Thinking about Outsourcing – Read this first

[vc_row][vc_column][vc_column_text]By Martin Conboy

All over the world Jobs are not just being outsourced, they are being replaced by self-service computer apps i.e. Travel apps, self-service banking apps, etc. and Robotic Process Automation.

The question is how much will automation impact the level of off-shored outsourcing and BPO? According to the Everest Group, North American companies believe automation gives them the ability to bring their work back on shore. A similar trend seems to be prevalent in the UK and Europe.

Automation reduces the advantages brought about by labour arbitrage, where software robots are even cheaper than wages in developing countries. (Global labour arbitrage is an economic phenomenon where, as a result of the removal of or disintegration of barriers to international tariffs, jobs move to nations where labour and the cost of doing business are relatively inexpensive and/or impoverished labour moves to nations with higher paying jobs.)

The ongoing Integration of a mix of live voice and digital channels will be hard to manage in terms of prioritization. The increased emphasis will be on the customer ‘experience’. Serious players are putting the customer at the center of their re-engineering efforts.

For those companies that are only beginning to outsource, or are unfamiliar with what it entails, misconceptions can occur which hinder what should, if done correctly, be a mutually beneficial relationship.

Outsourcing is set to really take off if it has not done so already, so it’s important for outsourcing myths and misconceptions to be discussed and for organisations to understand the potential business and financial benefits outsourcing and can bring.

Here are common misunderstandings for companies as they set out on their outsourcing journey for the first time.

 

Outsourcing is not a commodity

Outsourcing is not a set and forget play. It really does need to be managed by the parent company on a daily basis. Although many people view outsourcing as a way to reduce cost and improve efficiency, they neglect to consider other related costs, like moving a process from one location to another and keeping it in sync with the rest of the organisation. An outsourcing project is a living-breathing thing and it needs to be cared for. Sometimes, companies think that once they outsource a process, they can get rid of any involvement in it. An outsourcing project is more likely to fail if the parent company thinks that it has simply got rid of a pain point.

 

Outsourcing is only for big business

Outsourcing is becoming a lot more commonplace than you think! It used to be only thought of for larger companies, but these days it is cascading down to the SME level. These smaller companies are starting to understand the business benefits that outsourcing can bring. For example, small businesses can benefit from improved efficiency and flexibility in their organisation. Outsourcing can have a direct impact on businesses in various sizes.it is not just for larger organisations. One of the fastest growing areas for SMEs is bookkeeping and companies like Pacific Accounting and Business Services (www.pacificabs.com) are experiencing stellar growth.

 

Strategic Planning

Outsourcing teams might be commissioned at the beginning of a project or midway through the project. Whether they are there from the beginning, or brought in to help fix an ongoing glitch, they are part of the project’s strategy.  Both the organisation and the outsourcing vendor will have a strategy and both need to align these strategies at the beginning of the enterprise to ensure that they work together and optimise their offerings.

 

Left-hand does not talk to the right hand

If an organisation is outsourcing or commissioning a project for the first time, they might believe that the communication within the company or project will be disrupted. This doesn’t have to be the case. By discussing and deciding the chain of command and escalation pathway before the project begins, there won’t be a loss of communication within the organisation, as each team member will understand their individual and team role. A good outsourcing project will allow for an optimal working communication model that ensures adequate face time and collaboration through all aspects of the project. The executive decision-making and reporting process should be clearly outlined and documented at the beginning of any joint alliance.

 

Outsourcing does not need a contract; we can figure it out as we go along.

Because outsourcing can be complex it’s tempting to draft a contract that is totally buttoned down. The fact of the matter is that it is impossible to take all contingencies into account. Of course, you will need a solid contract with all of the KPIs considered, however, there needs to be some flexibility built in. After all, one does not know what one does not know. Things change and it’s much harder to get out of a rigid contract than one that’s got some leeway. It’s also a good idea to have a contract review every 12 months and make adjustments as required.

