Bill's Beneficial Blog

Does anyone really read the millions of blogs out there? Or are they really just a ploy to entice Google for a bit more ranking or space? Every other ad agency blog is going to be all about how great they are, why they are the smartest and other clearly self promoting stuff.

So we decided to just write about what interests us. Our only hope is that - every now and then - you find a nugget that is a slight value for you. We hope. If you want to get these rantings in your inbox every so often, Signup to get emails. Here goes.

Get Emails

Keyword

Topic

Date

Continuing Versus Continuous Education

By Wm, May
Published: 02/29/24 Topics: Education, Employment, Government, Lodging Management, Lodging Newsletter, Vortex VIP Comments: 0

How would you rate the teachers you had in school and professors in college?

Like all professions, there are people who perform well and those who do not, with the majority sitting somewhere between those extremes and with most doing well or good enough.

After formal schooling, most workers find there are continuing education requirements for their chosen career. Doctors, Dentists, Accountants, Lawyers, Real Estate Agents and many other professions require participants take courses to learn fundamental skills and periodic classes to brush up or learn new and improved methods.

Long ago, formal requirements for continuing education were unusual. Today, Federal, State and even local governments, along with professional organizations (such as the Legal "Bar") set standards and demand practitioners take classes and pass exams. States have hundreds of licenses. You'll need a training to operate a cemetery, sell cars, or operate campground sales.

In a prior career as a mergers and acquisitions intermediary selling mid-sized companies, having a real estate brokerage license was required. Taking the classes was not a burden, but provided zero instruction on how to market, structure and sell corporations.

Unfortunately, the by-product of excessive licensing implies that people who have a certificate are qualified to do the work for which they have a license. For example, it implied that someone who has taken only 60 clock hours, is qualified to help a corporation sell out. That is dangerous for business sellers and buyers. So such a requirement deceives consumers.

Lodging operators of inns, resorts and vacation rentals have no such requirements for continuing education. But meetings, seminars, and conferences have sprung up where participants can hear from experts, learn techniques, and even argue about best practices. Like many other industries, lodging education has become dominated by vendors to the industry, who have something to sell, rather than the people who are actually out running properties.

So how is a property owner to know which managers are qualified and which are not? The answer is to look for managers who are committed to continuous self-education, not just continuing education. This month's newsletter provides a guide for doing just that.

- - - - - - - - - -

Lodging Newsletter

by Wm. May, for March 31, 2024

There are vast differences in the competence of lodging managers. Education is helpful, but does not reveal the manager's commitment. Technology affects income dramatically, but do they have the correct tech? Experience is helpful, but not if the manager does not apply lessons hard learned.

In recent years, AirBnB has suggested owners could just hire a nearby neighbor to manage their homes. Or find another self-managed owner and entice them to take on your house. Unfortunately, using amateurs is risky because they know not the whole picture.

Ours is a seemingly simple industry, but saddled with hundreds of tasks, and requiring knowledge that has changed dramatically almost every month for decades, and should be expected to continue to continue to morph forever. Think of these things when interviewing prospective lodging managers.

Needs: Fully outline your expectations and needs. Do you want a manager to hold your hand on a daily basis or one who performs their duties well and reacts swiftly to changing demands like rates, competitors and, even, the weather.

Knowledge: Admit what you already know and what you do not know. Ask managers about their procedures for each and every little thing. Then, let the manager perform.

Questions: Ask manager candidates deep questions. Require that they have proven policies and procedures for most anything you can imagine. If its not written down, they do not.

Continuous: Ask how they learned their craft, how long they have been doing it, and how they continually educate themselves and staff members. Without that your house is at risk.

Commitment: Are they are available 24-76-365 for guest and property needs? While after-hours requests are rare, you want leaders who always step up and take charge. Most managers do not.

Attitude: You may find this idea unusual, but in a consumer facing business, managers who are up-beat, unflappable, and happy to serve elevate your property above the rest. (It is not easy.)

Managers who are newer will be unable to answer every question, and may be unable to answer most questions. Experienced, leader-type managers will have seen about every possible scenario when it comes to managing homes. Such as:

Guests who arrive early before the home is re-cleaned or leave late, cutting cleaning time. Storms that flood roads. Counties that fight rentals. Advertising websites that act irresponsibly. Guests who try extortion a free stay. Credit cards that bounce.

Professionals who already know how to handle those situations are primed to take care of them without fuss. These are the managers who will produce the best possible outcome for your property.

Cost: The first question that most property owners ask managers is, "what is your fee?". While that is important, there are dozens of other questions that will affect the property's profit even more. Rates, advertising, reservation staffing, accounting and, even, legal staff. Balance them all to get success.

Author: Wm, May, Vortex VIP
Blog #: 0986 – 02/29/24

Sponsor: Vortex VIP – – VortexVIP.com

Shakespeare - Lodging Newsletter August 31, 2023

By Wm, May
Published: 08/31/23 Topics: Education, Events, Lodging Newsletter, Things To Do Comments: 0

Years ago my wife and I jumped into our trusty Volvo and drove eight hours straight to Ashland, Oregon for my first glimpse of the Oregon Shakespearian Festival with its replica of the Globe Theatre from Shakespeare’s lifetime. It’s an outdoor Elizabethan Theatre that seats 1,190 people each night April through October.

We rushed into our seats just as the lights went down, to be immersed in a magical night of King Lear in which, at last, the genius of William Shakespeare revealed itself in ways that reading the text did not.

In the stunning cocoon of theatre under the stars, and along with what surely must be the most beautifully functional indoor theatre seating anywhere, in an intimate 200 seat playhouse, we gorged on 8 plays in 5 days. 2PM and 8PM.

The festival sells 360,000 tickets between April and December each year providing the quaint town of Ashland, Oregon an economic foundation that supports world class restaurants and bars, and a variety of other arts offerings, too. It is the largest not-for-profit theatre organization in the country.

Wonderful inns, hotels, vacation rentals and bed and breakfasts (the real kind not the faux AirBnB kind) dot the town and the valley.

All together some 2,800 people fill every seat every day so strolling around town and the Lithia Park that meanders up the small valley below the theatre never feels crowded and helps burn off dinner before a night of drama.

If you think you don’t like stuffy old Bill Shakespeare’s plays, I wonder if you have ever seen his unforgettable stories of love, tragedy and spiritual transformation of people as they were meant to be seen and felt.

In the world of business, and in lodging in particular, there are things to learn from the Ashland organization. Having started in 1935, it proves that wondrous things can be done by spirited people who love what they do.

Every day we try to think just like that.

===============

How about I try to connect live theater to live vacation rental management with a few quotes from plays four centuries past.

All the world’s a stage. (Preparation) Ninety percent of vacation rental work is done before the guests ever arrive, just as it is with a play. Perfect practice makes perfect. Advertise absolutely everywhere, answer the phones and provide guest service everyday of the year, with 24-7 support.

What’s past is prologue. (Continuity) The joy in watching guests depart happy just means a new group is soon to arrive. No time to celebrate knowing the process is to be repeated endlessly.

The play’s the thing. (Writing) In lodging, managers must compose every policy, method, and responsibility well in advance. No ad libbing, no seat of the pants. Determine what to do before attempting to do it.

This blessed plot. (Planning) Managing vacation homes of every size and shape, in various locations and seasons is greatly intricate. Hundreds of things can happen. Everyone of which must be learned, planned for and - most important - documented for training and policies.

Merely players. (Casting) The actor chosen to play King Lear must be 80 years old. Likewise hospitality staff must be born to the calling - of being hospitable. It can be taught by experts, and learned, but is often best from people born to help others.

Experience is by industry achieved. (Staffing) Lodging requires industrious cleaners, resolute reservationists, innovative advertisers, attentive accountants and guest services open 24-7-365 (just like ushers helping patrons find their seats).

Proceed in practice. (Pursuit) Perfect practice makes perfect. It can never stop and never waiver. Review what is done, make corrections, align to the future. Homes must be well kept, always maintained and repaired quickly.

What’s timely done. (Scheduling) The play must start on time. The homes must be cleaned and ready for arrivals on time 40 to 100 times a year. No matter the weather, or traffic, or interruptions.

He smiles, methinks. (Serving) Not every consumer is a nice person. Most are, which is what makes the industry so enjoyable. But anticipating what customers may want allows us to be ready to be helpful. But no matter what, we must smile and be grateful.

Tickled with good success. (Results) When we complete the neverending lodging tasks, duties, and effort, the rewards are financial gains for property owners and smiles from slumbering guests. The endless list of obligations makes it happen.

All’s well that ends well. (Success) Step-by-step, part-by-part, business in general, travel, and lodging in particular can only be judged after each stay, to see homes perform as investments, to see guests enjoy their stay, and appreciate what we have done.

A very serious business calls. (Ending) Like all good plays, even newsletters must end. There is other work to be done. You have probably had enough already of things Shakespeare uttered now twisted to this purpose.

Author: Wm, May, Vortex VIP
Blog #: 0967 – 08/31/23

Sponsor: Vortex VIP – – VortexVIP.com

Gear Box - Lodging Newsletter July 31, 2023

By Wm, May
Published: 07/31/23 Topics: Aberdeen Washington, Education, Lodging Management, Lodging Newsletter Comments: 0

At age 14 my best friend and I were conscripted. My father ran a Kenworth brand truck dealership in Aberdeen on the coast of Washington State which promised "Parts, Sales & Service". He was moving into a new building in the town's port dock area. Hundreds of heavy metal racks had to be assembled and wrestled into position. It was a big job and took weeks.

At 15 I started to deliver parts all over Washington's Olympic Peninsula, driving a one-ton pickup with no power steering. It was like wrestling a steer down the road. No problem, because I loved listening to the scratchy AM radio that played rock and roll for hours on end.

Arriving from school at 2:30 pm, Dad might say, "You go to Port Angeles today" and hand me a list of 10 to 20 truck shops, logging yards and government warehouses to visit. The truck was loaded to the gills with big, greasy heavy parts. I was expected to wrestle them out at every stop.

I would say, "I won't get home until midnight." And he would say "Ah, it ain't gonna kill you." "But I have class at 8 in the morning." And he would say, "It still isn't gonna kill you. Best start and go now."

Monthly, I drove three hours to the company's headquarters in Seattle. Behind its shiny corporate offices were 20 bays where giant trucks could be serviced at once. It was a beehive of activity.

