Real Estate Technology
Article | July 21, 2022
For first-time homebuyers, making the transition from renter to homeowner can be exciting, overwhelming, and scary all at once. Yet as Gary Keller and Jay Papasan write in the second edition of Your First Home, “Those who live the most fulfilling lives base their decisions on facts, not fears.”
Below, we’ve outlined four powerful facts from Your First Home to help move anxious homeowners toward the fulfillment and abundance Keller and Papasan nod to. Delivered with empathy, care, and your expertise – these facts can help ease fears and move clients closer to experiencing all the bounties homeownership brings.
Fear 1: “I can’t afford to buy a home now.”
Fact: Until you do the math, you don’t know what you can or can’t afford.
If you are currently paying rent, generally you can afford to buy. From a financial point of view, in the United States, the tax savings on mortgage interest alone usually make up most of the difference between your rent and mortgage payments – the tax write-offs you get at the end of year will generally help you save a lot of money.
Additionally, depending on your credit score, you can end up affording more than you realize. Note: The credit scores used for mortgage lending tend to take on a much larger picture of your overall credit score.
Finally, although there may be a higher initial cost to buying a house, if you’re planning on staying in one place for a few years, the equity you build can end up being a financial boon.
Fear 2: “I should wait until the real estate market gets better.”
Fact: There is never a wrong time to buy the right home.
Whether “right” means the right price or the right property for you, waiting for the perfect market timing seldom works to your advantage. If you don’t believe us, look back to the Great Recession when the bubble around the housing market burst, GDP declined 4.5% and unemployment rose to around 9.5%. Everyone still feels the impact of this incredible financial event. But, like those who endured the Great Depression, the people who lived through the Great Recession made it through, and benefited from an era of financial growth. In fact immediately following the Great Recession, the United States entered the longest period of rising prices and general prosperity since World War II. The fact of the matter is, even the biggest economic downturns are, well, normal. Even when there were some events that threatened to dampen the economy, like the COVID-19 pandemic, the housing market still continued to thrive.
In the end, there are two ways to make money in real estate: timing and time. That is you happen upon the right moment to purchase your home before the price appreciates, or you hold it for a long enough time so that appreciation makes your purchase investment right. If you miss the first, you can most certainly count on the second.
Fear 3: “I don’t have the money for a down payment.”
Fact: There are a variety of down-payment options available to you.
While many people believe that making a home purchase requires a substantial down payment, as as much as 20%,, this is seldom true. Options are always available to you that require much less than this number, as low as 5%, some even less. Moreover, most states have down-payment assistance programs that can help you afford to buy.
House-hacking can also be a great way to make homeownership a more affordable option. House-hacking is when you purchase a piece of real estate and lease out one of the bedrooms or units. This rental income can then be applied toward your mortgage. Or, you can participate in home rental programs like Vrbo or Airbnb. While it may not be ideal all of the time, you could always make your month’s mortgage payment by renting your place while you’re on vacation.
Fear 4: “I can’t buy a home because my credit score isn’t good.”
Fact: A less-than-perfect credit score won’t necessarily prevent you from buying a home.
Although it’s valuable to have a good credit score, a poor one shouldn’t necessarily prevent you from talking to lenders to explore your options. You can expect that a good loan officer (or mortgage specialist) will be able to help you resolve your credit challenges, often simply by showing you how to move or consolidate your debts, or by referring you to a credit counselor who will put you on a plan.
If you’re facing the challenge of having no credit history because you are new to the workforce or have not made regular purchases on credit, there are still possible solutions that you may want to explore. One is to secure financing with the help of a cosigner, such as parents or a close relative, who is willing to stand by your ability to make the payments. Another can be finding a lender who is willing to use alternative forms of history such as student loans, rent, and utilities.
Looking For More Homeownership Resources?
Head over to the Your First Home webpage for freebies, including information on how to build out your real estate dream team and for your clients, a resource on how to determine their homeownership criteria.
