What are the Career Prospects for Leasing Professionals?

Transcription

Keys to Success in Leasing
Participant Guide
National Apartment Leasing Professional
What are the Career Prospects for Leasing Professionals?
Your Instructor will lead you in a discussion of the following issues:
1. Why are Leasing Professionals so important to their apartment communities?
2. In what speci c ways can a Leasing Professional impact the apartment community or
building?
3. What are some factors that make the Leasing Professional position attractive?
4. What roles (like counselor or chauffeur) does a typical Leasing Professional perform?
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© 2013 National Apartment Association | Revision 1213
Participant Guide
What are the Responsibilities of a Leasing Professional?
A variety of tasks and duties comprise the Leasing Professional job description. Your
Instructor will lead you in an activity to identify some of the critical job responsibilities of
today’s Leasing Professional.
In the space provided, list the 10 most important responsibilities in order of priority that you
have as a Leasing Professional. Some answers could include tasks such as leasing
vacant apartments, inspecting the “to-show” listed apartments for tour readiness, accepting
and processing applications for leasing, attending ongoing apartment association education
sessions, etc.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Discuss with a partner or your group and indicate the five most important responsibilities.
Be ready to discuss your reasons for selecting your top five.
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Participant Guide
What are the Characteristics of an Effective Leasing Professional?
What are the personal qualities of a successful Leasing Professional? A May 2000 report,
issued by Pinnacle Performance Group, identified nine skills that are characteristic of
successful 21st century workers. These are the skills that can ensure your success as a
Leasing and Industry Professional:
People Skills
Communication
Teamwork
Coaching
Technical skills
Business Analysis
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Participant Guide
Continuous Improvement
Technology Savvy
Administrative Skills
Project Management
Writing and Documentation
Participant Management
Each of us, no matter how we develop these skills, brings a unique personality to our
position. In a similar manner, your prospects and residents have different personalities.
Learning the difference and how to appreciate them is part of your training as a Leasing
Professional. Complete the personal assessment on the following page.
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Participant Guide
Your Colorful Personality
Circle the letter of the word or phrase that best describes what you are like most of the
time. Choose only one letter from each grouping. When you are finished, total your scores
for each letter.
1. a. Opinionated
b. Nurturing
c. Inventive
d. Outgoing
7. a. Always right
b. Guilt prone
c. Unenthusiastic
d. Uncommitted
13. a. Self-serving
b. Suspicious
c. Unsure
d. Naive
2. a. Independent
b. Dependable
c. Even-tempered
d. Trusting
8. a. Pragmatic
b. Well behaved
c. Accepting
d. Spontaneous
14. a. Decisive
b. Loyal
c. Contented
d. Playful
3. a. Aggressive
b. Frequently depressed
c. Ambivalent
d. Forgetful
9. a. Task-oriented
b. Sincere
c. Diplomatic
d. Lively
15. a. Arrogant
b. Worry prone
c. Silently stubborn
d. Flighty
4. a. Powerful
b. Deliberate
c. Gentle
d. Optimistic
10. a. Tactless
b. Hard to please
c. Lazy
d. Loud
16. a. Assertive
b. Reliable
c. Kind
d. Sociable
5. a. Insensitive
b. Judgmental
c. Boring
d. Undisciplined
11. a. Power-oriented
b. Perfectionist
c. Indecisive
d. Self-centered
17. a. Bossy
b. Self-critical
c. Reluctant
d. A teaser
6. a. Logical
b. Emotional
c. Agreeable
d. Popular
12. a. Dominant
b. Sympathetic
c. Tolerant
d. Enthusiastic
18. a. Critical of others
b. Overly sensitive
c. Shy
d. Obnoxious
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Participant Guide
19. a. Determined
b. Detail conscious
c. A good listener
d. A party person
23. a. Confident
b. Disciplined
c. Pleasant
d. Charismatic
27. a. Impatient
b. Moody
c. Passive
d. Impulsive
20. a. Demanding
b. Unforgiving
c. Unmotivated
d. Vain
24. a. Intimidating
b. Careful
c. Unproductive
d. Afraid to face facts
28. a. Strong willed
b. Respectful
c. Patient
d. Fun loving
21. a. Direct
b. Creative
c. Adaptable
d. A performer
25. a. Argumentative
b. Unrealistic
c. Directionless
d. An interrupter
29. a. Action-oriented
b. Analytical
c. Easygoing
d. Carefree
22. a. Calculating
b. Self-righteous
c. Self-deprecating
d. Disorganized
26. a. Responsible
b. Idealistic
c. Considerate
d. Happy
30. a. Merciless
b. Thoughtful
c. Uninvolved
d. A show-off
Totals
a. __________
b. __________
c. __________
d. __________
Total the numbers of circles you gave each letter. The letter with the highest total reflects
your natural personality. If you have mostly “A’s”, your color is RED. Mostly “B’s” means
you’re BLUE. Mostly “C’s” colors you WHITE and mostly “D’s” makes you YELLOW. The
number of responses to the other letters suggests additional influences in your personality.
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Participant Guide
The Color of You
Red
Strengths: Excels in logical thinking; is committed to having a productive lifestyle; is
dynamic and direct; thrives on independence; is a natural leader; is highly involved (a
strong survivor); is creative in crises.
Limitations: Generally seeks to serve self (what’s in it for me?); promotes turmoil and
conflict when a personal goal is to be gained; is out of touch with own feelings; is always
right; cannot relax and feel comfortable unless producing something; is often arrogant and
defiant of authority; is inconsiderate of others’ feelings (selfish); will not admit inadequacies
for fear of losing power and control.
Blue
Strengths: Sees life as a serious endeavor, appreciates beauty and detail; has a strong
aesthetic sense, is stable and dependable (a plow horse versus a racehorse); is sincere
and emotionally deep; is analytically oriented (concerned with why one behaves as he/she
does); is a high achiever; has a deep sense of purpose in life.
Limitations: Is highly emotional; is self-righteous; is controlling; is envious of others’ success
if too easily obtained; is a perfectionist; is verbally self-abusive; is smug.
White
Strengths: Is quiet, reflective and peaceful; has a genuine lifestyle; appears to accept life
comfortably; is patient with self and others; enjoys life’s simplicity; is compatible with others
is kind to animals and people; blends into all surroundings.
Limitations: Takes a passive approach to life; is unresponsive but is not openly excited
about experiences; has problems becoming intimate; is bashful and unsure of self; is
easily manipulated into changing plans; is ambivalent about goals; is often lazy and unwilling
to take responsibility; resists making commitments.
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Participant Guide
Yellow
Strengths: Is highly optimistic (rarely depressed); likes self and accepts others easily; loves
to volunteer for opportunities; sees life as an experience to be enjoyed; is ashy and fun (a
racehorse rather than a plow horse) is adventurous and daring.
Limitations: Needs to look good socially (high priority); is irresponsible and unreliable; is
self-centered; is ighty and uncommitted; is super cial; mostly interested in a good time; is
unwilling to experience pain to produce quality; is overly loud in public places; exaggerates
successes; is unable to confront issues.
Source: "The Color Code", Taylor Don Hartman, Ph.D.
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Participant Guide
Steps for Planning Goals
How can a successful Leasing Professional improve performace? By setting goals.
Define “goal”:
A goal should be:
S
M
A
R
T
Using the headings listed above, write at least two specific professional goals under each
category.
Daily Goals
1.
2.
Weekly Goals
1.
2.
Monthly Goals
1.
2.
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Participant Guide
Planning in Order to Achieve Goals
Planning is something we do every day, but we may not realize this. Because there are so
many tasks and responsibilities to accomplish every day, planning is especially important
to being a successful Leasing Professional.
Let’s look at formulating a plan of action so you can accomplish your goals.
Step 1: Set your goals.
Step 2: Build specific objectives and timelines.
Step 3: Identify barriers.
Step 4: Determine the contacts and skills you have to acquire.
Step 5: Prepare a plan with specific steps to meet your goal and objectives.
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Participant Guide
Step 6: Measure progress on a regular basis.
Step 7: Revise as necessary.
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Participant Guide
Time Management Activity
Partner with another participant and use the space provided below to record time management
problems and solutions as they relate to the most important responsibilities of a Leasing
Professional.
List potential time management problems and time wasters:
List potential time management solutions and time enhancers:
Which ideas will you use in your position? Circle several from your listed responses above.
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Participant Guide
Teamwork Activity
Brainstorm with your Instructor and group to answer some of these questions:
1. Why is teamwork so critical to the success of the management company or your owner?
2. How can a Leasing Professional positively impact the rest of the team?
3. In what ways can a Leasing Professional show commitment and professionalism to all
members of the team?
4. What are some specific instances in which a teamwork-minded Leasing Professional
could build the team and reinforce property goals at the same time?
ACTIVITY – Covey Copa Airlines
Let's look at how important teamwork is with an actual case study. The Leasing
Professional plays a significant role in team success.
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Participant Guide
How Market Knowledge Helps You as a Successful Leasing
Professional
Most apartment communities have competitors; that is, other apartment communities that
target the same resident profile as their own apartment community.
Define Resident Profile:
List some typical Resident Profiles:
Define Market Knowledge:
Think about your apartment community. Use the space below to record specific demographic
information unique to each of the apartment home types in your apartment community.
Include information about your resident profile such as the typical make-up of households,
income brackets, employers, etc.
Now think about your community’s surrounding area and the housing opportunities found
in your area. It is important that you shop your competition regularly and develop the same
Product Knowledge of the competition that you have of your own apartment community.
How can you use Market Knowledge in performing your role as a Leasing Professional?
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Participant Guide
Knowledge of the competition is very valuable when a prospective resident mentions having
visited (either in person or via the Internet) a competitive apartment community. By being
prepared and understanding the competition, a successful Leasing Professional will already
have a good understanding about precisely what information the prospective resident has
gleaned from the competitive community. This knowledge of your market will help you
overcome objections and counter positive points the competing property may have made.
The amount and type of information you will need to have about your competitors varies
from company to company. However, one useful activity is to develop a notebook on each
of your competitors. This notebook can include newspaper ads, brochures, and other
materials distributed by the competitor, plus photographs of key aspects of the community's
appearance that you may have taken yourself. You should also include information about
the various apartment types (floor plans), amenities, fees, rents, and other features that
might compete with those offered at your community. When you have successfully gathered
the necessary market information, you will have greater confidence in your own product and
your presentation to a prospective and renewing resident.
When you prepare your Market Survey Presentation, you will apply this Market Knowledge
to the competing properties you review. In each of the three competitors you will shop,
knowledge about pricing, unit types, amenities and neighborhoods will help you determine
the strength of your competition and what response, if any, is required of your own property
to maintain its competitive edge.
Define Product Knowledge:
There are three basic areas of Product Knowledge that a successful Leasing Professional
must have and use:
1. Detailed knowledge of the apartment homes themselves;
2. Thorough knowledge of the apartment community, including its residents; and
3. Extensive knowledge of the neighborhood in which the apartment community is set.
Product Knowledge helps the Leasing Professional in many ways.
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Telephone Presentations
Telephone Skills Self-Evaluation
Participant Guide
(Please circle the appropriate answer)
In all telephone conversations:
Do you always answer the telephone with a cheerful greeting?
Yes
No
Do you include your name and the name of your community?
Yes
No
Do you always have writing implements, note pads, and important information at your fingertips?
Yes
No
Do you give the caller your complete and undivided attention?
Yes
No
Do you project a pleasant smile through your voice?
Yes
No
Do you get the caller’s name and contact information?
Yes
No
When an interruption occurs, do you give the caller an Yes
No
explanation before you put them on hold?
When asking callers to “hold” do you wait for a response before putting them on hold?
Yes
No
Do you leave the caller on hold for more than 60 seconds
at a time?
Yes
No
Do you wait for the caller to hang up the receiver before you do? Yes
No
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Participant Guide
When speaking to a prospective resident:
Do you create a positive mental picture of your apartment
community for callers so that they will want to visit
and see it for themselves?
Yes
No
Do you try to schedule a definite appointment by providing
a choice of times?
Yes
No
Do you find out how the prospective resident heard about your community?
Yes
No
Do you get the resident’s name, address and telephone number, Yes
as well as any other pertinent information, such as the type of
repair needed?
No
Do you try to isolate the nature and exact location of the service Yes
problem?
No
Do you try to contact the resident if the repairs will be delayed?
Yes
No
Do you thank the resident for bringing the problem to your
Yes
attention?
No
Do you let the caller know that you will follow through until the problem is solved?
No
When accepting a service request:
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Yes
Participant Guide
Voice Inflection
During communication, only 7% of the meaning is derived from the actual spoken words.
The rest is derived from non-verbal communication. Clearly, inflection is an extremely
important part of telephone communication.
Empathic Listening
Let's learn a little more about Empathic Listening and how it builds outstanding communication in all aspects of operating the property
Perhaps as important as speaking is listening. Successful Leasing Professionals need to
be good listeners if they are to do well with the wide variety of people who make telephone
inquiries about apartment communities.