 

Our Culture will change

Some organisations might be concerned that their company culture will be changed if an outsourcing vendor is brought in. Company culture is vitally important in any organisation, so it’s crucial that it doesn’t change if new individuals or outside teams are introduced to the company or project. After all, to the outside world, they are representing your values and customer experience. Although disrupted company culture is a concern for some organisations, outsourcing vendors can adapt and even add to the company culture. This needs to be considered in the planning and implementation stage. Cross-cultural and soft skills consideration is not high on many companies checklist and it should be.

 

We are not them and they are not us

A concern for some organisations is that the company which is controlling the outsourcing project will have a conflict of interest with the outsourcing vendor. You entrust a process to an outside organisation, so it’s prudent to ask for a three-month trial for part of the process to see how it all turns out before you fully commit.  Then if that is successful you can expand the project. A basic rule of thumb is that everything that will happen in the life of a project will happen in the first 90 days. The role of an outsourced service provider is to offer and share their knowledge and expertise with the company and prove that they can in fact seamlessly become part of your culture.

 

Download infographic here. 

 

Martin Conboy

Martin is well recognised as one of the leading voices of the outsourcing industry and its role in facilitating outsourcing success throughout the Asia Pacific.  Martin was voted into the top five most influential and respected people in the global call centre outsourcing industry in November 2014.  Martin is an accomplished writer and public speaker and has delivered keynote addresses at BPO – ICT and Shared Services conferences in Australia, Bangladesh, China, Hong Kong, India, Korea, Malaysia, Mauritius, Middle East, The Philippines, Singapore, Thailand and USA.

Martin is a Director and shareholder of Virtual Property Manager a new and innovative business model for the Property Management space.[/vc_column_text][/vc_column][/vc_row]

Bringing virtual assistants to property management – Part 2

[vc_row][vc_column][vc_column_text]In the previous article, I looked at the issues and challenges of implementing a virtual assistant team within the property management industry. Here I will continue this discussion, looking at the technology and strategies that go into developing a virtual assistant team.

There is a lot of discussion around the physical work space and what it will look like in the future. We may not necessarily ‘own’ the space that we occupy, as there will be a lot more ‘hot-desking’, catering for work groups that only come together for special events and projects.

Video-conference technologies like Skype and GoToMeeting, Zoom etc. and personal devices such as smart phones, tablets and laptops, mean the companies of the future will not impose restrictions on the tools employees need to do their jobs – think converging technologies, cloud storage and thin clients, yet using your own internet-access device.

With a lot more people working remotely, there are implications for how office space fits into the mix. This will give metropolitan building owners and managers heart palpitations, as in the future people will not go to where the work is, as we do now; in the future, the work will go to where the people are. With the rollout of the National Broadband Network (NBN), we will see the resurgence of rural and regional Australia as people opt for better work-life balance and do away with long commutes and the congested living and expense of the big cities. 

Our devices will not actually hold data on them, per se; data will be housed in the cloud so that it can be accessed anywhere, any time, by anything, so long as one has the relevant access codes. In other words, data will be the most important asset in the future, not the devices that we access it from.

In order to make sure that we are offering services that our customers want and need, we will use tools like crowdsourcing to engage with customers to solve business and marketing problems. We will have to get used to collaborating outside of the standard business framework and work with our own communities of interest, work groups, and social networks to test our ideas.

 

Recruiting your virtual workforce

Many organisations seem to make less effort when recruiting for a virtual workplace.

Recruiting your virtual workforce requires the same level of effort, if not more. If you don’t have the resources to effectively manage the process required, particularly if the people you employ are casual or contract-based, then outsource it.

Poor hiring practices, with the resulting issues of high turnover and mis-hires, have the potential to eliminate the benefits of having a virtual workplace. Experience with technology and digital communication channels, though necessary, is not enough for someone to be a capable member of a virtual team.

Traditional competencies based around teamwork, organisation and motivation are still just as important. www.VirtualPropertyManager.com.au are making headway in this new space.

