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¡¡¡¡12. As noted earlier, the property manager is expected to keep current
¡¡¡¡on rent levels.
¡¡¡¡as×÷¹ØÏµ´ú´Ê£¬Òýµ¼¶¨Óï´Ó¾ä¡£Ôڴ˾äÖÐasÒýµ¼µÄÊÇ·ÇÏÞ¶¨ÐÔ¶¨Óï´Ó¾ä£¬¶øÇÒνÓïis Ê¡ÂÔÁË£¬asËùÖ¸µÄÊÇÖ÷¾äµÄÕû¸ö¾ä×Ómanager is
¡¡¡¡expected¡¡£ÀýÈ磺
¡¡¡¡As has been announced, we must hand in our term papers before the tenth
¡¡¡¡of June. ¾Ý֪ͨ£¬ÎÒÃÇÎñ±ØÔÚÁùÔÂÊ®ÈÕǰ½»Ñ§ÆÚÂÛÎÄ¡£
¡¡¡¡
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¡¡¡¡ÎïÒµ¹ÜÀíÓ¢ÓïµÚÎå½²£ºIndustrial and Hotels
¡¡¡¡A more specialized type of management is involved with industrial property-that
¡¡¡¡is, buildings that are used primarily for manufacturing or warehousing,
¡¡¡¡and that may also include a limited amount of office space. Much industrial
¡¡¡¡property is either built or altered to meet the specific needs of a tenant
¡¡¡¡who normally will sign a long-term lease (e. g., 10 to 20 years), enabling
¡¡¡¡the landlord to recover the special costs involved. Such special-purpose
¡¡¡¡buildings usually require only a minimal amount of management by the landlord
¡¡¡¡since they are frequently leased on a net basis, with the tenant responsible
¡¡¡¡for operating expenses, including real estate taxes and insurance.
¡¡¡¡On the other hand, some types of warehouse space are let on relatively
¡¡¡¡short terms to more than one tenant. In this type of situation, the landlord
¡¡¡¡may be responsible for maintenance and repair and must also anticipate
¡¡¡¡the need to market the space at frequent intervals. One of the most important
¡¡¡¡cash flow items of the late 1980s was the increasing cost of tenant alterations
¡¡¡¡necessitated by tenant rollovers. In the 1990s, a critical property management
¡¡¡¡function will be to service existing tenants and find the right new tenants
¡¡¡¡with an eye to keeping down the cost of tenant improvements. In the increasingly
¡¡¡¡competitive space markets -apartments, office, retail, and industrial -new
¡¡¡¡leases usually provide for significant tenant improvements. Even on industrial
¡¡¡¡properties, traditionally the type requiring the lowest tenant improvement,
¡¡¡¡tenant improvements on a rollover can equal one year¡¯s gross rent. Consequently,
¡¡¡¡keeping down rollovers (and therefore the cost of tenant improvements)
¡¡¡¡is a primary objective of the cash floworiented owner.
¡¡¡¡In the hospitality industry, service is crucial. This and the frequent
¡¡¡¡turn-over of guests (often daily) mean that hotels and motels require more
¡¡¡¡constant management than any other category of space we have considered.
¡¡¡¡In many cases, convention business is major source of revenue. As a result,
¡¡¡¡hotel and motel management includes food service and entertainment as well
¡¡¡¡as the typical property management functions. Marketing is first in importance.
¡¡¡¡The lease period is so short-one night-that management must find tenants
¡¡¡¡for space vacated daily. Management skill creates value as much as does
¡¡¡¡the physical property.
¡¡¡¡For the hospitality industry, maintaining security is an allencompassing
¡¡¡¡endeavor, not limited to property managers. Matters relating to the physical
¡¡¡¡plant, staff, and operation in general affect the protection of the property\'s
¡¡¡¡assets and its guests and employees. Anything less than a property-wide
¡¡¡¡view of security and the resolution and disposition of security problems
¡¡¡¡leads to inefficiency, needless expense, and great potential for harm to
¡¡¡¡employer and guests.
