You may have a dream of starting a “Home Based Business” but wondering about the set up expenditure that involved in starting such a business. This Business set up expense has stop many of us from having a business. You approach the Bank with your plan, they review it and say to you what a great application you have, but your application for the loan was turned down, because you could not get your “Great, Great Grand Mother”, to co-sign with you.Meanwhile, you are going to work daily pinging away on your Boss computer, without realizing that you can use a PC to get your business started without the big over-head expenditure, associated with the traditional business. All you really need is a computer to turn things around.You may have been thinking about opening a conventional business, but all you have to do is to swing your focus to the Internet and start your business there. The World wide web has supplied a platform for anyone who want to start a business, to do so, with very little overhead expenditure. You can promote physical goods and services, or you can sell digital products.Opening your “Home Based Business” does not have to be that pricey. It is much less expensive to start your business from home, than to be renting office or shop space. You already have all the “fixtures and fittings” in your home, and as I said before, all you require is a “Lap top” to get your “Home Based Business” Rolling.Even though the Online world has made it dead easy for you to start your own “Home Based Business”, there are still some expense involved. You can not escape from that if you are thinking about starting a respectable “Home Based Business”. But this expenditure is negligible!To set up your Business properly, you will require a:Domain Name
A Website or Blog
Web hosting
An auto responderThese are the four major tools you will need to set up a legitimate “Home Based Business”. And your over-head expenses is less than $200.00.You may be saying to yourself, this is all well and good, but I do not have the experience. You may not have had the experience for your current job either, but you were given a chance to work, and you learnt as you went along. You became proficient in doing the Boss work.There are numerous step-by-step video courses on the web that will get you started without delay and have you making money within 30 days. I highly recommend the “Affiliate Code” by “Michael Jones”. This course shows you, step-by-step, how to make money online, without spending any money at all. A great video course for learners or those who have not made any money as yet

How major economic and demographic trends are creating new opportunities and challenges for property managers.

Motivation

Whether we embrace it with open arms or resist it every step of the way, we live in an era of rapid technological advancement and lifestyle transformation. Whereas previous generations could rely on similar patterns of work and personal life for decades at a time, we are faced with the need to adapt to significant changes occurring every few years. This rapid pace of change places unprecedented importance on forecasting and preparation. For those of us interested in growing our careers or businesses it is now a requirement to stay ahead of the curve. This paper aims to describe patterns that are deemed significant to real estate property management in the next two decades.

Property Management: A Robust and Growing Industry

According to the latest U.S. Census data the real estate property management industry experienced an average growth rate of 7-8% at the beginning of this decade. The data portrays a substantial and robust industry with over 140,000 active firms generating nearly $36 billion in revenues. By virtually all expert accounts the industry is expected to continue to grow at an accelerated pace in the next two decades as the urban landscape of America undergoes a major transformation. The following four factors are considered amongst the most important demographic and economic forces behind this transformation:

1. The Baby Boomer Effect

2. The Generation Y Factor

3. Municipalities and the Planned Community Concept

4. The Local Living Movement

In this paper we discuss each of these factors and try to understand their main implications for property managers. At the end, we provide a series of conclusions and recommendations for further action.

1. The Baby-boomer Effect

Perhaps the most significant and most frequently discussed demographic topic of the past two decades has been that of the baby boomer generation nearing and entering the retirement age at an accelerating pace. This generation which has arguably had the loudest say in forming many contemporary trends, stands to have an even bigger influence given the degree of wealth amassed.

Who Are They? Numbering around seventy-six million, the American baby boomer was born between 1946 and 1964. A demographic that would be significant on account of its size alone, this group’s characteristics include a higher level of education than previous generations and assumptions of lifelong prosperity and entitlement developed during their childhood in the 1950s. Aided by modern medicine and a better diet and exercise regime, the baby boomer generation refuses to get ‘old’ and continues to push the traditional age envelop by partaking in an active home, travel and work lifestyle.

