgan, Alabama, a sliver of land that dares separate the gentle waters of Mobile Bay from the crashing waves of the Gulf of Mexico. Anchored on the west by the namesake fort that has been around since the War of 1812, and on the east by bustling Gulf Shores/Orange Beach, Fort Morgan is a little piece of paradise, a stretch of private beach homes, most of them vacation rentals, interrupted by a few⁠—very few⁠—condos. It is family beach fun at its best and a place where memories are forged.

Following our annual beach trips, summer melted into fall and October ushered in our longing for a cabin in the mountains. We’d pack up the family and head to the Buffalo River in northern Arkansas. There we stayed in snug vacation rental cabins. By day we hiked the woods, canoed the Buffalo, and fished nearby lakes. At night we grilled our fresh-caught fish under the stars before snuggling under blankets by a cozy fire to play our fierce rounds of Tripoley.

Years later we repeated those mountain trips in cabins in the Smokies and along the Blue Ridge of Georgia and North Carolina. When our oldest son married, our family and friends stayed in inviting homes (vacation rentals, of course) at Grandfather Mountain near Linville, North Carolina. In addition to providing our wedding accommodations for a gorgeous September weekend in the mountains, those houses were the scenes of several memorable parties.

Through the years we’ve enjoyed cottages in England’s Cotswolds, a villa on the northern coast of Spain, both a manor house and a castle in Ireland, and a carriage house in Germany’s Black Forest⁠—all vacation rentals and all embodying the same home-away-from-home spirit and appeal.

For a ten-year period, we literally put the shoe on the other foot and became vacation rental owners ourselves.

We purchased a beach home on the sparkling sands of Fort Morgan and⁠—from our rental agency⁠—quickly learned our guests were, for the most part, repeat renters. We provided a notebook and pen and asked each family to leave comments about their stay. Every summer they logged in to share the highlights of their vacations: which family members came that year, what their children and grandchildren were doing, how many fish they caught, who got sunburned, and whether or not the jellyfish were a nuisance.

Our property manager dealt with disgruntled vacationers, forced from our home by tropical storms, with little hope of getting their money back. (Only a named hurricane in the Gulf resulted in full reimbursement.) From time to time we made split-second decisions to replace everything from a toaster to a hot water heater, all in the interest of keeping our guests satisfied. We re-screened the porch and replaced outdoor ceiling fans as quickly as they rusted in the salt air. And in the aftermath of stormy visitors named Danny and Ivan, we re-roofed and renovated.

Our regular renters became our friends. When each summer season ended we returned to the beach house to find surprise gifts left by happy vacationers: a piece of driftwood hand-carved with our family name, dog-eared best sellers to add to our collection, or a necklace made of seashells.

A few renters acted as if the house were their own, even replacing light bulbs and doing minor repairs. During the holidays our rental manager passed along cards from our guests with glossy photos of smiling family members posed on the steps of our beach home.

We began to realize vacation rentals are never a one-way street. Whatever form they take⁠—beach house, mountain cabin, lakeside retreat, or European cottage⁠—two sets of people love the home. The owners who invest in, maintain, and equip the house. And the renters who enjoy it, make lifelong memories, and, for one or two brief weeks each year, feel that it’s theirs.

It’s a win-win, a love affair from both sides, and there’s no better way to spend a family vacation.

*The author leaves this month to divide a week between a condo in Cashiers, North Carolina, and a sumptuous mountain cabin near Asheville. Both vacation rentals, of course!

By Ren Hinote

Vacation rentals are never a one-way street . . . two sets of people love the home. The owners who invest in, maintain, and equip the house. And the renters who enjoy it, make lifelong memories, and, for one or two brief weeks each year, feel that it’s theirs. It’s a win-win—a love affair from both sides—and there’s no better way to spend a family vacation.

Aspen and Pitkin County, CO Limit Vacation Rentals to 120 Days a Year

2

In the last week, both Aspen City Council and the Pitkin County Board of Commissioners unanimously passed ordinances that limit short-term rental activity to no more than 120 days per year.

