物业管理外文翻译文献编辑
本科毕业设计(论文)论文翻译-一个物业管理者可以管理多少物业论文翻译-中英文对照论文翻译
中文2020字本科毕业设计(论文)-一个物业管理者可以管理多少物业外文翻译原文:How Many Properties Can a Property Manager Manage ? The oldest question in the real estate management profession is, "How many properties can a property manager manage ? "The answer has always been, "Well ,it depends."Executive property managers often use their intuition to determine when a property manager has reached the maximum number of properties he or she can manage. However, quantifying the number of properties a property manager can manage can be achieved methodically.METHOD TO THE MADNESSCalculating the number of properties a manager can manage first requires evaluating the operations of a company and then rating the management activities of each property. To achieve this, companies should develop a point system taking such factors into consideration.To develop a point system, the executive property manager must first determine a set of criteria used to evaluate the company's management philosophy, how its operations work andthe experience of its property managers. Each property should then be assigned a score based on its management activities as they relate to the determined criteria.Companies also need to establish a range of points each property manager should be able to handle. They can then assign managers properties with a total point score within that range. Ultimately, the final determination of the number of properties a property manager can manage combines the objectivity of the evaluation process and the executive property manager's intuitive understanding of how his or her company and managers operate.This process can be used to evaluate a variety of commercial and residential property types. An evaluation form can easily be developed for any property type or a portfolio of mixed-property types.INVARIABLY COMPLEXTo accurately assess a company, five variables should be taken into account. Each of the variables is used to determine how the property management company operates, which then forms the base for the range of property points within a portfolio that a typical property manager could manage.The first variable to consider when assessing a company is whether a property management company or division is managing properties owned by the firm or its parent company-known as in-house management—or whether the firm is providing third-party management services.Generally, managing in-house properties is easier than managing third-party properties: In-house management has one client with one set of goals and objectives, one accounting system, one set of reporting requirements and uses one property management software program. Firms providing third-party management services, however, have multiple clients with different goals and objectives, more reporting requirements, multiple required software programs, and the list goes on.As a result, property managers working for firms managing their own properties should be able to manage more properties or be assigned a higher number of property points than property managers working for third-party property management firms.Another variable to consider when assessing a company is its operations. The firm should take a close look at its administrative and accounting support, the supervision and resources available to its property managers and additional duties assigned to property managers.Some firms assign accounting responsibilities like calculating the commercial tenants' prorata share of pass-through charges, year-end reconciliations and percentage rent adjustments to their property managers. Other firms believe their accounting personnel can more efficiently and accurately perform these calculations and would rather have their property managers in the field managing their properties.Property managers who are lacking or sharing administrative assistants, or who are assigned additional duties like leasing, accounting tasks and tenant improvement supervision, will have less time to manage properties. If this is the case they should be assigned fewer properties to manage. Even so, the income from transactions and tenant improvement supervision often far exceeds the income generated by assigning one or two more properties to a property manager's portfolio.The level of service provided by the property management firm is also an important variable that should be analyzed. All property owners do not need the same level of service. Institution owners require a higher level of service than local owners who visit their property regularly and do not need sophisticated accounting reports. In fact, the local owner will prefer to pay a lower fee for a lower level of service.The final variable companies should take into account while doing their assessment is the experience and capabilities of their property managers. Experienced property managers can manage a larger or more challenging portfolio than a neophyte. Firms should develop two ranges of points their property managers can manage, one for the experienced manager and the other for the entry level property managers.The work habits and efficiency of the property manager will also determine the number of properties he or she can manage. Does the property manager have transaction experience leasing, refinancing or selling properties? Can the property manager supervise or coordinate tenant improvements? These and other skills will determine which properties and the number of properties a property manager can manage.ANALYZE THISAfter assessing the management company, a rating system is then developed for each property and its management activities. Each property management activity and the property's location are assigned a number and they are totaled for a property's score.When developing the points for each property's management activity , the executive property manager considers a whole newset of variables(discussed in the sidebar on page 42) to develop a baseline for each management activity. Eachproperty's management activity or variable are then evaluated using the baseline points. The executive property manager can rate the properties the firm currently manages and this can be the starting point for creating the system discussed.After the executive property manager has developed company specific criteria, determined the level of activity for the baseline of service for each variable, and issued, implemented and used the method for a while, he or she will become comfortable with the system created and assigning points and over time may modify the number of points used to determine portfolio sizes.Every property management company has its own management philosophy and methods to operate its company. Each property management company develops a market niche, including the types of properties it manages, the geographic area or areas it operates in, the level and types of services it provides and the type of property ownership or clients it serves.Sourse: Hal Cottingham ,Richard Muhlebach . How Many Properties Can a PropertyManager Manage, Journal of PropertyManagement(2007),40-43译文:一个物业管理者可以管理多少物业在物业管理行业有一个最古老的问题是,“一位物业经理可以管理多少物业?”答案始终是同一个,“这要看情况”。
物业管理方案英文翻译版
物业管理方案英文翻译版IntroductionProperty management is the process of overseeing the operational aspects of a residential or commercial property. This involves tasks such as maintenance, rent collection, tenant relations, and financial management. A well-structured property management plan is essential for ensuring the smooth functioning of a property and maximizing its value.This property management plan outlines the strategies and procedures that will be implemented to effectively manage the property. It includes details on maintenance, tenant relations, financial management, and emergency preparedness. By following this plan, the property owner can ensure that the property is well-maintained, tenants are satisfied, and financial objectives are met.Property OverviewThe property is located at [address] and consists of [number of units]. It is aresidential/commercial property that includes [description of amenities/features]. The property is currently [occupied/vacant] and generates a monthly rental income of [amount]. MaintenanceRegular maintenance of the property is essential for ensuring the safety and comfort of tenants, as well as for preserving the value of the property. The following maintenance tasks will be performed regularly:1. Inspections: Regular inspections of the property will be conducted to identify any maintenance issues that need to be addressed. Inspections will include checking for leaks, HVAC system performance, and overall property condition.2. Repairs: Any maintenance issues identified during inspections will be addressed promptly. Repairs will be carried out by qualified contractors to ensure quality workmanship.3. Cleaning: Common areas of the property will be cleaned regularly to maintain a clean and inviting environment for tenants and visitors.4. Landscaping: The exterior of the property will be landscaped regularly to enhance its curb appeal and maintain a pleasant living/working environment.Tenant RelationsMaintaining positive relationships with tenants is crucial for ensuring tenant satisfaction and retention. The following strategies will be implemented to foster good tenant relations:1. Communication: Open and transparent communication with tenants will be maintained at all times. Tenants will be provided with contact information for property management staff and encouraged to report any issues or concerns.2. Response: Maintenance requests and other tenant concerns will be addressed promptly.A designated staff member will be responsible for handling tenant inquiries and ensuring timely responses.3. Lease Enforcement: Lease agreements will be enforced consistently to ensure that tenants comply with property rules and regulations. Violations will be addressed promptly and according to the terms of the lease.4. Tenant Satisfaction Surveys: Periodic satisfaction surveys will be conducted to gather feedback from tenants and identify areas for improvement.Financial ManagementEffective financial management is essential for achieving the property owner's financial objectives. The following financial management practices will be implemented:1. Rent Collection: Rent will be collected in a timely manner, and late payments will be followed up on promptly. Rent increases will be implemented as necessary and in accordance with lease agreements.2. Expense Tracking: All property-related expenses will be tracked and accounted for to ensure accurate budgeting and financial reporting.3. Budgeting: A comprehensive budget will be prepared annually to outline projected income and expenses for the property. The budget will be reviewed regularly to ensure that financial goals are being met.4. Reporting: Financial reports will be generated regularly to provide the property owner with a clear overview of the property's financial performance.Emergency PreparednessDeveloping a thorough emergency preparedness plan is essential for ensuring the safety and well-being of tenants in the event of a crisis. The following emergency preparedness measures will be implemented:1. Emergency Contacts: A list of emergency contacts, including local authorities, maintenance contractors, and utility providers, will be maintained and easily accessible to property management staff.2. Emergency Procedures: Emergency procedures will be established, outlining the steps to be taken in the event of fire, natural disaster, or other emergencies. These procedures will be communicated to tenants and reviewed regularly.3. Emergency Supplies: Emergency supplies, such as first aid kits, flashlights, and batteries, will be stocked on-site to ensure that property management staff are equipped to handle emergencies.4. Communication Plan: A communication plan will be developed to ensure that tenants are informed of emergency procedures and updates in a timely manner.ConclusionEffective property management is essential for ensuring the success of a residential or commercial property. By implementing the strategies and procedures outlined in this property management plan, the property owner can ensure that the property is well-maintained, tenants are satisfied, and financial objectives are met. Regular monitoring and review of the plan will help to identify areas for improvement and ensure the long-term success of the property.。
与物业相关的英语作文
与物业相关的英语作文标题,The Importance of Property Management。