On the south of the building was a quiet mysterious place called "The Gear Room" where men slinked about working on transmissions, rear-ends and even steering boxes. Other mechanics did not speak to "Gear Heads" and they didn't speak to each other. They tinkered and worked as if doing open-heart surgery.

If you have never looked inside the transmission of your own car, you have missed a work of art. Inside are gears of all sizes, and bearings spinning at enormous speeds on one axis, and others in another. If you stuck your finger inside it would be sliced and diced instantly.

Gear boxes are a whirling indecipherable maze that only the experienced, skilled and studious experts could disassemble and reassemble correctly. It has dawned on me that lodging management of Inns, Resorts and Vacation Homes is a bit like that. One can pretend to be a manager, but only those with a the right mentality are truly Gear Heads.

====================

Vacation Rental Management is like a Gear Box, with everything running in many directions. Renting out a private vacation rental home is a seemingly simple concept but there are more moving parts, gears, stresses and strains than imaginable. We do it well by employing experts just like the Gear Heads. So many people and things to deal with.

- Guests are the folks who kick in the money to pay rent on properties.

- Property owners are clients because they have an investment at stake.

- Neighbors are clients because they have the potential to be clients in the future.

- Staff members are also clients because their input & performance are critical.

Generally guest goals are much alike - go on vacation, bring the family, rest, relax and recreate and all for the lowest price they can find.

But our other clients, the property owners, have goals that differ from those of guests. Landlords are aware that making guests happy is what brings them back to rent again.

Property owners who try to self-manage their homes remotely get a rude introduction to the world of dealing with consumers, with houses that need maintenance, and with advertising channels that are overbearing and monopolistic.

Engineers, Architects, Doctors and even Lawyers make good clients because they too live in a professional world where the nuts of bolts of performing are often invisible to their customers. Their time is valuable and they leave transmission repairs and vacation rental management to the experts.

Owners who are new to landlording, unaccustomed to business, or have invested too much in their homes, live on pins and needles. They worry about the home and want to make every decision.

When they use a manager they bug the manager with questions, concerns and emotions never realizing that every minute they demand is time stolen from the manager's primary duties - to take care of homes, take care of guests, and spend long hours advertising, marketing, reservationing and pursuing money, most of which goes to the property owner.

There are still Gear Heads in every truck shop in the world, working quietly and uninterrupted. Now they have many high tech tools, but it is their experience and concentration that ensures the gear box will work flawlessly for hundreds of thousands of miles. To disrupt a Gear Head is to risk a slight mistake that could cause major problems. So truck shop managers are careful to let their scientists do their work alone.

Wise Vacation Rental Owners use their lodging managers like Gear Heads. They let them work alone to fine tune every vacation rental gear and bearing of every vacation rental home. They set rates, scrub toilets, advertise everywhere, persuade guests and coordinate cleaning every home 50 to 100 times a year come rain or shine.

In the end vacation rentals can perform like a well-made giant Gear Box which causes the entire process to run smoothly.

Author: Wm, May, Vortex VIP
Blog #: 0965 – 07/31/23

Sponsor: Vortex VIP – – VortexVIP.com

Oh Canada - Lodging Newsletter June 30, 2023

By Wm, May
Published: 06/30/23 Topics: Education, Hotels, Housekeeping, Inns, Lodging Newsletter, Reputation, Vacation Comments: 0

"Management by wandering around" explains a style of business administration which involves managers wandering around, in an unstructured manner, through the workplace to check with employees, equipment, or on the status of ongoing work.

There may be no other industry as appropriate for MBWA than travel and lodging.

Great managers must keep their fingers on every aspect of every dang little thing. Nothing can be taken for granted, everything must be inspected, schedules must be maintained and, no matter how diligent a company, some guests will want more than they pay for.

But you'll only know that if you talk to guests, staff, vendors, competitors and even the government. All this in hopes that changes can be detected to find opportunities or to avoid problems in the future.

That idea can be stretched to walking around other businesses too, so for a few weeks we have been wandering around British Columbia and Alberta, staying at or visiting great lodges, speaking to staff, and just watching their world go around.

It has been said that Canada and the US are countries born of common ancestors, separated by a common language. The differences in lodging management are subtle but noticeable.

Businesses cooperate together to promote their destination in ways that can seem lacking elsewhere. Employees seemed authorized to make good decisions.

This letter isn't to say that Canada has everything figured out. Turning on the television shows some of the same political skullduggery that exists in every country. People just don't agree on everything.

As we departed one lodge we saw the attractive young manager, who had taken time to talk on several occasions, walking around the property, policing the area, straightening things up.

Walking around Canada provides new insights we can use to make our business better every day.

====================================

The pace of change is accelerating. Here are some changes we noticed in Canada, specifically in the stunning mountain towns of Banff and Jasper.

TEXTILES: Each property had daily housekeeping an "option." Some said, "Call us if you want maid service or just towels." Or here is a $5 coupon for each day you don't ask for housekeeping.

COUPONS: The coupons were to their in-house restaurant. They save far more in cleaning labor than the cost of the food, probably $20.00 or more. And guests lined up early to cash in.

STAFFING: Half of the lodging and restaurant employees who served us were young Aussies. Companies recruit in Australia for seasonal staff. Young folks love the travel and come back year after year.

COSTS: Staffing in this way is not cheap, as employers pay for food and housing. At the incredible Columbia Ice Fields (www.BanffJasperCollection), where you can ride onto the glacier on giant wheeled vehicles, over 250 staff room in what they laughingly refer to as "The Ice Palace", but looks more like a very old college dorm stuffed with people.

WELCOME BOOKS: None of these pricey places had an in-house welcome book - but they all had gorgeous printed materials about all the other things they were anxious to sell you - boat trips, gondola rides, museum walks and, of course, their restaurants.

CUSTOMERS: Canada has a fast growing immigrant population and the diversity of travelers is everywhere. Many languages, styles of dress and behaviors. Some cultures travel in big family groups, while others dominate the ever present tour busses.

GENUINE: Every business wants every staff member to exude friendliness. Although there are dozens of restaurants in Banff alone, from fast food to fancy food, employees provide quick service without seeming to be hurried. This is management honoring their people.

HONOR CODE: Most businesses had famed "Codes of Honor" proclaiming how well they would treat you and including how well you must treat fellow customers and staff. We bumped into them in fancy hotels, low-cost restaurants, in bike shops, in museums and even in Starbucks.

GUEST TERMS: Having started as vacation rental owners, we have always felt that a clear set of terms was essential to foster good guest behavior. We have wondered if we ask too much, but then we seldom have a problem guest. Perhaps, we should call them the "Codes of Honor."

STRESS: Banff sees 4 million visitors a year and the small business core is alive with visitors. Jasper welcomes 2.5 million per year. Together this is a non-stop stream of inquisitive travelers who could overload a system, but there is little stress because both towns admit that tourism is what pays the bills. (And pays them well.)

In U.S. locations, there are always curmudgeons who want visitor income but would prefer that people stay away. American cities and counties who are chasing vacation rentals out of town are myopic.

Author: Wm, May, Vortex VIP
Blog #: 0960 – 06/30/23

Sponsor: Vortex VIP – – VortexVIP.com

Vacuum Cleaner - Lodging Newsletter May 31, 2023

By Wm, May
Published: 05/31/23 Topics: Housekeeping, Lodging Newsletter Comments: 0

Maybe it is the same in all industries nowadays. Maybe technology has changed everything. Or maybe 3 years of Covid discussion has just tuckered us all out.

But as we go into another spectacular sunny summer season, our super-pro staff will buckle up, hunker down, take a breath and jam out work 24/7/365. So we will separate the necessary details from the smiling reality. First the fun -

So is it time for a bit of housekeeper respect and appreciation?

If you take time to clean your vacuum, does that make you into a vacuum cleaner?

What did the broom say to the vacuum? I’m so tired of people pushing us around.

Salesman: “Ma’am, this vacuum cleaner is so great that it will cut all your work by half!” Housekeeper, “That’s fantastic! Give me two.”

Why was the broom late? Because it over-swept.

When two housekeepers could not decide whose turn it was to do the laundry, one threw in the towel.

Housework won’t kill you. But why take the chance?

To make cleaning festive, housekeepers build speaker boxes out of used laundry bottles. They sound super clean.

One of our housekeepers recently got a Ph.D. in washing machines. Now we call her a spin doctor.

What did one toilet say to the other toilet? “You look flushed.”

If you want to know housekeeper puns, be advised we have loads of them.

====================

After all those corny housekeeping jokes, now some necessary monthly news.

Staffing - Our long-tenured partner managers are raring to go for summer, and with so many experienced and trained field staff we are ready for summer to ramp up.

Support - Office staff, too, are highly experienced and we have added some wonderful new people with specific skills. The goal is quicker response and even more advertising. Already more than anyone else.

Videos - Now that we have built up drone photos of geographic areas, we are compiling "establishing" videos of geographic areas such as mountains, lakes, rivers, oceans. The first step will be to install home page videos on many market websites. They are compelling.

Rates - Rates are not on a roller coaster. They are on more of a tilt-a-whirl ride. Covid caused both rates and occupancy to soar. Most markets have returned to normal seasonality, a few are still adjusting some in unusual ways.

Comparable - We are using extra comp-sets to see occupancy and rates for competing rentals. And we employ our ancient "drive by" survey in early evening to see which are booked and which are not. We seem to be ahead of the curve.

Topsy Turvey - AirBnB announced 50 improvements to their platform, shifting focus to room rentals. Seems odd for the focus to be on room rentals, but many things they do seem strange. They are reporting a decease in number of properties and their stock has plunged.

Corporate Managers - Large firms are also reporting a large "churn" rate of owners leaving their service. Their stock was already in the basement.

Fingers in Dike - Surprisingly there are hundreds of details that ensure safe, comfortable and profitable rentals. But we keep adding tools. The latest are further posted instructions on elocks and lock boxes, to ensure our 24/7 phone number cannot be missed and guests can always get inside.

Marquees - We are focusing more pop-up promotions on website home pages, along with email blasts. Although, we are the only manager still using conventional ticklers like post cards to bring home happy guests.

Help Desk - For owners and guests who need assistance, calling the main office number is always best. Emails are slower but we do answer them or get back ASAP.

- - - - -

And to sum it up (sorry, can’t help myself) - It has just been announced that the official anthem of housekeepers is - Another one fights the dust.