Empathic: ACTIVITY
Top 10 Ways to Improve Listening
With the instructor, complete the following sentences.
1. Work
2. Pay
3. Make
4. Be
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Participant Guide
5. Listen
6. Concentrate
7. Ask
8. Do not
9. Concentrate
10. Jot
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Participant Guide
Initial Leasing Questions
Of all the questions that are asked of Leasing Professionals on the telephone, the initial
question is probably the most important, as it sets the tone for the remainder of the
conversation. Successful Leasing Professionals know that you should not give pricing
information the first time you are asked, but should instead, begin a dialogue with the
prospective resident that begins the relationship leasing process.
What are the most common “initial questions” you receive at your community?
What is your typical response to these questions?
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Participant Guide
What's Wrong with this Telephone Call?
Providing the price when asked initially by the caller does nothing to build the relationship.
Take a look at the following call scenario:
Leasing Professional: “Good morning. Macie Manor Apartments. Thank you for calling.
This is Jenna.”
Prospective Resident: “Do you have any one bedroom apartments available?”
Leasing Professional: “Yes we do.”
Prospective Resident: “How much are they?”
Leasing Professional: “They start at $425.”
Prospective Resident: “Okay. What are your office hours?”
Leasing Professional: “Nine to five, Monday through Saturday.”
Prospective Resident: “Okay. Thank you.”
CLICK (The Leasing Professional hangs up the telephone.)
Prospective Resident: “Wait a second..I’ve got one more question!…Hello?”
CLICK (The prospective resident hangs up the telephone.)
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Participant Guide
How many objectives were satisfied?
What did the Leasing Professional learn about the caller’s needs in the conversation?
How could the Leasing Professional have made this call more successful?
How often have they (participants) acted in the same fashion as the Leasing
Professional in the example?
Remember, the key is to begin to build a relationship with the prospect!
Scenario #1
Prospect: “I was just over at Happy Hills Apartments across the street and they have a
great lap pool, tennis courts, a huge fitness center and a business center. The apartment I
saw had built-in bookshelves, three ceiling fans and new appliances. Can you beat that?”
(In this situation consider that you have less of an amenity package)
How often will you actually use the pool, tennis courts, etc?
Did I mention there's a Community Center just one block from here that you are welcome
to use?
We are really committed to serving our residents. Did you ask about their service?
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Participant Guide
Scenario #2
Prospect: “You just quoted me a price that seems sort of high. You’re the third place I’ve
called today and there are some pretty good deals out there. Don’t you have some kind of
a special?” (In this situation consider that you have a competitive program but not the
biggest special.)
Key Elements of a Successful Leasing Presentation
The successful Leasing Professional realizes that the leasing presentation begins the
moment the telephone is answered. The prospective resident begins to develop feelings
about the Leasing Professional and the apartment community and begins to measure these
feelings against emotional needs and wants. Remember, “People buy from people they like.”
There are three elements of an effective leasing presentation. They are highly useful in helping
Leasing Professionals organize their telephone presentations. The three categories are:
1. Persuade: Make the caller feel important, that they are genuinely liked. How can you
persuade callers to feel important when they call your community?
2. Inform: Know your product and provide strong reasons for living at your community.
How can you convey strong reasons for living at your apartment community?
3. Enthuse: Convey enthusiasm and belief in your community. Remain prospect-oriented
at all times. How can you convey enthusiasm and belief while remaining prospect-oriented?
Remember PIE: Persuade, Inform, Enthuse.
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Participant Guide
Conducting Follow-Up
The effective Leasing Professional always follows up a request for service with a telephone
call to the resident to make sure the resident is satisfied.
It is an equally sound idea to follow up another time if the Leasing Professional sees the
resident on the grounds. Such attention reminds the resident that their problems are
important and the apartment staff is there for service requests.
Handling Irate Callers
List the most frequent causes of telephone calls from irate residents at your community:
On average, the most frequent causes of irate calls are:
While there is no good reason for tolerating an abusive caller, there are many good reasons
to empathize with a resident's situation in life. Treat the irate caller with dignity and the
Leasing Professional will be rewarded at some later date with a “Thanks!” or “I'm sorry” or
some similar acknowledgment that the caller was indeed having a bad day.
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Leasing and the Internet
Participant Guide
Types of Internet Sites
Fill in the blanks while the instructor leads a discussion.
A well-designed Internet ad carried by an ILS offers the following:
1. The ability to reach people both
.
2. The ability to reach more people since ILS’s purchase “
hit by the major search engines such as Google and Yahoo.
”
3. The ability to instantly make changes to the ad
information fresh with the ability to highlight specials and current pricing.
4. The ability to showcase all of the property
5. Access
, keeping
and floor plans.
a day, 7 day a week virtual leasing office.
6. Flexible product options that can include
and their property-specific Web sites.
7. Ease of tracking
to companies
by specific ILS source.
Visits to apartment search sites tripled from 2004 to 2007. On average, users hit 3 to 5 of
the major ILS’s in their apartment search. Major sites and/or members of the NAA National
Suppliers Council include:
Apartments.com
Apartmentfinder.com
Forrent.com
mynewplace.com
Apartmentguide.com
move.com
Rent.com
craigslist.org
Moveforfree.com
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Participant Guide
The Internet Prospect
In 2009, the U.S. Internet population will grow to nearly 200 million users, or 65% of the
total population. By 2013, 221 million people will be online, nearly 70% of the population.
The National Multihousing Council (NMHC) reports that 88% of apartment residents say
that, if they were given the option, they would use the Internet to look for an apartment and
fill out an online application – all before visiting the community.
1. What does this tell you about Internet advertising?
2. Describe today’s renters:
3. What is a “lifestyle” renter?
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Participant Guide
Multi-Generational Renters
Who are today’s renters? Based on the descriptions below, describe what would appeal to
the corresponding demographic:
1. Millenniums – Teens to late 20’s. This group makes up 20% of Internet users. They are
the largest population in U.S. history. Millenniums are tech savvy.
2. Generation X – 30's to 40's. This group makes up 37% of Internet users. They are
honest, straight forward and are looking for work/life balance. Xers seek value.
3. Baby Boomers – 40’s to 60’s. This group makes up 45% of Internet users. They have
high standards, are price sensitive, and are parents of potential renters.
4. Immigrants and first generation Americans. The largest demographic increase is
Hispanic and Asian. The increase in renter households will be 1.8 million by 2015.
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Participant Guide
The Guest Card
As our prospect changes, we must respond in terms of the tools we use to support
and enhance the experience of the prospect and the professionalism of the Leasing
Professional. One of the most important and basic tools in a “toolkit” is the Guest Card.
Activity: Update Guest Card
Knowing that today’s renters have greater demands on their time than renters of five years
ago, it is important to determine whether this information on the Guest Card is sufficient for
developing a relationship with a prospective resident?
Directions: What would you change on this Guest Card to make it more effective?
Date:
Time:
Name:
Address:
Address:
City:
State:
Zip code:
Size apartment needed:
Number of occupants:
Pets:
Breed:
How did you hear about us? Please choose one of the following sources:
Apartment publication
Newspaper
Referral
Internet
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Participant Guide
1. What changes would you make to the Guest Card?
2. How do you feel about asking prospective residents for additional information?
3. Describe how you would ask a prospect for additional information.
Tracking Internet Traffic
One of the greatest challenges to owners and managers is ensuring that employees are
tracking leasing traffic effectively.
Lead Tracking
Record phone calls: When someone calls in, put it into a calendar to follow-up within
24 hours and it pops up to remind you (can integrate with Microsoft Outlook). Use the
calendar system in Lead Tracking.
Use it as a tracking system: How many leads from what sources, how many tours,
and whether prospects rented.
With all of the internet ads' we use, there are also products that help us update and
track content changes (like pricing and pictures.) Rent Sentinel is one company that
offers a product like this. This program is also used to post and track ads on craigslist.
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Participant Guide
Answer questions 1–4 below. Be prepared to share your answers.
1. In what ways did you improve the Guest Card for tracking purposes?
2. Why is “Internet” an insufficient category?
3. Why is “apartment publication” an insufficient category?
4. Where else might prospective residents find information about a community on the
Internet?
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Participant Guide
Sample Monthly Lead Report
From online apartment publication, Apartments.com:
Sunshine Properties
Monthly Activity Report
Sunrise Properties
1020 Sunshine Ave.
Any City, ST, 60606
FAX: 312-651-2622
To:
Property Manager
Apartments.com is pleased to present the activity report on
your Apartments.com advertisement. The following information
was recorded in our database from June 01, 2009 to June
30, 2009.
Apartment Prospects Viewed:
Your community in the Search Results page: 123 times
Pages of your community’s advertisement:
501 times
624 times
Apartment Prospects Contacted You Through
Hot Leads:
Via fax or e-mail
20 times
Via your toll-free number 25 times
45 total leads
Please contact our Customer Service department at
888-658-RENT with any comments or questions you may
have regarding your Apartments.com advertisement.
Sincerely,
Apartments.com Customer Service
This is the number of times your
community met the prospect’s
search criteria such as price,
amenties, etc.
Since your ad generally has
several pages, this number
indicates that a large number of
individuals not only saw your ad,
but looked at it in depth.
Requests for additional information
are generally sent via fax or e-mail
This represents the total number of
e-mails and faxes you received for
the month.
Most online apartment publications
provide your community with a
toll- free number for prospects.
This number represents the
number of calls you received on
that toll-free number.
This number represents the TOTAL
number of leads you received at
your office from your online
advertisement.
Note: If a community is listed with one of the online locator services, it is important to list
the service under the “Internet” section of the guest card. Get updated lead report.
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Participant Guide
Read the following Facebook post and discuss what you would do
in response.
Happy Lane Apartments has recently switched water billing companies and found out that
the previous company was not keeping up with the water rate changes. The first bill the
residents received from the new company reflected the new rates and was drastically
higher. Many residents were upset and some even decided to voice their anger on
Facebook.
Here is a post from a resident. After reading please write what you would do once you
notice this post on your community page.
Unhappy Resident
What's up with my water bill being over twice as much as every other month? Is
anyone else having this issue? I called the water company and they told me they
were just the billing company. I think it is unfair I'm paying double on my water bill
because Happy Lane Apts decide to change water companies.
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________________
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Participant Guide
Future Resident
I just came into your community yesterday looking for a two bedroom and was told
it was renting for $899. I was looking on www.rent.com and they were listed as
$800. So what the real price?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
________________________________________________
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Participant Guide
Responding to Internet Leads
Internet prospective residents are highly motivated when they contact an office, either by
phone, e-mail, fax or personal visit. Yet a surprising 70% of online leads are never contacted!
The following steps will help ensure that the Internet prospective resident is receiving the
attention he expects and deserves.
1. Most Internet leads received whether via phone, fax or e-mail are generally made by
prospective residents WHO ARE STILL ONLINE.
2. When an Internet lead is received via e-mail, it will arrive minutes after the prospective
resident has toured the community online.
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Participant Guide
3. Respond to Internet leads immediately.
4. Because prospective residents have already toured your community and viewed
information online (featuring photos, floor plans, virtual tours, prices, benefits, and
amenities), these individuals are extremely knowledgeable about your community.
5. Internet leads that visit your community are highly qualified.
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Participant Guide
6. Mastering the art of e-mail sales is critical in leasing to the Internet prospective
resident.
7. Have marketing collateral in PDF format.
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Participant Guide
Electronic Leasing and Fair Housing
Every inquiry received electronically must be handled in a consistent manner. The Leasing
Professional should always follow specific written policies for:
response time
response content – prepared message
follow-up – when, how
response method – phone, e-mail, fax
E-mail Etiquette
Fill in the blanks below.
When using e-mail with prospects or as a marketing tool:
1. Always use
before sending the communication.
read the e-mail to ensure it conveys the message
2. Ask
you want in a professional manner.
3. When using the “
from the prospect is included.
” feature, be sure the original e-mail
for recurring occasions, such as: staying in touch
4. Create
with a prospect who did not lease; congratulating a prospect that leased elsewhere; and/
or thanking a new resident for his business or referral.
5. Send prospects your electronic
as a way to stay in touch.
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Participant Guide
E-mail Signatures
Professional e-mails should contain what is known as a “Signature” at the end. A typical
signature includes name, title, company, and any contact information that you deem
appropriate, such as telephone and fax numbers. This information should be included as a
courtesy to the recipient so that he/she can easily identify and contact you should additional
information be required. Signatures should range from five to seven lines.
When recorded in the Signature Picker area of Microsoft Outlook e-mail, it will
automatically appear on each e-mail. Most companies have strict rules about signatures.
Example:
Sally A. Jones, NALP
Leasing Professional
Westchase Manor
1234 5th Avenue
Someplace, MP 00001
111-222-3333 Phone
444-555-6666 Fax
E-mail: sally@westchasemanor.com
Create your own signature below:
37
Participant Guide
E-mail Activity
Instructions:
You are the Leasing Professional for Waiting List Way Apartments. You have received
three different e-mails, listed on the following pages. Using the guidelines that have been
discussed for e-mail, respond to the e-mails. Pertinent information about your community
is listed below:
Two bedrooms range from $825 - $1000, plus gas and electricity.