Property management plays a crucial role in maintaining the value and functionality of real estate assets. Whether it's residential, commercial, or industrial properties, effective management ensures that properties are well-maintained, tenants are satisfied, and investments yield optimal returns. In this essay, we will explore the significance of property management, its key components, and its impact on various stakeholders.To begin with, property management encompasses a wide range of tasks and responsibilities aimed at maximizing the value of real estate assets. These include maintenance, tenant relations, rent collection, financial management, and legal compliance. A competent property manager oversees these aspects diligently to ensure smooth operations and enhance property performance.One of the primary objectives of property management is to maintain the physical condition of the property. Regular inspections, preventive maintenance, and prompt repairs are essential to preserve the structural integrity and aesthetics of buildings. By addressing maintenance issues promptly, property managers prevent minor problems from escalating into major ones, thereby saving costs and prolonging the lifespan of assets.Moreover, property management involves managing tenant relations effectively. This includes attracting quality tenants, addressing their concerns promptly, and fostering positive interactions. A satisfied tenant is more likely to renew their lease and recommend the property to others, thus reducing vacancy rates and enhancing cash flow.Rent collection is another critical aspect of property management. Property managers ensure that rents are collected on time and take appropriate action against delinquent tenants. By maintaining consistent cash flow, property managers safeguard the financial stability of the property and ensure timely payment of expenses such asmortgage, taxes, and maintenance costs.Financial management is an integral part of property management. Property managers are responsible for budgeting, financial reporting, and strategic planning. They analyze revenue and expenses, identify opportunities for cost savings or revenue enhancement, and provide insights to property owners to optimize their investment returns.Legal compliance is also paramount in property management. Property managers must stay updated on relevant laws and regulations governing real estate transactions, landlord-tenant relationships, and property maintenance standards. By ensuring compliance, property managersmitigate legal risks and protect the interests of property owners.Furthermore, property management has a significant impact on various stakeholders, including property owners, tenants, investors, and the community. For property owners, effective management translates into peace of mind knowing that their assets are in capable hands and generatingoptimal returns. Tenants benefit from well-maintained properties, responsive management, and a conducive living or working environment. Investors rely on property managers to maximize the performance of their investments and achieve their financial goals. Additionally, the community benefits from well-managed properties that contribute to neighborhood stability, economic growth, and quality of life.In conclusion, property management is indispensable for the successful operation and optimization of real estate assets. By overseeing maintenance, tenant relations, rent collection, financial management, and legal compliance, property managers ensure the long-term value andprofitability of properties. Effective property management benefits property owners, tenants, investors, and the community at large, making it a critical component of the real estate industry.。
物业管理参考文献
物业管理参考文献物业管理是指对一个物业项目进行全面管理和维护的过程,包括物业设施的维修、保养、安全管理、环境卫生等方面。
在物业管理领域,有许多重要的参考文献可以匡助我们了解并提高物业管理的效率和质量。
以下是一些值得参考的文献。
1. 《物业管理导论》(Introduction to Property Management)作者:David C. Ling, Karen E. Smith出版年份:2022年这本书是一本物业管理的入门教材,涵盖了物业管理的基本概念、原则和实践。
它介绍了物业管理的各个方面,包括物业市场分析、租赁管理、维修和保养、财务管理等。
这本书适合初学者和有一定经验的物业管理人员阅读。
2. 《现代物业管理》(Modern Property Management)作者:Robert C. Kyle出版年份:2022年这本书是一本关于现代物业管理的综合指南。
它详细介绍了物业管理的核心概念和最佳实践,包括物业运营、租赁管理、维修和保养、人力资源管理等方面。
此外,书中还讨论了物业管理行业的最新趋势和挑战,对于想要了解物业管理行业的发展方向的人来说是一本很好的参考书。
3. 《物业管理实务》(Property Management Practices)作者:Harry A. Friedman出版年份:2022年这本书是一本介绍物业管理实践的实用指南。
它提供了物业管理人员在日常工作中所需的实用技巧和策略,包括租赁管理、维修和保养、安全管理等方面。
此外,书中还包含了案例研究和实际应用的建议,匡助读者更好地应对各种物业管理问题。
4. 《物业管理法律与实务》(Property Management Law and Practice)作者:James R. DeLisle出版年份:2022年这本书是一本介绍物业管理法律和实践的权威指南。
它涵盖了物业管理中的法律问题,包括租赁合同、土地使用权、业主协会等方面。
物业管理系统论文中英文对照资料外文翻译文献
外文翻译原文1 2.0 Web Pages and Web Controls U ntil now, all of the example applications in this text have focused on console-based and Windows Forms front ends. In this chapter and the next, you’ll explore how the .NET platform facilitates the construction of browser-based presentation layers. To begin, you’ll quickly review a number of key web-centric concepts (HTTP, HTML, client-side, and server-side script) and the role of the web server (including the development server, WebDev.WebServer.exe).With this web primer out of the way, the remainder of this chapter concentrates on the composition of (including the enhanced code-behind model) and how to work with web controls. As you will see, ASP.NE T 2.0 provides a number of new web controls, a new “master page”model, and various customization techniques.The Role of HTTPWeb applications are very different animals from traditional desktop applications (to say the least).The first obvious difference is that a production-level web application will always involve at least two networked machines (of course, during development it is entirely possible to have a single machine play the role of both client and server). Given this fact, the machines in question must agree upon a particular wire protocol to determine how to send and receive data. The wire protocol that connects the computers in question is the Hypertext Transfer Protocol (HTTP).When a client machine launches a web browser (such as Netscape Navigator, Mozilla Firefox,or Microsoft Internet Explorer), an HTTP request is made to access a particular resource (such as an *.aspx or *.htm file) on the remote server machine. HTTP is a text-based protocol that is built upon a standardrequest/response paradigm. For example, if you navigate to www. , the browser software leverages a web technology termed Domain Name Service (DNS) that converts the registered URL into a four-part, 32-bit numerical value (aka an IP address). At this point, the browser opens a socket connection (typically via port 80) and sends the HTTP request for the default page at the website.Once the hosting web server receives the incoming HTTP request, the specified resource may contain logic that scrapes out any client-supplied input values (such as values within a text box) in order to format a proper HTTP response. Web programmers may leverage any number of technologies (CGI, ASP, , Java servlets, etc.) to dynamically generate the content to be emitted into the HTTP response. At this point, the client-side browser renders the HTML emitted from the web server.Another aspect of web development that is markedly different from traditional desktop programming is the fact that HTTP is an essentially stateless wire protocol. As soon as the web server emits a response to the client, everything about the previous interaction is forgotten. Therefore, as a web developer, it is up to you take specific steps to “remember” information (s uch as items in a shopping cart) about the clients who are currently logged on to your site. As you will see in the next chapter, provides numerous ways to handle state, many of which are commonplace to any web platform (session variables, cookies, and application variables) as well as some new techniques (view state, control state, and the cache).Understanding Web Applications and Web ServersA web application can be understood as a collection of files (*.htm, *.asp, *.aspx, image files, etc.) and related components (such as a .NET code library) stored within a particular set of directories on a given web server. As shown in Chapter 24, web applications have a specific life cycle and provide numerous events (such as initial startup or final shutdown) that you can hook into.A web server is a software product in charge of hosting your web applications, and it typically provides a number of related services such as integrated security, File Transfer Protocol (FTP) support, mail exchange services, and so forth. Internet Information Server (IIS) is Microsoft’s enterprise-level web server product, and as you would guess, it has intrinsic support for classic ASP as well as web applications.When you build web applications, you will often need to interact with IIS. Be aware, however, that IIS is not automatically selected when you install the Windows Server 2003 or WindowsXP Professional Edition (you can’t install IIS on the Home editions of Windows). Therefore, depending on the configuration of your development machine, you may be required to manually install IIS before proceeding through this chapter. To do so, simply access the Add/Remove Program applet from the Control Panel folder and select Add/Remove Windows Components.Working with IIS Virtual DirectoriesA single IIS installation is able to host numerous web applications, each of which resides in a virtual directory. Each virtual directory is mapped to a physical directory on the local hard drive. Therefore,if you create a new virtual directory named CarsRUs, the outside world can navigate to this site using a URL such as (assuming your site’s IP address has been registered with the world at large). Under the hood, the virtual directory maps to a physical root directory such as C:\inetpub\wwwroot\AspNetCarsSite, which contains the content of the web application.When you create web applications using Visual Studio 2005, you have the option of generating a new virtual directory for the current website. However, you are also able to manually create a virtual directory by hand. For the sake of illustration, assume you wish to create a simple web application named Cars. The first step is to create a new folder on your machine to hold the collection of files that constitute this new site (e.g., C:\CodeTests\CarsWebSite).Next, you need to create a new virtual directory to host the Cars site. Simply right-click the Default Web Site node of IIS and select New ➤Virtual Directory from the context menu. This menu selection launches an integrated wizard. Skip past the welcome screen and give your website a name (Cars). Next, you are asked to specify the physical folder on your hard drive that contains the various files and images that represent this site (in this case, C:\CodeTests\CarsWebSite).The final step of the wizard prompts you for some basic traits about your new virtual directory (such as read/write access to the files it contains, the ability to view these files from a web browser, the ability to launch executables [e.g., CGI applications], etc.). For this example, the default selections are just fine (be aware that you can always modify your selections after running this tool using variousright-click Property dialog boxes integrated within IIS). 2.0网页和Web控件到现在为止,本书的示例应用程序主要集中在控制台和基于Windows窗体前端。
物业管理参考文献
物业管理参考文献引言:物业管理作为一个重要的行业,涉及到社区、商业和工业建筑的维护和管理。
随着城市化进程的加快和人们对生活质量要求的提高,物业管理在社会发展中起着越来越重要的作用。
本文将介绍一些物业管理方面的参考文献,以期为相关从业人员提供参考和指导。
一、物业管理的定义和概念物业管理是指对不动产的经营、维护和管理工作,包括房地产、设施、设备、环境等方面的管理。
物业管理的定义和概念在不同的国家和地区有所差异,但其核心目标是提供一个安全、舒适、便利的生活和工作环境。
参考文献:1. Smith, J. (2005). Introduction to property management. New York: McGraw-Hill.该书详细介绍了物业管理的基本概念、原则和方法,对于初学者来说是一本很好的入门书籍。
2. Chen, L., & Li, H. (2012). Property management in China: Challenges and opportunities. Journal of Property Management, 29(3), 245-258.这篇文章主要探讨了中国物业管理面临的挑战和机遇,对于了解中国物业管理行业的发展情况具有重要参考价值。
二、物业管理的重要性和作用物业管理对于社区和商业建筑的正常运营和维护起着至关重要的作用。
它可以提供安全、舒适、便利的居住和工作环境,提高不动产的价值和竞争力。
参考文献:1. Wang, Y., & Li, M. (2016). The importance of property management in real estate development. International Journal of Real Estate Studies, 11(2), 23-36.该研究论文探讨了物业管理在房地产开发中的重要性,分析了物业管理对于提高房地产项目的价值和吸引力的影响。
物业管理服务英语
物业管理服务英语Property Management Services in EnglishIntroduction:Property management is a dynamic field that involves the oversight and direction of residential, commercial, or industrial real estate properties. In an increasingly globalized world, the ability to communicate effectively in English is crucial for property managers, owners, and tenants alike. This article will explore the key aspects of property management services and provide insights into how they are conducted in English.Understanding the Role of a Property Manager:A property manager's role is multifaceted, encompassing tasks such as tenant relations, financial management, property maintenance, and regulatory compliance. In English, property managers often use terms like "leasing," "rent roll," "capital improvement," and "common area maintenance" to describe their work.Tenant Relations:Effective communication is key in tenant relations. Property managers in English-speaking environments must be adept at crafting "letters of correspondence," conducting"tenant interviews," and explaining "lease agreements." They also need to be proficient in English to handle disputes and negotiate "rental agreements."Financial Management:Property managers are responsible for the financial health of the property. They prepare "income statements," "balance sheets," and "budgets." They also liaise with "accountants" and "financial institutions" to ensure the property's financial stability, using terms like "cash flow," "equity," and "liabilities."Property Maintenance:Regular maintenance is essential for keeping a property in good condition. Property managers coordinate with "maintenance crews," "contractors," and "landscapers," and they might use phrases like "preventative maintenance," "HVAC systems," and "plumbing repairs" in English.Regulatory Compliance:Adhering to local, state, and federal regulations is a critical part of property management. Managers must be well-versed in "building codes," "zoning laws," and "health and safety regulations." They also need to keep abreast of "legislative changes" and ensure "compliance with environmental standards."Marketing and Leasing:Attracting and retaining tenants is a significant part of property management. Managers use English to create "marketing materials," "online listings," and "social media campaigns." They also conduct "property tours" and "open houses" to showcase the property's features.Conclusion:Property management services are an integral part of the real estate industry, and the ability to communicate in English is indispensable for professionals operating in English-speaking markets. From tenant relations to financial management, maintenance, and regulatory compliance, a strong command of English is essential for success in this field. As the global real estate market continues to expand, the demand for property managers who can effectively communicate in English will only grow.。