Author: Wm, May, Vortex VIP
Blog #: 0959 – 05/31/23

Sponsor: Vortex VIP – – VortexVIP.com

Permit Anarchy - Lodging Newsletter April 30, 2023

By Wm, May
Published: 04/30/23 Topics: Government, Lodging Newsletter Comments: 0

Technology is a wonderful thing. Not just today's ever-present software news and artificial intelligence, but the earlier technologies of telephones, radio, television, and even medicine.

Just a hundred years ago people died from diseases that today are cured with vaccines and affordable drugs. More people died of tuberculosis in history than there are people alive on the globe today. Just 100 years ago, the chance of dying from an impacted tooth was unacceptably high.

But technology, in the form of software, has also squashed us in many ways. In an earlier newsletter I made the case that Bill Gates (he being a stand-in for the entire software industry) was responsible for over-complicating the world that we live in today.

Until personal computers and word processing, lawmakers didn't draft laws that were hundreds of pages long, because editing, debating and changing the document was simply unwieldy. Laws could be understandable and enforceable.

The internet further added to the stew of confusion because it allows anyone and everyone to participate in government, or better said, to harass government officials Was Ben Franklin clairvoyant when he said, "Freedom of the press should be reserved to those who can afford one"?

Thomas Jefferson, when asked a thorny question, said "It neither picks my pocket nor breaks my leg, what business would it be of mine?" He foresaw that the right of the individual should be paramount.

Sadly, today Jefferson's wisdom has been swept aside by cities and counties that grant themselves supreme power to manipulate every little aspect of our lives.

In the scheme of things, the vacation rental industry is not earth-shatteringly important. But even here bureaucrats embrace intricate schemes to usurp property owners' rights by limiting or prohibiting the renting of homes.

With the noose getting tighter on vacation rental rights, lodging managers and property owners now have no choice but to waste time and money to comply with unnecessary regulations that serve no valid purpose.

This newsletter talks about those and urges every person to diligently protect their rights.

================

If common sense was common, then governments that provide regulation for regular property rentals, would draft regulations identical to those for short term rentals, but they do not. City and county councils, made of people with no experience in property rights (or governing in general), fabricate the silliest of ideas. Here are a few:

No vacation rental allowed within 1,000 feet of another rental.
Lighted exit signs are required on every door.
Have a wall map showing guests how to get out of the house.
Septic pipes should not be too low in the ground.
No neighborhood should have "too many" rentals.
Stopping short-term rentals will cause owners to rent their houses out affordably.
Occupancy should be severely limited.

These ignorant ideas prove that officials have no valid goals and no experience in regulating housing. If you think some of these don’t seem too bad, remember the, "What's good for the goose is good for the gander" should apply. Those same politicians would never dream of imposing these rules on long-term rentals, or goodness sake, on their own homes. They enjoy the freedom while taking yours away.

These exclusionary regulations are not a far cry from others which were found to be reprehensible over time. Such as red-lining that discouraged mortgages to minorities and even deed covenants that harassed religions out of their neighborhoods.

CONSIDERATE BUT CAUTIOUS

Until such time as wiser minds make laws based on foundational ethics rather than discrimination, here is what property owners must do to protect their rental rights.

Never presume officials will treat you fairly.
Never believe that bureaucrats give a wit about you.
Organize local groups of owners to fight back.
Attend every government meeting about rentals and keep recordings.
Speak up vociferously against rental discrimination.
Make sure every application is pristinely prepared.
Keep copy of all documents, and forever.
Submit permits well before deadlines.
Phone officials repeatedly to check on approval.
Demands officials send notice of any regulation changes (by mail).
Disallow the use of unreliable emails for notices.
Invest in attorneys to challenge every incursion.

It has been said, "The way to never get in trouble is to never do anything wrong." That applies to how to win and keep a vacation rental permit. Keep homes well maintained, hospitality clean and overseen by local executive level managers.

These managers have years of experience at operating homes well, controlling guest behavior and being your local voice.

Author: Wm, May, Vortex VIP
Blog #: 0958 – 04/30/23

Sponsor: Vortex VIP – – VortexVIP.com

Why Rules - Lodging Newsletter March 31, 2023

By Wm, May
Published: 03/31/23 Topics: Education, Guest Behavior, Guest Management, Lodging Management, Lodging Newsletter Comments: 0

It’s a good question. A fair question. Guests ask and property owners ask, too. Why are there rules?

In a perfect world we should expect that people would behave well without teaching them manners. In fact, in the hospitality industry (lodging, food service, events, activities) most consumers do comport themselves fairly well.

But not everyone.

Unfortunately, it is not possible to determine which customers will be respectful and considerate and which one of them might not be.

So, like all organizations, it is necessary to outline rules and regulations, to communicate to those guests (repeatedly), to include those requirements in legal terms, and then - very rarely - to enforce them. These rules can be thought of as "Fingers in the Dike".

The tale. "A little Dutch boy saw a small crack in a dam. Knowing the crack, if not repaired, could cause the dam to break, he put his finger in the hole, staying all night in the cold until adults found him and patched the hole. He saved the entire village."

Over decades of managing guests, by learning to plug every little weakness that a visitor might find to do something negative, we are less likely to suffer from that unknown one person who misbehaves.

To avoid offending well-meaning guests, rules must be presented in a friendly manner and explained should they ask. To the vast majority of people who don't need to be told, properly presented regulations are not offensive and barely noticeable.

But to that one person who might pose a problem, our methods of communicating can decrease the chance of negative outcomes.

In the attached newsletter are a list of just a few of the fingers we put in the dike.

==================

Call them "rules" or "house-rules," or "guest rules", or legal "terms and conditions," Vacation Rental Managers who use proven mechanical procedures, produce safer operations.

Advertising - Describing a property affectionately and in full detail attracts guests. But it also should inform guests of details which make the property unique, helping them to select the property most appropriate for them - the property that best meets their needs.

Disclosures - If a home has security cameras, nosey neighbors or a front-desk check-in, these comfort some guests but warn others they will be watched (we highly recommend against doorbell cams because they result in negative reviews).

Channels - AirBnB, VRBO and others are slowly distancing guests from properties. They want to make a commission on the booking but worry guests will book direct.

Book Online - Guests love to make reservations on websites or mobile devices. Whether on our websites or thru channels, our staff telephones or emails guests to offer friendly services, but also nicely notify guests they are to follow the rules.

Sleeps Normal, Sleeps Maximum - We explain occupancy as "Normal" (how many can stay for the rental rate). "Sleeps" is for the places for people to sleep. "Maximum" is if babies and toddlers can be above sleeps. Together these subtly inform customers that the number of occupants is being counted.

Per-Person-Cleaning (PPC) - A base rate for normal occupancy, with a small additional fee per night per disclosed guest generates a bit of income. Better yet, the legal terms can specify a much higher fee for "undisclosed" guests . This is to dissuade guests from knowingly violating occupancy.

Registration- This euphemism describes the kind of "sign up" that hotels required when guests check-in at a front desk - to know the registering guest's name, address, phone and email. Guests should not be anonymous.

E-Contract - Where not prohibited by the channel, guests are required to click and easily sign for their stay, done instantly on our websites and requested via email for channel bookings. Other Managers who shun e-signatures put their properties at greater risk.

Check-In - Guests are to confirm bookings 24 hours in advance, and to telephone upon arrival. Many do not, but this impresses upon them that their behavior is being observed.

Notices - House rules are posted prominently inside the property. Additional, small professional signs warn of no-smoking, quiet-hours and more.

Devices - Sound, Wi-Fi and mobile phone signal detectors are an option that can legally monitor guest occupancy and sound without being obvious.

Terms - In most states, guests who stay for less than 30 days are not "Tenants", and if necessary can be ordered to depart on immediate notice. Doing so is rare, but Managers know the law and will take action to have guests removed if necessary.

As with any public business, Managers can guarantee that all these steps will prevent a difficult Guest from violating the rules. But Managers who skip steps put homes at increased risk.

Author: Wm, May, Vortex VIP
Blog #: 0957 – 03/31/23

Sponsor: Vortex VIP – – VortexVIP.com

Calculate Compliments Criticism - Lodging Newsletter February 28, 2023

By Wm, May
Published: 02/28/23 Topics: Guest Behavior, Lodging Newsletter Comments: 0

Successful lodging properties have always understood that hospitality requires a precarious balance of seeking compliments with the equal risk of criticism. Vacation rental managers have also learned these lessons, but there is a difference - guests must be happy, but so must the property owners.

What one guest thinks of as a wonderful amenity can be unattractive to another visitor. Owners purchase homes based on what they like and outfit them as they imagine. In turn, they expect guests to love what they love.

But marketing doesn't work that way.

The quickest route to failure for a business is to tell customers what they will and will not like. The best route to success is to figure out what consumers want (which can be difficult) and give it to them (which can be equally difficult). All in hopes they will buy what is offered.

One lake front cabin owner spent a fortune to furnish their "White House" with white provincial furniture, white straight back chairs. No couches. White shag carpet, bright white walls, white dining room table, white cabinets, white plates and, even, a white baby grand piano.

Of course, the owner insisted on very stringent rules to avoid damaging this white monstrosity - no shoes, no children, no dogs. Of course, you can't blame her for worrying and with today's dynamic range photos, 3D tours and videos, guests could see what a stunning place it was.

Unfortunately, guests don't come to the lake to sip tea, play tiddlywinks and listen to chamber music. It did not rent well and the guests who did come, didn't just not like it. They hated it.

That is the lesson. Ask guests what they want and give it to them. This newsletter calculates a kind of formula to show how features that may garner some compliments may also expose the property to complaints. Get out your calculator for the attached list.

Costly mistakes are easy to make.

=====================================================

Do a little math to calculate the right and wrong pathways to guest satisfaction. Positive scores mean good reviews. Negative scores mean bad reviews.

Hot Tubs - The world's most requested amenity and can increase your bookings (+25 points), but no hot tub (-200 points).

Video Door Bells - Helpful with arrivals (+ 5 points), but some guests find them creepy (- 100 points). Installing risks rude zero star reviews.

Keurig Coffee Pots - Guests love them (+ 5 points), but not if they aren't given an unlimited number of expensive pods (- 25 points).

Bottle of Wine - A nice gift to some (+5 points), but wine-snobs complain when your $100 bottle offends them. (- 50 points). Free alcohol is illegal, so Martintelli's Cider instead, $3 a bottle.

Flannel Sheets - A cozy treat for some (+5 points), but scratchy creepy to others (-25 points). Keep flannels stored for your own use.