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Real Estate Technology, Asset Management
Article | May 30, 2023
Real estate technology has revolutionized the real estate business. Most real estate developers today use technology to meet the needs of customers who are becoming more knowledgeable, give them the best service possible, and remain competitive.
Real estate agents are turning to Customer Relationship Management (CRM) software to manage all communication and interactions with customers and prospects and improve operational efficiencies.
What is a real estate CRM? A quick glance
A CRM system for real estate is a system that helps manage all communications with leads and clients. It functions as an online database, allowing you to manage your contacts while saving time and effort on manual data entry. Email and text messaging, lead tracking tools, and click-to-call capabilities are some of the key features you will find in the top real estate CRM.
A productive realtor must multitask, including keeping the database of clients, locating properties, communicating with clients, using websites and social media platforms to advertise and communicate with new clients, etc. This is where a CRM software plays a critical role because time is money and CRM software allows saving a considerable amount of time, minimizes effort and resources by sales automation, inventory management, automating contacts, managing customer interactions, and performing other data operations.
Before selecting a comprehensive CRM solution for your real estate business, you should consider a few key aspects and features
Sales process automation
Manage your sales pipeline with end-to-end sales automation features that let your sales team focus on tasks that bring in more money while routine tasks are automated.
Inventory Management Platform
A cloud-based dedicated digital inventory management can let you remotely manage vast quantities of inventory across various projects, buildings, floors, and units. You can use the automation feature to organize and sort a large amount of real estate inventory, as well as to ensure that inventory is selected based on the buyer persona and criteria.
List management
Your CRM should allow you to personalize your data in order to generate lists based on transactions, dates, offers, events, and incentives
Automate tasks and workflow
Realtors must be able to quickly respond to property queries without having to browse through their inboxes. Once a client interacts with an agent, the system initiates real-time push alerts, sends follow-up emails or texts, manages calendars, and enables the customer to select other preferred contact channels
Post sales automation
Using CRM, the sales team could maintain customized payment schedules based on projects, send automated payment reminders, handle inventory payments, create and share documents online relating to bookings.
Seamless cross-platform accessibility
The CRM software must provide cloud access in addition to phone, desktop, and any smart device. Compatibility with other platforms — compatibility with products like as Microsoft Office and Google Docs is of tremendous assistance, so include it to your list of must-haves. In addition, ensure that the system is user-friendly for individuals who may lack technological expertise.
Feedback and reporting
The core of your company's success is gathering client feedback. A software that provides insights into your data through centralized reporting and real-time client feedback is ideal for making quick decisions that help you improve sales and boost customer engagement and retention
Scalability
Scalability is another factor to consider; will you have the flexibility to simply add users as your business grows? You need a CRM platform that is versatile and reliable, able to handle ever-growing business operational efficiencies and not suffer from regular system downtimes, lags and data losses.
Conclusion
Whether you are a seasoned realtor or a newcomer, investing in CRM software that provides you with a variety of options for time-and cost-efficient customer data management has become critical. Despite the wide variety of CRM options available on the market, the most important thing is to find the one that is best suited to your specific real estate needs. Once you know what you want, you'll be able to make better decisions about your real estate business.
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Real Estate Advice, Asset Management
Article | May 9, 2023
Explore the latest trends, tools, and strategies for optimizing data-driven real estate asset management services and achieving long-term success with a comprehensive guide to improving business ROIs.
Contents
1 Importance of Data-driven Model for Real Estate Asset Management
2 Seven Steps to Measure Data-driven Asset Management
2.1 Defining the Purpose and Scope
2.2 Identifying the KPI
2.3 Determining the Sources
2.4 Collecting and Cleaning Data
2.5 Data Analysis
2.6 Performance Evaluation
2.7 Continuous Monitoring
3 Effectiveness Metrics for Data-Driven Asset Management
3.1 Occupancy Rate
3.2 Operating Expense Ratio
3.3 Tenant Retention Rate
4 Conclusion
1. Importance of Data-driven Model for Real Estate Asset Management
As real estate technology continues to develop and become more cost-effective for both new and existing business structures, and as collaboration platforms, sensors, and smart devices continue to advance, the amount of data produced by commercial real estate assets is growing exponentially. This data can give real estate market participants like investors, asset managers, property managers, and tenants a competitive advantage and help them avoid disruption if they develop data-driven services and new business models centered on the specific needs of users, owners, or the property itself. However, only a concerted effort by all real estate stakeholders including builders, investors, owners, tenants, and service providers towards data-driven real estate asset management can optimize data to generate insights that improve performance and profitability.