 

Build trust and keep people motivated

Just because they are largely out of sight, your virtual employees should not be out of mind. A more conscientious effort is required to ensure everyone’s contribution is recognised and appreciated.

Most people are prepared to give others the benefit the doubt, and are generally enthusiastic about starting a new job. They start out motivated and are willing to co-operate and work with others, but it’s how you build on that initial trust and keep them motivated that matters.

Management teams need to be extremely organised and develop a regular schedule of how and when they communicate with their remote team members. And, just like with their on-premises workforce, develop reward and recognition programs that make remote employees feel appreciated and connected with the goals of the organisation.

 

The right management skills

Ensure the leaders and managers in charge of your virtual teams have the necessary skills and appreciation of working in a virtual environment.

Good communication and collaboration skills are vital – how well can they arrange and manage a Skype conference call to resolve an urgent issue?

They need the skills to use such digital services, as well the telephone, to maintain strong communication and co-operation with the team.

They need to be exceptional listeners. People use hand gestures, posture, and particularly facial expressions in communicating. These visual cues are mainly missing in communication with virtual team members.

A lot of meaning can be lost in written chat messages and emails. Messages or notes can easily be misunderstood without the aid of vocal tone or physical gestures. There is a tendency to sound short and curt without intending to be.

If working with teams in other countries, cultural sensitivity is crucial.

Virtual workplaces offer companies, as well as their employees and customers, a range of benefits. But the teams you build need dedicated and specialised management.

 

 

Martin Conboy is recognised as one of the leading voices of the outsourcing industry and its role in facilitating success throughout the Asia Pacific. He is a director of Virtual Property Manager, which is a  business support model called Real Estate Virtual Support Enabler.

A REVSE provides back-of-house, white labelled services to real estate and property management and property rental companies such as property inspections, tenant screening and tenant management, reference checking, property maintenance, property repairs and management and inspection reports. The service can also provide full administration support including trust accounting.[/vc_column_text][/vc_column][/vc_row]

Bringing virtual assistants to property management – Part 1

By Martin Conboy

 

Virtual workplaces allow individuals to work from anywhere in the world at any time.

Enabled by the internet and modern communications technology, virtual assistants are ideal for companies that need the ability to scale up or down quickly to meet the demands of the market, while keeping infrastructure costs down. They offer greater flexibility for employees in regards to when and where they work, but there are potential downsides for organisations.

According to a recent study by research firm Gartner, the combination of smart technologies and faster, cheaper and more reliable ‘virtual talent’ will be the new source of fuel for the services industry. Gartner vice-president and distinguished analyst Frances Karamouzis said, “The new normal is hyper automation arbitrage, which will be the new avenue for a completely different cost structure through virtual labour. It also addresses scale and predictability.”

Somewhere between 30 and 45 per cent of organisations, depending on which research you look at, employ contractors or remote employees, and this figure is on the rise.

Organisations save money by not having to acquire office space and the associated costs of utilities, cabling, furniture and workstations. By leveraging cloud technology to deliver applications to their virtual teams, organisations can streamline their systems and reduce the amount they need to invest in their IT infrastructure. The reduced costs and increased efficiency can be delivered to the customer in terms of improved service.

What that means now is that organisations can’t just use money to bring in the best employees. It means creating a modern corporate culture that employees want to be a part of; it means providing a flexible work environment, exploring different ideas, experimenting and trying to de-stress the work environment.

However, there are specific issues and challenges in regards to recruiting and managing virtual teams that need to be considered:

Relationship building

Employees who work from home or some other location can feel isolated and miss out on the sense of camaraderie enjoyed by people who work together.

Recognition and respect from other workers and management is important for job satisfaction and career motivation. We are, after all, herd animals, and who doesn’t enjoy a little water cooler chitchat?