Guest Book - Reading prior compliments is nice (+ 5 points), but turns ugly when kids read hidden porno tucked in the book by the prior guests (-100 points). Guests books are risky.

Internet TV's - Increasingly many guests love streaming (+10 points), but curmudgeons fume when difficult to use and local TV stations are missing (-30 points).

No Dogs - Some just cannot leave Fido home, so allowing pets is good (+25 points). But, if you refuse dogs, some will sneak in Rover anyway (-50 points).

Fireplaces - Guests enjoy burning wood (+ 20 points), but if firewood is limited, they smoke you in reviews (-20 points).

Shampoo & Conditioner - Wall mounted dispensers are handy (+2 points), but impossible to sanitize (-10 points). Wrapped bars and liquid soap? Yes.

Hair Dryers - Good hand held in every bathroom (+10 points). No hair dyers (-20 points).

Wine Glasses - Not fancy, but plenty of them (+15 points). Non-wine glasses only? (-15 points). Remember that wine snob above?

Pots & Pans - Good condition skillets, pots, pans, blender (+ 10 points). Worn or too few? (-25 points).

Fire Pits - They simply love them (+20 points). No fire pit (-10 points). Free wood is a must and propane is even better.

Propane BBQ - Reliable, dependable and cleanable (+15 points). Charcoal is messy and difficult (-10 points). Spare tanks? Of course.

Patio Chairs - Comfy and sturdy (+15 points). Flimsy or uncomfortable (-15 points).

Author: Wm, May, Vortex VIP
Blog #: 0956 – 02/28/23

Sponsor: Vortex VIP – – VortexVIP.com

Snoqualmie Falls Lodge - Lodging Newsletter January 31, 2023

By Wm, May
Published: 01/31/23 Topics: Advertising, Lodging Newsletter Comments: 0

The "Country Breakfast" at the Snoqualmie Falls Lodge outside Seattle, Washington consisted of just about every kind of breakfast item you could imagine.

Hotcakes, sausage (patty or links), waffles, eggs (fried, sunny-side up, over-easy or scrambled), biscuits, bacon, berries, french toast, ham, fruit, roast beef, tea, mimosas and Irish cream coffee. It even included dry cereal, granola, yogurt, toast and old-fashioned steel-cut oatmeal..

New diners were always surprised when the servers delivered dish after dish without asking. But what made the meal so famous was when the staff climbed a ladder and poured "honey form on high" onto fluffy buttermilk biscuits. (And of course the honey was from the Lodge's own honey bee hives)

On Sunday's, guests stood in long lines for hours just for the chance to splurge on more food than anyone could possibly eat in a single setting.

The advertising agency, in which I was a partner, learned from the property owner that doing things just a bit different is all it takes to stand-out from the competition.

Of course, the Lodge already had the full foundation of a sparkling clean dining room, an ever-smiling staff, along with food that was hot on delivery and perfectly tasty. But with the creativity of the menu and serving performance, it stood out.

Although the internet now dominates advertising, we still conclude that anything that can be done to make a vacation rental, inn or resort desirable will translate into extra guests and greater income.

==========================

Of course, promoting the positives of each vacation rental attracts guests. But giving them an accurate and intricate view of the homes relieves their worries about renting which makes them comfortable, too.

Everywhere - Properties are listed on hundreds of websites, including the giants like VRBO and AirBnB. Making it easy for guests to find the properties makes it easy for them to book them.

Local - Our destination websites appeal to guests who want to rent local and support local. And we show what's fun, where to eat and what to do.

Unique Spots - By building a full-featured booking website for each individual house, those guests who want out-of-the ordinary can find that. Something just for them. But with all our services.

Private Label - For Inns, Resorts and Communities, the websites we create and administer promote the complex instead of our company. Guests don't rent managers, they rent homes.

Imagery - As early adopters of High-Dynamic-Range photography, guests are fully informed about what every property has (and doesn't have.) Drone photos reassure guests about the property, the neighbors and the area.

Floor Plans - After all this years, it is astonishing to see that competitors still don't provide easy-to-view layouts Where will grandma sleep? And all the kids? Rather than sell, plans show.

Ease of Booking - Making and paying for lodging is swift. Guests get quick confirmation to know their plans are solid. Staff are on duty every day of the year and are easier to reach than all our competitors.

2-Click Signature - With their emailed confirmations, guests click to sign their contract and confirm payment. Safer for owners and fast for guests.

Personality - Every guest is phone while booking to acknowledge their enthusiasm for renting. Callers love people who they can "see" smiling when they talk. They select and book quicker and easier.

Nervous Arrivals - Can they find it, are the keys or codes handy, is there backup to ensure everyone gets in at any time of the day? Yes, yes and yes. Before they get in, they worry. Once inside, they leave stress behind.

New to Town - Inside the place, guests get further instructions about the house, the area and the rules. That makes it smooth for them to enjoy the property.

Instructions - Prior to arrival, visitors get extensive property and area facts and knowledge. The best surprise is no surprise.

Instant Service - Guests can call anytime to reach a live human helper 24-7-365. Questions are answered or staff dispatched to property for most any little thing. Guests expect to be taken care of. So we do.

Author: Wm, May, Vortex VIP
Blog #: 0939 – 01/31/23

Sponsor: Vortex VIP – – VortexVIP.com

Year(s) In Review - Lodging Newsletter December 31, 2022

By Wm, May
Published: 12/31/22 Topics: Advertising, Education, Lodging Newsletter Comments: 0

I haven't done a "year in review" for many years, so maybe it's time for 2022. Or better yet, a three years in review because the last three years have been strange, startling, spooky and suspicious, too.

In February 2020, Covid arrived to teach us all the definition of the word "Unpredictable."

Although college was long ago, I remember my esteemed English literature professor's delight in explaining Shakespeare's "theory of nothingness." It seems "nothing" fascinated the bard as the presence of absence.

Professor Virginian Younger explained, when there ought to be abundance - of will, or judgment, or understanding - there was nothing. It looms large in the lives of so many of old Bill Shakespeare's characters, so powerful in part because it is universal. Not even kings are exempt.

King Lear: A third more opulent than your sisters? Speak.

Cordelia: Nothing, my lord.

Lear: Nothing?

Cordelia: Nothing.

Lear: Nothing will come of nothing. Speak again.

The scene is one of the tensest, most suspenseful moments in theater, a concentration of tremendous force in a single word - Nothing. It is the ultimate negation, tossed between the old king and his beloved youngest daughter, compounded and multiplied through repetition. Nothing. Zero.

So rather than pretend to predict, let's look back a few years in our little world of lodging. If the past was unpredictable, as Shakespeare wrote in 1505, surely the future will also be.

Don't think of this letter as doom and gloom. The future of our industry is ever upward. While the details are indeed unpredictable and the growth graph will have ups and downs, there is one certainty:

Guests will want to visit wonderful locations, will bring their families and friends, and will often prefer to stay in private vacation rental homes provided by professional vacation rental managers.

=========================================================

Twenty years ago only 10% of the traveling public had stayed in a private vacation rental home, with the majority being in resorts or ski areas. By 2019 it had grown steadily to over 40%. That was predictable.

No one listened as Bill Gates warned the world of what a pandemic could do, until Covid overtook our lives in February of 2020. All business plummeted, especially travel, of course. We hoped for the best, but presumed the worst.

Just a few months later, humans (let's call them consumers) who could not fly around the world, and would not stay in common facilities like hotels, figured out they could break out by renting a private home at the ocean, the lake or in the mountains. They could bring their families, their pets and wander the area, while never seeing a soul.

Vacation rental lodging skyrocketed as did rental rates. Market awareness went to 60% very quickly, a growth of 50% seldom seen in business. Full-stack managers made more money for owners. And then real estate sales soared.

New second-home owners greatly increased the number of vacation rentals. Corporate vacation rental managers suspiciously promised owners ever increasing profit to list the homes. Software companies promoted the ease of being a landlord. It all sounded like a "Get Rich Quick" scheme.

Coincidentally, owner monitoring technology (Home automation) arrived promising noise, occupancy and other controls, all good things, without disclosing that managing vacation rental home requires boots on the ground, a trove of knowledge, and a genuine need to be hospitable.

All this happened while cities and counties continued their onslaught of new egregious and unnecessary regulations and even prohibitions, ignorantly that they were butchering the new tourism golden goose. Their false promise that stifling visitors would cause second-home owners to rent them as "Affordable Housing" was ignorant.

At long last, the "normalcy" of prior years has returned in predictable ways. Occupancy and rates are again subject to weather in the area, the quality of attractions, the inevitable inflation, and home purchase interest rates. Competitor rates, features and flexibility will intrude.

For that reason, full-stack vacation rental managers must again offer specials and discounts, must communicate more often with email and direct mail, can push for direct-bookings, but also must kowtow to monolithic vacation rental advertising websites. All to attract the flow of visitors, which is thinning.

And they must do all of that while retaining the latest technological tools they have adopted in recent years, while paying staff members more, while increasing instant guest services, while providing more guest and owner services and, in short making their "product" better at every opportunity.

Naturally, not all managers will commit to being great at their craft. Some will dawdle, be overly frugal and resist what is inevitable, believing they can live in the past. Some will not keep up. But now more than ever, while the future is as unpredictable as in King Lear's day, it is obvious that only those who embrace every possible opportunity will succeed.

That is what we've learned in the past three years.

Author: Wm, May, Vortex VIP
Blog #: 0935 – 12/31/22

Sponsor: Vortex VIP – – VortexVIP.com

Economic Changes - Lodging Newsletter December 16, 2022 Special Edition

By Wm, May
Published: 12/16/22 Topics: Lodging Newsletter Comments: 0

Every now and then, we send out letters to property owners with news, information and reminders. This one discusses the effect that economic changes are having on the vacation rental industry. Everyone wants to know - what does it mean to their vacation rental income?

Vacation rental demand has gone up and down for decades. Occupancy, rates and inventory (the number of available homes) has risen for decades. In the past, major factors were the general economy, real estate recession and even 9-11.

It was a surprise to everyone that Covid caused a large jump, faster than ever before. Now that Covid has waned, industry research has begun to show a slow down, especially since September of this year.

Although nothing in life is predictable, we do monitor every possible factor and take steps to achieve the highest possible income for owners no matter the external circumstances.

Nothing diminishes the diligent work all staff members here do. But we do want to share what we observe in the industry over time.