Money Flows. After decades of gainful employment, running businesses and investing the proceeds, the typical baby boomer is looking forward to a prosperous and indulgent retirement. Multiple factors are at play that could make this dream a reality for many. For starters, baby boomers happen to be closing in on their peak earning years and by virtue of their higher levels of education enjoy healthy annual incomes. As another factor, consider that most baby boomers purchased their homes when home prices were substantially lower (as compared to household income) allowing most to pay off their principal residence mortgages early on. Most boomers offspring are also finishing college and forming their own families, further reducing expenses. Add to this mix the fact that this generation is increasingly in line to receive inheritance windfalls from aging parents and you have the recipe for a significant and unprecedented degree of liquidity in the next 20 years. In fact it is estimated that 10 to 30 trillion dollars will be spent by baby boomers on a variety of small and large ticket discretionary items in the next two decades.

New Digs. As baby boomers retire and are faced with an empty nest, they generally tend to downsize and move from larger single family homes to town homes or condominiums. In addition, given the ample funds at their disposal and the added free time to travel, they are increasingly purchasing second homes and vacation properties. It is quite imaginable to predict that the real estate picture in the next decade will be very different from what we have grown accustomed to in the past 30 years i.e., one that has been focused on owning a large plot of land in suburbia with a single family home built upon it.

What it means to property managers. Both types of transitions i.e., the move to smaller homes (typically condominiums or townhome complexes) and the trend towards vacation home ownership (especially resort properties) are foreseen as major drivers of demand for property management services as both of these trends happen to be away from unmanaged to managed or planned communities.

Not A Landlord, Will Invest. Real estate is a cyclical market with corrections taking place on average every ten to fifteen years. However history shows that well selected and professionally managed, real estate is a secure and stable investment vehicle with solid income generation and capital preservation characteristics. Whether you chalk it up to human nature, common sense or both, as we retire, we tend to want more stability and security in our lives and this is especially true when it comes to our nest egg. We tend to move our investments away from growth oriented, higher volatility assets such as stocks to more stable ones such as bonds. Today, despite the availability of many innovative financial products, real estate investment for the most part requires individuals to become landlords or take part in limited partnerships. While this is certainly possible and practiced gainfully by many, it is not for everyone. This requirement inherently limits real estate’s exposure as a mainstream investment class. It is foreseen that in the next 25 years, real estate will become increasingly productized (from current 2-3% to above 50% securitization) and made available as an array of mainstream investment funds by major brand name investment firms.

What it means to property managers.This phenomenon will see the flow of trillions of dollars of new capital into real estate properties that will by definition require professional property management services to maximize yield.

2. The Generation Y Factor

Large suburban lots, quiet cul-de-sacs and spacious 5-bedroom homes may have sounded like the epitome of high living to the baby boomer generation but to the typical gen Y’er the same phrases spell isolation and a maintenance nightmare. While not talked about nearly as much as baby boomers, generation Y whose leading edge turns the home buying age in 2008, constitutes a powerful market force to study, comprehend and plan for.

Who they are. Gen y’ers, sometimes referred to as echo boomers were born between 1980 and 1999 and number upwards of 80 million as a large subset of the American population. This generation which is an even larger demographic than baby boomers is already entering the home rental and purchase market, a trend that will be accelerating in the next few years.

Technology & Media. Whereas computers and the Internet represented new tools to be learned and gradually incorporated into everyday work and home life for baby boomers, they are the natural bedrock of daily communication and social interaction for generation Y folks. Gen Y’ers are highly proficient and perhaps more importantly very comfortable with technology. More than 80 percent use the internet for school related work as well as for social networking. It is not a leap of faith to imagine that they will be making major purchase decisions such as those related to renting or buying homes based on information and research found on the Internet. Keep in mind that generation Y grew up being bombarded by mainstream marketing and branding messages and therefore developed a healthy dose of disdain for mainstream media. The advent of the Internet and explosion of niche media has afforded this demographic the luxury of being highly individualistic. In essence they take it for granted that they can tune into the information they like (be it music, news or home listings) when they like and in as much, or as little detail as they like. This is in sharp contrast to the TV generation who was essentially at the mercy of the broadcaster for type and timing of content being delivered.