Approximately 750-950 square feet in size.
There is a pool and a tennis courts.
Two cats per apartment are allowed, with a pet deposit of $500 – per pet – (half
non-refundable).
Additional charge of $10 per month, per cat in pet fees.
Pets must be spayed or neutered and declawed.
The application fee is $25.
The security deposit is $300.
Open Monday-Friday from 9am -6am and Saturday and Sunday from 10am -4am.
There is a two-bedroom model apartment to show.
There are several two bedrooms coming available in 60 days.
Service requests are accepted via e-mail from residents.
Your e-mail address is name@propertyname.com.
The community’s telephone number is 123-456-7890.
38
Participant Guide
E-mail #1
From: SJD@ineedahome.com
RE: Apartment information
Please send me any information you have on two bedroom apartments. I need something
in approximately two months.
To:
CC:
Subject:
Message:
What else will you do with this e-mail to make certain that it is as professional as possible?
39
Participant Guide
E-mail #2
From: catscatscats@catluvrs.com
RE: Pets
Do you allow pets at your community? What is the deposit? What are the fees? Do you
have a limit on how many I can have?
To:
CC:
Subject:
Message:
40
Participant Guide
E-mail #3
From: John@brokensink.com
RE: Drippy faucet
My kitchen faucet is dripping badly. Can you guys come and fix it? I’m in Building 1385,
Apartment 301. You can come in anytime today.
To:
CC:
Subject:
Message:
41
The Leasing Interview
Participant Guide
First Impressions Make a Difference
First impressions are made within the first 30 seconds. Those impressions are lasting and
can be good, bad or indifferent. It is our job to ensure that the impression made from the
moment the property comes into view is a good and lasting impression.
Why is appearance of the community so important?
In the multihousing industry, appearance is so important that we lose customers who never
get a chance to see past the obvious. The image you project from the first moment the
prospective resident visits your apartment community must be an image of pride and
professionalism. This image already has begun to form in the prospective resident's mind,
even before they enter the Leasing Center, as they subconsciously evaluate the aesthetic
value of each of the following:
Curb appeal
Signage/Flags/Banners
Landscaping and appearance of the grounds
Lighting
Exteriors of buildings
Common areas
Leasing Center
The tour route, model, and vacants
The Leasing Professional
Which of these items does the leasing team have control over each day?
6
Participant Guide
The Leasing Center
The Leasing Professional must realize that surroundings, furnishings and organizational
atmosphere set the mood of the office and establish the level of professionalism. Make
sure the office appeals to the five senses.
Sight: How can you make sure that your leasing office is appealing to the eye?
Taste: How can you make sure that your leasing office appeals to the sense of taste?
Touch: How can you make your leasing office appeal to the sense of touch?
Sound: How can you appeal to the sense of sound in your leasing office?
Smell: In what ways can your leasing office appeal to the sense of smell?
Remember that organization is the key to the success of your apartment community and
you. Investigate and inspect each model apartment before demonstrating it to prospective
residents. On the next page is a sample of a Leasing Center Standards Checklist.
12
Participant Guide
The Leasing Center Standards Checklist
Every day, each Leasing Professional should take a moment to view the Leasing Center as
a prospective resident would upon entering the office for the first time. Please complete the
following checklist on your office and perform it mentally whenever you walk into your office.
How does the office appear to the prospective resident?
Yes/No
1. Are all desks free of clutter with minimal personal items and stocked
with leasing materials?
2. Is the bathroom clean and neat, stocked with tissue items?
3. Are the trash baskets clean and not overflowing?
4. Are the floors free of clutter?
5. Are all empty drink containers disposed of and not present throughout
the office?
6. Is the carpet vacuumed?
7. Is the kitchen area clean and tidy?
8. Is all the dusting completed throughout the office?
9. Are all windows and glass doors throughout the office clean?
10. Do all team members have a “professional” appearance?
11. Are all entrances to the office clean and orderly?
12. Is the office supply and storage area neat and orderly?
13. Is there quiet, easy-listening music in the background?
14. Are all plants healthy looking and devoid of dead leaves?
13
Participant Guide
Professional Appearance
“You must first sell yourself before you sell anything.”
Good common sense should be applied when considering your personal appearance. The
image projected by the staff reflects the level of professionalism. A professional appearance
is one of the most important parts of the lease. You must be aware of how you look and
sound.
How can this be achieved?
You may be required to wear formal business attire or business casual. Depending on your
situation, always make sure that your appearance is neat and your outfit is well pressed.
Each day complete a personal inventory of your appearance:
Are my shoes shined and heel tips in good shape?
Are my clothes neat and pressed?
Are hair and fingernails well groomed?
For women, are my makeup and jewelry appropriate for the leasing environment?
Am I dressed for success or for a night out on the town?
For men, have I shaved?
You are the product—are you rent ready?
15
Participant Guide
Avoid Industry Slang—Activity
While it is important to assure the prospect that you are an informed Leasing Professional,
use of slang and industry-specific terms can be confusing and even irritating to a customer.
Substitute words, which have a positive connotation for those with negative connotations.
Creating a positive image, for both future and existing residents, is the foundation of sound
resident relations.
As a group, brainstorm alternatives for the industry team.
Industry Term
Use These Words Instead
Unit
Tenant
Complex/Project
Leasing/Leasing Agent
Landlord
Rules and Regulations
Office
Hold
Work Order
Maintenance Man
Traffic/Pieces of Traffic
23
Participant Guide
Security
Security Gates
Security Intercom
Problem
Gym
Laundry Room
“I don’t know.”
“We can’t do that.”
“I disagree.”
“No, that’s not included.”
“You’ll have to…”
“But…”
“Hang on a second.”
24
Participant Guide
1. Make eye contact immediately.
2. Stand and eliminate physical barriers between you and the other person. Come from
around your desk and head toward the prospect to welcome them.
3. Smile. A smile always conveys a warm welcome.
4. As you walk toward the person, greet them with warmth and enthusiasm. Extend a
handshake as deemed appropriate.
A word about handshakes, especially for women: A University of Alabama study has proven
a firm handshake correlates with positive personality traits. Researchers found a firm
handshake was related positively to extroversion and emotional expressiveness. For
women, it was also related positively to openness to experience. A firm handshake pays off!
Recall from the Telephone Presentations course to be respectful of the variety of cultures
represented by our population today. Offer the handshake, but be prepared to accommodate
a cultural preference NOT to shake hands.
5. Tell them your name and obtain their name. “My name is Jenna Lee and your name
is...?”
6. Repeat their name back to them, to help yourself remember it and to ensure that you
are using the correct pronunciation. Then make sure you use their name occasionally
throughout your presentation, but be careful not to overuse it.
Your first words of greeting and your expressions are vital to the positive impression you
are attempting to give.
Write down the greeting you will utilize:
26
Participant Guide
The Welcome/Guest Card and Beginning the Interview
Most apartment communities have a specific form known as a Guest Card. There is a
sample Guest Card at the end of this section. The Guest Card helps qualify a prospect
and then serves as a way to begin collecting information about a prospect's wants and
needs. The information collected on the Guest Card aids in evaluating the results of
advertising and promotional efforts. In this section, we will discuss the use of the Guest
Card for the personal interview understanding that the card may already have been started
during the telephone interview.
The Welcome/Guest Card also helps the Leasing Professional to:
Develop:
Obtain:
Establish:
Identify:
Document:
35
Participant Guide
37
Participant Guide
38
Participant Guide
The effective Leasing Professional establishes a prospect's wants and needs by asking
well phrased questions and by answering questions from the prospect. You will have
already accumulated a good deal of information from the prospect's Guest Card. Utilize
the information gathered on the Guest Card to build your leasing presentation.
Complete the rest of the open-ended questions.
Please describe for me:
Tell me about:
Domino Questioning Techniques
This is named after the chain reaction created when a line of dominoes is stood on end
and the first one is tipped over. As one domino falls upon the next, one question influences
the next. The questions are linked to each other and follow a natural progression of information
gathering.
While you will need to focus on asking questions to complete the Guest Card, each
subsequent question should not repeat questions on the card but should be phrased to
give the prospect an opportunity to talk more extensively about him or herself.
Write two domino questions:
41
Participant Guide
Primary Versus Secondary Questions
Primary questions are the questions included on the Guest Card that you must know
before the leasing interview begins. Secondary questions utilize the information obtained
from the primary questions to draw out more information and clarify the information. A
good way to phrase a secondary question is to begin them with why. For example, “I see
that you would prefer an apartment home on the first floor. Why do you prefer the first
floor?” Utilizing a primary question, write a secondary question that will reveal more
information.
Exploratory Questions
These questions help you explore the prospect’s reasons for moving and his or her particular
needs. They help you to develop a road map to close your prospect. By uncovering “hot
buttons”—those things that are important to your prospect—you can more easily and
accurately match the prospect’s needs with your community.
List several sample hot buttons you might discover from your prospect:
Exploratory questions should be different than those that are on the Guest Card—they
should expand from the Guest Card questions. The more hot buttons you can get from
one question the better! As you think about these exploratory questions consider the
questions below to help you determine what is important to your prospect and what may
be driving their ultimate leasing decision.
42
Participant Guide
How large is your present apartment?
What will you base your decision on?
Do you work in the area?
How will you know when you have found the right apartment?
What color scheme are you working with?
Where are you in your process of choosing an apartment
When does your lease expire?
How did you choose your present apartment?
What attracted you to our community?
What pleases you most about your present apartment?
What is most important to you in your apartment home?
What are you looking for that you don’t have now?
What have you liked at other communities?
What features are most important to you?
What type of location do you prefer in a community?
Write two exploratory questions that you will use to help you uncover those hot buttons:
43
Leasing Demonstration & Follow-Up
Participant Guide
Caution: Apartment communities must offer their apartments and accept all qualified
applicants as apartment homes become available. Know and understand your Fair
Housing laws.
The Leasing Professional must be knowledgeable about the neighborhood and services it
provides. Up to 40 percent of prospective residents visit the apartment community
because of its location and the neighborhood in general. The Leasing Professional can
expect some of these people to know a little about the neighborhood, yet a majority of the
prospective residents do not know much about the neighborhood. The Leasing
Professional must point out the best features and benefits of the neighborhood.
“A picture is worth a thousand words.” Use visualization whenever possible. It is helpful if
the Leasing Professional has a photo album showing important and attractive features of
the neighborhood.
There is a long list of key places in the community that may be of interest to the prospective
resident. These include schools, libraries, convenience stores, grocery stores, shopping
stores and malls, banks, dry cleaners and areas for dining and entertainment. Recreational
facilities play an increasing role in the value of a community.
It is important that the Leasing Professional be observant and not lose full appreciation of
the many features and benefits of the community. The Leasing Professional should avoid
becoming so comfortable with their site that they no longer really “see” what is there. A
fresh look at the value of the community is essential. Use a “new set of eyes” approach to
your leasing demonstrations.
Observation Activity Notes:
14
Participant Guide
The Resident Profile
Every Leasing Professional should also know his or her property’s Resident Profile.
Define Resident Profile:
The Resident Profile is not information utilized in making leasing decisions.
A Resident Profile typically includes:
1. Median or average income.
2. Median or average age.
3. Average number of residents per apartment home.
4. Resident type.
(example: Are most of your residents students?)
5. Major employers.
(example: Do a significant percentage of your residents work for the same company?)
6. Employment area.
(example: Do most of your residents work in the same general vicinity, such as a
nearby business park?)
7. Point of origin.
(example: Where did your residents live prior to moving into your community?)
8. Reasons for moving (track property move-outs).
9. Job classification.
(example: Are most of your residents blue-collar workers?)
15
Participant Guide
Key Elements in Preparing for a Successful Demonstration
The three major elements in preparing for a successful leasing demonstration:
1. Creating and using a that includes extensive 2. Knowing current about your
3. Planning for the
information.
.
.
Once the prospective resident has been qualified and the apartment has been selected for
demonstration, the Leasing Professional is ready to put both product knowledge and
leasing skills to work.
The Leasing Notebook
The Leasing Notebook is a resource of information about the community that is readily
on hand to use during the leasing process. If you have all of the community information at
your fingertips when questions arise, the leasing demonstration will be a polished process.
The information found in the Notebook should be updated regularly. Refer to the NALP
course on the Leasing Interview to get detailed descriptions of assembling the Leasing
Notebook.
Important Items to Include:
- Availability Ready List
- Site Plan- Community Convenience List
- Moving Information
- Current Market Comparables
-
Floor Plans
Community Information
Photographs of the community
Leasing Paperwork
Miscellaneous newsletters, calendars
Leasing Professionals can clip the Welcome/Guest Card to the front of the Leasing
Notebook for handy reference during the leasing presentation and to easily access it to
record additional information, apartments shown, etc.