===================================================

It is likely you have heard and read about large layoffs at tech companies in the Northwest, including Google, Microsoft, Meta (Facebook) and others. The giant travel companies, too, have laid off staff, including the large corporate vacation rental management firms, because they are so wildly unprofitable already. AirBnB and other websites are under fire with regulations and host dissatisfaction.

Several months ago, our usual newsletter titled "We Predict" described how inflation, interest rates, home sales slow down, and other factors have now arisen.

It must be said that the future is unpredictable, but our recent newsletter trumpeted the things we can predict - such as our continued dedication to keeping homes clean and safe, advertising absolutely everywhere, and in pursuing top income for owners - no matter what.

But if you are wondering how some of the economic changes are affecting the industry, our region, and our work in particular, that answer is this: Nothing has ever diminished our commitment, since starting decades ago, but by watching the "lay of the land" we can navigate the future better.

VARIABLES

There are general factors which are indeed hurting consumers, causing some to travel less. But there are specific details that are affecting vacation rentals in particular. Here are our observations:

Inflation - Vacation Rentals have always been heavily used by families, who may be sharing the cost. If one family member can't afford the trip, the entire family may decline to come. Vacation Rentals are still a bargain for groups of 4, 8, 12 or more. But no one has unlimited funds. Vacations are easier to cut than food for the family. Eventually, inflation may benefit rentals.

Gas Prices - Most of our guests "drive to" the homes they rent. Compared to the total cost of a 2- to 10-day vacation, the gas is only a part, but gas cost is very visible and some guests will avoid going to save that money.

Layoffs - This is a double whammy for folks affected by inflation who lose their jobs and then watch their living expenses rise. For years, it has seemed that tech travelers were immune to certain downturns. But most are highly paid and dropping 10,000 or 100,000 potential guests out of the Northwest Economy is being felt by every industry. Even the juggernaut that is Amazon, is affected.

Inventory - As rentals surged, many owners put their second homes into vacation rental for the first time (a national trend) and many others purchased homes to get in on the industry. Indeed, profits were high due to Covid and had remained so during the first 2 years.

Rates - During Covid, vacation rental rates were escalated by savvy managers, like us, who have mastered dynamic rates and yield management. Rates jumped, but at the time, guests were determined to travel and happy to pay the going price to rent homes.

Investors - There are always "experts" promoting what is new and, hopefully, good to buy, so they can make a buck. Many of our competitors fell into the trap of promoting homes as investments rather than as treasured family second homes.

Some investors paid more than historical profits. Perhaps those investments will still pay off for people who bought to profit rather than to enjoy. Although it has happened regularly, no one knows if rents will match the inflated home purchase prices.

Rent By Owners (RBOs) - Now as demand decreases another variable harms rates. People who self-manage their homes from afar and who rely on too few vacation rental listing websites, begin to panic and lower rates in hopes of corralling a share of the shrinking visitor pool.

Guests are more motivated by rate than ever and lowering rates becomes necessary to compete. What seemed to some RBOs as a "get rich quick scheme", turns out to be a work-all-the-time reality. Some appear to be in a "race for the bottom."

Markets - Because we operate in a number of regional destinations, we can see what others cannot. Some places are more affected by all these factors than others.

Locations closer to where the guest lives may do a bit better than those an 8-hour drive away. Destinations with festivals and events will draw crowds as usual. Those with lifestyle activities (such as skiing) will still bring in visitors, so long as lift ticket prices don't go into the stratosphere. Urban locations still seem to be getting a reasonable number of visitors, who often come for non-vacation reasons.

In the end, the ups and downs of occupancy between similar locations is impossible to understand or to adjust. But we watch it with a microscope.

COVID SHIFT

Shortly after Covid arrived, and as consumers fell victim to "Cabin Fever" (meaning lock down in their own homes), they figured out they could go to the mountain, lake or ocean to stay in a private home AND never see another human.

The percentage of Americans who had stayed at a vacation rental grew from 40% to 60% in short order, which is a market growth of 50%, a pace previously unseen.

With Covid, people could not travel long distances. Places like Europe, Mexico, Florida, and Hawaii were devastated. But those locations are a tremendous draw for visitors. Some are once-in-a-lifetime trips.

While unable to get to those places, guests stayed closer to home. "Drive-To" places benefitted from this change. But now travelers are anxious to go to places previously closed to them. Perhaps logically, airlines are reporting exploding growth to "Fly to" destinations for that reason. Long delayed trips are being taken - the economy be damned.

Doing the math, it is clear that local places benefitted from the lockdown and fear of Covid. Now the pent up demand for fly-to locations is drawing some travelers away from local vacations.

Over time, it is expected that the balance between drive-to and fly-to trips will adjust yet again.

FOR CLIENTS

So what can clients do to compete in this now more competitive vacation rental industry? The answer is the same as it always has been:

Use a manager who employs every possible onsite, advertising and marketing tool to gain guests. That is what we do and we do it better than others.

Maintain the home in great condition with quality textiles, furniture, kitchen wares and amenities.

Add amenities if you don't have them - like hot tubs, large TV's and more. This tactic has always produced income to pay for the costs and make extra profits.

Don’t shoot the messenger as we work overtime, pushing to maintain income and offset the economy.

THE FUTURE

It has always been our mantra to explain why someone should buy a vacation rental and why not. We don’t want to exaggerate or pontificate.

In our minds - the only reason to buy a second home remains - as it has been for decades - to do so to enjoy and use it. Families get to pick exactly what they want, outfit the homes as they like, bring family and friends together, enjoy activities together and get first pick of the dates.

And then - and only then - the goal is to have the home pay for some or all of the ownership costs. This has been a reliable process over the years. But it must be said, that after decades in the industry, it is obvious that profits go up and down due to many uncontrollable variables.

Nothing has ever decreased our commitment. We have never laid off staff. We advertise in every possible place. We manipulate rates tightly and provide round the clock guest services. Better yet, we have staff who love being in the hospitality business. In the end, that is why clients hire us and what will benefit your property.

But of course, vacation rental lodging managers have no control over any of these market variables, even though we confront and work to offset them vigorously every day. The economy may not be predictable, but our work is 100% reliable.

Author: Wm, May, Vortex VIP
Blog #: 0936 – 12/16/22

Sponsor: Vortex VIP – – VortexVIP.com

Booking Window - Lodging Newsletter November 30, 2022

By Wm, May
Published: 11/30/22 Topics: Lodging Newsletter, Websites Comments: 0

In prior newsletters a good amount of space has been devoted to explaining our "Seasonal Strategic Distributed & Dynamic" (S2D2) rate setting super software.

When version 3.0 was released in January of 2020, it proved its mettle by predicting and HUGELY adjusting rates (unfortunately downward) when Covid hit in February. But weeks later, it jumped at the chance to pump up rates as guests flocked to vacation rentals.

FYI, we do govern the algorithm tightly each day to fine tune rates, such as last minute discounts or increases, far-ahead rates, and especially by comparison to comparable properties. It’s all about supply and demand to stay ahead of those trends.

There are several other factors that affect rates. Those include length-of-stay, per-person-occupancy, and even pets allowed. Others are Sales Window and Booking Windows. This letter discusses how we deal with those variables to increase income.

In prior newsletters and in printed materials, we have pontificated repeatedly on property details that make or break rates, occupancy and owner income - like great locations, attractive furniture and fixtures, HDR photos, 3D tours, plus customer service, instant onsite service and more.

The S2D2 system can also see and adjust rates based on length-of-stay, per-person-occupancy, and even pets allowed. But "Sales Window" and "Booking Window" may be other big contributors to profit.

P.S. Last month’s letter adopted the term "Full Stack" manager to describe managers who have every management arrow in their quivers, comparing the job of vacation rental management to that of a "Full Stack" software engineer.

A few engineers carped that there is no way that lodging management could ever be as complex as building a robust software platform or intricate website code.

We beg to differ and invite any of our engineer friends to come work with us for a month to see that what we do is every bit as complicated as what they do. Except that we do it 24-7-365 and in rain, sleet, snow, heat which no coder would ever want to do.

============================================================

Sales Window - All home owners want to pay management firms on a commission fee basis to link the manager’s goals to theirs. When revenue goes up, owner and manager both win. So it is necessary to set a length of time during which the management firm is obligated to advertise, market and pursue "Sales" (bookings for the home).

Like most businesses, management requires giant up-front time in meeting with owners and (dare I say) educating them on what to expect and how vacation rentals are operated for maximum results. Onboarding must be carefully done.

The giant listing websites, like VRBO, AirBnB, Expedia and others, want owners to believe that operating a vacation rental is a "Get rich quick" scheme. In fact, earning good profits is best when a professional Manager shoulders the entire role by investing many hours and lots of expense - all up front in anticipation of earning a commission.

Over time, profits for the business owner (property owner) grow, guests return, operations become smoother and interruptions fewer. A longer sales window, allows the manager to offer their lowest commission, then to rely on steady earning as they push the property forward.

Booking Window - The time between which a guest places their booking order, and the day they arrive is called the booking window. Hotels and resorts usually set that between 12 and 24 months, seldom longer for fear rates set far in advance may prove undesirable far in the future.

The Wynn Hotel in Las Vegas adjusts rates of their 6,800 rooms every hour, 24 hours a day. What could change that would affect rates in sin city? World news, competitor rates, and even if they booked a 5,000 person convention for a week next year.

Think of the Booking Window as a typical Bell graph that constantly moves forward on 12-month schedule, starting such as on January 1st, 2022. On that day, bookings are received for December, but proportionately only a few. As the year rolls forward the number of bookings for December will ramp up. But then as the number of available dates decrease, the number of bookings will decrease until, on December 31st when no more room nights are available

The bell curve graph changes constantly. During Covid it become terribly short. It has now lengthened but is not back to normal. And it varies by destinations. This means that having a reasonably wide window is how properties secure the maximum number of bookings.

Vacation Rentals - The optimum booking window for home rentals is between 13 and 24 months. Setting a shorter window ignores the bell curve demand. Setting a firm end date decreases bookings by losing guests who insist on planning ahead. Of course, once bookings are accepted it is not considerate and probably illegal to cancel bookings that guests make in good faith.

While a booking window is innately understood by hotels, it is a new idea to vacation rental owners who must plan ahead when they want to stop renting out their homes. It takes time to ramp up and start renting, but it also takes time to ramp down and be done with bookings. Plan ahead.