The 120-day limits apply to properties within the city limits of Aspen as well as in unincorporated parts of the county and are intended to “minimize the negative impacts of short-term rentals on Aspen’s neighborhoods, housing supply, economy, and environment,” according to Aspen’s ordinance resolution. 

Both city and county elected officials had initially pushed for 90-day limits but increased the limits after hearing from STR owners and operators about how the lesser limit would affect home ownership, businesses, and Aspen’s economy. 

“Having the 90-day limit extended to 120 days was a huge win in the ordinance, but much of the ordinance was not well thought out and didn’t consider different uses of short-term rentals and impacts in the community,” said Tracy Sutton, an officer of the Aspen Pitkin County Short-Term Rental Alliance and president of Aspen Signature Vacation Rentals. “Fortunately, there is still an opportunity to address some of our concerns.”

City of Aspen

The Aspen STR ordinance, Ordinance No. 9, was passed unanimously on June 28 and follows a six-month moratorium on STR permits in the ski resort town of about 7,000 residents. The new regulations take effect on July 29. 

In addition to the 120-day limit, Ordinance No. 9 caps the allowable number of short-term rental permits to 75% of existing permits in certain zones. Other zones do not have a limit on the number of short-term rentals.

Currently, there are 1,319 legal vacation rentals in the city of Aspen, and those would be reduced to less than 1,000 through attrition.

The city will offer three different STR permit types: STR Classic, STR Owner-Occupied, and STR Lodging Exempt. STR Lodging Exempt refers to condo-hotels, which are condominiums with hotel-like services such as a front desk, concierge, and onsite amenities.

STR Classic permits are limited by number in certain residential and ski-area zones of the city but unlimited in commercial, lodging, and preservation zones. However, there is no limit on the number of STR Owner-Occupied and STR Lodging Exempt permits anywhere in the city.

Some condos that were built for STRs in the 70s and 80s were excluded from zones.

Occupancy of all STRs is limited to two people per bedroom plus one additional occupant. Permit applications are required to list the number of bedrooms in the unit and maximum occupancy.

Permit fees are set at $349 for STR Classic and STR Owner-Occupied and $148 for STR Lodging Exempt. This permit fee is in addition to the business license fee of $150, which is already required.

Read the ordinance in full starting on page 108 here.

The council is considering drafting an amendment to the ordinance to address a non-transferability provision. Currently, the ordinance does not allow the transfer of an STR permit when someone buys a property that is being used as a short-term rental, but advocates, including Sutton, have asked for a provision that would allow all existing reservations to be honored after a property is sold.

Council and city staff members said in-depth engagement of community members during public comment and working groups helped to shape the ordinance.

“Public engagement was central to our process and outcomes included in the ordinance,” the staff memo stated and added that public involvement would continue to shape the STR program.

The council will continue polling on ballot language for an STR tax that could end up on the November ballot. 

Unincorporated Pitkin County

The Pitkin County Board of Commissioners on June 22 unanimously approved its ordinance creating a licensing system for short-term rentals and limiting rental activity to 120 days per year.

The board also set a minimum stay of four days to reduce the number of parking and trash issues in neighborhoods.

The new regulations apply only to unincorporated areas of Pitkin County – meaning areas outside of Aspen and Snowmass jurisdictional limits – and take effect Sept. 20, 2022. This unincorporated area contains approximately 300 to 400 short-term rentals, said Pitkin County Attorney John Ely.

“However, until the licensing program is in place, we will not have accurate information regarding numbers of STRs,” Ely said. “The regulations are anticipated to change over the next five years as we understand the scope of STR activity better.”

Both city and county officials mentioned the scarcity of workers in the area due to a lack of affordable housing as a motivating factor in crafting the ordinances.

However, the 120-day limit will do little to enhance the availability of housing, affordable or otherwise. In fact, some STRs may simply sit empty for a greater part of the year rather than providing housing to employees, said Aspen homeowner Presley Swann.

Sutton said that the community of Redstone would be particularly hard-hit by the county ordinance.