16
Participant Guide
Planning a Successful Leasing Demonstration
Information contained in a completed Market Comparables Study:
What are two places in which a Leasing Professional can effectively use The Leasing
Notebook?
Information About Your Competitors
Update the information about your competitors each week. Prices, features and programs
can change daily! Do not focus on your competitor’s weaknesses but rather their
strengths. The better you understand the strengths of your competitors, the stronger and
more competitive you will become.
Prepare a Competitors Notebook that includes floorplans and general information about
your competition. This notebook can become a valuable resource when you need to compare
and contrast your property with a competitor while working with a prospective resident.
17
Participant Guide
Brainstorm in your groups and create some talking points and opening statements that can
be used on the leasing tour:
Plan! Be prepared! It’s the best advice you will ever receive.
19
Participant Guide
Important Skills in Demonstrating
What variables are important in becoming skilled in conducting a memorable
demonstration?
Every successful Leasing Professional is adept at performing these leasing demonstration
skills:
1. Actively involve prospective residents in the apartment. The prospective resident
must visualize him- or herself happily living in the apartment home. As the Chinese
proverb says:
Tell me, and I may forget.
Show me, and I might remember.
Involve me, and I’ll understand.
% of people remember something they have seen.
% of people remember something they have seen, smelled and touched.
When demonstrating an apartment, ask the prospective resident to open doors and cabinets,
touch features, use fans, walk onto patios, etc. Consider using mini-model features—some
towels, a shower curtain, kitchen towels, small home accessories—to make the vacant
apartment feel more like a home. Consider setting out “self-serve” candy or snacks.
2. Implement “feature-benefit” solution selling. The Leasing Professional moves from
telling about a feature to selling its benefits and providing its solutions. The demonstration
then moves from things to feelings and wants. In this manner, the Leasing Professional
uses emotional selling, which focuses on the emotional impact of the feature. Recall
the discussion in the Interviewing section of the course about relationship-building. By
focusing on the prospect and his or her unique wants and needs, the feature-benefitsolution selling technique comes naturally!
21
Participant Guide
Transitional Question Activity
Working with your partner, write a Transitional Question appropriate for each of the apartment
rooms below.
Into the living room:
Into the bedroom:
Into bedroom #2:
Onto the deck/patio:
Into the dining room:
Remember that there is a fine line between engaging in meaningful conversation and
carrying on a one-way monologue that a prospective resident will find boring or tedious.
The goal is to make the demonstration conversational.
24
Participant Guide
Selling versus Telling Activity
Follow the instructions of your facilitator to complete the activity below.
Telling
vs.
Example #1
The Leasing Professional enters the
apartment home, stands in the doorway
and talks as the prospective resident
walks through the apartment alone.
Selling
The Leasing Professional walks through
the apartment along with the prospective
resident, directing the prospective resident
to open the refrigerator door, walk out
onto the balcony, and to step inside the
enormous walk-in closet. The Leasing
Professional continues to ask transitional
questions.
Example #2
The Leasing Professional shows the
model apartment home and states,
“This is the kitchen and there is the
dining room.”
Example #3
The Leasing Professional stands in the
living room and tells the prospective
resident 30 features of the apartment
home.
Example #4
The Leasing Professional reads the
brochure to the prospective resident as
they tour the apartment home.
25
Participant Guide
Here are some basic techniques to help involve the prospective resident in your leasing
demonstration.
Ask questions of the prospective resident that are not invasive but which draw
prospective residents into talking more about themselves. This helps to establish rapport,
puts the prospective resident at ease and provides you with useful information to use
later in your leasing presentation. Good questions might be “What are the best features
of the home where you are living now?” or “Did you get to ski much when you were in
Denver?” or “Did you visit the monuments while living in DC?”
Build on the information that you have gathered by asking clarifying questions that
attempt to draw out more information. For example, “John, I know you told me that you
were in sales, in what type of sales are you involved?” Since you have been asking
questions to build a relationship with the prospect, you will learn about the prospect
and what particular features may be most appealing.
Give your prospective resident “Minor Orders.” These are commands that you tell
the prospective residents to do to get them to actively participate in the tour. For example,
Eric Cumley in the book “7 Secrets to Successful Leasing,” suggests you describe a
benefit and then give a suggestion to the prospective resident. Example: As the
Leasing Professional and prospective resident enter the apartment, the Leasing
Professional says, “The view from the balcony is fabulous.” Then the Leasing
Professional would give the prospective resident a suggestion to “go ahead and
open the sliding door so we can get a better look.”
26
Participant Guide
Do not talk about your personal life with the prospective resident. The prospective
resident should be the center of attention and all conversation should be directed at the
prospective resident’s interests. The more time you spend asking questions of the
prospective resident, the less time there will be for any personal questions about you.
Keep the conversation flowing, yet leave some quiet time so the resident can think
about what you are saying and take a good look at what you are pointing out. Go room
by room during the tour focusing on the benefits of each room in the apartment home.
Put the prospective resident into various settings in your apartment community.
“Joyce, you said you loved to cook; wouldn’t this be a fabulous home for entertaining
your guests?” or “You’ll feel great in front of the fireplace on a cold winter evening,
while you unwind from a long day at work.” Keep the conversation positive by ending
the comment with, “Don’t you agree?”
Emphasize unique features of your apartment home that they might not notice. “I
want to point out that there are cable outlets in every bedroom as well as the living
room.” Or “Did you notice the ice maker?”
Can you think of other techniques or examples that will keep the prospective resident
actively engaged in the leasing demonstration?
27
Participant Guide
Feature-Benefit-Emotional Appeal Selling
We have discussed feature-benefit selling, so let us apply these lessons to the demonstration
in action. The next step is learning to apply the benefit to give personal meaning for the
prospective resident.
This technique enables you to present a demonstration tailored to your prospective resident’s
needs instead of merely presenting a generic tour.
This approach is known as “feature-benefit” selling with the application of emotional
appeal. Most sales are based on emotion. Yes, the prospective resident wants an
apartment, but what they really want to know is what the apartment will do for them!
Define a feature:
Features are marketable characteristics found in every part of the apartment home.
Examples of features are sliding glass doors, vaulted ceilings, bay windows and frost free
refrigerators. Every feature has a benefit.
Define benefit:
One benefit of a vaulted ceiling is that it gives the room an open feeling and elegant
ambiance. One benefit of bay windows is that they provide space for plants.
Applying the knowledge of features and benefits to create personal meaning for the
prospective resident is called emotional appeal selling.
The successful Leasing Professional puts special emphasis on benefits likely to appeal to
the prospective resident’s emotions and logic that forms the basis for a decision to buy.
A feature is concrete. It is visible. You will mention many features in your demonstration of
the apartment. However, the successful Leasing Professional mentions the features and
describes the benefits.
You use emotional appeal when you reference what you have learned about the prospective
resident’s wants and needs. This is the point where all of those carefully asked questions
and carefully stored away answers help you make the sale.
28
Participant Guide
Feature-Benefit-Emotional Appeal Selling Exercise
The following exercise is also found in the Participant Guide. It may be completed in class
or assigned to be done after class. Below are some of the more common “features” that a
Leasing Professional will describe to a prospective resident.
Feature
Benefit
Emotional Appeal
Window
Sunlight for plants
Homey feeling
Ice maker
Convenience
Ease when entertaining
Fireplace
Sliding door to balcony
Microwave
Indirect lighting
Ceiling fans
Nook
Bookcases
Vaulted ceilings
Breakfast Bar
Extra Electrical Outlets
30
Feature
Benefit
Participant Guide
Emotional Appeal
Disposal
Stainless steel sink
Pantry
Trash compactor
Balconies/Patios
Other:
Create a sentence for two features from the list above using the Feature-Benefit-Emotional
Appeal selling approach:
31
Participant Guide
When Does Closing Begin?
The Leasing Professional begins to “close” when first gathering information and qualifying
the prospective resident over the telephone. Closing occurs when the Leasing Professional:
1. Finds out about the prospective resident’s needs and wants and then begins to provide
solutions that address these needs and wants.
2. Greets the prospective resident and helps them define their wants and suggests a tour
of the apartment community, model apartments, and vacant apartments.
3. Demonstrates the apartment community and home, and uses the feature-benefit-emotional appeal strategy that “links” the prospective resident to the community.
4. Returns with the prospective resident to the Leasing Information Center and summarizes
the solutions to the prospective resident’s needs and wants.
5. Assists the prospective resident with the completion of necessary paperwork.
Remember the ABC's of Closing: A
B
C
What are the Major Elements that are the Basis for the Sales Model?
1. The telephone contact;
“Closing” is demonstrated by appointment-setting, creating a sense of urgency, and securing
a commitment to visit the property.
2. The greeting;
“Closing” is demonstrated by an enthusiastic welcome, a gracious invite, and a professional
introduction.
3. The leasing interview;
“Closing” is demonstrated by qualifying in a thorough, yet conversational manner, utilizing
strong listening skills, understanding body language, discovering needs and wants, and
describing features/benefits.
35
Participant Guide
4. The leasing demonstration; and
“Closing” is demonstrated by personalizing key features/benefits to create desire and
interest, using trial closes, and resolving objections in order to close.
5. The close.
Pyramid of Relationship Selling
Telephone Contact
Rapport Building
Needs Assessment
Showcasing the
Community
Closing
FollowUp
36
Participant Guide
Dynamics of an Effective Leasing Presentation
What techniques can a Leasing Professional use to address a prospective resident’s rental
needs and wants?
Remember the acronym PIE. It stands for:
P=
I=
E=
Persuade - Persuading the prospective resident begins with the first contact.
The Leasing Professional appeals to the ego of a prospective resident by convincing him
that he is important and that moving into your apartment community will meet his needs
and wants. Persuasion is accomplished by open communication, linking the prospective
resident’s needs and wants to the apartment community and home.
Inform - Superior product knowledge allows the Leasing Professional to provide the
prospective resident with the quality, depth, and breadth of information necessary to
convince the prospective resident that they should move into the apartment community.
They should be provided with logical reasons for living in the community. Informing should
take place through involving, not just telling. Remember, “If you show me, I may remember.
If you involve me, I’ll understand.” Employ the feature-benefit-emotional appeal method.
Enthuse - Informing through enthusiastic conversation and demonstration will have a
positive impact on a prospective resident. The Leasing Professional should remember to
stay prospect-oriented not just product-oriented throughout the presentation. Do not fall
into the trap of the “amenity blast”—just exploding a list of amenities to the prospect hoping
one or more will be meaningful.
38
Participant Guide
There are five general types of objections:
P
P
P
P
P
How does a Leasing Professional deal with the five major types of objections?
A Leasing Professional deals with the five general types of objections by learning to recognize
each type of objection and practicing ways to resolve each one.
40
Participant Guide
Objections Activity
This activity will help participants to: (1) observe resolving objections in action and (2)
practice resolving objections with other participants. Follow your instructor’s directions.
Please give responses on overcoming these negative statements.
1. I really want a third floor apartment.
2. I would like to be closer to my work.
3. I need more storage space.
4. I do not think my furniture will fit.
5. This apartment is too far from the Information Center and too close to the tennis courts.
6. It is really more than I can afford.
7. I need to think more about this.
8. I do not think my husband would like this arrangement.
9. I think XYZ Apartments is offering a $200 move-in promotion and I’d like to check this
out before making a commitment here.
10. You do not have ____________________ here. (i.e. garages, microwaves, Internet
access, extra storage area, etc.)
47
Participant Guide
Below are a few of the more prevalent buying signals. Put a checkmark in the box in front
of the buying signals that are non-verbal:
Relaxing the body and maintaining good eye contact.
Nodding positively to the Leasing Professional’s questions—saying yes five or more
times.
Beginning to calculate with a pencil or calculator.
Writing notes.
Studying the brochure carefully.
Smiling and showing enthusiasm.
Talking about the placement of furniture.
Discussing rental payments, pro-rated rent, move-in dates, availability.
Asking a spouse or friend for an opinion.
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Participant Guide
Close by Inviting the Prospective Resident to Lease
Closing, or getting a commitment, actually begins the moment a prospective resident
arrives at the Leasing Center. Everything we do from greeting the prospective resident,
through demonstrating the apartment, to resolving objections, is designed with one aim in
mind: to get a lease! It is the crucial point on which the success of the leasing effort
depends.
Remember, there is no exact statement that will work in every situation and with every
prospective resident.
Careful review and practice will make closing a comfortable process for you! Many leases
have been lost simply because no one asked for the lease! Remember only 63% of
Leasing Professionals do! To better understand closing, let’s understand what closing is
not.
List some examples of what closing is not:
55
Participant Guide
Ask for a Commitment
If you don't _______________, you won’t _______________.
_______________ and you shall _______________.
Ask for a commitment and invite the prospective residents to lease. Ask for their
business! Some “asking” statements that lead to the close:
“Is this what you had in mind?” – If the prospective resident says yes, then this is an “open
door” to ask, “Would you like for me to take this apartment home off the market for you?”
“From everything you discussed, I have narrowed the list down to three excellent choices.