¡¡¡¡
¡¡¡¡Notes:
¡¡¡¡1. A more specialized type of management is involved with industrial property-that
¡¡¡¡is, buildings that are used primarily¡, and that may also include¡¡£
¡¡¡¡ÆÆÕۺźóÊDzåÈëÓ¶Ôindustrial property×÷½øÒ»²½½âÊÍ£¬Á½¸öthatÒýµ¼µÄ¶¨Óï´Ó¾äÐÞÊÎÏÈÐдÊbuildings, that
¡¡¡¡isµÈÓÚthat is to say£¬ÒâΪ¡°Ò²¾ÍÊÇ£¬»»¾ä»°Ëµ¡±¡£ÀýÈ磺
¡¡¡¡Our foreign teacher will leave for New York next Monday, that is, July
¡¡¡¡7th.ÎÒÃǵÄÍâ½ÌÏÂÐÇÆÚÒ»£¬Ò²¾ÍÊÇÆßÔÂÆßÈÕÆô³ÌȥŦԼ¡£
¡¡¡¡2. Much industrial property is either built or altered to meet the specific
¡¡¡¡needs¡, enabling the landlord to recover the special costs involved.
¡¡¡¡´Ë¾äÖУ¬either¡orÊÇÁ¬´Ê£¬ÓÃÀ´Á¬½ÓÓï·¨½á¹¹ÏàͬµÄµ¥´ÊÓëµ¥´Ê¡¢¶ÌÓïÓë¶ÌÓï¡¢´Ó¾äÓë´Ó¾äµÈ¡£ÀýÈ磺
¡¡¡¡You may stay either in a hotel or in a private house.Äã¿ÉסÔÚÂùÝÀï»òÕß˽È˼ÒÀï¡£
¡¡¡¡enable+Ãû´Ê+¶¯´Ê²»¶¨Ê½ÊÇÒ»¸ö¹Ì¶¨¾äÐÍ¡£ÀýÈ磺
¡¡¡¡His salary enabled him to support his family.ËûµÄнˮ¿É¹©Ñø¼Òºý¿Ú¡£
¡¡¡¡3. Such special-purpose buildings usually require¡ since they are frequently
¡¡¡¡leased on a net basis¡¡£
¡¡¡¡since ×÷Á¬´Ê£¬Òýµ¼×´Óï´Ó¾ä£¬ ÒâΪ¡°ÓÉÓÚ£¬ÒòΪ¡±¡£ÀýÈ磺
¡¡¡¡Since you are unable to answer, perhaps we should ask someone else.ÓÉÓÚÄã²»Äܹ»»Ø´ð£¬ÎÒÃÇ¿ÉÄÜÓ¦ÕÒÆäËûÈË¡£
¡¡¡¡on a net basis ´Ë´¦Ö¸ÒµÖ÷Óë×â»§¹ØÏµµ¥´¿£¬¿ÉÒëΪ¡°ÒÔ¾»×âΪ»ù´¡¡±¡£
¡¡¡¡4. On the other hand, some types of warehouse space are let on relatively
¡¡¡¡short terms to more than one tenant.
¡¡¡¡Ôڴ˾äÖУ¬are let to sbνÓïÓÃÁ˱»¶¯Óï̬ÐÎʽ£¬let µÄ¾äÐÍΪlet +Ãû´Ê+to+Ãû´Ê£¬ÒâΪ¡°³ö×â¸ø¡±¡£ÀýÈ磺
¡¡¡¡The landlord wanted to let this apartment to a young couple.·¿¶«Ïë°ÑÕâÌ×¹«Ô¢×â¸øÒ»¶ÔÄêÇá·ò¸¾¡£
¡¡¡¡5. ¡and must also anticipate the need to market the space at frequent intervals.