The significance of data-driven models in real estate asset management is growing as the models enable more informed decision-making and more efficient operations by collecting and analyzing data from various sources. Real estate asset managers can gain a greater understanding of the performance of their assets and make more informed management decisions. This can result in increased efficiency, profitability, and tenant satisfaction.
2. Seven Steps to Measure Data-driven Asset Management
Measuring the effectiveness of data-driven real estate asset management services enables businesses to evaluate their current strategies and identify areas for improvement in the services they offer By following these steps to measure asset performance, processes, and activities, businesses can gain insights and make data-driven decisions to optimize performance and maximize returns.
2.1 Defining the Purpose and Scope
The process of measuring data-driven real estate asset management services begins with a clear definition of the purpose and scope of the measurement. It involves conducting a comprehensive review of the business goals as well as identifying specific objectives and purposes for the strategies to develop a well-defined purpose and scope for measuring the effectiveness of asset management services. It helps to ensure that the real estate asset management services are aligned with the broader business strategy.
2.2 Identifying the KPIs
Defining the purpose and scope of data-driven asset management is followed by identifying KPIs to measure success. It requires a clear understanding of critical areas of asset management and selecting quantifiable measures to define success factors and track progress. Choosing the right KPIs provides valuable insights into asset performance, enabling real estate executives and managers to make informed, data-driven decisions to optimize performance and maximize returns.
2.3 Determining the Sources
Identifying the data type, including financial, property, market, and tenant, is essential to determine the sources for evaluating data-driven asset management services. After establishing the data requirements, the sources, such as internal systems and databases, third-party data providers, and publicly accessible data sources, are determined with data compliance and security as the determining factor. Determining sources ensures that the asset management data is trustworthy, current, and accurate, which impacts subsequent decision-making. This step provides the groundwork for data-driven decision-making.
2.4 Collecting and Cleaning Data
Data collection and cleansing are essential for measuring data-driven asset management services. The collected data must be precise, exhaustive, and dependable for subsequent analysis and decision-making. The step involves validating the data for completeness and accuracy, eliminating errors, inconsistencies, and duplicates, and standardizing the data across all sources. The process identifies improvement opportunities, optimizing real estate asset management services for maximum efficiency and profitability.
2.5 Data Analysis
Data analysis plays a critical role in measuring data-driven asset management services. After finalizing the data collection and cleaning step, the data is analyzed using various techniques such as statistical analysis, predictive modeling, and data visualization. These techniques help to identify trends, patterns, and relationships that provide insights into asset performance. Data analysis provides a more profound understanding of the performance of real estate assets, leading to improved efficiency, increased profitability, and enhanced tenant satisfaction.
2.6 Performance Evaluation
Evaluation of data performance to comprehend improvements in the data-driven asset management services starts once the data is analyzed. The performance evaluation step involves comparing actual results to the established KPIs to determine whether the goals are being met or whether there are areas for improvement. It aids in identifying deviations from predetermined objectives and prompts and taking required corrective actions to realign with the business strategy. In addition, this step facilitates identifying improvement opportunities and ensures that real estate asset management services are optimized for maximum efficiency and profitability.