物业相关~英文汉译
Along with economic development and urban development, residential areas are increasingly becoming the mainstream of living, residential property management is targeted at the needs of the market came into being in contemporary society. computerized residential property management system for small residential users and managers better protect the property management business processing and the development of such a residential property management system software become necessary things. To add this design as a starting point, add to the current technologies used for comparison and ideological arguments, and profoundly expounded on the use of database technology to achieve VB+ACCESS small property management system advantages, highlights areas of property management system to achieve the functions, and business processes, system processes, database design, functional modular design, realization, operation, and maintenance of the development process, the final design of the problems encountered in highlighting, analysis and solutions, and after the operation of the system to achieve a qualitative analysis of the results and make conclusions.随着我国经济发展和城市开发,住宅小区越来越成为居住的主流,小区物业管理是针对当代社会这一市场需要应运而生的,用计算机操作的小区物业管理系统是为小区管理者和小区用户更好的维护各项物业管理业务处理工作而开发这样一套小区物业管理系统软件成为很有必要的事情。
物业英语写法作文模板
物业英语写法作文模板英文回答:Property Management。
Property management is the process of overseeing the day-to-day operations of a property, including maintenance, repairs, and rent collection. Property managers can be responsible for a variety of different types of properties, including residential, commercial, industrial, and mixed-use properties.There are a number of different tasks that property managers may be responsible for, including:Collecting rent。
Maintaining the property。
Making repairs。
Enforcing lease agreements。
Marketing the property。
Screening tenants。
Dealing with emergencies。
Property managers typically work for property owners, but they may also work for tenants or other parties. In some cases, property managers may own the properties that they manage.The role of a property manager is to ensure that a property is well-maintained and that it is operated in a way that is consistent with the owner's goals. Property managers can play a valuable role in protecting and preserving a property's value.Types of Property Management。
物业管理国外文献综述
物业管理国外文献综述1. 物业管理体系研究Alice Christudason对新加坡住宅区物业管理体系的选择进行研究,通过对内部管理组织和代理公司两种物业管理体系对比研究发现,如果考虑高效和实用,最好选择专业代理人,如果管理委员会由具有足够驱动力、忠诚度、知识水平且愿将时间付出给小区的成员构成,则可以选择内部管理组织,管理委员会就可以直接运行和控制小区的日常和长期工作[1]。
C Y Yiu等首次从制度经济学的角度对物业管理的制度安排提出了一个分析框架[2]。
Alice Christudason研究显示,虽然多层次的系统可以缓解单层管理公司系统一些现有的为题,但是可能会出现其他问题,包括运营成本的增加,为多层管理公司找到足够的志愿者和冲突可能性的增加[3]。
2. 物业管理与政府治理研究Steve R Doe研究并提出政府应当利用中介服务机构,充分发挥它们在社区管理中的作用[4];Altrichte从政府的角度上指出,政府应当采用潜在的社区管理措施,并且通过这些措施来改善对社区的管理[5]。
Beate Klingenberg经过建模研究认为租金管制不仅对业主,而且对资产管理者和承租人都具有预想不到的负面后果,从而提出应重新探讨和审查租金管制政策[6]。
3.物业管理的溢出效应研究物业管理与房地产价格间有一个重要的和积极的关系。
人们愿意分别为ISO9001认证和HKMAQA的物业管理公司管理的资产多支付4.92%和2.84%[7]。
Eddie Chi-man Hui通过研究物业管理对房地产价格的影响发现,ISO14001认证对资产价值的影响小于ISO9001和香港管理协会质量认证两个管理标准[8]。
Jinhuan Li 提出一种新的评价方法,以确定物业管理服务对香港私人住宅价值的重要性,结果表明,物业管理资产增加价值,尤其是年长和危房特性的资产[9]。
但是Roland Füss 研究表明,超额收益的来源和资产特性有关,物业资产管理并不能成为主要驱动力,特别是资产的年限和规模可控的情况下,其作用更为有限[10]。
物业管理中英文对照外文翻译文献
中英文对照翻译Property Management FunctionsProperty management is the process of overseeing the operation and maintenance of real property to achieve the objectives of the property owner.Sometimes owners manage their own property,particularly small properties and particularly when they themselves occupy part of the space.But for larger properties or those whose owners live at a distance,management is usually performed by a paid property manager,either an individual buildings on long-term leases,where tenants maintain the building, pay the taxes and insurance,and mail the owner a check each month. But most residential,office,retail,and many industrial properties offer services along with the space over time.Property management has long been an underrated function in the real estate industry.The need for professional management did not become apparent until the depression of the 1930s,when numerous foreclosures revealed a pattern of management deficiencies.This oversight might seem strange,since running a large commercial or residential project in which hundreds or thousands of people reside or work is a highly challenging task,calling for training,good judgment,variety of technical skills.Traditionally,however,emphasis in the real estate industry has been on the so permanent elements of the investment-good location,construction,and reasonable long-term financing-than on the day-to-day operation of the property.It has sometimes seemed as if a property owner,having made a very large investment in the permanent structure,assumed that the property would run itself with a minimum amount of supervision.This concept of property management has changed substantially in the past decade.In an era of rising costs,it has dawned on owners that good property management is the major controllable influence on residual cash flow (i.e.,the number of dollars that end up in the owner's pocket).It is true that both rent rates and operating expenses are largely shaped by market forces beyond the control of any one property owner (witness the very sharp rise in energy costs in the 1970s).But it is also true that comparable properties within the same geographic area often show significant variances in rental income and operating costs.Why?Close inspection often shows that "above-average"operating expenses and lower than average rent levels result from inadequate property management.The classic mistake of the stock and bond investor moving into real estate involves underestimating the importance of management.Some investors have the feeling that real estate manages itself.There is a story about the importance of property management. A San Francisco real estate broker recently noticed a project that was on the market for $1 million.He knew how the property had been managed in the past and that the million dollarvaluation was based on a capitalization of historic income figure.He borrowed money to buy the property,renegotiated certain leases,and established more efficient operating procedures.In six months he sold the property for $1.4 million based on the capitalized value of the new,higher net income. His contribution was management expertise.The level of management a property needs increases with the level of services and with the frequency that tenants turn over.Some examples of ddifferent managerial responsibilities and problems follow,organized by type of space.To the extent that property management involves tenant relations,residential properties present the greatest challenge.The space leased by the residential tenant is "home",where the tenant and other family members spend a substantial amount of their free time and the rent for which may represent the tenant's largest single financial obligation.Consequently,the residential tenant expects a well-run property,with services and utilities available as promised at rents kept as low as possible (among other reasons,because residential rentals are not tax deductible as are business rentals).On the other side of the coin,one or two bad tenants in a project can be a continuing source of vexation to the property manager and to the other tenants.The relatively short term of a residential lease means that the property manager is under continual pressure to maintain a high renewal rate in order to avoid vacated units that must be repainted,repaired,and re-leased in as short a time as possible.A property that is theoretically fully rented may,nevertheless,lose a substantial amount of rental income if turnover is very high and more than a few weeks elapse before each new tenant moves in.Among the types of residential properties are apartments,condominiums and cooperatives,and single-family homes.The personal relationship between manager and tenant can be crucial to maintaining high occupancy.Turnover of tenants results in higher operating expenses and lower rentals collected.Asking fair rents and responding to tenants' needs(e. g.,maintenance and repairs)are often the most important variables in successful apartment management.The least involved homes.The owner may have moved rental of single-family homes.The owner may have moved away for business or other reasons with the intention of returning at a later date to occupy the house or may be holding the property as an investments.In either case,the owner retains a local agent to collect rent,pay real estate taxes and debt service,and handle any problems that may arise.This type of management is frequently performed by real estate brokers,who charge a fee equal to a percentage of each month's rent.The property manager of an office building must be familiar with more complex lease provisions than those used for residential properties. For example,the office building tenant is very much aware of paying a rent rate measured by the square foot,and so the measurement of space becomes an important consideration.One frequently used measure is rentable area or rentable space.The manager must understand how to compute it. For example,are the bathrooms and hallways an added"load factor",with the tenant paying for her individual space plus her"share"of these common areas?Does the manager measure a tenant's space to the inside wall,the outside wall,or the center of the wall?In addition,escalation and cost-of-living-clauses are common in office buildings and frequently are negotiated with each individual tenant.The answers are in the leases.The property manager must be enough of a lawyer to read them,enough of an engineer to be sure the services (e. g.,elevators)work as promised,enough of a marketer to sell to the tenant on the quality of the services he provides,and enough of a financial accountant to report it all to the owner.When leasing space,the property manager should bear in mind that the value of an office building is directly related to three interlocking elements:(1)the rate per square foot,(2)the quality on the tenancies,and(3)the length of the leases.The higher the rental rate,the higher the gross income.The more creditworthy the tenant,the more assured the owner may be that rents will be paid. Finally,the longer the lease term,the lower the risk of vacancies and turnover problems in the future.With longer term leases,it is more important to have appropriate escalation clauses or expense pass-through provisions,for the opportunities to increase base rent to cover increased operating costs are less frequent.In office building management,service is particularly important.The property manager is responsible for making sure the premises are kept clean and secure,that elevator run reliably,that utilities work,and that the structure looks(and is)well maintained.To many office tenants,the amount of rent is secondary to the efficient provision of these services.Today's larger buildings are getting"smarter".They have computerized controls to handle heating and air conditioning loads to minimize energy consumption. Elevators are programmed to meet peak loads.The fire system is tied to the public-address warning system,sprinklers,and air pressure.Infrared sensors may turn lights on and off as they sense people entering and leaving rooms.Telecommunications using fiber optics can create data highways between distant locations either in concert with public telephone systems or independently.Telecommunications options are expensive and can be cost-justified only when operating management helps tenants ensure their full utilization.Retail complexesFor large retail complexes and particularly for shopping centers,competent property management is extremely important.First,maintenance of the property itself requires substantial work.Each day large numbers of shoppers visit the premises,generating a great deal of rubbish and inflicting wear and tear on the improvements.Besides maintenance,daily security is an essential service.Second,the property manager must keep alert to possibilities of making the premises more attractive and to the need to renovate and modernize selling areas.Fierce competition for retail business means constant efforts must be made to have customers return as often as possible.In addition,whenever new tenants leasespace,renovation is required to suit the premises to the new user.Third,the property manager performs an important function in obtaining a proper tenant mix for the retail complex.Too much competition among similar uses may mean business failures for the tenants and a negative cash flow for the landlord.Ideally,the various tenants should complement each other so that a shopper coming to one store will find related products or services in adjacent stores.Finally,retail leases frequently contain percentage rent provisions by which the landlord is entitled to additional rent based on a percentage of gross sales over a specified minimum.The property owner must be prepared to negotiate the most favorable terms for the owner and also to ensure that percentage rents are correctly computed and paid as they come due. Estimated rental income is derived as from the historical experience of the building as well as from market trends discerned by the property manager in large retail complexes and shopping centers. For example,if the current market rent for comparable space has risen above the contract rent currently being charged under existing leases,the property manager will project an increase in rental income as leases expire,the property manager is expected to keep current on rent levels charged for comparable space.