Keith Ferazzi, CEO of Ferazzi Greenlight, highlights the importance of trust for effective teamwork. Establishing and building trust in traditional physical workplaces is hard enough. Trying to achieve it in a virtual environment, where people cannot see each other on a regular basis, is a lot more difficult.

With new and different ways to interact with customers and more flexible ways for employees to work, there needs to be a rethink about how we create frameworks that bring out the best in people. Unless you understand the underlying culture of what drives your employees, you cannot build the property management office of the future.

Virtual management

Another major issue is the apparent lack of skills needed to manage a virtual team effectively. A survey by the Society for Human Resource Management highlighted that only 26 per cent of HR departments offered any kind of special training or support for virtual team managers.

Dr. Thomas Frey, a futurist at the DaVinci Institute, put forward a proposition that work groups will come together in much the same way that Hollywood professionals come together to make a movie and then break up after the project is over. “The future gets created in the minds of everyone around us. Virtually everyone has a hand in it, but not all contributions are equal. As you might imagine, a small group of people armed with powerful ideas can make a disproportionately large impact,” he said.
“But creating the future needs to involve much more than just ideas.

The ideas create a starting point but need to be put into a visual context, massaged, enhanced, and somehow made to spring to life.” 
Frey speaks about ‘business colonies’ – a new kind of organisational structure designed around matching talent with pending work projects.

These operations will revolve around some combination of resident people based in a physical facility and a non-resident virtual workforce. Some companies will forego the cost of physical facilities completely, opting instead for an entirely virtual communications structure.

Most will be organised around a topical area best suited to the talent base of the core team. As an example, a property management team will attract a working group of people specialising in property management and real estate that will, in time, serve as a magnet for new projects.

In some instances, large corporations (think big-brand real estate companies) will launch their own business colonies as a way to expand capability without adding to their head count. Staffed with a few project managers, the company will use the colony as a proving ground for experimental assignments best performed outside the cultural bounds of the existing work flow.

If you would like to know more please contact: Peter Springett on +61 (0) 416 212 199 or email at pspringett@virtualpropertymanager.com.au 

 

 

Martin Conboy is recognised as one of the leading voices of the outsourcing industry and its role in facilitating success throughout the Asia Pacific. He is a director of Virtual Property Manager, which is a  business support model called Real Estate Virtual Support Enabler.

A REVSE provides back-of-house, white labelled services to real estate and property management and property rental companies such as property inspections, tenant screening and tenant management, reference checking, property maintenance, property repairs and management and inspection reports. The service can also provide full administration support including trust accounting.

 

The Times they are a changing

By Martin Conboy & Assoc

When Bob Dylan wrote the now famous anthem in 1963 he was really saying, “time to wake up, the world has moved on”.  It is a song about perception.  You don’t have to rise up and overthrow the evil empire, but rather just admit that the world has changed irrevocably.  So be careful – it might just pass you by, and you might just be left wondering where the old world went.

Come mothers and fathers
Throughout the land
And don’t criticize
What you can’t understand
Your sons and your daughters
Are beyond your command
Your old road is rapidly aging
Please get out of the new one if you can’t lend your hand
Cause the times they are a-changing”

The new competitive advantage for property managers is the level of customer service and the customer experience that they give their clients.  Traditional business models are being flipped on their head because of the easy access and availability of information.

Although there has been some inroads made by technology into the property management space, it’s still very early days, as most of the current processes inside property management firms are still very hands on and time consuming. The aim should be to relieve property managers of the more time consuming functions and free them up to spend more time on revenue generating activities with new type of property management system.

A Real Estate Virtual Support Enabler (or REVSE©) is a new disruptive innovation that is disrupting the real estate value network. This new type of business model is made possible by the combination and utilisation of cloud based software and services and remote knowledge workers. It changes a real estate company from an operational and administration centre into a marketing and sales organisation by freeing up the existing human resources to concentrate on revenue creation.

A disruptive innovation is an innovation that helps create a new market and value network, and eventually disrupts an existing market and value network (over a period of time), displacing earlier technology and operating methodologies.