Managers set commissions based on a Booking Window that rolls forward. If a shorter window is desired, that is to be disclosed to the manager prior to engagement. Changing later could result in higher percentage and retroactive fees. Cutting short an agreed upon existing Booking window would require cancelling legitimate bookings and that must be avoided.

Author: Wm, May, Vortex VIP
Blog #: 0934 – 11/30/22

Sponsor: Vortex VIP – – VortexVIP.com

Full Stack Manager - Lodging Newsletter September 30, 2022

By Wm, May
Published: 09/30/22 Topics: Lodging Newsletter Comments: 0

Today, I would like to introduce you to some brand new terminology. In the software industry, corporations are anxious to hire what are called "Full Stack" software engineers.

Surprisingly most software programmers don't know everything about the hardware or software they are creating, designing or working on. There is simply too much to learn.

Some programmers are skilled at building the interface you see on a website, but cannot create the databases necessary to power it. Other staff members can tweak databases to function fabulously, but don't know how to design a beautiful functioning website users will love. Then there are technical staff who manage the hardware, perform backups, connect to the internet, and speed up performance.

Each engineer spends every day just keeping up on scientific advances of their own narrow niche. Doing more requires excess study, comprehension and mastery.

So, it is the rare individual who can master every skill and grasp how to ensure all those parts work together seamlessly. That person is called a "Full Stack" engineer, the highest paid professional in the group.

Full Stack Vacation Rental Managers - Vacation Renting now requires Full-Stack Managers. Except every newly fledged property manager figures they have it all figured out. Even though they have no experience, no training, no education.

Of course, they did buy a book, they did watch some videos, they did stay in a rental, and they did read all these articles that promote how the vacation rentals are a road to "Get rich quick." (Books are not so foolish as to use those words.)

Is it the rare experienced, studied and intelligent vacation rental manager who has mastered every possible skill sufficiently to be called a "Full Stack" Vacation Rental Manager, and who knows the job requires a never-ending pursuit of more smarts.

This month's newsletter outlines why our partners are some of the few "Full Stack" firms around. And why you should hire us, if you have not done so already.

==============================================

Full Stack vacation rental managers study, train, evaluate, innovate and search for what's new and what works.

Hospitality - No one should manage lodging properties unless they love being hospitable. Frankly, not everyone is suited to the job of hosting guests to feel at home in the homes.

Staffing - Finding, nurturing and retaining people willing to work any day of the year, cleaning up messes, and doing it in bad weather while continuing to smile, is what keeps us going, while non-full stack managers have a revolving door of unreliable workers.

Cautious - Serving consumers requires managers to be careful with advertising, booking guests, preparing homes, providing customer service, while requiring guests to behave. Novice managers put homes at risk.

Education - There are books, manuals, videos and seminars for newbie managers (and owners), but they can contain self-serving "guidance" from authors only looking to promote themselves. No one method or philosophy works well in every geographic area, and we can prove that.

Commitment - People new to management learn this is not the usual 9AM to 5PM job. Online websites churn out bookings, inquiries come around the clock, guests text and email at all hours, electricity goes out, appliances fail. Managers who do not wok basically all the time, lose money for property owners. Full-Stack managers are responsible to handle such things 24-7-365.

Technology - Advertising on hundreds of websites sounds good but integrating rates, dates, details and credit cards must be accurate and timely, to avoid double-bookings and unhappy guests. Our on-staff engineers have been mastering this process for decades, while other managers rely on canned inflexible software so their clients lose.

Yield - Dynamic rates, determined by supply and demand telemetry, are new to vacation rentals, but Full-Stack managers use them to create the highest earnings per home. Even though powered by artificial intelligence, yield management is not "set it and forget it." If your manager does not have a rate guru, your income goes down.

Creativity - While others now proclaim the use these, we have used HDR photos, 3D Tours, graphics, printed materials, watercolor floor plans, and a custom booking website for every property well before anyone else. Non-full stock managers are not even aware this must be done.

Feedback - Full-Stack managers know that perfect is not possible, but must be pursued. Houses, advertising, bookings and guests are complicated. We motivate staff by never raising our voices, never belittling. We do great things and fix what needs it. Novices do not follow the Golden Rule, as we do, which is their mistake.

Flexibility - Although other managers have promised "full service" management, with momentous changes to our industry, most never did and still do not. Our services vary from a-la-carte to full service to fit each owners' preferences and with fees equally as flexible.

Our team is not perfect, but we are perfectly suited to strive 365 days a year to do just that.

Author: Wm, May, Vortex VIP
Blog #: 0927 – 09/30/22

Sponsor: Vortex VIP – – VortexVIP.com

Parade Magazine - Lodging Newsletter July 31, 2022

By Wm, May
Published: 07/31/22 Topics: Lodging Newsletter Comments: 0

Parade Magazine, a newsprint tabloid, stuffed as a supplement into over 700 Sunday newspapers, has been published since 1941.

Over the years, the number of pages has continually shrunk to where it now is just 12 to 16 pages, mostly filled with ads and repetitive fluff.

Once a year, they publish a non-scientific survey of "What people earn" trending heavily toward celebrities, thinking readers want to know that Ben Affleck makes $55 million while new wife Jennifer Lopez pulls in a paltry $40 million.

Mixed into the article and photos are "Regular people", such as an "Intimacy Coordinator", "Doula and Lacation Consultant", and "Travel Nurses" - all of which serve to remind us all there is honor in all work.

Annual compensations range from $11,000 "Virtual Assistant" to $150,000 for a "TikTok Wood Chopper" (whatever that is), but the rewards are seldom commensurate to the skill, knowledge, hours or labor involved.

Without explanation, the articles never clarify if a person's income is gross for their business or net after expenses. The real question should be "What do they take home?"

Over the decades, "Get Rich Quick" schemes are innocently promoted by journalists anxious for a new "Story line" who are always "Late for a deadline."

That doesn't make their story thesis invalid, but it does mean "If it sounds too good to be true it probably is."

===============================================================

This month's newsletter is about why you should buy a vacation home. And maybe why not. That decision is not based on the home, nor the vacation rental industry. It is determined by you, the buyer. Are your goals reasonable, based on reality, or just fired up by emotion?

LICK YOUR LIPS: Does the $327,297 annual income the Boise Idaho AriBnB host makes on four homes entice you? Does it sound like you can just rake in money after buying a house of your choice, with a modest down payment?

Maybe. But the article fails to disclose the unavoidable costs of ownership - mortgage payments, property insurance, utilities, housekeepers, preventative maintenance, and guest supplies. Did you know that AirBnB, VRBO and other websites will charge you a huge percentage commission?

SUCKERED: Those pesky websites have stealthily offloaded most of the rental duties to unwary hosts, requiring them to answer texts, emails and online questions every hour of the day, every day of the year, schedule cleaning, and in general give up your life to "be in business."

And for all that labor, you the owner get no salary. A VRBO survey said do-it-yourself managers spent "only" 500 hours a year. That means you work for free. While some homes produce a full cash-on-cash operating profit per year, not all do. And not after valuing your own home.

NO RISK: Smart owners hire professional managers to do those duties, because they can do the work more efficiently, operate nearby, handle the incessant guest services, reduce the risks, and will increase rental income in an amount that exceeds the fee they charge.

So, the problem isn't buying a vacation home, but it is necessary to understand exactly why you are doing so before you get started.

Although vacation rentals are a popular hot topic in consumer publications and websites, our advice to home owners has not waivered in the decades we have been managing properties.

BEST REASON: The best goal is to buy a home in the destination you love, where you want to spend vacations and holidays, where you can bring your family and friends, that you can outfit as you see fit (Think hot tub!) and get first pick of all the choice dates.

Then hire a "Full stack" vacation rental management company, to produce the highest possible net income, do all the work, and send you money every month - all without you lifting a finger.

HOBBY: This newsletter may sound self serving from we managers, but it is not. Just like our accountant and attorney, our obligation is to help every client do what is best for them.

When folks who have been self-managing walk in and demand our services, they mention many reasons, but the underlying problem is the same. They say something like, "It sounded like a hobby, but the non-stop needs of hosting is a real job."

To which we must say, yes this industry is a lot like a job - an all consuming position that will eat your time and pay you nothing in return.

There are no get rich quick schemes. But if you choose the right manager, follow their advice, and let them do all the work, you will have purchased a vacation home for all the right reasons.

Author: Wm, May, Vortex VIP
Blog #: 0913 – 07/31/22

Sponsor: Vortex VIP – – VortexVIP.com

Technology Rules - Lodging Newsletter June 30, 2022

By Wm, May
Published: 06/30/22 Topics: Lodging Newsletter Comments: 0

Do you yearn for the "old days" when life was slower, more peaceful and serene?

It isn’t necessary to go all the way back to caveman day to realize how much lives have changed. Just a few comparisons are enough.

It was not long ago that telephones had dials, but it cost a dollar a minute to call from Seattle to New York. Cars had no seat belts and deaths in auto wrecks were far higher. Homes used far less electricity, but summers sweltered without air conditioning.

We were not interrupted with texting and emails and internet browsing, but the only way to find out most anything was to buy a book or visit a library for days on end. We are now better informed.

You may think that technical changes to the Vacation Rental industry are something new. You may not even have known of early changes that no one would abide by today.

There was a time when guests had to stop at an office and pickup towels and linens to make their own beds. There were cabins deep in the woods, where the toilet was in a smelly old outhouse. Some homes had no electricity, but, if you were lucky, there was a gas stove for cooking. Maybe you even had to pump water out of a well.

Long ago, vacation rental cabins were just a step or two up from camping. Nothing wrong with sleeping in a tent in the great outdoors, but today's travelers want far more.

This newsletter covers some of the changes we have been testing, installing and proving.

===============================================================

The Vacation Rental Industry is no stranger to technical changes, but the pace of technology has accelerated. Avoiding new ideas risks fewer bookings, lower rates, and increased management time. Here is what is coming to a home near you.

DISTRIBUTION: It s not new now, but we were innovators in Advanced Programming Interfaces (APIs) that connect our properties to hundreds of websites, including the giants of AirBnB, VRBO, Expedia and others. It takes constant testing, oversight, fiddling, tweaking and alteration to give clients maximum advertising exposure. And all to generate higher income.

ELOCKS - Handing out keys or using keysafes has worked well. But elocks provide more flexibility and control. Owners, housekeepers and managers can have their own codes. Each guest can get a code good only for their stay. Unapproved early check-ins are avoided, because codes are scheduled to become functional at a certain time. Lock usage can be monitored and controlled remotely.