Real Estate Preferences. Survey after survey shows that core city living and walking urbanism are hallmarks of generation Y preferences for real estate. As it turns out this demographic has a strong attraction to living and working in close proximity to downtown or at least re-styled suburban city centers where shopping, entertainment and work can all be readily accessed without having to drive. In his article titled Gen-Y Reshaping American Cities Rob Goodspeed quotes an important statistic: 77% of generation Y plans to live in core urban areas. This is a noteworthy figure to property managers considering the size of this demographic group (more than 80million) and their impending entry into the home buying and rental age. According to Goodspeed the bulk of this generation will be entering the housing market around 2012.

What it means to property managers. It is reasonable to predict that we will be seeing a massive surge in demand for managed real estate as Gen Y enters the home rental and purchase age. The current downturn in the housing market positions them well as first time home buyers and it is reasonable to expect they will be the primary force carrying the market in the next 5 years. The significance: property managers need to carefully consider how to appeal to this generation and its unique communication style.

3. Municipalities and the Planned Community Concept

Recent surveys show municipalities across the country and especially in the Sun Belt have been increasingly embracing Home Owner’s Associations (HOAs) and other forms of managed communities with open arms. The so called planned community model is quickly surpassing the traditional single family lot subdivision as the preferred form of new community development. Upon closer examination the phenomenon is easily explained as a matter of economics: managed / planned communities allow municipalities to download costs while still maintaining similar property tax revenues-what is affectionately termed light governance by experts in the field. To this point, HOA’s and other community associations are often responsible for trash pickup, code enforcement and landscaping of common areas, all responsibilities previously held and paid for by the cities. According to a recent paper by Jones L. Warren, the number of homeowners associations grew from 8,500 in 1970 to over 300,000 in 2005. By conservative estimates there are currently close to 400,000 Home Owners Associates (HOA’s) and other types of managed communities in the United States with an estimated 80 million residents. In the next decade, HOA’s and other managed communities are expected to grow at approximately 8-10% per year as the most preferable form of new community development for municipalities.

What it means to property managers. This is another driver increasing the number of properties requiring professional management and therefore another long term contributor to the rise in demand for professional property management services.

4. The Local Living Movement

Increasing energy costs, the shift towards greener living, mounting pressures on family schedule and last but not least a renewed longing for a sense of community can be cited among reasons contributing to the appeal of core urban living. In her article titled Urban living offers ‘vibrancy’ not found in suburbia Maureen B. Aikins a free-lance writer living in Greensboro, N.C. argues that when urban living is done right it offers a kind of vibrancy which contrasts sharply with the isolation of suburbia. Aikins cites greener living, ease of getting around and a desire for a more intimate community setting as the three main reasons people are attracted to the walking urbanism concept. As further evidence from the academic arena, a recent noteworthy CNN article titled Is America’s suburban dream collapsing into a nightmare? quotes Christopher Leinberger an urban planning professor at the University of Michigan and visiting fellow at the Brookings Institution as saying “this trend [toward core urban living] stems not only from changing demographics but also from a major shift in the way an increasing number of Americans — especially younger generations — want to live and work. The American dream is absolutely changing”. He further cites a recent market survey indicating that up to 40 percent of households surveyed in selected metropolitan areas want to live in walkable urban areas. All in all the above factors translate to further upward pressure on demand for core urban living which in turn contributes to further demand for property management services.