(Note that the property manager,by virtue of his or her expertise,is an excellent source of information for a prospective purchaser establishing an investment pro forma).A more specialized type of management is involved with industrial property-that is,buildings that are used primarily for manufacturing or warehousing,and that may also include a limited amount of office space.Much industrial property is either built or altered to meet the specific needs of a tenant who normally will sign a long-term lease (e. g.,10 to 20 years),enabling the landlord to recover the special costs involved.Such special-purpose buildings usually require only a minimal amount of management by the landlord since they are frequently leased on a net basis,with the tenant responsible for operating expenses,including real estate taxes and insurance.On the other hand,some types of warehouse space are let on relatively short terms to more than one tenant.In this type of situation,the landlord may be responsible for maintenance and repair and must also anticipate the need to market the space at frequent intervals.One of the most important cash flow items of the late 1980s was the increasing cost of tenant alterations necessitated by tenant rollovers.In the 1990s,a critical property management function will be to service existing tenants and find the right new tenants with an eye to keeping down the cost of tenant improvements.In the increasingly competitive space markets –apartments,office,retail,and industrial -new leases usually provide for significant tenant improvements. Even on industrial properties,traditionally the type requiring the lowest tenant improvement,tenant improvements on a rollover can equal one year's gross rent. Consequently,keeping down rollovers(and therefore the cost of tenant improvements)is a primary objective of the cash floworiented owner.In the hospitality industry,service is crucial. This and the frequent turn-over of guests(often daily)mean that hotels and motels require more constant management than any other category of space we have considered.In many cases,convention business is major source of revenue. As a result,hotel and motel managementincludes food service and entertainment as well as the typical property management functions.Marketing is first in importance.The lease period is so short-one night-that management must find tenants for space vacated daily.Management skill creates value as much as does the physical property.For the hospitality industry,maintaining security is an allencompassing endeavor,not limited to property managers.Matters relating to the physical plant,staff,and operation in general affect the protection of the property's assets and its guests and employees.Anything less than a property-wide view of security and the resolution and disposition of security problems leads to inefficiency,needless expense,and great potential for harm to employer and guests.Having looked at how requirements for management vary by property type,we will now examine a manager's day-to-day duties in more detail.Like many working people,a property manager wakes up in the morning,dresses for work,eats breakfast,and drives to an office(either on or off the managed premises).Once there,what does he or she do?We will first list all of the functions and then cover the most important ones in greater detail.MAKING A MANAGEMENT PLANAs the agent of the property owner,the property manager is bound to carry out the owner's objectives.Making explicit those objectives is the first step in creating a management plan.As we have seen,properties under paid management may be very small,or they may be multimillion-dollar complexes. A management plan can be equally simple or elaborate,as suits the scope of management and the market area of a property. Regardless on size,it is important to make a plan(which could range from a handwritten half page to 50 pages typed and bound,depending on the project…).Here we should note that a management plan for any size property contains three points:(1)an analysis of the competitive environment;(2)an analysis of the property itself,and(3)enumeration of the owner's objectives and recommendations for achieving them.MAKING A BUDGETA manager collects money,pays the bills,and sends what is left to the owner-in millions or hundreds. A budget is essential for two reasons:(1)to regulate cash flow-that is,to make sure sufficient cash is on hand to meet obligations like taxes,mortgage payments,operating expenses,and special capital improvements(e. g.,new roof)when needed;and(2)to measure performance-to act as a standard for measuring the manager's success in meeting objectives.PAYING EXPENSES;KEEPING BOOKS AND RECORDSThe property manager must see to it that operating expenses,real estate taxes,insurance premiums,and mortgage payments are paid when due.Depending on the arrangement,a manager may be authorized to sign checks or may only prepare a list of payments for the owner's attention.The manager also keeps records of income and outlays and works with the owner's accountant in preparing annual financial statements and tax returns.The manager may also be responsible for reports required by government authorities.Showing and renting spaceAlthough marketing real estate is a function distinct from managing it,the two are often combined in the hands of the property manager or management firm.In the case of apartment buildings,the manager actually on the site(the resident manager)usually shows vacant apartments and may handle lease negotiations as well. In the case of commercial or office space,leasing is often performed by specialists within a property management firm or may be handled by a separate brokerage firm.Because of the importance of leasing and the expertise and special effort required to do it well,a property manager who handles the lease function often receives a commission over and above his regular management fee. The leasing function can be classified into three steps,all or some of which may be performed by the property manager or management firm.SETTING RENTAL LEVELS.A rent schedule should be established with the objective of maximizing future rental income from the property.Setting rents is far from an exact science:it calls for the exercise of good judgment based on a knowledge of rent rates and available space in comparable buildings as well as the features,functions,and benefits of both the subject property and competing space.A technique used by many professional property managers is the base-unit-rate approach.This involves choosing a standard unit in an apartment building(e.g.,a two-bedroom apartment on the sixth floor)or a specified number of square feet in an office or derived from a study of the market with adjustments for differences between the particular property and its competition.(For example,a newer building normally commands higher rent for space than an older building,all other things being equal).Within the particular building,rent rates will vary depending on the relative merits and deficiencies of each unit.For example,space on higher floors usually floors offer the amenities of less street noise and a better view.SOLICITING PROSPECTS.The second step in the leasing process is to advertise space in appropriate media (whether billboards,newspapers,radio,or television)and show in a perfunctory way,this task should properly be regarded as the time for intensive personal selling on the part of the leasing agent.To sell space effectively,the leasing agent must not only be familiar with every detail of the property being shown,but also should ascertain the precise needs and desires of the prospect.NEGOTIATING AND EXECUTING LEASES.Finally,the property manager will be involved,to a greater or lesser extent,in the negotiation and execution of the lease.In the case of an apartment project,where standard form leases are used and little negotiation normally occurs,the manager may perform the entire process.On the other hand,a long-term lease of several floors in a major office building will require the efforts of both legal counsel and the owner.Even here,however,the property manager plays an important preliminary role because of his initial contacts with the tenant.沈阳航空航天大学毕业设计(外文翻译)物业管理物业管理就是一个对实际物业操作和维护的预见并达成业主目的过程。
英语作文公司物业管理
Property management is a critical aspect of any business, ensuring that the physical assets of a company are wellmaintained and operate efficiently. Here are some key points to consider when discussing company property management in an English essay:1. Introduction to Property Management: Begin by defining what property management entails, including the oversight of commercial, industrial, or residential properties owned by a company.2. Importance of Property Management: Explain why property management is essential for a company. This could include maintaining property value, ensuring safety and compliance with regulations, and optimizing operational efficiency.3. Roles and Responsibilities: Discuss the various roles within property management, such as property managers, maintenance staff, and administrative personnel. Highlight their responsibilities, which may include leasing, tenant relations, budgeting, and property maintenance.4. Strategic Property Management: Describe how strategic planning is crucial in property management. This could involve longterm planning for property upgrades, market analysis for rental rates, and forecasting for budgeting purposes.5. Maintenance and Repairs: Elaborate on the importance of regular maintenance and the process for addressing repairs. Discuss the impact of neglecting maintenance on property value and tenant satisfaction.6. Financial Management: Explain how property management involves financial oversight, including budgeting for maintenance, collecting rent, and managing utility costs.7. Legal and Regulatory Compliance: Discuss the various laws and regulations that property managers must adhere to, such as safety codes, zoning laws, and tenant rights.8. Technology in Property Management: Mention the role of technology in modern property management, including software for tenant management, online rent payments, and smart building systems for energy efficiency.9. Challenges and Solutions: Address common challenges faced in property management, such as tenant disputes, property depreciation, and economic downturns. Offer solutions or strategies to mitigate these issues.10. Future Trends: Look ahead to emerging trends in property management, such as sustainability initiatives, the use of AI for predictive maintenance, and the impact of remote work on commercial property needs.11. Conclusion: Summarize the importance of effective property management for a companys success and the role it plays in asset preservation and growth.Remember to use clear, concise language and provide specific examples where possible to illustrate your points. Additionally, ensure that your essay is wellstructured, with a logical flow from one section to the next.。
物业管理外文翻译文献编辑