“Some of those people are going to lose their homes because they won’t be able to afford them any longer with the 120-day limit,” Sutton said.

Matthew Betcher, also a member of the Aspen Pitkin County Short-Term Rental Alliance, said he and his partner depend on short-term rental income to pay the mortgage on their home in Redstone, and the new regulation may force them to sell it.

“The board effectively stole our home and the voice and spirit of Redstone,” Betcher said. “For what?”

Small businesses in Redstone also will suffer, Betcher said.

“Redstone has a vibrant summer tourist season but remains quiet the rest of the season,” he said. “Now that the county has decided to remove basically all non-summer lodging options, the businesses will have an incredibly hard time remaining open. By allowing just four months of rental nights, the board outright dismissed the voice of virtually every local business who pleaded against such regulations.”

Stephanie Holder, who owns a condo in Aspen’s core, said in testimony to Aspen City Council that  “short-term rentals are becoming a boogie man for reasons I can’t understand.” 

“You are going to push people underground. You are going to create a black market. There will always be short-term rentals, but instead of the city getting the sales tax revenue, they’ll lose out on all of that.”

Photo courtesy Jamie Fenn

Leading Proptech Company Guesty Appoints David Aber as CFO

2

Guesty recently announced the appointment of David Aber as Chief Financial Officer, pushing forth the travel and hospitality tech company’s continued global expansion as it enters its next phase of growth into new markets, verticals, and business offerings as the property technology industry continues to evolve and converge.

Aber arrives at Guesty from his previous role as CFO of Seeking Alpha, the world’s largest investing community, and he formerly served as CFO for top Israeli tech companies, including Taboola, Powermat, Finjan, and DSP Communications. 

Amiad Soto, Guesty’s Co-Founder and CEO, offered the following statement about Aber’s appointment as CFO: “David is considered one of the leading CFOs in the Israeli tech scene, and we are delighted to have him join the team. With over 30 years of experience in the technology and communication industries at high-growth and publicly traded companies, David’s track record of success managing complex organizations and business models across various sectors makes him a perfect fit for Guesty as we enter our next phase of growth.”

According to Aber, he is excited to help Guesty continue its exponential growth, development, and expansion into parallel verticals.

“As the lines between traditional hospitality and short-term rentals continue to blur, Guesty’s software and platform offer best-in-class management tools for everyone from casual hosts to professional property managers, independent boutique hotels, and enterprise clients. It’s an exciting time, and I look forward to working with this world-class team to further accelerate Guesty’s growth and potential,” Aber said.

Initially established in 2013, Guesty has grown to be the leading property management platform powering the short-term, vacation rental, and hospitality industry, with the largest R&D team in the industry.

Since the pandemic began in 2020, the company has nearly doubled its size, scaling to over 500 employees across 13 global offices as its technology continues empowering the next generation of travel and hospitality industry professionals. 

Alternative accommodation went mainstream during the Covid-19 pandemic, becoming the preferred accommodation choice of travelers for the safety, space, comfort, variety, and convenience they provide. The rise of remote and hybrid-work models has made short-term hospitality brands relevant for digital nomads, business travelers, families, and other personas seeking flexibility and new types of experiences that combine business and leisure. 

Guesty’s open API technology allows third-party integrations with more than 130 partners on the Guesty Marketplace, covering everything from dynamic pricing tools, to payment processing, contactless check-in technology, digital concierge services, and customer upsells. The company launched vertical expansions into Damage Protection by Guesty and Accounting by Guesty, and they relaunched Your Porter App as Guesty For Hosts, a mobile-first platform serving self-starters, smaller property managers, and owners operating 1-3 rentals. 

Meredith Hospitality Brands Inc. Expands to Mt Hood with Acquisition of Mt Hood Vacation Rentals

0
DCIM100MEDIADJI_0594.JPG

Meredith Hospitality Brands announced the recent acquisition of Mt Hood Vacation Rentals by its flagship brand, Meredith Lodging, this week. 