A Real Estate Virtual Support Enabler (or REVSE©) is a brand new support business model that describes a business that provides services to real estate companies such as tenant screening and management, reference checking, property maintenance and management and inspection reports. The service is also about providing full administration support including accounting. The principal driver will be that it is not only more efficient, but more cost effective compared to the cost of the administration sourced locally.

Virtual Property managers do not have a relationship with property owners; instead, they provide infrastructure and services to enable real estate companies to offer property management services and the time to have a deeper relationship with their landlords. Virtual Property managers offer the ability for real estate companies to focus on their core strengths of brand, customer loyalty and marketing and leave back end lower level enablement and operational processes to outsourced property professionals.

The cost of not adopting this new operating model will leave non participating players at a considerable commercial disadvantage as their competition will be operating off a noticeably less expensive cost base.

Although a property management company’s preference may be to ignore this new operating model due to cost or preference reasons that cost maybe insignificant against the lost opportunity cost of losing customers who will gravitate to more progressive and customer service focused property management firms.

 

 

Martin Conboy

Martin is well recognised as one of the leading voices of the outsourcing industry and its role in facilitating outsourcing success throughout the Asia Pacific.  Martin was voted into the top five most influential and respected people in the global call centre outsourcing industry in November 2014.  Martin is an accomplished writer and public speaker and has delivered keynote addresses at BPO – ICT and Shared Services conferences in Australia, Bangladesh, China, Hong Kong, India, Korea, Malaysia, Mauritius, Middle East, The Philippines, Singapore, Thailand and USA.

Martin is a Director and shareholder of Virtual Property Manager a new and innovative business model for the Property Management space.

Community management as a recruitment tool for Property Managers

by Martin Conboy

Talking to real estate managers I am constantly hearing about the difficulty of finding good quality property managers and assistants who are interesting in a career in property management. Quite often the normal methods of recruitment simply do not work and Real Estate owners are left frustrated. So the question is how does one broaden ones net and make sure that the job opportunity is well ventilated into the PM community.

The practice of creating online communities of current and past employees around an organisation is becoming popular. These communities can give people a real experience of what it means to be part of an organisation. For hiring managers, they can be an ideal forum for spotting and recruiting quality talent.

A lot of IT companies have online communities which include employees, consultants, independent professionals as well as customers. Members of these communities collaborate on topics and answer questions relating to the company and its products. Job opportunities are often posted to these groups. Is this something that can be replicated in the Real Estate industry?

Members often enjoy the challenge of answering questions and participating in discussions around hot topics. The satisfaction of helping and connecting with others can build a sense of camaraderie within the community. According to a recent article by Richard Millington founder of The Pillar Summit, people who are prepared to spend their spare time helping others, sharing knowledge and learning new techniques are very desirable targets for recruitment.

As well as forums for seeking advice, these online communities provide opportunities to spot the best and brightest talent that’s available. The most knowledgeable and qualified members will consistently offer the best advice, comments and solutions to problems and topics raised.

It is relatively easy for hiring managers to build a profile of potential job candidates and their connections, advises Millington. They can also gain plenty of insight into how potential candidates treat others and how they approach problems and work with others to find solutions.

“Online communities can also assist in keeping abreast of the latest industry trends, opinions and gossip”, says Millington. “You may even be able to identify what drives individuals in terms of motivation, what people look for in certain job specs and what top pros in your sector think of your company and the people that work there”.

 

Building your community

These online communities do take time and effort to develop. Whether it’s via a website, LinkedIn, Facebook or whatever, you need to make it as easy as possible for potential applicants to engage with you[i].

Quality not quantity is the name of the game. Commence your community with baby steps. Encourage existing employees to join and proactively invite others that you know will participate. Regular and consistent activity is required in posting relevant content, generating and participating in discussions, providing feedback, etc.

Focus on the needs of the members you bring on board. It might take some time before people get involved, but once they do they well help maintain the momentum of the community.