Promoting sustainability in the United States multifamily property management industry (促进美国多户型住宅物业管理行业的可持续发展)EA Hopkins,DC Read,RC Goss《Journal of Housing and the Built Environment》,2022,32(2):1-16英文 3593 单词, 21196 字符;中文 6168 汉字Efforts to promote environmental sustainability in the real estateindustry continue to proliferate throughout the United States in response to both economic and social forces. This trend has received a considerable amount of attention in the academic literature, yet relatively little is known about the importance of sustainability to third-party property management firms operating in the multifamily sector of the housing market. For those interested in promoting sustainability, an important question that arises is whether barriers to environmentally-friendly business practices commonly observed throughout the housing industry extend to the market for third -party property management services.A second question of equal relevance focuses on determining what sustainability initiatives third -party property management firms are actually using in their efforts to procure new clients or retain existing ones. The qualitative analysis presented in this paper is one of the first to the authors’knowledge to explore third-party property managers’ perceptions about sustainability in an attempt to address the aforementioned issues. The findings of this study support two overarching conclusions. First, sustainability is increasingly being promoted by large, third -partyproperty management firms in the multifamily housing industry. Nonetheless, numerous barriers are perceived to exist that may impinge upon future efforts to reduce the environmental impact of the rental housing stock. Second, some firms appear to be better positioned than others to take advantage of sustainability initiatives as a result of the types of properties they manage and the characteristics of the owners they represent.Business strategy, Environmental sustainability, Green buildings,Multifamily housing, Property managementEfforts to promote environmental sustainability (hereafter ‘‘sustainability’’) in the real estate industry continue to proliferate throughout the United States in response to both economic and social forces. This trend has received a considerable amount of attention in the academic literature, yet relatively little is known about the importance of sustainability to third-party property management firms operating in the multifamily sector of the housing market. Third-party property management firms, defined as those who actively engage in the fee management of apartment communities in which they do not have an ownership interest, act in an advisory role to their clients by providing a wide array of services.These services can include marketing, leasing, budgeting, maintenance and repairs, staffing, property policies and procedures, capital improvements, rent collection, bill payments, establishment of rental rates, and resident relations. This gap in the extant research is noteworthy because these firms manage millions of apartment units across the country and the number continues to grow. There are currently 19.7 million apartment homes in the United States representing $1.3 trillion to the economy and there could be 5 million new rental households formed by 2023 (National Multifamily Housing Council 2022). Third-party property management firms are therefore, well positioned to reduce the environmental impact of the rental housing stock if they have the ability, autonomy and inclination to do so when making management decisions.For those interested in promoting sustainability, an important question that arisesis whether barriers to environmentally-friendly business practices commonly observed throughout the housing industry extend to the market for third-party property management services. Notable examples include a reluctance to embrace new technologies,concerns about implementation costs,skepticism regarding consumer demand,and a lack of clear definitions and communicative frameworks.A second question of equal relevance focuses on determining what sustainability initiatives third-party property management firms are actually using in their efforts to procure new clients and retain existing ones. Gaining a better understanding of these practices is anticipated to shed light on whether sustainability agendas are viewed as an effective way to improve the operational efficiency of multifamily properties or simply as a means of satisfying the corporate social responsibility commitments of institutional real estate owners.The qualitative analysis presented in this paper is one of the first to the authors’knowledge to explore third -party property managers’ perceptions about sustainability in an attempt to address the aforementioned issues. A series of semi-structured interviews are conducted with executives representing some of the most prominent firms in the multifamily housing industry to complete the task. Those participating in the research are asked to assess the importance of sustainability to their clients,as well as to identify any sustainable management practices currently being used in the business development process to differentiate their firms from competitors.The paper begins with a discussion of the property manager’s role in promoting sustainability. Next, consistent barriers encountered in implementation of sustainability initiatives in the housing and rental housing industries are reviewed. An overview of the data and methodology used to examine the extent which firms promote sustainability in their business development process is presented next. This is followed by a summary of the interview results and an analysis of these results. The paper concludes with key findings of the study,research limitations,and issues in need of further analysis.There are four distinct phases in the building lifecycle where decisions can be made to promote environmental sustainability: material manufacturing, construction, use and maintenance, and end of life (Bayer et al. 2022). Material manufacturing includes activities such as manufacturing raw materials and transportation of these building products, the construction phase includes the activities of the actual building of the project, the use and maintenance phase involves managing the building operations such as energy and water usage and maintenance and repairs, and the end of life phase occurs when the building has reached its end of life and is decommissioned with materials either being disposed to landfills or being recycled and reused (Bayer et al. 2022). Third-party property management firms do not typically have a significant amount of influence in all of these phases, but they are well-positioned to advocate on behalf of sustainability initiatives that affect the way multifamily properties are operated once construction is complete. It is also important to note that the end of life stage can be delayed by effective maintenance which extends the building’s physical life and makes the building more sustainably developed (Christudason 2002). The extant real estate literature outlines a number of steps that can be taken to achieve these objectives. Some of the most commonly cited practices focus on establishing clear channels of communication between property managers and their clients; modifying apartment lease structures to realign the allocation of costs and benefits among the parties involved; and investing in human capital to increase awareness of environmental concerns.First and foremost, third -party property managers can empower the owners they work for to make more sustainable business decisions by providing them with information. Since these professionals control granular data measuring the operational efficiency of the real estate assets they manage, they can potentially encourage owners to invest in capital improvements promoting resource conservation and other environmentally favorable outcomes if they can clearly illustrate the resultant financial benefits (Wai-chung Lai 2022; Kyro¨ et al. 2022). Property managers can also provide their clients with information about the rent and sales premiums that can potentially be achieved as a result of environmentally friendly design features andprogramming (Zieba et al. 2022). Multiple studies show that green buildings often command higher rents and sales prices than conventional buildings (Eichholtz et al. 2022; Fuerst and McAllister 2022; Miller et al. 2022).Property managers can also advise their clients about the advantages offered by environmentally-friendly leases. The provisions included in these leases impose few direct costs on real estate owners, while generating environmental benefits by requiring tenants to engage in sustainable behaviors such as using public transportation, composting or participating in recycling programs (Caulfield 2022). For example, a green lease could include an energy efficiency upgrade clause where tenants agree to have increased monthly rents to cover these costs. Besides the obvious environmental benefits,this can be mutually beneficial to the tenant and owner as the owner can receive a return on his or her investment and the tenant’s overall rental expenses can be lowered if the monthly energy savings are higher than the monthly rent increase (SPUR 2022).Finally, third-party property management firms can work to ensure site managers and maintenance staff are appropriately trained in sustainable practices and procedures. Such training has been shown to effect the priorities of real estate practitioners, as well as their commitment to sustainability (Kyro¨ et al. 2022; Saha and Paterson 2022; Oladokun 2022). One way to implement this training is through an environmental management system (EMS). An EMS is a comprehensive environmental program addressing environmental training, executive management support, teamwork, rewards, and empowerment while also documenting the process from commitment and policy to review and improvement (Daily and Huang 2001). An even more integrated method is to train staff on how sustainability measures impact financial performance. As more companies are seeing sustainable efforts increase revenue and decrease operating costs (Epstein and Roy 2003), a framework to implement sustainability into operations and decision making processes is helpful.The unwillingness to embrace new sustainable technologies continues to pervadethe housing industry (Pinkse and Dommisse 2022). One reason for this struggle stems from the fact that many technological activities are outsourced (Pinkse and Dommisse 2022). Furthermore, new technologies are not being embraced due to the qualitative attributes of some of these new technologies (Jaffe and Stavins 1994). For example, the hue of energy efficient lightbulbs can be less aesthetically pleasing than more traditional lightbulbs. Another reason for the lack of energy conservation technology adoption is the lack of information available (Jaffe and Stavins 1994; Pinkse and Dommisse 2022; Toole 1998). This lack of information can cause uncertainty.Implementation costs also present a struggle in the residential building sector when deciding on sustainable initiatives implementation. The principal -agent problem remains persistent throughout the literature.Construction companies are hesitant to undertake the incorporation of energy-efficient technologies because the financial benefactor of lower utility bills are the end -users of the building, not the construction company (Farrell et al. 2022; Jaffe and Stavins 1994). These challenges, coupled with the fact that many companies do not have the proper systems in place to evaluate the costs and benefits of sustainable building practices, compounds the problem (Epstein and Roy 2003).Another major obstacle to sustainability adoption within the housing industry is skepticism regarding consumer demand. One reason for this skepticism is the lack of information provided to retailers and consumers regarding sustainability opportunities. From the retail perspective, knowledge on new sustainable products is needed just as much as existing conventional products in order to understand both options (Toole 1998). On the consumer side, educating homebuyers on the advantages and consequences of sustainable technologies can be helpful during the decision making process (Farrell et al. 2022; Pinkse and Dommisse 2022). Another cause for this obstacle is that consumers make decisions regarding sustainable features, such as energy use, based on more than just financial considerations. Consumers, no matter their income level, take into account the comfort and convenience versus strictly financial considerations when deciding on their energy use (Farrell et al. 2022). Furthermore, capital is often not available to the end user to invest in more efficienttechnologies (Farrell et al. 2022).Along with the aforementioned barriers within the housing market,there are potential barriers to sustainability that are unique to the rental housing market. Lease provisions commonly used in the multifamily housing industry pose a problem because tenants are typically required to pay their own utility bills.This creates a disincentive for property owners to invest in things such as energy efficient appliances and fixtures because they do not realize a direct economic benefit from these investments unless tenants’cost savings are fully capitalized into prevailing rental rates (Blumstein et al. 1980; Davis 2022; Klein et al. 2022; Economidou 2022).Although sustainability actions impact customers’ decisions and therefore revenue (Epstein and Roy 2003), the multifamily housing market has been largely overlooked (Labanca et al. 2022). The typical shorter-term leases in multifamily housing (versus commercial buildings) prevent tenants from participating in sustainability programs (Cradduck and Wharton 2022).Rental housing owners and managers may not realize the benefits of taking full advantage of greening measures (Carswell and Smith 2022). Uncertainty in implementation time and costs,long anticipated payback periods and tepid market demand for ‘‘green’’ apartments in some markets amplify these concerns (Kriese and Scholz 2022; Kyro¨ et al. 2022; Miller and Buys 2022). In comparison to other property types, LEED certification of multifamily buildings can take approximately five extra months (Carswell and Smith 2022). Furthermore, managers believe that the economics of sustainable development clash with the environmental management (Bansal 2002) and the cost of sustainable buildings tend to be overestimated by building professionals (Kriese and Scholz 2022). While tenants recognize the benefits of sustainability,many are not willing to pay significantly more for it (Miller and Buys 2022). In the aggregate, these factors diminish the desirability of sustainability initiatives in the rental housing industry, which may in turn discourage property managers from actively promoting such endeavors.Another potential obstacle to sustainability is the lack of clear definitions and communicative frameworks