SECURITY: Owners may be tempted to put in cameras, microphones or even intrusive door bell cameras as they mistakenly think those will provide security. But as public spaces, courts have ruled that guests have a "Reasonable Expectation of Privacy" and landlords must not infringe on it.

SURVEILLANCE: Territorial surveillance cameras, such as those mounted high that point at driveways or streets, are acceptable. Any closer and guests (and their invitees) will rebel, demand a cancellation with refund, claim invasion of privacy, post belligerent online reviews, or even press criminal charges.

GUEST MONITORS: So how to maintain good guest behavior and avoid over occupancy? We are now recommending new legal devices that report calculated sound levels (a bit like decibels) inside and around homes. They also count the number of mobile phones and devices at the property, which can reveal excess occupants. All this is transmitted to managers, so they can intervene or even evict guests who misbehave.

WIFI - Offering Internet is no longer a luxury, but as necessary as water and electricity. But as guests bring more devices, they devour more bandwidth. So we are recommending a technology that "withholds" Wi-Fi modem passwords and instead requires guests to register for accounts. Not just the registered guest, but all invitees, too.

DASHBOARDS: All of the above tools can be displayed on dashboards monitored by managers. Should noise exceed reasonable levels, especially at night, should there be excess occupants, or if other rules are violated, bookings can be canceled and guests evicted.

Prior to the technical revolution, rule breakers were few, but we aim to make them non-existent. Better yet, when guests know of monitoring, compliance should be even better. The costs are low and the pay-back is fast.

LEGALITY: With the onslaught of ever changing permits, laws, rules and regulations from cities, counties and even home owner associations, we employ a dedicated attorney who follows the iterations, advises on application processes and even lobbies a bit.

By combining that oversight with technology, every house can be a good neighbor and all because we use technology to improve service further.

Author: Wm, May, Vortex VIP
Blog #: 0912 – 06/30/22

Sponsor: Vortex VIP – – VortexVIP.com

Time To Reflect - Lodging Newsletter May 31, 2022

By Wm, May
Published: 05/31/22 Topics: Lodging Newsletter Comments: 0

Most vacation rental newsletters, like newsletters in most industries, are all about self-promotion and selling something to someone.

And yes, we are guilty of that, too, but we are allowed to be proud of the incredible work people here do for clients and guests 365 days a year. But today might be a good day for some reflection. Not just from the Covid cacophony, but because this, I am happy to say, is the 75th issue of our monthly diatribe.

It started with a short list but, the number of readers has grown. (I should say recipients because goodness knows if anyone reads them!) Some of you are subjected to it unwillingly, but I hope not regretfully. From others, I appreciate the comments, compliments and even the criticism.

I must ask however, please no more reminders that my use of the Oxford comma is sometimes a little sloppy or, as one reader claimed, a lot sloppy . . . . . . . .

Over 25,000 of these letters have been mailed and they haven’t gotten any returned with nasty remarks, so you must like them a little bit or find them good fireplace starter kindling.

I have been asked why do we send the letters by snail mail, when the rest of the world has gone completely paperless, blasting out email after email blaring about one topic or another. The answer is that writing the letter requires just a bit more time and thought. At least, I think so.

For you non-Luddites out there, we are going to start emailing copies of the newsletter, too, because mailing everyone is pricey. And with the price of inflation, we can save a few cents here and there. Plus, it will be easier for you to 'Unsubscribe" this letter out of your mind.

Speaking of records, we have now surpassed over 500,000 guests, which is not too bad considering we are a small band of the dedicated out there cleaning toilets, polishing windows and working hard to make guests love every property we work with.

So, enough self congratulations for now. On with the show.

===============================================================

It was an absent-minded remark when, in April of 2020, someone opined "Since Covid, we have all truly learned the definition of the word "unpredictable". But who could have predicted that unpredictability would continue for over two years now? So, this letter is full of this and that.

Summer - Have you noticed that Summer is finally here? Guests are flocking to rentals and our staff are moving fast. The pundits say 2022 won't equal 2020 or 2021 in rental income. But let's remind everyone that it will still greatly exceed 2019, which was a pretty great year.

AirBnB - Has released its latest upgrade with a few backward steps. They now write the headlines for listings using strangely generic things like "House in Jonesville." Well, gee, don’t they understand that guests search by geographic area and already presume they are looking for homes in Jonesville?

Is Big Better - Although giant companies dominate the business press, the world has been built on smaller, more innovative and more flexible companies all doing great work. That is what we aspire to.

Acquisitions - Giant Corporations continue to buy up small vacation rental management companies. But small management firms still dominate 98% of the vacation rental management industry. While some people try the remote "Do It Yourself" route, managed clients make more money by working with professional managers.

Public - Several public vacation rental companies have seen their stock plummet this year, along with companies in other industries that want to promote themselves as tech firms. In lodging the key word is, and always will be, "Hospitality" not "Algorithm".

Inflation - Wasn't it just recently that no one remembered the dreaded Inflation word? Did the further refinements in Yield Management Dynamic Rates contribute? Was it gas shortages? OR has Covid made us all greedy?

Gas Prices - All the research shows that Americans' quest for travel has slowed, especially to "Drive to Destinations." Yes, we feel it, but there are still legions of travelers anxious to get out and about. Time will tell.

War - Not to reveal the age of some antiquarians working here, but some remember Edwin Starr's Vietnam song "War, what is it good for - absolutely nothing." We are all rooting for our Ukrainian brothers and sisters.

MountRainier.com - Our new central reservations service for travelers all around the mountain is up and running. It will be easier than ever for them to find great lodging. Just in time for the glorious summer sun.

Light Reading - If you missed any issue of our famous (or not) newsletter, remember you can read them online simply by registering free on our websites and logging in.

One Good Man - Allow me a short farewell to Fred Crowell. For 50 years he pumped joy in the 300,000 kids who attended his amazing basketball camp. After penning his inspirational book "Words of Hope", he passed last summer and a service was held in a packed auditorium over this Memorial Day weekend. Good Bye, Coach. We love you.

P.S. If you would like a copy "Words of Hope", ask and I would be honored to send you one.

Author: Wm, May, Vortex VIP
Blog #: 0911 – 05/31/22

Sponsor: Vortex VIP – – VortexVIP.com

61,320 Hours - Lodging Newsletter April 30, 2022

By Wm, May
Published: 04/30/22 Topics: Lodging Newsletter Comments: 0

We must say that managing Vacation Rentals is fun and profitable. But I have some news - it is also a whale of a lot of work.

For example, our guest services "Help Desk" is open 24 hours a day, 7 days a week, 365 days a week. For guest inquiries, owner assistance and unplanned property repairs.

If you do that math, that works out to a whopping 61,240 hours a year. I have been wandering around the industry for 22 years, so that adds up to 1,347,280 hours in total.

Of course, our first office started in 1964, so, let's do some more math. Looks like 3,551,920 hours. But think of it as 213,115,200 minutes. Or 12,786,912,000 seconds. (Did I do that math correctly?)

But there is good news - it will only take you five minutes to read this newsletter to get a glimpse into what it really takes to manage a vacation rental home 24-7-365.

So, how do you survive and thrive in that world? This week's newsletter tells how we came to be reliable for every second of every minute of every hour of every day.

Some do-it-yourself property owners try to cover all of that time themselves. But why would they when they can have professionals like ours take care of everything?

Oh, and we do that with no effective cost to the owner. Don't believe it? Call today and we'll show you how.

===============================================================

We spend a lot of time polishing, perfecting and pursuing maximum rental income for clients. But we spend even more time taking care of properties to avoid late night issues.

ADVERTISING: On websites that we operate and on advertising website like VRBO, AirBnB and hundreds of others - guests are sold on every house's great features, but also told the rules and regulations.

CONTRACT: Guests may telephone to make bookings or submit orders online, but each is required to acknowledge the rules before their booking is accepted.

CONTACT: If they book on an advertising website, we contact the guest directly to answer their every question and to ask they accept the legal rules for the property.

ELECTRONIC: As the first lodging company to utilize online electronic signatures, we figure guests who rent your expensive home should sign a formal agreement to behave well and be responsible for any damage they cause - even if it's not intentional.

INSTRUCTION: Guests receive explicit instructions on how to find the property, how to enter, and how to treat the home with respect. They can call us 24-7-365 hours for just about anything.

NOTICES: Prominently displayed in the home are printed framed notices, reminding guests that there are rules and requiring them to adhere to those rules.

MONITORS: We now offer (Legal) devices that monitor noise and occupancy in every home. The system instantly notifies us if guests exceed either of those.

NEIGHBORS: When starting up a new rental, with the owner's permission, we contact neighbors, inviting them to call anytime they have an issue. (We may also send reminder letters every few months with our phone number (to keep that handy).

OWNERS: When properties need help, it tends to be needed quickly. We ask owners to contact the office rather than field personnel to ensure that every request gets acted on quickly.

HELP DESK: With the kind of preparation above, issues and problems are few. But our phones are open every moment of every day of every year.

DISPATCH: And what if the water heater stops heating.? The stove top stops heating or the frig freeze up? The help desk will dispatch a real live human to the home to diagnose and start solving the problem.

ENFORCEMENT: If a guest misbehaves, allows too many people, or brings unauthorized pets? The answer is, as skilled managers, we require guests to depart to keep neighbors happy. Few managers and almost no individual managers know to do this in the very unlikely chance it becomes necessary.

No one is perfect, but customers today demand polish and quality. They want easy access to a nearby manager, and they want repairs, or maintenance, or other kind of help - and they want it fast. If your manager can't provide it - you have the wrong manager.

Author: Wm, May, Vortex VIP
Blog #: 0910 – 04/30/22

Sponsor: Vortex VIP – – VortexVIP.com

Rate Affecters, Mish Mash - Lodging Newsletter March 31, 2022

By Wm, May
Published: 03/31/22 Topics: Lodging Newsletter Comments: 0

Summer may not actually be here, but with advance bookings, changes in the marketplace, and better weather, your handy vacation rental managers are deep into summer already. It will be fun.

In April 2020, I concluded that maybe for the first time ever, the world began to truly understand the definition of the word "Unpredictable." First, Covid plunged travel, but then it unexpectedly surged.

Prior to Covid, perhaps 40% of the traveling public had ever stayed at a vacation rental home. We then began to notice what was later proven by industry statistics that the number surged to over 60%. Doing that math, it’s a 50% increase in market size.