A premier West Coast and Pacific Northwest vacation home management company, Meredith Hospitality closed the sale in March 2022 and has continued to grow its portfolio in the Mt. Hood area. High homeowner retention rates and organic growth are hallmarks of Meredith Hospitality Brands, and they are proud to offer their guests stays in beautiful mountain homes and cabins in the village communities of Mt. Hood.

Betsy LaBarge, the owner of Mt Hood Vacation Rentals for the past 30 years, offered the following statement about the acquisition: “I care deeply about all the homeowners we partner with, the guests who stay with us and the people we employ, so finding the right buyer was incredibly important. The team at Meredith Lodging is clearly the best choice for us. We share the same values around delivering the best possible owner, guest, and employee experience. As I move into retirement, I am excited to watch from the sidelines, the next level of growth for Mt Hood Vacation Rentals.”

According to Jon Oksenholt, CEO of Meredith Hospitality Brands, the expansion of their portfolio is continuing, branching into various new states and regions, including Mt. Hood.

“We selected our subsidiary company Meredith Lodging to acquire Mt Hood Vacation Rentals, as its focus on boutique collections of luxury and unique homes, superior service levels, and a strong commitment to the local community fit well with Ms. LaBarge’s operations. Of late, we’ve been very active in acquisitions through all our different brand platforms, and Meredith Lodging was the right fit for this acquisition. All our platforms continue to grow without outside investment or debt,” Oksenholt said. 

According to Meredith Lodging Regional Director Chris Rossborough, “Mt Hood Vacation Rentals has been doing things right for a long time, and we look forward to expanding that tradition of excellence. The familiar and much-loved local staff will continue to deliver their hallmark personal and professional service. The website, mthoodrentals.com, and brand will also continue as we amplify the goodwill associated with both. Our homeowners will now enjoy the added benefit of their homes being marketed on both the Mt Hood Vacation Rentals website and across the Meredith Lodging platform.”

Cari Boland, Owner Relations Manager leading the Mt Hood Vacation Rentals team shared, “I am very excited to join the Meredith Hospitality Brands team and look forward to bringing the additional benefits they provide to our owners and guests.”

Meredith Hospitality Brands holds numerous brands that provide beautiful, private, and professionally managed vacation homes in Oregon, Washington, and California. Aggregated across all brand offerings, Meredith Hospitality Brands offer more than 1,000 units in many of the most-loved beach and mountain vacation destinations on the West Coast.

Rent Responsibly Launches New 2022 Partnerships and a New Virtual Conference Series for VRMs and Others

0
Rent Responsibly announces new partnerships and new virtual conference series

The new partnerships and events will accelerate professionalization and local vacation rental alliance building across the US 

Today, Rent Responsibly announced five new companies have joined their partner ecosystem. The new partners and Founding Partners from 2021 will support the scaling of Rent Responsibly’s community-building and education offerings to a rapidly growing network of local vacation rental (STR) organizations

Returning 2021 Founding Partners include Expedia Group/Vrbo, Breezeway, Proper Insurance, Key Data Dashboard, and NoiseAware. New 2022 partners include Operto, Avalara, Dtravel, Wheelhouse, and AJL Raincatcher. 

Rent Responsibly is a community-building and education platform for local vacation rental alliances. The partnerships will empower these organizations by providing subject matter expertise and educational content on topics that property managers, hosts, and owners have reported as important, access to professional tools and resources, the promotion of responsible renting standards, and advocacy support. 

CEO and co-founder David Krauss said he was thrilled with the energy and support that each partner has expressed for Rent Responsibly’s mission.

“Everyone wins when local vacation rental community-building is easy to do. Accelerating the growth and support for these groups is our mission every single day,” said David Krauss, co-founder and CEO of Rent Responsibly. “With near-daily requests for community-building support, these new partnerships will enable us to more scalably provide the support that these local leaders need.”

Rent Responsibly also announced its first RR Summit, a two-day virtual conference offered free of charge to vacation rental managers of all sizes and property types, as well as owners and hosts. The summer 2022 summit, Paths to Professionalization, will take place on July 12 and 13.