to guide market participants. Real estate developers, property managers, owners, and tenants frequently have very different interpretations of what the term ‘‘sustainability’’ means from an environmental perspective (Evans and Jones 2022; Kriese and Scholz 2022; Priemus 2005). Information asymmetries of this type may encourage underinvestment in sustainable property management practices to the extent market participants revert back to service offerings with more clearly defined benefits.The data used to complete this study was collected through a series of interviews conducted with executives representing firms on the National Multifamily Housing Council’s (NMHC) list of the ‘‘50 Largest U.S. Apartment Managers’’ in 2022. The NMHC, whose mission is to provide insight, advocacy, and action in the multifamily sector, assists apartment industry leaders and the communities they serve. The NMHC compiles an annual list of the 50 largest managers in the United States by performing an annual survey. The 35 firms on the list offering third -party property management services comprise the population for the study at hand, as the objective of the research is to explore the perceptions of managers working in this capacity.NMHC’s leadership graciously agreed to contact senior executives at these companies who were actively involved in the trade organization.This initial email correspondence included a summary of the research, an informed consent document for those interested in scheduling an interview,and an endorsement of the study’s value to the multifamily housing industry. Senior executives representing all of the firms in the population were then contacted directly by the research team via email and telephone to schedule interviews. A total of 25 firms agreed to participate in the research, which equated to a survey response rate of approximately 71 %. Interviewees included 11 CEOs/COOs, 8 executive/ senior vice presidents, and 6 vice presidents.Semi-structured telephone interviews approximately 1 h in duration wereconducted with all of the executives. Each respondent was asked a series of open-ended questions about a variety of topics of relevance to the multifamily property management industry, including several exploring perceptions about sustainability initiatives. Respondents were specifically asked to describe the extent to which their firms promoted sustainability initiatives during the business development process, the advantages their clients hoped to achieve, and any barriers to such initiatives. The nature of the research warranted the use of open -ended questions to allow business elites to fully articulate their ideas and guide the flow of the interview in a conversational manner (Aberbach and Rockman 2002; Mikecz 2022). Any questions that proved ambiguous to the respondents could also be addressed by the research team in this setting (De Wit 1996).The information demonstrates that 60 % of respondents are using sustainability as a business development strategy in some way. Approximately 16 % of the firms in the sample promote basic water conservation, energy efficient lighting, and recycling initiatives; 12 % actively brand and market their sustainability efforts to tenants; 16 % provide sustainability recommendations and advisory services to their clients on a consistent basis; and 16 % conduct comprehensive environmental evaluations of all properties under management as a matter of course. The remaining 40 % of the firms in the sample are not promoting sustainability as a business development strategy.While over half of the companies are doing something within the sustainability initiative arena, 40 % of companies are not participating. This is interesting because many of these companies, both participators and non -participators, manage the same types of properties,on behalf of the same types of clients,in the same geographic areas. This suggests there is at least some disagreement as to the benefits that can be derived from sustainability initiatives.The firms in the sample are acting on this perceptual differences in significant ways, as several have relatively strong sustainability consulting capabilities in place.The purpose of this study is to explore whether large third-party property managers are utilizing sustainability as a business development strategy; and if so, to identify the various initiatives being implemented. The results suggest a majority of the third-party property managers represented in the sample are leveraging sustainability to win business. However, significant variability exists in the strategies adopted. Initiatives adopted by the firms in the sample fall on a continuum from rather basic efforts to encourage resource conservation and recycling to much more expansive endeavors involving comprehensive environmental audits of all properties under management.With 40 % of respondents not promoting sustainability as a means of procuring business and varying ranges of initiatives, it is clear that barriers persist in the pursuit of sustainable initiative implementations. Various barriers to environmentally -friendly business practices seen throughout the housing industry extend to the market for third-party property management services. These include concerns about implementation costs, skepticism regarding consumer demand, and lack of clear definitions and communicative frameworks. However, reluctance to embrace new technologies was not seen as a barrier in this study; which suggests that this barriers does not extend to the market for third-party property management services. Furthermore, inefficient lease structures are seen as a unique barrier to sustainability initiatives within the third-party property management sector as illustrated in this study.A limitation of this study is that there were voluntary study participants sharing their views on sustainability within their firm and the third party property management industry. Another limitation is that the findings can only be generalized to the largest firms in the country. Additionally, property management practices are rapidly evolving in response to market demand so the information in this study can become obsolete in a relatively short period of time. Lastly, this study focuses strictly on third party property management companies which have limited ability to implement sustainability initiatives in light of property owner desires.This study suggests there is at least some disagreement as to the benefits that can be derived from sustainability initiatives. In order to address the information gap within the property management industry, education and training are recommended. Introducing sustainability into the housing curriculum within institutions of higher education can be one way to educate the future property management workforce (Parrott and Emmel 2001). Another way to educate property managers to more successfully ascertain and consider innovation information is to establish procedures, norms, and appropriate staff (Toole 1998). As Toole (1998) notes that employees in the housing industry need to be just as knowledgeable about new products as existing products, the research team offers that this can be adapted to the multifamily property management sector so that their business development strategy includes information on sustainable initiatives. This can be done by training employees on various sustainability initiatives which can empower them.Continuing to refine the term ‘‘sustainability’’ as it relates to the third party property management industry will be helpful, as it appears to have different meanings in the thirdparty property management industry. This may be problematic because owners and tenants do not necessarily know what they get when they work with a property management firm. Greater clarity and consistency is needed to address this information asymmetry. It is recommended that trade organizations participate in the development of a universal checklist to make the transfer of information easier to manage. Furthermore, lifecycle valuation assessment (LCVA) can be incorporated into this universal checklist to assist firms with understanding sustainability initiative cost and benefit implications through a full building lifecycle (Epstein and Roy 2003). This can help managers measure future as well as day to day performance (Epstein and Roy 2003).Serious attention should be devoted to exploring residential lease structures that better incentivize property owners for investing in sustainable design and programming. This can perhaps be accomplished by creating avenues for information sharing between property owners and managers to create a more integrated approach. Additionally, summoning trade organization participation in the development of a newstandardized lease structure can be helpful to make the transfer to this new structure easier.In conclusion, the results of this study demonstrate the need for research examining best practices in sustainable property management that can be adopted by a wide variety of firms to improve the financial performance of the assets they operate, while simultaneously encouraging resource conservation and the responsible use of land.Creating and disseminating this type of information is anticipated to help the multifamily housing industry move to the forefront of sustainability.在经济和社会力量的影响下,整个美国都在致力于促进房地产业环境的可持续发展。
物业管理外文文献以及译文
物业管理外文文献以及译文标题:物业管理的现状和发展趋势摘要:物业管理在现代城市发展中发挥着重要作用。
本文综述了国际上物业管理的研究现状和发展趋势,总结了其实施的重要性以及面临的挑战。
文中分析了物业管理的整体框架和主要职责,并探讨了其在可持续发展、技术创新和社区参与方面的潜力。
此外,本文还提出了未来物业管理发展的战略方向和应对策略,旨在为物业管理行业的进一步发展提供参考。
关键词:物业管理,可持续发展,技术创新,社区参与,发展趋势1. 引言物业管理作为城市管理的重要组成部分,对城市的可持续发展和社区居民的生活质量起着关键作用。
然而,随着城市化进程的加快和新兴技术的发展,物业管理面临着许多挑战和机遇。
本文旨在综述国际上物业管理的研究现状和发展趋势,并提出相应的发展战略和应对策略。
2. 物业管理的概念和职责物业管理是一种以提供高效、可持续、安全和舒适的建筑和设施管理为核心的综合性管理工作。
其主要职责包括建筑维护、设备管理、安全管理、人力资源管理等。
物业管理的核心目标是提供优质的生活和工作环境,满足用户的需求。
3. 物业管理的挑战和机遇物业管理面临着人力资源短缺、技术创新、环境保护和社区参与等方面的挑战。
然而,这些挑战同时也为物业管理带来了发展机遇。
通过引入新技术、加强与社区的合作、提升服务质量,物业管理可以促进城市的可持续发展。
4. 物业管理的发展趋势在可持续发展方面,物业管理应采取节能减排、资源回收和绿化等措施,以提高建筑和设施的环境性能。
在技术创新方面,物业管理应利用物联网、大数据和人工智能等技术,提升管理效率和服务质量。
在社区参与方面,物业管理应鼓励居民积极参与社区事务,并加强与居民的沟通和合作。
5. 物业管理的未来发展战略和应对策略为了应对未来的挑战,物业管理应制定可持续发展策略,加强技术创新能力,提高员工素质,加强与社区的合作,并推动行业规范和标准的制定和实施。
结论:物业管理在城市发展中发挥着重要作用,面临着许多挑战和机遇。
物业管理文章精选范文
物业管理文章精选范文英文回答:Property Management Article Excerpts.Excerpt 1:Property management is a complex and challenging profession that requires a wide range of skills and knowledge. Property managers are responsible for the day-to-day operations of residential, commercial, andindustrial properties. They must ensure that properties are well-maintained, safe, and compliant with all applicable laws and regulations.Excerpt 2:Property managers must have a strong understanding of real estate law, finance, and accounting. They must also be able to effectively communicate with tenants, owners, andcontractors. In addition, property managers must be able to manage a team of employees and contractors.Excerpt 3:Property management is a rewarding career that offers a stable income and the opportunity to make a positive impact on the community. Property managers can work for a variety of organizations, including real estate companies, property owners, and government agencies.Excerpt 4:There are many different career paths available in property management. Some property managers choose to specialize in a particular type of property, such as residential or commercial. Others choose to focus on a particular aspect of property management, such as leasing or maintenance.Excerpt 5:Property management is a constantly evolving field. Property managers must be able to stay up-to-date on the latest industry trends and technologies. They must also be able to adapt to the changing needs of tenants and owners.中文回答:物业管理相关文章摘录。
物业管理的英语
物业管理的英语Property Management in EnglishProperty management is a dynamic and essential sector within the real estate industry, playing a crucial role in the upkeep and maintenance of residential, commercial, and industrial properties. In English, the term "property management" encompasses a wide range of services and responsibilities that ensure the smooth operation of various types of properties.Firstly, property management involves the day-to-day oversight of a property, which includes regular inspections to ensure that all facilities are in good working order. This can involve anything from maintaining the landscaping to ensuring that the plumbing and electrical systems are functioning correctly.Secondly, a significant aspect of property management is tenant relations. Managers are responsible for addressing tenant concerns, collecting rent, and enforcing the terms of leases. Effective communication and conflict resolutionskills are vital in this area to maintain a positive living or working environment for all occupants.Additionally, financial management is a key component of property management. This involves budgeting for maintenance costs, tracking income and expenses, and ensuring that theproperty remains a viable investment for the owner. Property managers must be adept at financial planning and analysis to make informed decisions that protect and enhance theproperty's value.Marketing and leasing are also important facets of property management. When vacancies occur, managers must market the property to attract new tenants or buyers. This can involve creating advertisements, hosting open houses, and negotiating leases. A deep understanding of the local real estate market and the ability to present the property in the best possible light are essential skills in this area.Furthermore, property management in English also extends to legal compliance and risk management. Managers must be knowledgeable about local laws and regulations that pertain to property ownership and tenant rights. They also need to implement safety measures and insurance policies to mitigate risks and protect the property from potential liabilities.Lastly, the future of property management is increasingly technological, with the integration of smart systems and digital platforms that streamline tasks such as billing, maintenance requests, and communication with tenants. Property managers who are tech-savvy and can adapt to new software and tools will be better equipped to provideefficient and effective services.In conclusion, property management is a multifaceted profession that requires a combination of business acumen, people skills, and technical knowledge. As the real estatemarket continues to evolve, property management will remain a vital service for property owners and occupants alike.。