We do have others. I’ve chosen in accordance with your specific needs.” Be careful
not to violate Fair Housing laws. Hopefully the prospective resident will tell you which
one works for them and then you can proceed with asking for the deposit. “Great, I will
go ahead and take apartment #625 off the market for you. I will just need your $100
deposit.”
“You mentioned to me how important it is that you have a short commute to your office
and we calculated a 15-minute drive to your office from here. You also mentioned that
you needed to save money and our mini-blinds are already included in the apartment
saving you those upfront costs. And you stated that your monthly housing budget is
$800 and this apartment is only $775. Since we are able to meet your important housing
needs, it makes good sense to make this apartment your new home. Shall we begin by
taking your $100 deposit now?”
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Participant Guide
Closing Techniques
The "Summary" Close - This allows you to guide your prospective resident to make a
decision by summarizing all the positive points about the apartment and the community
that the prospective resident liked. The effectiveness of this close depends on how well
you listened to your prospective resident. Be sure to follow fair housing rules. For example:
The "Personal Invitation" Close - This should be used in every presentation along with
other closes. It basically is a sincere invitation to the prospective resident such as:
The "Assumption" Close - This is showing the prospective resident your confidence in
your community and that it is not a question of whether they will lease, but which
apartment they will move into. Example:
Which Close - This is an extension of the Assumption Close. The Alternate or Which
Close uses opinion gathering questions such as:
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The “Only One” Close - This close stresses that while this apartment may be the “only”
one of its kind that suits all the prospective resident’s needs, you would hate for them to
miss out on it. For example:
The "Price Increase" Close - This is actually another type of the Urgency Close. The
price may be increasing or a special is only for this week. If they wait, the rate may be
higher. Statement:
The "Acceptance" Close - Simply use the psychology that people have a need to be
accepted in society. Remind the prospective resident that you have other people that work
at the prospective resident’s company and that they will feel right at home in your community.
Avoid mentioning a protected class so you do not violate fair housing laws. Example:
The "Yes" Close - By asking questions that will obtain a “Yes” response, this close should
allow the prospective resident to say “Yes” when they are asked for a deposit. Example:
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Participant Guide
The "Commitment" Close - This is a good closing technique for prospective residents
who have just begun looking for an apartment and feel unsure about making a decision
before looking at other apartments. Offer to hold the apartment until 5:00 p.m. that
afternoon. This may require a partial deposit depending on company policy. Example:
The "24-Hour Hold" Close - This close simply means holding the apartment for 24 hours
or less. Example:
The “If I Could...Would You” Close - If there is a particular objection your prospective
resident has, get their commitment that they would lease if you could “fix” it. If the prospective
resident says that there is not enough closet space, your reply could be
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Participant Guide
The "Priority Waiting List" Close - This is used when a prospective resident is looking
out into the future—past the time when you have apartments available. Encourage the
prospective resident to still complete an application and leave a partial deposit. When an
apartment becomes available, the prospective resident can either take it or change their
mind and their deposit is fully refundable (check your policies and procedures). Sample
statement:
The “What Did I Miss?” Close - In this close, you ask the prospective resident why they
have not made their decision to lease. For example:
(If the prospective resident has a hidden objection, they will now identify it, giving you the
opportunity to resolve and continue closing.)
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Name That Close Activity
Several closes have been placed in a bowl. Select two closes from the bowl. Role-play a
closing strategy on the instructor when you have a close that you feel would apply to the
scenario presented. Be ready to answer: Which closes would you use and why?
1. Mr. Okura is unable to move for one month. The apartment home is available now.
Only your manager can make this decision.
Possible closes:
2. Russ is overwhelmed by all of the things he has to keep in mind about apartment
hunting. He likes most of the features about your apartment home but is still not sure
what is the best thing for him to do.
Possible closes:
3. John is a student at the nearby college and brought his parents to take a look. He likes
the location because it is convenient to the nightlife. His parents like the controlled
keycard system as well as the lighted parking.
Possible closes:
4. Robin and Alex seem to be unable to agree on anything. Each likes certain features
but not all of them.
Possible closes:
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5. The Tanner family agrees with everything you say but provides you with very little
information about themselves and their wants and needs.
Possible closes:
6. Eric and Maria will be married next month. She seems more interested in the apartment
home than he does. Your guess is that money may be a problem for them.
Possible closes:
7. Tom is in town for two days, preparing for a move next month to your part of the city.
He did not have time for an apartment tour but raved about your location and the
recreational amenities.
Possible closes:
8. Dana and Jordan are single roommates who are very busy with their careers and
schooling. They frequently eat out but are often seen poolside most Saturdays at their
current apartment community. They are both watching their budgets because of
expenses related to their doctorate degrees.
Possible closes:
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Participant Guide
Follow-up Note Activity
Write a sample Follow-up note (you may not use the words “Thank you”):
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Rental Policies and Procedures
Participant Guide
Efficient Handling of Rental Policies and Procedures
It is important to recognize the change in a Leasing Professional’s responsibilities once the
prospective resident agrees to lease an apartment home. The Leasing Professional
should concentrate on administrative tasks that focus on the accurate execution of the
lease paperwork while continuing to use a professional sales posture.
Accuracy is essential because these forms become an apartment community’s permanent
legal record. It is critical to know and understand specific lease language, applicable laws,
and the apartment community’s basic rental policy. At the same time, the Leasing
Professional will continue to use the rapport already established with the prospect as he/
she becomes a resident. This program will address the basics in handling rental policies
and procedures, but each company will have their own signature policies, which the
Leasing Professional must use to guide his or her activities.
Pay Close Attention to the Rental Policy
Qualifying procedures are vitally important to the success of every apartment community.
Specifics about the qualification criteria are typically stated in a community’s written
“Statement of Rental Policy” or “Resident Qualifications Criteria.” This statement is usually
posted in clear view of all prospective residents in the leasing area of the Leasing Center.
In this way, the property is clearly communicating the qualifying standards that will be used
to determine the eligibility of an applicant while adhering to Fair Housing laws. Many
companies provide a copy of these policies to each prospect. It is the responsibility of the
Leasing Professional to adhere to the Rental Policy and not deviate from its specifications.
List some key components of an apartment community’s “Statement of Rental Policy”:
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Rental Policies
Rental Policies must:
1. Be
with the lease documents.
An example of consistency between rental policy and lease policy:
An inconsistency:
2. Do not put the apartment community at
for
.
Rental policies should not put a resident at risk. An example of a policy that may put
residents at risk: onsite management allows easy access to master keys or key box by
a large number of people which could lead to an injury suffered by a resident attacked
by someone who gained access to the property by using one of the unaccounted for
master keys.
Any rental policy that proves to be problematic:
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3. Be
,
, and not unlawfully
.
Rental policies must ensure that the apartment community does not unlawfully discriminate
against a protected class such as race, color, religion, sex, handicap status, familial
status, and national origin.
Example of reasonable policy:
Example of discriminatory policy:
4. Do not lead to fraudulent
.
Rental policies must not trick or fraudulently cause a resident to enter into a written
lease. The home and features to which the prospects agreed should be the ones that
result from signing the lease.
The rental policy must be displayed in a prominent place in the Leasing Center. By
doing so the property, owner and staff are complying with the fair housing guidelines,
which prohibit discrimination based on the protected classes and communicates the
standards used in determining the eligibility of an applicant. It is critical that the Leasing
Professional reviews every part of the rental policy with every prospective and actual
resident.
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The Leasing Professional should carefully explain to the prospective resident why all of
this information is being gathered—that it is being used to qualify the prospect for this
apartment community. The Leasing Professional should explain why particular items are
requested and how the information will help the prospect move in on time. The Leasing
Professional should let the prospective resident know that they will be contacted periodically
concerning the status of the application.
Leasing Professionals must acknowledge the additional anxiety of prospective residents
who have not yet mastered English. The Leasing Professional should take extra care to
communicate clearly and slowly, with frequent explanations so that all of the information
needed may be accurately collected.
As a general rule, it is better for the prospects to complete the rental application and then
have the Leasing Professional review it with the prospects. This means that any mistake
made on the application would have been made by the applicant and the Leasing
Professional will not be held accountable for the misinformation provided by the applicant.
The Leasing Professional should review the information. The prospect has ultimate
responsibility for the accuracy of the information.
“Why So Much Information?” Activity
Why must a Leasing Professional know why each item of information is necessary?
Answer: Notes:
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The Leasing Professional should discuss all necessary arrangements that the resident will
have to make prior to moving.
If the application is not approved, a document indicating the reason for rejection should be
kept in a permanent file, and the applicant should be notified immediately and in writing.
Note that it is important to recognize that an
not an
.
may be declined or rejected,
New resident keys should not be distributed until the lease agreement has been signed,
the effective lease date has arrived, and the security deposit and rent monies are paid in
full. The same rule applies for furnishings. Possession of an apartment home should
coincide with the date of the lease agreement.
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Participant Guide
Resident Processing Checklist
Many companies use a Resident Processing Checklist. The purpose of this checklist is to
make sure that all of the steps in the process are recorded in sequence and that nothing is
omitted. Other companies allow the Leasing Professional to write directly on the application.
On the following page is a sample Resident Processing Checklist.
Notes:
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Participant Guide
The Law of Contracts
Everyone is familiar with contracts such as those of professional athletes, negotiated
agreements with the automotive industry and personal contracts with banks to secure
home mortgages.
Define the term “contract”:
Four Basic Elements of a Contract
There are four basic elements that must be present for a contract to exist:
1.
2.
3.
4.
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Participant Guide
The Move-in Process
List some tools that can be used to assist the new resident in becoming comfortable with
and oriented to the apartment community:
Moving day is usually one of the most hectic, stress filled days in a person’s life. The new
resident may be frustrated if things do not go exactly as planned and will definitely be
exhausted by the end of the day. The Leasing Professional can help soothe this transition
by being prepared to help, using tools to help orient the new resident to the community
and by offering diplomatic suggestions for potential challenges.
Welcome Letter
The Leasing Professional can provide the new resident with a personalized Welcome
Letter. The apartment community should develop a warm, personalized letter of Welcome
and place it in a prominent place in the new apartment home. The letter should offer to
provide help to the new resident in getting acclimated to the new apartment home and
community.
A sample Welcome Letter is included on the next page.
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Participant Guide
Move-in Packet
The Move-in Packet is a practical and important resident orientation tool. The Leasing
Professional uses a file folder, manila envelope or other specifically designed brochure to
compile relevant information about the community and surrounding area. The contents
should include:
Resident Handbook
The Leasing Professional distributes a “Resident Handbook” with community policies and
procedures. The new resident will be informed of important community policies, why they
are necessary, and what actions will be taken if the policies are not followed.
Typical community policies may include:
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Participant Guide
Resident Relations
Be Available on Move-in Day
Smart Leasing Professionals realize that their future relationship with the new resident will
be greatly influenced by what happens on move-in day. After the rent has been paid, the
keys issued, and the Move-in Packet given to the resident, the Leasing Professional
should accompany the resident to their new apartment home to answer any questions,
demonstrate appliances, locate the fuse box and breaker main switches and locate and
demonstrate water cut-off valves.
The resident should feel comfortable contacting the Leasing Professional at any time
during the move in for assistance.
List some ways in which a Leasing Professional can demonstrate good customer service
and enhance resident retention beginning with the resident’s first week at their new apartment
home:
Research shows that happy residents will stay in the apartment community longer than
unhappy residents, thus reducing the turnover ratio.
Good communication is the key in establishing good resident relations.
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Reduced Turnover =
Maintain resident relationships on a professional level. Avoid discussing personal relationships
with residents.
List some ways to maintain an ongoing resident relations program:
Market Trust – Activity
Work with your group and describe 3 things that you can do in your role as a Leasing
Professional to build market trust in resident relations.
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Participant Guide
Fair Housing Implications
List some ways in which a Leasing Professional can remain in compliance with the Fair
Housing laws while completing the lease process and accompanying policies:
List the two “Golden Rules” of Fair Housing:
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Participant Guide
The Fair Housing Act Amendments of 1988
The Fair Housing Act Amendments of 1988 were in response to the criticism that the Fair
Housing Act of 1968 failed to provide sufficient protection to ensure Fair Housing and
equal opportunity to other groups who have historically been targets of discrimination.
The new law expanded the prohibitions against discriminatory housing practices to include:
Memory Device:
R
C
R
S
N
F
H
Under the 1988 Fair Housing legislation, individuals may still file an administrative complaint
through HUD or file a lawsuit in federal court. An administrative complaint with HUD or a
state agency must be filed within one year from the date the discriminatory housing practice
was alleged to have occurred. A private lawsuit must be filed within two years of the
discriminatory act.
The single biggest difference between the 1968 and 1988 acts was the addition of two
new groups of protected persons: families with children under the age of 18; and individuals
with disabilities.
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Also part of the change, if HUD finds reasonable cause to believe that the law has been
violated, it now has the authority to bring the case to a hearing before an Administrative
Law Judge (ALJ); and private enforcement has been strengthened by removing the limitations
on punitive damages (previously $1,000) and making the standard for awarding attorney’s
fees more like the standard used in other civil rights laws; and it expanded the statute of
limitations to two years for lawsuits.
