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If you're getting back into the swing of things at work after an engaging few days at NMHC OPTECH, you're probably processing your way through an overload of information. It was a packed event marked by record attendance, the unveiling of a new renter preferences study, and—if you were lucky—a remarkable U2 show at the Sphere. Among the array of insightful conference sessions and side conversations, a few themes emerged, five of which I outline in this post.
NMHC OPTECH is just a week away, and I've been taking a look at this year's audience composition. At the time of writing, the total number of attendees has surpassed any previous year, making this year's show the biggest ever—congratulations to the organizers! Whatever economic uncertainty our industry is facing, the enduring popularity of NMHC OPTECH tells us that our industry's appetite for technological innovation is stronger than ever.
As companies seek to centralize property management functions, they find themselves coming up against rigidly property-based processes. Leasing—the highest profile of these functions—owes its design to the "coverage" model. Properties always needed at least one person on duty to answer phones, conduct tours, and support the leasing process. Companies centralizing leasing operations have to reimagine processes, tasks, and ultimately, jobs that have been the same way since time immemorial.
It's been a while since I wrote about the situation facing multifamily revenue management (RM). For anyone who hasn't been following developments over the past ten months or so, a series of articles and lawsuits have alleged that our industry's long-established RM practices constitute "A new kind of cartel that allows the nation's largest landlords to indirectly coordinate pricing."
A couple of weeks ago, NMHC released its annual lists of the top 50 multifamily owners and developers. As usual, the lists provide an excellent touchpoint on the state of our industry. This year's lists disclose something interesting about a changing industry structure.
I was recently facilitating an executive roundtable about a subject that's near and dear to my heart: centralization.
This week, ProPublica released another article in its series about multifamily revenue management (RM). Normally this would be unremarkable; after all, since the original article last October, there has been a steady flow of articles from myriad outlets, mostly restating the points of that original piece. But what is interesting about this most recent article is that it exposes just how poorly ProPublica understands the practices of RM and how little work they appear to have done to verify the claims upon which its original allegations were based.
In the last few months, I published a couple of articles about some of the shortcomings in how companies tackle content marketing, specifically content written to persuade people to buy certain products.
I was recently discussing property management, operations, and technology with a senior asset manager, who made a comment that stuck in my mind: "Great regionals can overcome an average operating platform, but a great operating platform can't overcome average regionals."
Like many people in the industry, I just returned from a few days with about 2,500 of my closest friends in multifamily ops and technology. NMHC OPTECH, which took place in front of a record audience, delivered its usual thought-provoking blend of sessions and related conversations.
Posts about:
If you're getting back into the swing of things at work after an engaging few days at NMHC OPTECH, you're probably processing your way through an overload of information. It was a packed event marked by record attendance, the unveiling of a new renter preferences study, and—if you were lucky—a remarkable U2 show at the Sphere. Among the array of insightful conference sessions and side conversations, a few themes emerged, five of which I outline in this post.
NMHC OPTECH is just a week away, and I've been taking a look at this year's audience composition. At the time of writing, the total number of attendees has surpassed any previous year, making this year's show the biggest ever—congratulations to the organizers! Whatever economic uncertainty our industry is facing, the enduring popularity of NMHC OPTECH tells us that our industry's appetite for technological innovation is stronger than ever.
As companies seek to centralize property management functions, they find themselves coming up against rigidly property-based processes. Leasing—the highest profile of these functions—owes its design to the "coverage" model. Properties always needed at least one person on duty to answer phones, conduct tours, and support the leasing process. Companies centralizing leasing operations have to reimagine processes, tasks, and ultimately, jobs that have been the same way since time immemorial.
It's been a while since I wrote about the situation facing multifamily revenue management (RM). For anyone who hasn't been following developments over the past ten months or so, a series of articles and lawsuits have alleged that our industry's long-established RM practices constitute "A new kind of cartel that allows the nation's largest landlords to indirectly coordinate pricing."
A couple of weeks ago, NMHC released its annual lists of the top 50 multifamily owners and developers. As usual, the lists provide an excellent touchpoint on the state of our industry. This year's lists disclose something interesting about a changing industry structure.
I was recently facilitating an executive roundtable about a subject that's near and dear to my heart: centralization.
This week, ProPublica released another article in its series about multifamily revenue management (RM). Normally this would be unremarkable; after all, since the original article last October, there has been a steady flow of articles from myriad outlets, mostly restating the points of that original piece. But what is interesting about this most recent article is that it exposes just how poorly ProPublica understands the practices of RM and how little work they appear to have done to verify the claims upon which its original allegations were based.
In the last few months, I published a couple of articles about some of the shortcomings in how companies tackle content marketing, specifically content written to persuade people to buy certain products.
I was recently discussing property management, operations, and technology with a senior asset manager, who made a comment that stuck in my mind: "Great regionals can overcome an average operating platform, but a great operating platform can't overcome average regionals."
Like many people in the industry, I just returned from a few days with about 2,500 of my closest friends in multifamily ops and technology. NMHC OPTECH, which took place in front of a record audience, delivered its usual thought-provoking blend of sessions and related conversations.