¡¡¡¡¶¯´Ê²»¶¨Ê½¶ÌÓïto market the space¡×÷needµÄ¶¨ÓmarketÊǶ¯´Ê£¬ÒâΪ¡°³öÊÛ£¬£¨°Ñ¡¡£©ÍƳöÊг¡¡±¡£needµÄ¶¨ÓÈç¹ûÊǶ¯´Ê£¬Ò»°ãÓö¯´Ê²»¶¨Ê½¡£ÀýÈ磺
¡¡¡¡Is there any need to explain further? ÓÐûÓбØÒª×÷½øÒ»²½µÄ½âÊÍ£¿
¡¡¡¡at frequent intervals¾³££¬³£³£
¡¡¡¡at¡intervalÆä¼ä¿É»»Ò»Ð©ÐÎÈÝ´Ê£¬Èçshort, regularµÈ¡£
¡¡¡¡6. In the 1990s, a critical property, management function will be to service
¡¡¡¡existing tenants and find¡¡£
¡¡¡¡´Ë¾äÖУ¬Á½¸ö¶¯´Ê²»¶¨Ê½¶ÌÓï×÷¸Ã¾äµÄ±íÓÆäÖÐfindǰʡÂÔÁ˲»¶¨Ê½·ûºÅto, serviceÔÚ´Ë×÷¶¯´Ê£¬ÒâΪ¡°Ìṩ¡¡·þÎñ¡±¡£existing
¡¡¡¡tenants ÒâΪ¡°ÏÖÓеÄ×â»§¡±¡£
¡¡¡¡7. In the increasingly competitive space markets-apartments, office, retail,
¡¡¡¡and industrial-new leases usually provide for significant tenant improvements.
¡¡¡¡Ôڴ˾äÖУ¬increasinglyÐÞÊÎÐÎÈÝ´Êcompetitive,ÆÆÕۺźóµÄapartments, officeµÈÊDzåÈëÓ×÷½øÒ»²½µÄ½âÊÍ¡£
¡¡¡¡8. Even on industrial properties, traditionally the type requiring the
¡¡¡¡lowest tenant improvement, tenant improvements on a rollover can¡.
¡¡¡¡Ôڴ˾äÖУ¬type×÷propertiesµÄͬλÓ·Ö´Ê¶ÌÓïrequiring the lowest tenant improvement×÷typeµÄ¶¨Óï¡£
¡¡¡¡9. Anything less than a property-wide view of security and the resolution
¡¡¡¡and disposition of security problems leads to ¡.
¡¡¡¡Ôڴ˾äÖУ¬less thanÓëÆäºóµÄ֪ʶ¹¹³É¶¨ÓÐÞÊÎanything£¬ÆäÖÐsecurity, resolution, disposition×÷½é´Êof
¡¡¡¡µÄ±öÓï¡£
¡¡¡¡less thanÒâΪ¡°µÍÓÚ£¬½ÏÉٵġ±¡£
¡¡¡¡
¡¡¡¡
¡¡¡¡--------------------------------------------------------------------------------
¡¡¡¡
¡¡¡¡ÎïÒµ¹ÜÀíÓ¢ÓïµÚÁù½²£ºProperty Management Functions (¢ñ)
¡¡¡¡
¡¡¡¡Having looked at how requirements for management vary by property type,
¡¡¡¡we will now examine a manager¡¯s day-to-day duties in more detail. Like
¡¡¡¡many working people, a property manager wakes up in the morning, dresses
¡¡¡¡for work, eats breakfast, and drives to an office (either on or off the
¡¡¡¡managed premises). Once there, what does he or she do? We will first list
¡¡¡¡all of the functions and then cover the most important ones in greater
¡¡¡¡detail.
¡¡¡¡MAKING A MANAGEMENT PLAN
¡¡¡¡As the agent of the property owner, the property manager is bound to carry
¡¡¡¡out the owner¡¯s objectives. Making explicit those objectives is the first
¡¡¡¡step in creating a management plan.