As well as building communities based around your real estate company brand, you can build or participate in communities focusing on property management. So, if you are a PM company, rather than building communities based purely on the company, you might look at setting up a community targeting property managers.

Your online communities give you the opportunity to clearly and consistently demonstrate your company’s brand, message and mission with every interaction. Building relationships and presence in external communities can greatly increase the number of people who become aware of your brand; see your job postings and visit your web pages.

[i] http://www.adcorp.com.au/WWW_Adcorp/media/Work4Labs-videos/Download-Facebook-Recruitment-and-Employer-Branding.pdf

 

 

 

 

Are You Ready for New Talent

[vc_row][vc_column][vc_column_text]by Martin Conboy

There has been a lot of concern lately about the state of the Real Estate industry.

Recently, Raine & Horne Executive Chairman, Angus Raine, was quoted in the local media saying that Agencies will be forced to merge, lose key people and reduce costs in order to survive. Read more here http://bit.ly/2dENSze

You might have the right strategy, the right products and services, the right technology and infrastructure yet without the right people your future will be uncertain at best. Organisations need to adapt their people acquisition strategies in line with sweeping changes to the talent marketplace. Their future may depend on it.

The baby boomers started retiring in 2011, generation X are entering the latter part of their careers (50 years old), while generation Y and the millennials are entering the workforce in ever increasing numbers. Research from McCrindle highlights that baby boomers currently make up 34% of the total workforce – by 2020 they will comprise less than 1 in 5 workers. Generation Y and the millennials will make up 47% of the Australian workforce.

The expectations of the new generations entering the workforce are very different to their predecessors. They have grown up in an extremely competitive, fast-paced and technology advanced world that is ever increasingly connected and mobile.

Just as social media and mobility have redefined the consumer experiences, they are reshaping the experiences candidates expect when applying for a job. In the same way consumers expect convenience, personalisation and immediate access to services via their smartphone or tablet, candidates expect an easy and mobile experience when applying for positions.

In fact, candidates are also customers. According to recent research from Talent Board, 23.8% of job candidates surveyed stated that a positive candidate experience with an employer made them more likely to increase their relationships with the employers’ brand and products. 11% stated that poor candidate experiences will lead them to cut all ties with a company. That means, purchasing decisions and brand sentiment are impacted directly through candidate experience.

Managing candidate experience in talent acquisition has emerged as a major focus in the last few years. According to ‘A Great Place to Work’ CEO, China Gorman, it’s about putting yourself in the shoes of the candidate and treating them as an individual. She highlights that the main issue impacting candidate experience is the application black hole.

Candidates can jump through hoops, filling out forms to apply for a job they know they are qualified or maybe over qualified for and they never hear back from the employer. Or, they receive a generic automated response that provides no feedback.

According to mobile job search website and application Indeed, over 50 percent of job seekers globally, now search and apply for jobs using a mobile device. The popularity of mobile recruitment is gaining momentum yet many organisations are still without a mobile acquisitions strategy or a mobile-ready career site. That’s a large and highly skilled talent pool they are potentially neglecting. In case you missed it video recruitment is now an established methodology for initial candidate screening. (i.e. www.VidCruiter.com)

By sharing mobile content or facilitating video interviews ‘on-the-go’, businesses can not only extend their talent pool but also enhance the candidate’s experience.

With candidates being more mobile, social organisations must provide a simplified, mobile-enabled application process to truly engage today’s tech savvy job seekers and candidates. An effective strategy is more than just making the career site available on mobile devices; it should allow candidates to learn about the company and its positions as well as apply directly from their devices.[/vc_column_text][/vc_column][/vc_row]

Top 10 tasks for Virtual Property Manager Assistants

Here are top 10 tasks for Virtual Property Manager Assistants that you can outsource to.

Have you been driving yourself sick working harder and harder for less satisfying results? If you work in real estate, you’re not alone. Property Managers and realtors are choosing to hire Virtual Property Manager Assistants and here is a of the Top 10 tasks that Property Managers request assistance with!