物业管理国外文献综述
物业管理国外文献综述1. 物业管理体系研究Alice Christudason对新加坡住宅区物业管理体系的选择进行研究,通过对内部管理组织和代理公司两种物业管理体系对比研究发现,如果考虑高效和实用,最好选择专业代理人,如果管理委员会由具有足够驱动力、忠诚度、知识水平且愿将时间付出给小区的成员构成,则可以选择内部管理组织,管理委员会就可以直接运行和控制小区的日常和长期工作[1]。
C Y Yiu等首次从制度经济学的角度对物业管理的制度安排提出了一个分析框架[2]。
Alice Christudason研究显示,虽然多层次的系统可以缓解单层管理公司系统一些现有的为题,但是可能会出现其他问题,包括运营成本的增加,为多层管理公司找到足够的志愿者和冲突可能性的增加[3]。
2. 物业管理与政府治理研究Steve R Doe研究并提出政府应当利用中介服务机构,充分发挥它们在社区管理中的作用[4];Altrichte从政府的角度上指出,政府应当采用潜在的社区管理措施,并且通过这些措施来改善对社区的管理[5]。
Beate Klingenberg经过建模研究认为租金管制不仅对业主,而且对资产管理者和承租人都具有预想不到的负面后果,从而提出应重新探讨和审查租金管制政策[6]。
3.物业管理的溢出效应研究物业管理与房地产价格间有一个重要的和积极的关系。
人们愿意分别为ISO9001认证和HKMAQA的物业管理公司管理的资产多支付4.92%和2.84%[7]。
Eddie Chi-man Hui通过研究物业管理对房地产价格的影响发现,ISO14001认证对资产价值的影响小于ISO9001和香港管理协会质量认证两个管理标准[8]。
Jinhuan Li 提出一种新的评价方法,以确定物业管理服务对香港私人住宅价值的重要性,结果表明,物业管理资产增加价值,尤其是年长和危房特性的资产[9]。
但是Roland Füss 研究表明,超额收益的来源和资产特性有关,物业资产管理并不能成为主要驱动力,特别是资产的年限和规模可控的情况下,其作用更为有限[10]。
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文献信息:文献标题:Promoting sustainability in the United States multifamily property management industry(促进美国多户型住宅物业管理行业的可持续发展)国外作者:EA Hopkins,DC Read,RC Goss文献出处:《Journal of Housing and the Built Environment》,2016,32(2):1-16字数统计:英文3593单词,21196字符;中文6168汉字外文文献:Promoting sustainability in the United States multifamilyproperty management industryAbstract Efforts to promote environmental sustainability in the real estate industry continue to proliferate throughout the United States in response to both economic and social forces. This trend has received a considerable amount of attention in the academic literature, yet relatively little is known about the importance of sustainability to third-party property management firms operating in the multifamily sector of the housing market. For those interested in promoting sustainability, an important question that arises is whether barriers to environmentally-friendly business practices commonly observed throughout the housing industry extend to the market for third-party property management services.A second question of equal relevance focuses on determining what sustainability initiatives third-party property management firms are actually using in their efforts to procure new clients or retain existing ones. The qualitative analysis presented in this paper is one of the first to the authors’ knowledge to explore third-party property managers’ perceptions about sustainability in an attempt to address the aforementioned issues. The findings of this study support two overarching conclusions. First, sustainability is increasingly being promoted by large, third-partyproperty management firms in the multifamily housing industry. Nonetheless, numerous barriers are perceived to exist that may impinge upon future efforts to reduce the environmental impact of the rental housing stock. Second, some firms appear to be better positioned than others to take advantage of sustainability initiatives as a result of the types of properties they manage and the characteristics of the owners they represent.Keywords:Business strategy, Environmental sustainability, Green buildings, Multifamily housing, Property management1.IntroductionEfforts to promote environmental sustainability (hereafter ‘‘sustainability’’) in the real estate industry continue to proliferate throughout the United States in response to both economic and social forces. This trend has received a considerable amount of attention in the academic literature, yet relatively little is known about the importance of sustainability to third-party property management firms operating in the multifamily sector of the housing market. Third-party property management firms, defined as those who actively engage in the fee management of apartment communities in which they do not have an ownership interest, act in an advisory role to their clients by providing a wide array of services. These services can include marketing, leasing, budgeting, maintenance and repairs, staffing, property policies and procedures, capital improvements, rent collection, bill payments, establishment of rental rates, and resident relations. This gap in the extant research is noteworthy because these firms manage millions of apartment units across the country and the number continues to grow. There are currently 19.7 million apartment homes in the United States representing $1.3 trillion to the economy and there could be 5 million new rental households formed by 2023 (National Multifamily Housing Council 2015). Third-party property management firms are therefore, well positioned to reduce the environmental impact of the rental housing stock if they have the ability, autonomy and inclination to do so when making management decisions.For those interested in promoting sustainability, an important question that arisesis whether barriers to environmentally-friendly business practices commonly observed throughout the housing industry extend to the market for third-party property management services. Notable examples include a reluctance to embrace new technologies, concerns about implementation costs, skepticism regarding consumer demand, and a lack of clear definitions and communicative frameworks. A second question of equal relevance focuses on determining what sustainability initiatives third-party property management firms are actually using in their efforts to procure new clients and retain existing ones. Gaining a better understanding of these practices is anticipated to shed light on whether sustainability agendas are viewed as an effective way to improve the operational efficiency of multifamily properties or simply as a means of satisfying the corporate social responsibility commitments of institutional real estate owners.The qualitative analysis presented in this paper is one of the first to the authors’ knowledge to explore third-party property managers’ perceptions about sustainability in an attempt to address the aforementioned issues. A series of semi-structured interviews are conducted with executives representing some of the most prominent firms in the multifamily housing industry to complete the task. Those participating in the research are asked to assess the importance of sustainability to their clients, as well as to identify any sustainable management practices currently being used in the business development process to differentiate their firms from competitors.The paper begins with a discussion of the property manager’s role in promoting sustainability. Next, consistent barriers encountered in implementation of sustainability initiatives in the housing and rental housing industries are reviewed. An overview of the data and methodology used to examine the extent which firms promote sustainability in their business development process is presented next. This is followed by a summary of the interview results and an analysis of these results. The paper concludes with key findings of the study, research limitations, and issues in need of further analysis.2.The third-party property manager’s role in promoting sustainabilityThere are four distinct phases in the building lifecycle where decisions can be made to promote environmental sustainability: material manufacturing, construction, use and maintenance, and end of life (Bayer et al. 2010). Material manufacturing includes activities such as manufacturing raw materials and transportation of these building products, the construction phase includes the activities of the actual building of the project, the use and maintenance phase involves managing the building operations such as energy and water usage and maintenance and repairs, and the end of life phase occurs when the building has reached its end of life and is decommissioned with materials either being disposed to landfills or being recycled and reused (Bayer et al. 2010). Third-party property management firms do not typically have a significant amount of influence in all of these phases, but they are well-positioned to advocate on behalf of sustainability initiatives that affect the way multifamily properties are operated once construction is complete. It is also important to note that the end of life stage can be delayed by effective maintenance which extends the building’s physical life and makes the building more sustainably developed (Christudason 2002). The extant real estate literature outlines a number of steps that can be taken to achieve these objectives. Some of the most commonly cited practices focus on establishing clear channels of communication between property managers and their clients; modifying apartment lease structures to realign the allocation of costs and benefits among the parties involved; and investing in human capital to increase awareness of environmental concerns.First and foremost, third-party property managers can empower the owners they work for to make more sustainable business decisions by providing them with information. Since these professionals control granular data measuring the operational efficiency of the real estate assets they manage, they can potentially encourage owners to invest in capital improvements promoting resource conservation and other environmentally favorable outcomes if they can clearly illustrate the resultant financial benefits (Wai-chung Lai 2006; Kyro¨ et al. 2012). Property managers can also provide their clients with information about the rent and sales premiums that can potentially be achieved as a result of environmentally friendly design features andprogramming (Zieba et al. 2013). Multiple studies show that green buildings often command higher rents and sales prices than conventional buildings (Eichholtz et al. 2010; Fuerst and McAllister 2011; Miller et al. 2008).Property managers can also advise their clients about the advantages offered by environmentally-friendly leases. The provisions included in these leases impose few direct costs on real estate owners, while generating environmental benefits by requiring tenants to engage in sustainable behaviors such as using public transportation, composting or participating in recycling programs (Caulfield 2015). For example, a green lease could include an energy efficiency upgrade clause where tenants agree to have increased monthly rents to cover these costs. Besides the obvious environmental benefits, this can be mutually beneficial to the tenant and owner as the owner can receive a return on his or her investment and the tenant’s overall rental expenses can be lowered if the monthly energy savings are higher than the monthly rent increase (SPUR 2009).Finally, third-party property management firms can work to ensure site managers and maintenance staff are appropriately trained in sustainable practices and procedures. Such training has been shown to effect the priorities of real estate practitioners, as well as their commitment to sustainability (Kyro¨ et al. 2012; Saha and Paterson 2008; Oladokun 2010). One way to implement this training is through an environmental management system (EMS). An EMS is a comprehensive environmental program addressing environmental training, executive management support, teamwork, rewards, and empowerment while also documenting the process from commitment and policy to review and improvement (Daily and Huang 2001). An even more integrated method is to train staff on how sustainability measures impact financial performance. As more companies are seeing sustainable efforts increase revenue and decrease operating costs (Epstein and Roy 2003), a framework to implement sustainability into operations and decision making processes is helpful.3.Housing industry barriersThe unwillingness to embrace new sustainable technologies continues to pervadethe housing industry (Pinkse and Dommisse 2009). One reason for this struggle stems from the fact that many technological activities are outsourced (Pinkse and Dommisse 2009). Furthermore, new technologies are not being embraced due to the qualitative attributes of some of these new technologies (Jaffe and Stavins 1994). For example, the hue of energy efficient lightbulbs can be less aesthetically pleasing than more traditional lightbulbs. Another reason for the lack of energy conservation technology adoption is the lack of information available (Jaffe and Stavins 1994; Pinkse and Dommisse 2009; Toole 1998). This lack of information can cause uncertainty.Implementation costs also present a struggle in the residential building sector