2.7 Continuous Monitoring
Measurement of data-driven real estate asset management services ends with continuous monitoring. To ensure asset management strategies are working, continuously tracking and evaluating KPIs from earlier steps while identifying underperformance and improvement opportunities is involved in the last stage. Operation managers can make data-driven choices, identify risks and opportunities, and optimize asset management strategies for efficiency and profitability by monitoring real estate asset performance. In addition, it ensures that real estate asset management services remain effective over time and can adapt to market changes to maintain a competitive edge.
3. Effectiveness Metrics for Data-Driven Asset Management
Effectiveness metrics for data-driven asset management services are the KPIs used to measure the success of data-driven strategies. These metrics help real estate executives and managers evaluate the performance of their assets and make data-driven decisions for maximum efficiency and profitability.
3.1 Occupancy Rate
The occupancy rate is an essential metric in data-driven real estate asset management. This metric indicates the proportion of a property's rental units that are occupied at present. A higher occupancy rate suggests the property performs well, as more tenants occupy the units. Therefore, this metric can be used by real estate businesses to gauge the efficacy of their digital asset management strategies.
3.2 Operating Expense Ratio
The operating expense ratio is used to evaluate a property's operational efficiency for data-driven asset management. It is calculated by dividing the operating expenses incurred by the property by the total rental income generated. It helps measure the proportion of income consumed by the expenses, such as maintenance costs, utilities, and commercial property management fees. A lower operating expense ratio indicates better cost control and efficient use of resources, resulting in increased profitability for the real estate asset.
3.3 Tenant Retention Rate
In real estate asset management, the tenant retention rate is an essential metric that measures the proportion of tenants who choose to renew their lease agreements. It is an essential indicator of tenant satisfaction and the quality of property management services. A higher tenant retention rate indicates that tenants are satisfied with the property and management, resulting in a stable tenant base, lower vacancy rates, and decreased costs associated with tenant turnover.
4. Conclusion
The significance of utilizing data-driven models for real estate asset management is rising due to digital real estate asset management, technological advancements, and the expansion of collaboration platforms, sensors, and intelligent devices. To gain a competitive edge and avoid disruption, stakeholders in the real estate industry must prioritize the development of data-driven services and innovative business models that cater to the unique needs of users, owners, and the property itself. In addition, the use of data-driven models can also lead to more efficient and informed decision-making, reducing costs along with increasing profits and improving real estate portfolio management.
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Real Estate Technology
Article | December 9, 2021
The construction industry, whether operating at the building level, infrastructure level, or city level, has undergone significant changes over the past decade, and the pace of change has only intensified in the past year. Opaque operating models are giving way to digitalization and transparency in every aspect of the industry, leading to better accountability of the business stakeholder ecosystem and better experience and quality of life for the end customers.
The value realization for the sector is coming in three different ways, each with its set of technologies, tools, systems, and processes that lead to specific value maximization.
1. Connected Stakeholder Ecosystems
Every stakeholder and their interactions and service provision to building and construction has been digitalized and automated.
Architects, urban planners, designers have long been using tools and technologies. The use of 3D modeling and visualization, AR/VR platforms, and drone mapping are creating intuitive means to fast-track the design iteration process and reduce errors. Innovation has been happening in building materials and technologies for smart logistics and inventory management, which is digitalizing the procure to pay cycles and reducing the cost and sustainability footprint of the industry. Infratech is being included into civil construction, and information, communication, and operational tech hardware and software solutions are being integrated at the design stage itself.
The industry uses the services of a network of internal and external third party providers and managers. The combination of mobile and enterprise applications, connectivity, and internet of things devices and variables is connecting these people together. Unified frameworks and digital and AI/ML tools allow seamless construction, management, and optimization of built spaces. The sales process is becoming highly digital with the use of customer relationship management platforms, channel management applications, and digital sales aids that blend AR/VR, 3D visualization, audio, video, and digital.
The governance and financial mechanisms have evolved as well. Government bodies have digitalized and permissions, access rights, and payment mechanisms are increasingly digital. Regulators are moving towards real time sensor based monitoring and centralized digital reporting on effluents and emissions, aiming to improve sustainability metrics. An array of digital and cloud financial management tools, systems, and dashboards allow every aspect of the financial flow to and from entities to be managed, monitored, and optimized.