“After hosting more than 30 national and local events in the last year with more than 1,000 attendees, we heard over and over the top things attendees valued: education and collaboration,” said Alexa Nota, co-founder and COO of Rent Responsibly. “With RR Summits, we are excited and honored to give a stage to more expert speakers, explore more holistic topics, and provide new ways for managers and others to connect.”

The summit will feature 16 educational sessions with 2022 partners, Rent Responsibly staff, and expert guest speakers. Topics will range from implementing smart practices to leveling up your operations, navigating local laws, scaling sustainably, beating burnout, and more. Keynote sessions will include a fireside chat with HomeAway co-founder Carl Shepherd and a Founders of the Future panel discussion. Registration is required and is now open here

About Rent Responsibly

Founded in 2019, Rent Responsibly is the community-building and education platform for local short-term rental alliances. Our tools and alliance management services equip local leaders to build successful, self-sustaining organizations of short-term rental hosts, managers, and all other stakeholders in their communities. Together with our partners, we make it easy for leaders and members to connect, collaborate, solve common challenges, advocate for themselves, steward their communities, and rent responsibly. Learn more at RentResponsibly.org.

Property Managers And Owners Sue Honolulu County Over Bill 41

0
Houses in Koko Head, Oahu, Hawaii

The Hawaii Legal Short-Term Rental Alliance (HILSTRA) has filed a federal lawsuit against the City and County of Honolulu, the Honolulu Department of Planning and Permitting (DPP), and DPP Director Dean Uchida in response to the county’s recently passed Bill 41.

In April, Honolulu City Council passed Bill 41 (Ordinance 22-7), a measure that effectively bans vacation rentals across the island of Oahu by changing the definition of a short-term rental from 30 to 90 days and prohibiting both whole-home rentals (called Transient Vacation Units) and properties in which the owner lives on-site outside of certain resort zones, except for those with nonconforming use certificates issued in the 80s. 

HILSTRA’s position statement states the county made “unlawful changes to the Land Use Ordinance by changing the definition of a Transient Vacation Unit from 30 to 90 days without creating any protection for property owners’ continued lawful use of their property.” 

The statement elaborates:

The Hawaii and Federal constitutions protect a pre-existing lawful use as a vested property right, which means it can’t be taken away without due process of law. Specifically, H.R.S. Section 46-4(a) prohibits counties from using their zoning powers to adopt ordinances that prohibit “the continued lawful use” of a purpose for which the property was used when the ordinance was adopted. 

Bill 41 may also be unconstitutional under Section 20 of the Hawaii Constitution, which prohibits “damage” to property value and use without just compensation. Bill 41 enacts a near-ban on home rentals offering stays between 30 and 90 days – a property use that is currently allowed by right in all zones. 

“This law does not only effectively take away a pre-existing legal use from homeowners across Oahu, but it also sets a dangerous precedent for property rights legislation on other Hawaiian islands and across the country,” said Andreea Grigore, president of HILSTRA and CEO of Elite Pacific Vacations. “Ordinance 22-7 harms owners, property managers, concierges, travel agents, chefs, house cleaners, the entire ecosystem surrounding vacation rentals, and thousands of small business owners who rely on tourism for a portion of their business. Everyone needs to come together and support this legal action to ensure the protection of pre-existing lawful uses both on Oahu and elsewhere.”

HILSTRA’S attorney, Greg Kugle of Damon Key Leong Kupchak Hastert, has successfully litigated to protect such rights before following the passage of Bill 89 (Ordinance 19-18) in 2019, which, among other provisions, would have required minimum stays of 30 days. In what is referred to as the Kokua Stipulation, the court agreed that the way the bill was written, operators were allowed to rent a maximum of once in 30 days, but guests were not required to occupy the property for 30 days.

Visit hilstra.org/donate for instructions on how to contribute to legal efforts financially. HILSTRA is sharing public updates on its Facebook page and a public FAQ and is fielding questions about the lawsuit via info@hilstra.org.