Repairs & Maintenance – including receipt of the repair request from the tenant, property owner or property manager, arranging the repair, through to checking that the work has been completed correctly and the tradie invoice is verified and paid.

Property Inspections – including arranging the inspection visit with tenant, ensuring that the property profile is up to date, transcribe audio recordings or format mobile app based property inspection reports through to updating the property profile in the Trust Accounting system and sending copy to the property owner and property manager.

Pre & Post Tenancy – including advertise property, arrange open house, review tenant applications, produce short list, manage tenant self-interview, conduct reference & finance checks, assist with preparation of lease, manage bond, tenant on-boarding and manage end of tenancy process.

Financial Services – including Trust & General Accounting, manage rent arrears and payment reconciliations such as rental receipts and payments to property owners, tradies etc.

Marketing – including website development & management, social network management, SEO & SEM, content marketing, produce agency eNewsletters, manage your Facebook & LinkedIn pages, post blogs and manage Internet marketing campaigns.

Email Management – including managing your spam and low-level emails so that you can focus on your higher value and revenue generating tasks.

CRM & Database Management – including setting up, updating and managing your CRM and/or contact database. Make sure that your most important asset – your contacts, are always up to date. We can even assist you with maintaining regular points of contact.

Appointment & Calendar Management – Let your virtual property assistant help you to manage your most precious resource – your time! By arranging & confirming appointments and manage your Calendar/Diary.

Late Night Work – Many property managers choose to have their virtual property assistant work a later shift, to manage after-hours calls or complete other tasks, to get you ready for the next morning.

Errands & On the Run Tasks – As your virtual property assistant is always available, you can easily text, Skype or message them, while you are ‘on the run’, to handle small, but important tasks.
Those are only part of the tasks for virtual property manager assistants. By outsourcing your team’s least profitable tasks, you’ll save time and money, while allowing your employees to achieve that elusive work – life balance.

 

About Peter Springett
Peter has more than 40 years’ experience designing & launching new technology based solutions into the UK, Australian US & NZ markets and has over 20 years bureau and outsourcing experience. He was founder and former public officer and secretary of the Australian BPO Association.

Keys to success in the Property Management business

Learn some tips to gain success in the property management business.

Successful property managers are good with people, pay meticulous attention to detail, and are straightforward in their dealings with clients, tenants and contractors.

As more and more of your revenue comes from property management the challenge is to grow your business and provide a professional and comprehensive property management service, without pricing yourselves out of the market.

We understand that it’s not easy surviving let alone competing in an ultra-competitive market with margins shaved to the bone and being constantly forced to do more with less.

Your clients want better service faster and are not prepared to pay more for it and you struggle to keep up with the demand. After all you can only break yourself in to so many pieces.

All that is about to change with Virtual Property Manager (VPM). Business concepts that were unimaginable five years ago are now mainstream. Some of the most profitable real estate companies in the world are outsourcing their back office processes. By outsourcing their back office, they are freed up to concentrate on growing their business by re-directing their energy towards personal relationships, which is the key to growth and retention in property management.

Virtual Property Manager is a brand new support business that provides busy and time poor Property Managers with a seamless, on demand, end-to-end support service. VPM is a back of house solution that enables your business to grow twice as fast at half the cost. Virtual Property Manager replicates how you currently perform your property management tasks and processes but at half the cost.

At Virtual Property Manager, we work for you. Not the tenant and not the property owner. You.

Virtual Property Manager works behind the scene and our public face is a “white label” operation. All our written communications from your software with your tenants and owners are branded with your name, address and logo and we provide a dedicated property management phone line to manage the majority of the property management telephone traffic.

 

About Peter Springett

Peter has more than 40 years’ experience designing & launching new technology based solutions into the UK, Australian US & NZ markets and has over 20 years bureau and outsourcing experience. He was founder and former public officer and secretary of the Australian BPO Association.