The users, in both the customer and citizen persona, have become digitally savvy and experiential. The connected and sentient building, infrastructure, and city ecosystem increasingly allows for connected living where many services can already be accessed digitally.
2. Connected Lifecycle Management
The construction industry is using digital and automation technologies at every stage of projects – from design to monetization of building, infrastructure, or city systems. Ingredient technologies such as internet of things, artificial intelligence, block chain, distributed computing, edge and mesh intelligence, cloud computing, big data analytics, and data visualization are allowing the industry to plan better and act predictively.
The Design phase, in addition to using design and planning tools and technologies, is increasingly adopting concepts of wellness, biophilia, and blue-green integrations to blend technology and architecture.
The Build phase has significantly transformed through innovative construction materials and methods, as well as digital, cloud, and sensor based solutions to monitor staff, progress, audits, and errors in construction. The entire land records management system in the country has been digitalized, and plans are underway to use drone based mapping to catalogue all assets and sites at a national level.
The Sell phase is using technologies and platforms that have disintermediated some ecosystem partners and aggregated others, increasing the flow of information, communication, validations, and transactions. From marketing to site visits to legal documentation and commercial transactions, every step has been digitally transformed through a combination of AR/VR, AI/ML, digital, and cloud technologies.
The Operate phase is seeing newer models of maintenance and management of assets over the long term. Tech enabled metering and monitoring allows for discretization of pay per use type of commercial arrangements, which can be digitally contracted and managed. This allows multi-stakeholder and multi-user assets to operate seamlessly. Multiple automation and real time monitoring systems and solutions – whether fully integrated or point solutions, are enhancing visibility and improving efficiency of operational performance.
The Experience phase ensures an interplay of operational and service related systems and technologies allow the users to better access services at building, infrastructure, or city level. There is a lot of emphasis on enhancing customer experience by reducing wait times, improving service levels, creating areas and systems for interaction and engagement, and delivering a better quality of work or life to the end user.
The Monetization phase is increasingly at the top of mind of administrators, owners, and operators of construction assets. Long return on investment cycles and complex modes of deployment of public and private capital predicate focus on easing the flow of money and identifying multiple modes of monetization to ensure that projects can succeed. Value added services through retail, advertising, data, or service based use cases are allowing for recurring revenues to be generated. Many of these services can be digitally conceptualized, delivered, and managed.
3. Connected Systems and Services
Buildings and infrastructure spaces are increasingly envisioning themselves as an interconnected system of functions, utilities and services, all managed centrally and digitally through a building level control room or an infrastructure or city level integrated control and command center.
The set of technologies first adopted for smart cities - such as networking and connectivity; smart management of water, waste, lighting, power, sewage, air quality and emissions; smart access to services and retail; interconnected mobility, parking, and traffic management; and managing request-response systems and on-demand servicing and issues management - are increasingly becoming important for buildings and infrastructure projects. Transport hubs are reimagining themselves as microcities. Road assets are creating logistics hubs and multiple digital monetization channels. Buildings are transforming into mixed use spaces that are accessed and managed digitally. On-demand, surge, discounted pricing mechanisms rely on complex algorithms and predictive forecasts.
Multiple indices and standard comparative metrics are being considered by users, governments, regulators, and financiers of patient long-term capital. At the building level, Green ratings and Well Building standards are being measured and reported, and creating methods of differentiating premium and non-premium buildings. Global Infrastructure rankings rate countries in the quality and density and access of road, transport, utilities, and other major infrastructure systems and projects. Ease of Living Index and Sustainable Development Goals create the benchmarks to measure and monitor the performance and impact of city systems. Increasingly, gamification through Swachh Survekshan, Municipal Performance Index, and other city, state, and national level assessments is creating awareness and improving service levels. The indices themselves rely on a set on technology inclusion within projects and technology systems to aid performance measurement.
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