The purposes of the 1988 amendments were:
1. To create an administrative enforcement mechanism that is subject to the use of court
enforcement by private litigants and federal enforcement agencies;
2. To extend equal housing opportunity to disabled persons; and
3. To extend equal housing opportunities to families with children.
The 1988 act greatly expanded housing opportunities for previously denied groups of
citizens. These acts have also created new business practices.
What are some examples of business practices not specifically mandated by law
that many communities follow?
Where should the Equal Housing Opportunity logo or phrase appear?
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Participant Guide
The Fair Housing laws allow the parties (the complainant who filed the complaint or the
respondent who is accused of discrimination) to choose whether they want an administrative
hearing or a civil lawsuit. There is no right to a jury trial at a hearing before an ALJ.
However, in a civil lawsuit either party may request a jury to hear the case.
If the case of an administrative complaint is found by an ALJ to violate the Fair Housing
Acts, the following relief may be provided:
Actual monetary damages;
An injunction prohibiting any such actions in the future or similar relief;
Attorneys fees and costs; and
Civil penalties of up to $16,000 for the first violation up to $37,500 if the housing provider
has more than one violation in the previous five years up to $65,000 if the housing
provider has more than two violations in the previous seven years.
In the case of a lawsuit brought before a court, violation of the Fair Housing acts may
result in:
Actual and punitive damages;
An injunction prohibiting any such actions in the future;
Attorney’s fees and costs; and
Civil penalties of up to $55,000 for the first violation, up to $110,000 for any subsequent
violation.
Compare and contrast the two separate courses of action available to persons with
Fair Housing complaints. List the amount and severity of penalties.
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Participant Guide
Fair Housing Activities
Case #1
Donald Short, a Pittsburgh, PA, property owner, leased a duplex apartment building to an
organization that provides housing to persons suffering from AIDS. Short did not know that
the building would be used to house people with AIDS and other illnesses. When he
discovered the purpose of the organization leasing his building, he came onto the property
and harassed the residents. He made it clear that he did not want anyone with AIDS living
in his building.
He went so far as to place a cow skull, a toilet, and statue of the Lady of Justice on the
lawn of the building. The organization that leased Short’s building filed charges claiming
discrimination.
To which prohibited discriminatory practice(s) found in the previous Prohibited
Practices Activity does this case pertain?
What do you think was the verdict and why?
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Participant Guide
Case #2
A Property Owner repeatedly touched several of his female residents in a way that made
the women feel uncomfortable and offered rent reductions in exchange for sex. He
threatened to evict anyone who tried to report him to the authorities. A female resident filed
a complaint with HUD. The Property Owner said it was her word against his.
To which prohibited discriminatory practice(s) found in the previous Prohibited
Practices Activity does this case pertain?
What do you think was HUD’s decision and why?
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Participant Guide
While the Fair Housing Amendments Act prohibits housing discrimination against families
with children, HUD has refused to establish a national occupancy limit. As a result, housing
providers depend on Fair Housing cases to define “reasonable” occupancy limits. HUD
has stated that a reasonable limit on the number of persons who can live in an apartment
is two persons per bedroom or sleeping space.
It is important that Leasing Professionals understand the difference between a private
occupancy restriction and a local building code. Most cities have local building codes that
impact occupancy standards; however, building codes are not appropriate for and should
not be relied on for setting a proper private housing occupancy standard. In addition, many
state and local Fair Housing enforcement agencies use standards that are more restrictive
than the HUD guidelines so it is important to be familiar with any such standards in the
state where your property is located. The accepted HUD guideline of two persons per
bedroom or sleeping space should be followed. [NOTE: under the HUD standard, you
should consult your company’s policies before counting an infant or newborn baby as a
“person” when determining how many persons may occupy an apartment. Many housing
experts recommend against counting infants less than one year of age.]
Fair Housing Activity: Familial Status
Case #1
Ms. Davis and her eight-year-old son visited the Maplewood Park apartment community in
Temple Hills, Maryland. Ms. Davis finally decided to lease a one bedroom. At that point the
owner explained that it was against his policy to allow one parent and a child to lease a
one-bedroom apartment for a variety of reasons. The Property Owner told them they
would have to rent a two-bedroom apartment. Ms. Davis decided to file a complaint alleging
discrimination on the basis of familial status.
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Case #2
Marlene and Michael Briggs were looking for an apartment home in the Chicago area for
themselves and their six-year-old son. They were shown an apartment home by a resident
of the building, Ms. Piroshka Kormoczy. Ms. Kormoczy was not the owner but showed
apartments for the owners, who were members of her family.
Children lived in the building and had done so for some time. Still, Kormoczy rejected the
application of the Briggs family because she did not want children living above her, which
was the location of the apartment home requested by Briggs. The Briggs family filed an
administrative complaint with HUD.
Case #3
A couple visits your community and during the leasing tour asks if there are any Muslim
families in the community. Yours is a small community and you know that there are three
residing families who practice Islam.
How would you answer this question and why?
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Participant Guide
Fair Housing and Disability Status
The Fair Housing Amendments Act of 1988 had as one of its objectives to extend equal
housing opportunity to persons with disabilities. “Disability” is defined as a p
or
m
impairment that substantially l
one or more m
life activities.
The definition does not include illegal use of or addiction to a controlled substance.
Most individuals with a disability prefer the terms disabled or disability. The term disability
is used in these NALP materials and means the same as “handicap”, but the term used in
the actual Fair Housing laws and guidelines is “handicap”.
Physical impairment includes:
- any physiological disorder or condition;
- cosmetic disfigurement; and
- anatomical loss affecting specific body systems.
Mental impairment includes:
- any mental or psychological disorder such as mental retardation, organic brain
syndrome, emotional or mental illness and specific learning difficulties.
Major life activities means:
- functions such as caring for one's self, performing manual tasks, walking, seeing,
hearing, speaking, breathing, learning and working.
An important part of the Fair Housing disability provision states that it is discriminatory to
refuse to any person with a disability the opportunity to make reasonable modifications
of existing premises if the modifications may be necessary to afford the disabled person
full enjoyment or use of the premises or dwelling, as long as the disabled person pays for
the modifications. Modifications are physical changes made to an apartment home or
building or common area.
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[Note: Under Section 504 of the Rehabilitation Act of 1973, which affects certain federally
assisted housing the owner is responsible for the expense of making reasonable modifications.
This important federal legislation predates the disability provision of the Fair Housing Act
and is sometimes relied upon by the courts in interpreting the disability provisions of the
Fair Housing Act.]
An example of a reasonable modification would be the granting of permission by the owner
or manager to a person with a disability to have an outside contractor install grab bars in
the bathroom in accordance with local building codes and at the expense of the resident.
Another part of the Fair Housing disability provisions requires apartment owners and
managers to grant disabled persons reasonable accommodations in rules, policies,
practices, or services when such accommodations may be necessary to afford the disabled
person equal opportunity to use and enjoy an apartment home, including public and common
use areas. Accommodations are changes made to property policies, procedures, practices
and services.
An example of a reasonable accommodation would be to allow a non-sighted person to
keep an assistance or service animal in the apartment home even though the building has
a “no pet” policy. An assistance animal is considered a service animal and not a pet.
What are some examples of reasonable modifications to the apartment home and
building and reasonable accommodations to the community’s policies and
procedures?
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Participant Guide
Fair Housing Disability Status Activities
Activity #1
Case #1
Julie, a disabled resident, asks you:
to make an exception to your rule banning equipment or items with wheels from your
business center to accommodate her wheelchair;
to install a ramp at her expense so that she may access your center using her
wheelchair; and
to let her bring her guide dog with her to the business center.
Is Julie asking too much?
How would you handle this request? Use Fair Housing laws to support your answer.
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Case #2
A physician has just diagnosed one of your best residents with “multiple chemical sensitivities”.
She gives you a list of approved cleaning fluids and pesticides for use in her apartment,
the hallways and other common areas of the apartment community. Chemicals other than
the ones on this list will make her sick.
How would you handle this situation? Use Fair Housing laws to support your answer.
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Activity #2
Scenario #1
A prospective resident calls to schedule an appointment for a leasing tour. She explains
that she has limited mobility and will need to be met in the parking lot and helped out of
her automobile.
What do you say and why?
Scenario #2
A long time resident is getting married. His new wife has a child with a disability. Their
apartment is on the first floor and the child does not have any problems getting his wheelchair
in and out of the apartment. The problem is the carpet. It is very deep and plush. The child
cannot get around the apartment home in his wheelchair.
The Property Manager denied a request for new carpet. Another resident living at the
community suggests that the resident pursue the matter with HUD under the disability
provisions of the Fair Housing Act. The Property Manager is thinking about terminating the
lease of the resident who recommended filing the Fair Housing complaint.
What should you do or say to the Property Manager about her course of action for
handling this situation?
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Participant Guide
Resident’s Personal Safety Activity
There is no nationally recognized standard for acceptable apartment property management
safety practices and measures regarding crime on the property. Legal interpretations vary
widely in different states. Most courts apply a standard of inquiry that asks what was a
reasonable response, given the specific facts of each situation.
A management company can, even under the right circumstances, be held liable for a
resident’s injuries or loss of property even if it was caused by an unpredictable criminal
attack. Negligence is determined by whether a court or jury feels that the management
failed to keep the premises safe due to some form of unreasonable conduct. For example,
a management company could be held liable for a sexual assault on a resident’s child if
management was aware of a prior similar attack and failed to send out warning notices to
all residents so that they would be more careful of their child’s safety. This is called a duty
to warn residents about reasonable risks of criminal attack.
A management company can be held liable for injury caused due to its failure to repair
something that causes an apartment or common areas to be unsafe for normal use.
Negligence is failure to perform a duty that reasonably subjects a resident, occupant or
guest to harm.
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Participant Guide
Case #1
Your lease says that the resident assumes all responsibility for the condition of the apartment
after move in. The resident becomes injured while attempting to flee a fire in the apartment
home, tripping on a loose or defective stair step in a rear breezeway that she seldom
used. The resident sues claiming that she would not have fallen if management had
properly repaired the stair step.
What is your verdict?
Case #2
An unknown person who entered the apartment home by prying open a sliding glass door
sexually assaults a resident. The resident sues on the grounds that the property owner is
liable for the resident’s attack because it knew about a recent break-in burglary and failed
to warn residents. She also claims that management refused to give her a special device
known as a “Charlie bar” that would have prevented the sliding glass door from being
forced open.
What is your verdict?
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Participant Guide
It is important not to use the term “security” guards, and rather refer to them as “courtesy”
personnel. It is also important to never guarantee such a service because realistically it
cannot be offered indefinitely and to all residents and their guests at all times everywhere
throughout the property. Generally speaking, owners and managers or apartment communities
do not provide or offer security services to prevent, detect or deter crime or other common
emergencies that can occur. Apartment management should not market or guarantee that
the property is safe from crime or any similar type assurance. As a Leasing Professional,
you must never make such representations.
The key points here are security and courtesy. Courtesy officers are there for the benefit
of the owner and management – not the resident.
There should be no expectation given of security provided to the resident. By not calling
these individuals “security personnel”, you help remove any misconception. The second
issue is that whatever person you provide and whatever services they provide, both are
either a courtesy to the residents or a service to the property. Do not confuse the residents.
Under the law, it is clearly the responsibility of residents to assume responsibility for their
own personal safety and that of their families and guests. It is also incumbent upon all of
the apartment community staff to help make the apartment community secure from known
dangers or conditions.
What are some opportune times when a resident’s personal responsibility for safety
can be communicated?
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Participant Guide
Safety Hazards
All residents and onsite management staff should be alerted to possible safety hazards
and encouraged to notify management as soon as a possible safety hazard is discovered.
Unsafe conditions should be identified and corrected promptly.
Typical safety practices onsite teams should perform include:
Proper labeling and storing of chemicals such as paint removers and acids in a secure
place;
Ensuring and inspecting for the proper functioning of self-closing limited access gates
around pool areas and easy access to pool safety equipment;
Communicating to residents the local building safety codes and property policies
regarding the use of grills; and
Communicating to residents that appropriate authorities should be contacted first in an
emergency and then notifying the owner or property representative.
Generally speaking, many building codes prohibit use or storage of any kind of grill for
cooking on a balcony or porch due to the high risk of fire.
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Other resident personal safety practices:
When asked if an area is safe, a Leasing Professional should respond: “Please understand
that I, along with any other apartment community, cannot guarantee your personal safety.
In fact, no place in the U.S. today is 100% safe. It is best if you use good common sense
and practice basic safety precautions as you would anywhere else. For more information
regarding the safety of our community, I encourage you to go online to find out more about
this area and its safety records.”
If asked whether there is crime on the property, you must either decline to answer and
defer the question to your supervisor or answer truthfully. You are not allowed to say
something like, “This is generally a safe property, but has some crime.” Any comment that
a property is “safe” or “free from crime” can be later used by a resident who was the victim
of crime to say that he or she was misled and would not have rented if they had known
about the “crime problem.”