But be warned - there are management companies promoting that owning a vacation rental home is a "Get Rich Scheme." Of course, they don’t say that and, in many cases, it can be true.

But with real estate prices jumping, with bidding on homes driving up prices, and with so many people buying vacation homes, will the supply outstrip demand? So far, the answer is no.

But profiting handsomely with a vacation rental should never be a home buyer’s primary goal. For many decades, families have sought a second home to love it, enjoy it, outfit it as they want, get first pick of dates, vacation where they most want. And then - and only then - yes, they can get guests to help pay for some or all of the costs.

With our kind of comprehensive management, many owners make an actual profit on the cash it takes to buy the home. Unfortunately, we hear from do-it-yourself owners and even owners from other companies who bought into the market recently with homes that are underperforming.

In short, vacation rentals are not a get-rich-scheme, unless hundreds of big and small things are done well every day. Those include selecting the right home, outfitting it fully, managing it tightly, providing 24-7-365 guest services, and then advertising it far and wide. And then, the financial outcome will be the outcome.

In other words, no one can promise you profit. But picking a manager who outlines and then performs as promised is the only way to be a vacation rental owner.

- - - - - - - - - - - - -

On January of 2020, our ace programming staff completed version 3.0 of our technology-driven Strategic Seasonal, Dynamic and Distributed (S2D2) yield management software that every day revises rates looking forward up to 15 months.

We receive new telemetry about local, regional, national and global supply and demand overnight every day and the technology has been proven in two very different ways. (1) In February and March of 2020 every morning the computers were screaming "Where the hell did the guests go?" (Those days seem like a dream or nightmare.) (2) But by April, the software’s artificial intelligence (AI) began to raise rates, which it did over and over through Summer of 2020.

We let the suggested prices "ride" and that resulted in far higher income for houses in almost every jurisdiction (except those affected by airline shutdowns, border closing and catastrophes).

Competitors who relied on seat-of-the pants for rates, lost massive income for owners. Competitors with technology similar to ours, laid off 90% of the staff. With no one at the wheel to oversee the business, their rates stagnated and their sales plummeted.

As we approach summer of 2022, the question on everyone’s mind is, will the industry growth be maintained? Will guests continue to flock to private home rentals? What other factors may cause income to grow or shrink?

Yes, the Covid factors that exploded income, may indeed soften or reverse. And ups and downs will again be affected by things that have always affected income, such as:

Weather - At the home locations or at the guest’s primary home. When it rains in Seattle, guests presume the weather is crappy at the beach, even if it’s not. In winter, a big snowfall means giant crowds at the ski resorts. Low snow means a ghost town.

Events - Now that fairs, conferences and celebrations are returning, is your destination ramping up? Guests love to have a reason to visit.

On the coast of Washington, out-of-staters are perplexed to learn that a "Razor Clam" digging season on a weekend can double visitorship, or more.

Competition - If the number of rental homes continues to grow, will supply exceed demand?

Rate Panic - DIY owners always price their rentals too low, desperate for any bookings. They work twice as hard with half as much income. Will plummeting rates keep up if demand slows?

Booking Service - If guests book with us because you have a great house, we are all happy. If they book with us because we are the only managers answering the phone that is fine, too. (Of course!)

Big News - Wars, pestilence, protests - even if far away - cause people to pause their planning and travel can decrease.

We think of these variables every day. But the only solution is to love dynamic rates, react quickly, advertise massively, answer phones, emails and texts religiously and work like hell.

Author: Wm, May, Vortex VIP
Blog #: 0909 – 03/31/22

Sponsor: Vortex VIP – – VortexVIP.com

Things Break - Lodging Newsletter February 28, 2022

By Wm, May
Published: 02/28/22 Topics: Lodging Newsletter Comments: 0

The surge of people purchasing second homes for their families continues and many are counting on vacation rental income they can earn. But becoming a Vacation Rental landlord is not for everyone.

Our methods of qualifying, educating, contracting, monitoring and serving guests go far in controlling the behavior of guests.

In the industry, the incidence of extensive damage in homes is rare and the occurrence of theft is virtually unheard of.

On the other hand, having people live in a home - whether the owner's family as full time residents, or renting to tenants long term (perhaps on an annual basis), or allowing guests to stay on a short-term basis (what are now called vacation rentals) - does subject the home to usual wear and tear.

Even with the most well-behaved, conscientious guests, homes may incur scuffs on the wall, broken glasses, lost flatware and other issues. So techniques are used to offset those costs.

When Visa/MasterCard objected to damages (or corresponding deposits) being charged on credit cards, the industry invented the "Accidental Damage Protection" (ADP) that pools small fees charged to guests to offset minor costs. Some advertising websites also offer such coverage.

Should significant damage take place, homes should have property insurance designed for short-term renting. That will kick in to restore the home for damages greater than the ADP.

Even with the cost of damage removed, however, there are other conditions every property owner should consider when becoming a vacation rental landlord. This newsletter discusses some of them.

=================================================

Issues that arise with vacation rental homes are rare, but they can be upsetting to new owners unaware of them when they begin. Here are a few to think about:

Wear and Tear - Even if you lived in the home full-time, scuffs will appear on walls. Hardwood floors can get scratched, light bulbs wear out, and dishes get broken.

Replaceables - Things break and not necessarily by guests. Be prepared for replacing kitchen and tableware pieces, towels and linens. Even when still serviceable, allowing amenities to age results in negative reviews and lost income. Be prepared to replace them regularly.

Upgrades - Sorry, but towels, linens, mattresses, sofas, chairs and even electronics do not last forever. Depending on age, be prepared to upgrade and improve furniture and furnishings to maintain guest satisfaction and, therefore, maximum income.

Cleanliness - Housekeepers are diligent but all homes differ, have "eccentricities", and some are very large. Out-cleans are thorough and done within a limited time frame, because new guests are likely arriving soon. Should something be missed, call us quick to fix.

Deep Cleans - While out-cleans cover guest cleaning, even your primary home needs a thorough deep clean twice a year. Be prepared for that cost and enjoy having a home that is well maintained.

Pet Friendly - Allowing dogs (never any other animal type) will increase income significantly. If you bring your own dog, it would be unwise to advertise the home as not dog-friendly.

Vendors - Whether for gardening, snow removal or other services, some vendors may make mistakes, fail to show up, or raise costs. Be prepared to have that reflect on your property.

Neighbors - No matter how well guests behave, be prepared for neighbors anxious to peg you as a out-of-towner capitalist. They will manufacture complaints and scream to regulators.

Regulators - When city or county officials in your area begin to add regulations or even prohibitions, be prepared to invest time and money to defend your property rights. You will need to attend hearings and lobby representatives.

Online Reviews - Now that every person is a "reporter", expect that most guests will love your well-outfitted, nicely-maintained and professionally-managed home. However, don't be surprised if a guest invents a complaint to extort a free stay.

Weather - Most rental homes are in recreational areas where snow, rain, flooding, wind and other events can cause cancellations and even delay housekeeping and maintenance. Be prepared for that.

Management - When issues arise, it may seem convenient to blame someone. But keep in mind, managers are also negatively impacted by the need to maintain homes in good condition. Working calmly and collaboratively retains the motivated people you need available 24-7-365.

Most owners seldom have issues, and when they do, those should be small. In the end, being a landlord is the only way to enjoy vacation renting and profiting from it. Expect the best, but be prepared for anything.

Author: Wm, May, Vortex VIP
Blog #: 0907 – 02/28/22

Sponsor: Vortex VIP – – VortexVIP.com

Adobe 18 phone calls - Lodging Newsletter January 31, 2022

By Wm, May
Published: 01/31/22 Topics: Lodging Newsletter Comments: 0

================================================

In his 1960s TV skit show, comedian Flip Wilson, playing his drag character "Geraldine," when confronted with "her" behavior, would exclaim, "The devil made me do it, honey."

It was stupid then and is stupid now. But it became a popular phrase because, well, because, any damn fool can blame the devil. And now any damn fool can now blame Covid.

Have you noticed that during the 104 weeks of the bug so far, seldom is a small business owner heard blaming their situation on Covid? They talk about it, and they struggle with it. They change their plans and their product. And they worry but seldom do they blame.

Small businesses simply buckle down and get back to work, as they have always had to do. They must adapt to change, solve problems, zig and zag - just to stay in business. The cavalry is not going to come to save them.

In the 1980s, Harley Davidson motorcycle company was failing financially, as their product deteriorated and their reputation plummeted. Finally, the company jettisoned. Bloated overhead redundant middle management and instead put the power for quality back in the hands of the mechanics who actually made the motorcycles.

The turnaround was spectacular, and today Harley is revered by their customers and contemporary culture. So, a famous consultant studied the turnaround by walking the factory floor. One day, a very husky man with very long hair, covered with large tattoos, came walking his way. The worker looked like a Harley biker, and he was fuming.

When the consultant asked why, the biker growled, "I'm going to phone the company that makes this part. It is crap, and I am going to tell him to quit making excuses and start making good parts."

"What if that doesn't work?" asked the consultant. "Then I will get on my bike, ride over and have a friendly little talk with them. They’ll fix it if they know what's good for them."

So, that was the conclusion about Harley. They stopped making excuses, stopped blaming, and just started making extraordinary motorcycles again.

As I sat on those 12 phone calls for hours, it dawned on me not once have I heard anyone at our business blame Covid. Nor have they blamed it on the devil, the weather, or politics. They all went to work every day, and they all strived to do a job that many others would avoid, at a time that was - to say the least - unpleasant.

All businesses have reasons why sometimes things do not go as planned. Or mistakes are made. Or something is not noticed. But during this Covid thing, not one of us has ever said we blame anything on Covid.

As I sat on those 12 phone calls with Adobe software for hours on end, I realized those big guys could learn a lot from us. We could teach them to stop blaming something they can't do anything about. And that it is time to get back to work to make things better.

I won't hold my breath waiting for them to forget about Covid, start making better products, and provide better service. Because I am sure they'll blame it on some other lame excuse. Maybe the devil made them lousy.

Author: Wm, May, Vortex VIP
Blog #: 0906 – 01/31/22

Sponsor: Vortex VIP – – VortexVIP.com

Submit Your Blog!

DETAILS: We work to keep this information up to date, but details do change from time to time based on circumstances, often on short notice, and sometimes beyond our control. To verify any answer or other information you may need, please call or email us anytime. Allow a reasonable amount of time for response. Only legitimate inquiries will be answered.