when deciding on sustainable initiatives implementation. The principal-agent problem remains persistent throughout the literature. Construction companies are hesitant to undertake the incorporation of energy-efficient technologies because the financial benefactor of lower utility bills are the end-users of the building, not the construction company (Farrell et al. 2007; Jaffe and Stavins 1994). These challenges, coupled with the fact that many companies do not have the proper systems in place to evaluate the costs and benefits of sustainable building practices, compounds the problem (Epstein and Roy 2003).Another major obstacle to sustainability adoption within the housing industry is skepticism regarding consumer demand. One reason for this skepticism is the lack of information provided to retailers and consumers regarding sustainability opportunities. From the retail perspective, knowledge on new sustainable products is needed just as much as existing conventional products in order to understand both options (Toole 1998). On the consumer side, educating homebuyers on the advantages and consequences of sustainable technologies can be helpful during the decision making process (Farrell et al. 2007; Pinkse and Dommisse 2009). Another cause for this obstacle is that consumers make decisions regarding sustainable features, such as energy use, based on more than just financial considerations. Consumers, no matter their income level, take into account the comfort and convenience versus strictly financial considerations when deciding on their energy use (Farrell et al. 2007). Furthermore, capital is often not available to the end user to invest in more efficienttechnologies (Farrell et al. 2007).4.Rental housing barriersAlong with the aforementioned barriers within the housing market, there are potential barriers to sustainability that are unique to the rental housing market. Lease provisions commonly used in the multifamily housing industry pose a problem because tenants are typically required to pay their own utility bills. This creates a disincentive for property owners to invest in things such as energy efficient appliances and fixtures because they do not realize a direct economic benefit from these investments unless tenants’ cost savings are fully capitalized into prevailing rental rates (Blumstein et al. 1980; Davis 2011; Klein et al. 2009; Economidou 2014).Although sustainability actions impact customers’ decisions and therefore revenue (Epstein and Roy 2003), the multifamily housing market has been largely overlooked (Labanca et al. 2015). The typical shorter-term leases in multifamily housing (versus commercial buildings) prevent tenants from participating in sustainability programs (Cradduck and Wharton 2011).Rental housing owners and managers may not realize the benefits of taking full advantage of greening measures (Carswell and Smith 2009). Uncertainty in implementation time and costs, long anticipated payback periods and tepid market demand for ‘‘green’’ apartments in some markets amplify these concerns (Kriese and Scholz 2011; Kyro¨ et al. 2012; Miller and Buys 2008). In comparison to other property types, LEED certification of multifamily buildings can take approximately five extra months (Carswell and Smith 2009). Furthermore, managers believe that the economics of sustainable development clash with the environmental management (Bansal 2002) and the cost of sustainable buildings tend to be overestimated by building professionals (Kriese and Scholz 2011). While tenants recognize the benefits of sustainability, many are not willing to pay significantly more for it (Miller and Buys 2008). In the aggregate, these factors diminish the desirability of sustainability initiatives in the rental housing industry, which may in turn discourage property managers from actively promoting such endeavors.Another potential obstacle to sustainability is the lack of clear definitions and communicative frameworks to guide market participants. Real estate developers, property managers, owners, and tenants frequently have very different interpretations of what the term ‘‘sustainability’’ means from an environmental perspective (Evans and Jones 2008; Kriese and Scholz 2011; Priemus 2005). Information asymmetries of this type may encourage underinvestment in sustainable property management practices to the extent market participants revert back to service offerings with more clearly defined benefits.5.Data and methodologyThe data used to complete this study was collected through a series of interviews conducted with executives representing firms on the National Multifamily Housing Council’s (NMHC) list of the ‘‘50 Largest U.S. Apartment Managers’’ in 2015. The NMHC, whose mission is to provide insight, advocacy, and action in the multifamily sector, assists apartment industry leaders and the communities they serve. The NMHC compiles an annual list of the 50 largest managers in the United States by performing an annual survey. The 35 firms on the list offering third-party property management services comprise the population for the study at hand, as the objective of the research is to explore the perceptions of managers working in this capacity.NMHC’s leadership graciously agreed to contact senior executives at these companies who were actively involved in the trade organization. This initial email correspondence included a summary of the research, an informed consent document for those interested in scheduling an interview, and an endorsement of the study’s value to the multifamily housing industry. Senior executives representing all of the firms in the population were then contacted directly by the research team via email and telephone to schedule interviews. A total of 25 firms agreed to participate in the research, which equated to a survey response rate of approximately 71 %. Interviewees included 11 CEOs/COOs, 8 executive/ senior vice presidents, and 6 vice presidents.Semi-structured telephone interviews approximately 1 h in duration wereconducted with all of the executives. Each respondent was asked a series of open-ended questions about a variety of topics of relevance to the multifamily property management industry, including several exploring perceptions about sustainability initiatives. Respondents were specifically asked to describe the extent to which their firms promoted sustainability initiatives during the business development process, the advantages their clients hoped to achieve, and any barriers to such initiatives. The nature of the research warranted the use of open-ended questions to allow business elites to fully articulate their ideas and guide the flow of the interview in a conversational manner (Aberbach and Rockman 2002; Mikecz 2012). Any questions that proved ambiguous to the respondents could also be addressed by the research team in this setting (De Wit 1996).6.Results and discussionThe information demonstrates that 60 % of respondents are using sustainability as a business development strategy in some way. Approximately 16 % of the firms in the sample promote basic water conservation, energy efficient lighting, and recycling initiatives; 12 % actively brand and market their sustainability efforts to tenants; 16 % provide sustainability recommendations and advisory services to their clients on a consistent basis; and 16 % conduct comprehensive environmental evaluations of all properties under management as a matter of course. The remaining 40 % of the firms in the sample are not promoting sustainability as a business development strategy.While over half of the companies are doing something within the sustainability initiative arena, 40 % of companies are not participating. This is interesting because many of these companies, both participators and non-participators, manage the same types of properties, on behalf of the same types of clients, in the same geographic areas. This suggests there is at least some disagreement as to the benefits that can be derived from sustainability initiatives. The firms in the sample are acting on this perceptual differences in significant ways, as several have relatively strong sustainability consulting capabilities in place.7.Conclusions, limitations, and recommendationsThe purpose of this study is to explore whether large third-party property managers are utilizing sustainability as a business development strategy; and if so, to identify the various initiatives being implemented. The results suggest a majority of the third-party property managers represented in the sample are leveraging sustainability to win business. However, significant variability exists in the strategies adopted. Initiatives adopted by the firms in the sample fall on a continuum from rather basic efforts to encourage resource conservation and recycling to much more expansive endeavors involving comprehensive environmental audits of all properties under management.With 40 % of respondents not promoting sustainability as a means of procuring business and varying ranges of initiatives, it is clear that barriers persist in the pursuit of sustainable initiative implementations. Various barriers to environmentally-friendly business practices seen throughout the housing industry extend to the market for third-party property management services. These include concerns about implementation costs, skepticism regarding consumer demand, and lack of clear definitions and communicative frameworks. However, reluctance to embrace new technologies was not seen as a barrier in this study; which suggests that this barriers does not extend to the market for third-party property management services. Furthermore, inefficient lease structures are seen as a unique barrier to sustainability initiatives within the third-party property management sector as illustrated in this study.A limitation of this study is that there were voluntary study participants sharing their views on sustainability within their firm and the third party property management industry. Another limitation is that the findings can only be generalized to the largest firms in the country. Additionally, property management practices are rapidly evolving in response to market demand so the information in this study can become obsolete in a relatively short period of time. Lastly, this study focuses strictly on third party property management companies which have limited ability to implement sustainability initiatives in light of property owner desires.This study suggests there is at least some disagreement as to the benefits that can be derived from sustainability initiatives. In order to address the information gap within the property management industry, education and training are recommended. Introducing sustainability into the housing curriculum within institutions of higher education can be one way to educate the future property management workforce (Parrott and Emmel 2001). Another way to educate property managers to more successfully ascertain and consider innovation information is to establish procedures, norms, and appropriate staff (Toole 1998). As Toole (1998) notes that employees in the housing industry need to be just as knowledgeable about new products as existing products, the research team offers that this can be adapted to the multifamily property management sector so that their business development strategy includes information on sustainable initiatives. This can be done by training employees on various sustainability initiatives which can empower them.Continuing to refine the term ‘‘sustainability’’ as it relates to the third party property management industry will be helpful, as it appears to have different meanings in the thirdparty property management industry. This may be problematic because owners and tenants do not necessarily know what they get when they work with a property management firm. Greater clarity and consistency is needed to address this information asymmetry. It is recommended that trade organizations participate in the development of a universal checklist to make the transfer of information easier to manage. Furthermore, lifecycle valuation assessment (LCV A) can be incorporated into this universal checklist to assist firms with understanding sustainability initiative cost and benefit implications through a full building lifecycle (Epstein and Roy 2003). This can help managers measure future as well as day to day performance (Epstein and Roy 2003).Serious attention should be devoted to exploring residential lease structures that better incentivize property owners for investing in sustainable design and programming. This can perhaps be accomplished by creating avenues for information sharing between property owners and managers to create a more integrated approach. Additionally, summoning trade organization participation in the development of a newstandardized lease structure can be helpful to make the transfer to this new structure easier.In conclusion, the results of this study demonstrate the need for research examining best practices in sustainable property management that can be adopted by a wide variety of firms to improve the financial performance of the assets they operate, while simultaneously encouraging resource conservation and the responsible use of land. Creating and disseminating this type of information is anticipated to help the multifamily housing industry move to the forefront of sustainability.中文译文:促进美国多户型住宅物业管理行业的可持续发展摘要在经济和社会力量的影响下,整个美国都在致力于促进房地产业环境的可持续发展。