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You Be the Judge Activity
Case #1
A resident was struck by an unidentified intruder in her apartment, leased from Garden
Gate Apartment.* There was no sign of forced entry. At the time of the attack, the front
door lock of the woman’s apartment home was not part of the apartment community’s
master key system and only the resident, her sister, and the apartment community’s
manager had keys to the door. The apartment community installed pin locks and “Charlie
bars” in the sliding glass doors of other residents’ homes, but not in hers. The apartment
community once had a history of the company’s maintenance person entering unannounced
into apartment homes so there was an agreement that no Garden Gate employee would
enter this resident’s apartment home without the manager in attendance. The resident
claims that the only way someone could have gained access to her apartment was if it was
a management employee or if the management company negligently allowed unauthorized
and uncontrolled access to the management’s keys.
Should the management be held liable for this attack?
Decision:
*Real case
56
Legal Aspects
Participant Guide
Case #2
Linda Leaser* and her mother moved into Garden Grove Apartments. During their
orientation session, they signed a lease that included a statement that local law enforcement
authorities, not management, were responsible for security. The lease further said that the
property employed patrol guards for the sole purpose of watching the rental offices and the
physical plant, not for the residents’ personal protection. However, the resident and her
mother both remembered the Leasing Professional saying that security was excellent at
Garden Grove and that there was no crime in the area. Soon after moving in, Linda was
criminally assaulted and sued Garden Grove Apartments for liability.
Decision:
*Real case; fictitious names
57
Legal Aspects
Participant Guide
Case #3
Sarah Subletter* lived in the apartment home of Owen and Ona Owners. A professional
management company managed the apartment. While in the apartment home, Sarah gave
birth to two children during her first two years of residency. Then the apartment home was
sold to Ventura Ventures. Three years later, Sarah’s children were evaluated and
diagnosed with high blood lead levels. She filed suit against the Owners and the company
that had managed the property for about 16 years. The Owners settled out of court but the
management company went to court and based its position on the common law of that
state and the city code which provided that a Property Owner was not liable for a defective
condition on the property unless he either knew or had reason to know of the condition
and had a reasonable opportunity to correct it.
Decision:
*Real case; fictitious names
58
The Market Survey Presentation
Participant Guide
Step by Step Completion of the Market Survey Presentation
1. The Market Survey Checklist. Complete the top of the Market Survey Checklist. This
form will help keep you on track and ensure that you have completed each element of
the presentation. Place it aside and initial it as you complete each item. When complete,
sign the Statement of Authenticity and submit it to the panel when you give your
presentation.
2. Select three comparable or competitive properties. To be a true competitor, the
communities should be in your area, with similar floorplans, and similar resident profile.
One of the best tests is where are your residents moving or which communities are
your prospective residents choosing. Ideally, select locations where you are not known
or where you do not know any of the staff members.
3. Make six copies each of Part I: Market Survey – Telephone and Leasing
Evaluation and Part II: Comparable Community Information. One set you will use as
you gather information, the other will be used for a neat, final copy for the presentation.
4. Part I: Market Survey – Telephone and Leasing Evaluation. Complete the telephone
interview after you have attended the Telephone Presentation portion of the NALP
program. Listen carefully and take notes as you talk with the Leasing Professional
over the telephone. This process will allow you to complete your evaluation form
accurately once the call has ended. Focus on the techniques you learned in class and
determine if they were utilized during the call. Part I of the Market Survey asks you to
respond to nineteen questions as well as provide comments about the telephone
conversation. Complete each blank. Initial the Market Survey Checklist after you have
completed each call.
5. The Leasing Evaluation. After you have attended the Leasing Demonstration &
Follow-Up and Leasing Interview portions of the NALP program, visit the communities
you have selected to evaluate in person. Pose as a potential customer looking for a
new apartment. Complete two forms as a result of your visit 1) Part I: Market Survey –
Telephone and Leasing Evaluation 2) Part II: Comparable Community Information (to
evaluate the community amenities, property and apartment condition, rents, incentives
and their policies). Take the forms with you; however it would not be appropriate to take
the forms into the leasing office nor on the tour. Complete the forms promptly and
completely. Obtain a brochure and any written information to assist you in completing
the Comparable Community Information Part II.
5
Participant Guide
The Unit Mix and Rent Schedule at the bottom of the Comparable Information Form
provides six lines to detail six unit types. If the community has additional floor plans,
include an addendum and outline the other unit types and their rent schedule. Once all
floor plans and the rent information have been entered, add the totals and/or averages
to the grid.
Make sure to initial the completed sections on the Market Survey Checklist. This approach will help you to remain organized.
6. Part III: Rent Analysis. Complete the Rent Analysis grid. You will complete the information
you have gathered from each of the Comparable Community Information forms. This
single page should contain all rents for all unit types for all four communities – subject
and three comparables. Be sure to calculate rent, unit size, and rent per square foot for
each of the 4 communities. Again, use your Market Survey Checklist to note your work.
7. Assembling in binder or folder. Make sure your Market Survey and Comparable
Community Information forms are neatly prepared. They should be typed or neatly
printed. Once you have applied the finishing touches, we recommend you put the
forms in a binder or folder. Include the Market Survey Checklist, the Telephone and
Leasing Evaluation, the Comparable Community Information form and Rent Analysis
form. If you like you can use dividers and a simple cover sheet. Make yourself a set
of the final materials as well. You should be proud of this work!
8. Prepare for your oral presentation. You will be given 10 to 15 minutes to present
your Market Survey to a panel. During your presentation, you will discuss and review
the findings of the three visits, including your observations and impressions of the
communities themselves as well as the sales approach used by each leasing team.
Your objective is to demonstrate to the panel your knowledge and understanding of
the skills and techniques you have been taught in the NALP program. In addition, it
will be important to discuss how these skills and techniques apply to your performance
as a Leasing Professional. Panelists may ask you questions, but do not worry, the
questions will be limited to the course material and your Market Survey presentation.
You will likely observe behaviors and establish impressions of these communities.
These observations might motivate you to make changes at your community whether
the behaviors and impressions are positive or negative. Be sure to include any
recommendations in your presentation indicating your understanding of the skills,
while presenting an opportunity for you to add further value to your community.
6
Participant Guide
The Market Survey Checklist and Statement of Authenticity
Candidate Name
NAA ID
Address
Street
Local Apt. Association
Company/
Property
City
State
Zip
Use this checklist to indicate your completion of each of the required sections of the
Market Survey. You will conduct a telephone evaluation and an in-person shopping report
at each of the three communities you have selected as comparables. In addition you will
complete a Community Comparable and Rent Analysis form for all properties (subject and
comparables). Initial the column labeled “Participant Initials” to check off that you have
completed and included that information.
Participant Initials
Description
Subj
Telephone and Leasing
I.
Prop
2
Prop
3
Affiliate/Reviewer Use ONLY
SAT
UNSAT
COMMENTS
N/A
Evaluation
II.
Prop
1
Comparable Community
Information
III.
Rent Analysis:
Participants must keep a copy of their Market Survey Presentation
Candidate Statement of Authenticity
I hereby certify that the material contained herein is my original work and has not
been plagiarized in any way.
Candidate
Signature:
Reviewer Use Only
Based on the presentation of this project by (Name)
on (Date)
, I/we rate the market survey notebook as:
SatisfactoryUnsatisfactory
Reviewer comments:
Reviewer Printer Name and Title:
Reviewer Signature:
7
Participant Guide
Part I: Market Survey - Telephone and Leasing Evaluation
Apartment Community:
Phone Date:
Telephone Leasing Professional:
Phone Time:
Onsite Date:
Onsite Leasing Professional:
Onsite Time:
Shopper Profile
Name Used On Telephone:
Name Used Onsite:
Number of Occupants:
Size Apt. Requested:
Date Needed:
Section One - Telephone Procedures
1. Did the Leasing Professional answer the telephone promptly and
identify the community by name?
Yes
No
2. Did the Leasing Professional convey a pleasant and friendly tone?
3. Did the Leasing Professional introduce her/himself?
4. Did the Leasing Professional request your name?
5. Was your name used effectively during the conversation?
6. Did the Leasing Professional pre-qualify you by inquiring: Apartment size required?
Date apartment needed?
How many would occupy the apartment?
If you had a pet?
Price Range?
Special needs (i.e. F/P, Washer/Dryer, Up/Downstairs, other)?
7. Did the Leasing Professional avoid asking if children would be occupying the apartment?
8
Participant Guide
Yes
No
8. Were you asked how you knew about the community?
9. Did the Leasing Professional ask why you were moving?
10. Did the Leasing Professional make the apartment sound desirable
and/or did the Leasing Professional paint a word picture?
11. Did the Leasing Professional seem focused and interested in assisting
you with your needs?
12. Did the Leasing Professional discuss community amenities?
13. Did the Leasing Professional attempt to schedule an appointment?
14. Did the Leasing Professional offer directions to the community?
15. Did the Leasing Professional ask for your telephone number?
Did the Leasing Professional ask for additional contact information?
Mailing Address Email Address
16. Did the Leasing Professional discuss deposits and lease rates with
confidence?
17. Did the Leasing Professional remain in control and guide the
conversation (and not merely respond to questions)?
18. Did the Leasing Professional create a sense of urgency?
19. Was the overall telephone presentation positive?
Telephone Comments:
9
Participant Guide
Section Two - Community Appearance
Yes
No
20. Did you easily locate the community?
21. Did you easily locate the community center/office?
22. Was your first impression of the community positive?
23. Were the main community signs clearly visible, upright, and well
maintained?
24. Was there convenient parking for prospective residents?
25. Were the grounds clean?
26. Were the lawns and landscaping neat?
27. Was the parking lot in good condition?
28. Was the entryway into the information center clean and attractive?
29. Were walkways or common areas clean and free from personal
property?
Community Appearance Comments:
10
Participant Guide
Section Three - Meeting and Greeting
Yes
No
30. Did the office smell fresh, clean and inviting?
31. Did the Leasing Professional stand when you entered?
32. Did the Leasing Professional greet you with a smile?
33. Did the Leasing Professional introduce her/himself?
34. Did the Leasing Professional shake your hand when he/she introduced
him/herself?
35. Did the Leasing Professional offer you a seat?
36. Was the Leasing Professional's desk clean and uncluttered?
37. Was the Leasing Professional dressed professionally?
38. Did the Leasing Professional remember your telephone call?
39. Did the Leasing Professional seem aware of the apartments available?
40. Did the Leasing Professional make you feel welcome?
41. Was the office clean, neat, professional and inviting?
42. Were you offered refreshments?
43. Did the Leasing Professional seem sincerely interested in helping
you?
Greeting Comments:
11
Participant Guide
Section Four - Information Gathering
Yes
No
44. Was a guest card completed manually or electronically (i.e. information
entered on a computer):
By Shopper
By a Leasing Professional
45. Did the Leasing Professional determine any of the following?
Apartment size
Price range or budget
Move-in date
Number of occupants
Pets
Where you live now or mailing address
E-mail address
Telephone (home, work, cell)
Any specific needs/preferences
46. Did the Leasing Professional determine how you knew the community?
47. Did the Leasing Professional ask why you were moving?
48. Did the Leasing Professional create rapport while attempting to
determine your needs?
49. Did the Leasing Professional use the company Web site, floor plans
and/or a brochure to sell the apartment and/or community?
50. Did the Leasing Professional request proper identification prior to
taking you to the apartment and/or community?
Information Gathering Comments:
12
Participant Guide
Section Five - Leasing Demonstration
Yes
No
51. Did the Leasing Professional seem eager to show you an apartment
model?
52. Did the Leasing Professional take control and lead with enthusiasm?
53. Did the Leasing Professional take a scenic yet convenient route to the
apartment?
54. Did the Leasing Professional initiate and carry on a friendly conversation as you walked to and from the apartment? Please explain.
55. Did the Leasing Professional sell the management and maintenance
on the way to the apartment/model?
56. Did the Leasing Professional discuss and/or point out the amenities
and facilities of the community? Please explain.
57. Did the Leasing Professional discuss neighborhood attractions (i.e.
shopping, restaurants, entertainment) or neighborhood conveniences?
58. Did the Leasing Professional show any of the following? (check all that apply)
Model
Vacant
Occupied
59. Did the Leasing Professional show an apartment that was clean, made
ready, and comfortable in temperature? Please explain.
13
Participant Guide
60. Did the Leasing Professional mention benefits for the apartment
features s/he demonstrated? Please explain.
Yes
No
61. Did the Leasing Professional encourage you to be actively involved in
the apartment demonstration (i.e., open doors, drawers, etc.)?
62. Did the Leasing Professional exhibit complete knowledge of the
apartment demonstrated?
63. Did the Leasing Professional point out advantages you said were
important?
64. Did the Leasing Professional effectively overcome your objections?
What objection did you offer?