Summary & Conclusions

The demographic and economic factors discussed in this paper translate to a significantly growing demand for property management services. However this does not mean that property managers can simply continue business as usual and expect their share of this pie to grow. As droves of sophisticated, well-off and technology savvy consumers migrate to life in managed communities and as real estate becomes increasingly securitized, the standard of property management service will rise sharply. This will likely accelerate the current consolidation trend in the property management industry as quality leaders take market share. In a nutshell, property managers need to change their game to meet and exceed the established norms of service or risk seeing the erosion of their market share in the years ahead.
Property managers are seeing and should expect a significant influx of aging yet uncharacteristically active residents into managed communities in core urban areas. These new residents demand upscale finishings, high end appliances and availability of amenities such as hi-speed internet access as well as well-equipped social, recreational and fitness facilities. Be prepared to change your preconceived notions of a seniors apartment complex.
A large swath of generation Y will be entering the housing market in the next few years. This generation communicates using the language of technology and implicitly expects personalized and prompt access to information. Property managers need to meet this generation on its own terms by providing powerful web presence and rich, up-to-date and interactive content about and access to their properties.
The above two trends will see communities of two distinct age groups: baby boomers and generation Y living side-by-side. Interestingly many of the property features and amenities that appeal to the boomer generation are also attractive to generation Y (e.g., hi-speed internet access, social space & fitness). The challenge here is in the details of how these services are configured, presented and delivered. Each generation has its distinct tastes, life schedule and communication preferences. Property managers need to examine these differences in detail and then tailor the services to accommodate these preferences in a cost-effective manner.
There is massive upside potential for property managers who are willing to be flexible, open minded and progressive. These property managers will prepare their business with a combination of technology and respond to the needs of this new breed of residents, owners (and increasingly shareholders). There seems to be little doubt that these property managers will see tremendous increases in their occupancy and resident satisfaction rates and ultimately their market share.
On the horizon are exciting opportunities for fresh revenue streams from new categories of goods and services tailored to the distinct tastes and needs of both the baby boomer and generation Y residents.
About Trusterra

Trusterra is a web software development company focused on pioneering solutions and products that leverage the latest web technologies to streamline business processes, reduce costs, increase customer satisfaction and boost profitability. We place a great deal of importance on researching key markets and understanding and connecting with individuals and organizations in these markets. Publications such as this one are one way we use to share our understanding of the market with you. It is important to emphasize that we view this and other publications as tools to generate dialog. We want to hear from you and understand your every day challenges so we can ultimately build the right tools for you.

Mortgages are the most common instrument for financing the acquisition of real estate. Generally the buyer or mortgager will give a mortgage to a lender, such as a bank and savings and loan. The mortgage gives the lender the legal right to file suit in court to foreclose the buyer’s ownership rights in the property in the event loan payments are not made as promised. After the suit is initiated and the judge hears evidence, the judge issues a decree of foreclosure.

After the decree is issued, a sheriff’s sale occurs and property is auctioned off to the highest bidder. The money received from the sheriff’s sale, is used to repay the debt owed the lender. If the money received exceeds the debt, the surplus goes to the mortgagor. If the money is not sufficient to pay the debt, the lender can usually obtain a deficiency judgment against the borrower for the balance due.

Mortgagors are protected in most states with rights of redemption. Prior to the decree of foreclosure. The mortgager can sometimes stop the foreclosure process by simply paying all past-due installments along with those expenses incurred by the lender because of the default. The ability to stop foreclosure is generally called the “statutory redemption.”

After the decree of foreclosure is issued, the mortgagor is still protected in a majority of the states by redemption. Usually six months to a year. During which he or she can regain the property by paying off the whole amount of the mortgage. Along with the lender’s default expenses. This generally called the right of “statutory redemption.” Mortgages sometimes contain clauses which waive rights of redemption. Generally these clauses cannot be enforced.

The process of mortgage foreclose is usually very time consuming. The delays associated with the suit, sheriff’s sale, and possible redemption can often delay the sale for one or two years.

Trust deeds are a method of financing the buyer first obtains the deed from the seller. The buyer then gives a trust deed to a trustee. The trust deed contains language which allows the trustee to sell the property if the buyer defaults on the loan payments. Note that a court order is not required to cause the sale and that is a sale conducted by the trustee rather than by the sheriff.

In some states there is no redemption periods associated with trust deeds or they are very short. For these reasons, sale after the default often occurs more rapidly under a trust deed than under a mortgage. Therefore, lenders frequently prefer trust deeds to mortgages.

A mortgage with “power of sale” is similar to a rust deed. No foreclosure suit is required and a private sale occurs. This sale is conducted by the mortgagee. Some states do not permit mortgages with power of sale. And those states which do permit them carefully regulate by statue the conduct of the lender after default.