Photo courtesy Jeremy Bezanger

Steamboat Springs Bans Vacation Rentals in More Than Half of the City

0
Steamboat Springs, Colorado houses and condos below the ski runs in winter

On Tuesday, June 7, the Steamboat Springs City Council voted 6-0 to pass an ordinance that bans vacation rentals in the majority of the ski resort town located in Northwest Colorado.

The ordinance divides Steamboat Springs into three overlay zones: green, yellow, and red.

Effective June 15, short-term rentals (STRs) are banned in the red zone, which covers more than half of the city; capped in the yellow zone, and allowed without restriction in the green zone.

“It looks like heavy-handed policy driven by emotion and not facts, and opens the city up to questions of arbitrary and capricious decision making that could form the basis of legal action,” said Robin Craigen, co-founder and CEO of Moving Mountains, a Colorado-based property management firm, and board member for the Steamboat Springs Community Preservation Alliance (SSCPA).

However, the City Council has created an avenue for existing STRs to continue operating in all three zones, said Planning Director Rebecca Bessey. This could be an important lifeline for the 4,300 STRs in the city.

STRs in the yellow and red zones that were operating before June 15 may apply for “legal nonconforming status,” which would allow them to continue hosting guests.

To prove that the STR was operating prior to June 15, the owner or manager must submit documentation of STR activity such as booking confirmations, verified stays, and remittance of sales tax. STRs with registered legal nonconforming status may continue to operate in the yellow and red zones, Bessey said.

Council members also have requested an amendment that would allow primary residents to short-term rent rooms in their homes a maximum of two times, or 30 cumulative days, per year, whichever is more restrictive, Bessey said.

The overlay map is intended to minimize “potential negative impacts of short-term rentals” on the community’s housing supply, the character of residential neighborhoods, and worker shortages, according to a city staff report.

However, data suggests that few of the short-term rentals affected by the ordinance would, in fact, become long-term rentals, said Paul Forehand, a homeowner in Steamboat Springs who addressed the council on June 7.

About 3,900 out of the 4,300 properties are rented for less than six months of the year, with two-thirds of those, or 2,600, rented for less than three months, according to AirDNA.

“In other words, the people who keep telling you they won’t change to a long-term rental because they use their property themselves while renting it to supplement costs are telling you the truth,” Forehand said.

“You are not going to solve the problem of the price and quantity of long-term rentals by picking on the short-term rentals.”

The council also approved two other ordinances that set new short-term rental licensing and operating rules, including maximum occupancy, parking requirements, vehicle limits, and a responsible party to respond to complaints 24 hours a day.

Short-term rentals must display a license in a visible location inside the premises, and occupancy is limited to one person per 150 square feet, or a maximum of 16 per home.

All three ordinances take effect on June 15 but provide a six-month grace period to give owners time to register their properties.

Airbnb recently released a report by HR&A Advisors that quantifies short-term rentals’ important role in Colorado’s economy and demonstrates what is at stake specifically in Routt County, where Steamboat Springs is located.

The study found that in Routt County, STRs generated $179.2 million in economic output in 2020, including $65.3 million in visitor spending, 1,100 local jobs, $41.6 million in worker earnings, and $4.5 million in state and local taxes. The study also found that just 178 out of 6,800 STRs in Routt County would be affordable for workers if converted into long-term rentals.

Some homeowners affected by the ban said they were rethinking their investment in the community.

“It took my wife and I 25 years to be able to afford to buy a condo in Steamboat,” homeowner Chris Drohosky wrote in a letter to council on June 8. “… After purchasing the condo, we had to do long-term rentals in order to afford the mortgage. The ultimate goal was to go to short-term rentals within a year so that we could also enjoy it with our friends and family. This dream was shattered last night.

“We are currently renting the condo to a lovely family at an affordable rate and were about to renew their lease for another year. After [the decision by council], we have decided to sell the unit because the value will only go down and we will never be able to use it for ourselves.

“Your actions have not only affected us and other owners, but we now have to tell a great tenant that we had for three years that they need to go elsewhere to find a rental.”