65. Did the Leasing Professional attempt to close the sale while still in the
apartment/model? Please explain.
66. Did the Leasing Professional refrain from discussing what type of
people lived within the community? Please explain.
67. Did the Leasing Professional dutifully refrain from using the word
"security" or imply in any fashion that the community was a safe place
to live? Please explain.
Demonstrating Comments:
14
Participant Guide
Section Six - Closing Techniques
Yes
No
68. Did the Leasing Professional invite you return to the Leasing Center
following a tour of the apartment and/or community?
69. Did the Leasing Professional explain rental rates positively and with
confidence?
70. Did the Leasing Professional convey a sense of urgency?
71. Did the Leasing Professional ask you to complete an application?
72. Did the Leasing Professional ask you to provide a deposit or other monetary commitment for the apartment?
73. If an apartment was not available, did the Leasing Professional ask you
to sign a waiting list.
74. Did the Leasing Professional attempt any other closes? Please explain.
75. Did the Leasing Professional ask to hold an apartment for you?
76. Did the Leasing Professional attempt to schedule another
appointment?
77. Did the Leasing Professional remain interested and enthusiastic throughout your visit?
78. Did the Leasing Professional provide you with any promotional materials?
79. Would you have leased an apartment based upon the Leasing
Professional’s presentation, not the community itself?
What reason did you give for not leasing?
Where you offered a special? If so, what was it?
If your needs were not met, did the Leasing Professional refer you to a
locator or another community? Please explain.
15
Participant Guide
Closing Comments:
Follow-Up:
Yes
No
81. Did the Leasing Professional follow-up? Telephone Call
Thank You Note
E-mail
Leasing Professional's overall attitude and impression:
Based on Leasing Professional's presentation, would you have leased the apartment? Why or why not?
Leasing Professional's strongest points:
Leasing Professional's weakest points:
Leasing Professional's primary closing technique:
Overall comments:
16
Participant Guide
Part II: Market Survey - Comparable Community Information
Each community you have selected to shop plus your own community should have a
Comparable Community Information form (4 total) to describe the community location, conditions, neighborhood, utilities and other amenities. This form should be completed BEFORE you
complete Part III – Rent Analysis..
Items to complete:
Top
Complete the top portion of the Community Comparable Information Form on
each of the four communities.
#1-3
Rate the general condition of the community and consider location of neighborhood, proximity to school, banks, shopping and transit. When considering the
appeal of the community, consider curb appeal, neighborhood, parking of old
cars, etc.
#4
Describe available lease terms.
#5
Insert number of occupants allowed per unit and any other occupancy
restrictions.
#6
List restrictions on pets and amount of deposits, additional rent or fees.
#7
Circle parking choices available and any fees.
#8
Describe how hot water is delivered.
#9
Describe how electricity/gas is provided for heating and air conditioning.
#10
Describe how utilities are billed to the resident.
#11
Check what resident pays for in addition to rent.
#12
Insert deposit amounts related to unit size.
#13
List the amounts for various fees.
#14
Carefully check off available amenities and unit features.
#15
Detail all marketing and advertising done by the community.
#16
List the current specials the community is offering and to what units they apply.
17
Participant Guide
Unit Mix and Rent Schedule
Unit Type – List unit types starting with the smallest apartment such as: EFF; 1 BR, 2 BR, 3 BR, etc. Use additional pages so all floor plans are included
Number of Units – List how many of each size per plan. The total of this column
should be the total number of units in the community
Square Footage – List the square footage of each apartment type
Total Sq. Ft. – List the total square footage for each unit type (for example, 24
units that each measure 840 square feet would total 20,160 square feet for that unit
type). The bottom line for this column should be the total square feet of the community divided by the total number of units to equal an average square feet per unit.
Rent per Month – List the monthly rent for each apartment type
Total Mo. Rent – List the total monthly rent for each unit type (for example 24
units at $700 per month would total $16,800 for that unit type.) The bottom line for
this column should be the total monthly rent for the community divided by the total
number of units to equal an average rent per unit.
Rent per Sq. Ft. – List the monthly rent amount divided by the square footage
for each unit type. The answer should be expressed as “$.xx.” The average for this
column is the total of all rents divided by the total of all square feet. The answer
should be expressed as “$.xx.”
Net Rent – List which apartment types receive a concession and the monthly rent
minus the value of the concession. (For example, two months free rent on a
12-month lease for a $700 a month unit would be a total concession of $1,400 or
$117 per month over the year. Deducting the $117 from the $700 rent would equal
a net rent of $583.) This figure would go in the column
Comments – record any pertinent information (i.e. remodeling some units, down
units, weekend special only.)
18
Participant Guide
SAMPLE:
Unit Mix & Rent Schedule (see page 20)
UNIT
TYPE
LIST
FROM
SMALLEST
TO
LARGEST
UNIT
TYPE
# OF
UNITS
SQUARE
FEET
TOTAL
SQ. FT.
RENT/MO.
TOTAL
MO. RENT
RENT/SQ.
FEET
CONCESSION
NET
RENT
A
B
C
D
E
F
G
1 br
20
690
13,800
$550
$11,000
.80
$525
2 br
80
1010
80,800
$890
$71,200
.88
$865
3 br
60
1340
80,400
$1120
$67,200
.84
$1095
AVG
AVG
GRAND
TOTALS
160
1094
175,000
$934
COMMENTS
AVG
$149,400
.85
How do you do the Math?
Computations for “UNIT TYPES”
A=
B=
C=
D=
E=
F=
G=
total # of units
square feet for each unit type
total square feet for each unit type
amount of market rent for each unit type
A x D (# of units for each unit type multiplied by the market rent for each unit type)
D / B (monthly market rent divided by square feet of unit type)
monthly market rent less monthly concession being offered (insert n/a if there are no
concessions for each respective unit type) In example above, community was offering $25 off
monthly market rent.
Computations for “TOTALS”
(compute in the order listed below)
A=
add the total number of units for each unit type and place grand total here
C=
add the total square footage for each unit type and place grand total here
B=
GRAND TOTAL of C / GRAND TOTAL of A (compute average square feet by taking grand
total square feet and divide it by grand total number of units)
D=
GRAND TOTAL OF E / GRAND TOTAL OF A (compute average rent per month by taking
grand total of total monthly rent and divide it by grand total number of units)
E=
add the total monthly rent for each unit type and place grand total here
F=
GRAND TOTAL OF E / GRAND TOTAL OF C (compute average rent per square feet by taking
grand total of total monthly rent and divide it by grand total of total square feet)
This information is now transferred to Part III - Rent Analysis
19
Participant Guide
Part II: Comparable Community Information
Subject
Date: ___________________________________ Property: _______________________
Comparable
Community: ______________________________ Phone: (____) ___________________
Address: ________________________________________________________________
Mgmt Co
Person
/Owner: _________________________________ Contacted: _____________________
No. of Units: _____________________ How Close to Subject? ____________________
Community Age: __________________ Current Occupancy: _______________________
1. Location:ExcellentGoodFairPoor
2. Condition/AppealExcellentGoodFairPoor
3. NeighborhoodExcellentGoodFairPoor
4. Lease Terms Available: ___________________________________________________
No of Other
5. Occupants:
1 BR_____ 2 BR_____
3 BR_____, Restrictions: ____________
6. Pets OK? _____N _____Yes
7. Parking Options: Restrictions________ Dep _________ Fees ________
Open
Covered Assigned
8. Hot Water:
Boiler
Indiv. Hot Water Heater
9. Heat/AC:
Central
Individual Control
10. Utilities:
Individual
Submeter
11. Resident Pays for:
Electricity 12. Deposit Amounts: 1 BR $_____
Gas 2 BR $_____
Garages
RUBS
Water Trash All Bills Paid
Other
3 BR $_____
13. Standard Fees: $_____ Application $_____ Administrative $______ Cleaning/Damage
$_____ Other ____________________________________________
20
Participant Guide
14. Amenities:
UNIT AMENITIES – available in some or all units
Microwave
Icemaker
Intrusion Alarm Cable Provided
Self-Cleaning Oven
Mini Blinds
Vaulted Ceiling
Cable Available
Trash Compactor
Vertical Blinds
W/D Included
Patio/Balcony
Fireplace
CeilingFan
W/D Conn
Sun Room
Spa/Jacuzzi
Racquetball
Business Center
Jogging Trail
Limited Access Gates
Pet Stations
Sauna
Clubroom
Picnic Areas
Car Wash Area
Patrol Service
Recycling
Courtesy Officer
PROPERTY AMENITIES
Pool - # _____
Tanning Bed
Coffee Bar
Community Garden
Covered Parking Manned Gate
Fitness Room
Tennis/Sport Court
Conference Room
Barbecue Grills
Garages
Extra Storage
Pet Park
PROPERTY SERVICES
Wireless Availability
Notary Service
Trash Pick-Up @ Door
Copier Access
15. Marketing and Advertising: _______________________________________________
________________________________________________________________________
________________________________________________________________________
16. Current Specials: _______________________________________________________
________________________________________________________________________
UNIT
TYPE
# OF
UNITS
SQ. FT./
UNIT
TOTAL
SQ. FT.
RENT/MO.
TOTAL
MO. RENT
RENT/SQ.
FEET
NET RENT
TOTAL
AVG
TOTAL
AVG
TOTAL
AVG
AVG
COMMENTS
LIST
FROM
SMALLEST
TO
LARGEST
UNIT
TYPE
GRAND
TOTALS
21
Participant Guide
Part III: Rent Analysis
Compare the subject community to the three communities previously visited.
Include the date the Market Survey was conducted.
The “subject property” is your community; complete information as indicated.
Complete information at the top of each column for each comparable community (i.e.,
number of apartments, occupancy percentage and age).
The information you have gathered on each community on the Comparable Community
Information (Part II) forms will list each size unit with square feet, rental amount and
rent per square foot. Transfer this information to the Rent Analysis (Part III). Use
square footage that is comparable to the subject property. Try to stay within 50 to 100
square feet of the “subject property” floor plans.
Complete each property's average unit size, rental rate, and rent per square foot.
22
Participant Guide
Part III: Rent Analysis
Date
Subject
Unit
Unit
Type
Style
Date
Date
Date
# Units
# Units
# Units
# Units
Occupancy
Occupancy
Occupancy
Occupancy
Community Age
Community Age
Community Age
Community Age
Sq. Ft.
Rent
$/
Sq. Ft.
Rent
Sq. Ft
$/
Sq. Ft
Sq. Ft.
Rent
$/
Sq. Ft
Sq. Ft.
Rent
$/
Sq. Ft
Property
Averages
23
Participant Guide
Tips for Preparation and Presentation
The Market Survey Presentation is the final part of the NALP program. Usually, the
presentation is delivered to the class. The presentation demonstrates the participants
understanding of the skills required to be a Leasing Professional.
Written Project
Presentations will reflect the effort involved in producing the product.
A binder or portfolio is to be used.
Make at least one blank copy of the Comparable Community Information forms to use
while making notes; neatly transfer your findings to a final version.
All forms must be typed or neatly written.
Use complete sentences – grammar and spelling is important.
Use proper symbols where required, including $$$ and correct notation for
measurements.
Complete the Telephone Shops after attending the Telephone Presentations course.
It is advised to avoid conducting your phone shops from your community.
Avoid wearing company uniforms or name badges to shop properties.
Complete the physical shops after attending the Leasing Demonstration course.
If the competition communities know you, shop a different market. Remember, you are
trying to obtain a true assessment.
Use “N/A” where appropriate – all blanks should be filled with nothing left blank.
Oral Presentation
A 10-15 minute presentation in front of part or all of the class will be required.
24
Participant Guide
Preparation is the key to your success! Know your material and practice, practice,
practice! Practice your oral presentation in front of friends, family, or co-workers.
Another idea, as silly as it may sound, is to practice in front of a mirror. You will be
pleasantly surprised at the comfort and confidence you gain as you become more
familiar with what you want to say!
Try to relax! You will not be evaluated on your presentation skills. The purpose of the oral
presentation is to determine how well you have mastered the course. The quality and
attention to detail evident in your market survey presentation will support this conclusion.
Take your time. Use note cards or an outline to highlight the points you would like to
cover in your oral presentation to keep you focused and organized. Be concise and stick
to the subject at hand. There is no reason to be nervous! You know the information;
remember you have spent many hours conducting the research, preparing the documents
and forming your own recommendations and conclusions. You will find that a 10 to 15
minute presentation will go by quickly. Plus, this time frame allows for questions.
Dress for success. Professional attire is recommended, as discussed in the “Keys to
Success” course.
Speak to the class as if you were presenting to your Property Manager, Regional
Manager and/or owner of the community.
Incorporate vocabulary and terminology learned throughout the course into your presentation.
Share your observations from each shopping experience, and convey what you would
incorporate or modify in your leasing presentation.
Prepare to answer questions posed by the class and your Reviewer(s).
Use of visual aids (i.e., charts, posters, handouts) are an excellent way to communicate
and highlight important information.
25

What are the Career Prospects for Leasing Professionals?

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