The council is also considering sending a ballot measure to voters in November that would levy a special tax on STRs to generate revenue for affordable housing. The tax rate has not yet been determined, but council members have discussed a rate of between 7% and 10%. They are scheduled to hold a meeting on June 20 to discuss the proposed tax.

Craigen said the SSCPA’s focus will now shift to opposing that tax.

“If this passes, it will have a further devastating effect on local lodging companies who are fighting inflationary pressures and dipping demand as the world opens up after COVID,” Craigen said.

How One Vacation Rental Firm Finally Solved the Trust Accounting Problem

0

Effortless Rental Group selects Ximplifi and Sage Intacct to transform finance function 

Most entrepreneurs would love to have Taylor Hill’s problems. When the vacation rental management business he co-founded in 2015, Effortless Rental Group, became an immediate success, money was flowing around the organization faster than accounting could keep up with. Dysfunctional finances were a sign of his unbridled success – before they quickly became a serious obstacle to growth. 

 “We had no idea what we were doing on the accounting side,” admits Hill. But that’s not unusual for young companies riding a wave of sudden demand. Typically, these promising upstarts simply hire an accountant to take the reigns of the balance sheet. But for Hill, finding someone to handle the esoteric details of trust accounting proved to be a years-long stumbling block. 

 He tried relying on bookkeepers, QuickBooks consultants, in-house accountants, and even a nationwide accounting firm: none of them could manage the unique accounting requirements of vacation rental businesses. Issuing monthly owner statements proved especially troublesome. Business remained brisk, but without a reliable accounting process in place, the outlook was less optimistic. “We weren’t sure if we were losing money or making money,” says Hill. And with every new client, the situation got worse. 

 

Painless Accounting and significant time savings

After seemingly exhausting all options looking for someone skilled in trust accounting, Hill connected with the team at Ximplifi. The fact that they specialized in outsourced accounting for vacation rental management firms spoke to their experience with trust accounting. When Ximplifi came up with a plan to finally get the owner statement process in order – something even the nationwide accounting firm couldn’t coordinate – Hill knew his accounting woes were over. 

Ximplifi set about transforming accounting. The first step was to get rid of the QuickBooks system that had been in place since day one. QuickBooks may be ideal for entrepreneurs, but it’s ill-suited as a vacation rental accounting system because of its lack of custom reporting, inability to handle multi-entities or trust accounting. It had to go. Ximplifi replaced QuickBooks with Sage Intacct: a leading mid-market financial management solution with robust trust accounting capabilities. 

Beyond upgrading the accounting software, Ximplifi began managing the books and running P&L statements. The plan was to systematically clean up the mess created by years of ineffective accounting while putting sustainable systems in place to keep accounting on course. As needed, Ximplifi also provided CFO services to guide Hill and his team through their continued growth. Finally, the business had the accounting chops it needed to turn an in-demand service into a sustainable and scalable enterprise. 

In hindsight, the solution seems obvious: outsource accounting to a team of trust accounting experts built specifically to serve vacation rental management businesses. 

 

Results

Since partnering with Ximplifi, accounting has become what Hill always hoped it would be: painless. With outsourced accountants handling the load, Hill and his team don’t have to worry about disorganized accounting or getting distracted putting out financial fires. “We have peace of mind that we can focus on other things besides accounting and proceed with an accurate understanding of our financials, even if it’s not always pretty. The confidence is priceless.” 

With Ximplifi doing the heavy lifting, Hill and his team have minimal involvement with accounting. By choice. They conduct a monthly review of financials but otherwise invest little time, input, or anxiety into accounting – a drastic departure from the way things were before. Hill isn’t ambiguous about the value Ximplifi adds to his company. By his own estimate, outsourced accounting saves Effortless Rental Group 30 hours a week and $20,000 a year. The company is more profitable now than at any time in the last five years. 

Given those results, it’s no surprise Hill describes his partnership with Ximplifi this way: “I wish we formed this relationship years ago.”

 “We’re super glad we hired Ximplifi. With any new relationship or partnership, you expect some rocky beginnings, but it was a smooth transition under some pretty difficult circumstances.”  Taylor Hills, Co-founder & CEO