¡¡¡¡As we have seen, properties under paid management may be very small, or
¡¡¡¡they may be multimillion-dollar complexes. A management plan can be equally
¡¡¡¡simple or elaborate, as suits the scope of management and the market area
¡¡¡¡of a property. Regardless on size, it is important to make a plan (which
¡¡¡¡could range from a handwritten half page to 50 pages typed and bound, depending
¡¡¡¡on the project¡). Here we should note that a management plan for any size
¡¡¡¡property contains three points: (1) an analysis of the competitive environment;
¡¡¡¡(2) an analysis of the property itself, and (3) enumeration of the owner¡¯s
¡¡¡¡objectives and recommendations for achieving them.
¡¡¡¡MAKING A BUDGET
¡¡¡¡A manager collects money, pays the bills, and sends what is left to the
¡¡¡¡owner-in millions or hundreds. A budget is essential for two reasons: (1)
¡¡¡¡to regulate cash flow-that is , to make sure sufficient cash is on hand
¡¡¡¡to meet obligations like taxes, mortgage payments, operating expenses,
¡¡¡¡and special capital improvements (e. g., new roof) when needed; and (2)
¡¡¡¡to measure performance -to act as a standard for measuring the manager¡¯s
¡¡¡¡success in meeting objectives.
¡¡¡¡PAYING EXPENSES; KEEPING BOOKS AND RECORDS
¡¡¡¡The property manager must see to it that operating expenses, real estate
¡¡¡¡taxes, insurance premiums, and mortgage payments are paid when due. Depending
¡¡¡¡on the arrangement, a manager may be authorized to sign checks or may only
¡¡¡¡prepare a list of payments for the owner¡¯s attention. The manager also
¡¡¡¡keeps records of income and outlays and works with the owner¡¯s accountant
¡¡¡¡in preparing annual financial statements and tax returns. The manager may
¡¡¡¡also be responsible for reports required by government authorities.
¡¡¡¡
¡¡¡¡Useful Expressions
¡¡¡¡in detailÏêϸ
¡¡¡¡wake up ÐÑ
¡¡¡¡is bound to ÓÐÔðÈΣ¨ÒåÎñ£©µÄ¡¡
¡¡¡¡carry out ¹á³¹£¬Ö´ÐÐ
¡¡¡¡regardless of ²»¹Ü£¬²»¹Ë
¡¡¡¡range from¡to ÔÚij¸ö·ù¶È»ò·¶Î§Äڱ䶯
¡¡¡¡depend on ÒÀ¿¿
¡¡¡¡make sure È·ÐÅ£»Îñ±Ø
¡¡¡¡on hand ÏÖÓУ»ÔÚÊÖÍ·£¬ÔÚÊÖ±ß
¡¡¡¡act as ³äµ±
¡¡¡¡see to ҪעÒâʹ¡¡£»Îñ±ØÊ¹£¬±£Ö¤Ê¹
¡¡¡¡
¡¡¡¡Notes
¡¡¡¡1. Having looked at how requirements for management vary by property type,
¡¡¡¡we will now examine a manager¡¯s day-to-day duties in more detail.
¡¡¡¡´Ë¾äÖУ¬·Ö´Ê¶ÌÓïhaving looked at¡Ê¹ÓÃÁËÍê³ÉÐÎʽ£¬±íʾÆä¶¯×÷·¢ÉúÔÚÖ÷¾äνÓﶯ´Ê֮ǰ£¬¸Ã·Ö´Ê¶ÌÓïÔڴ˾äÖÐ×÷×´ÓÓɹØÏµ¸±´ÊhowÒýµ¼µÄÃû´Ê´Ó¾ä×÷look
¡¡¡¡at µÄ±öÓï¡£ÀýÈ磺
¡¡¡¡No one tells m how I should solve such kind of problems in school.
¡¡¡¡2. either on or off the managed premises
¡¡¡¡»òÕßÔÚ»òÕß²»ÔÚËù¹ÜÀíµÄÎïÒµÄÚ¡£
¡¡¡¡3. Once there, what does he or she do?
¡¡¡¡Ôڴ˾äÖУ¬once thereÊÇÒ»¸öÊ¡ÂԾ䣬once×÷Á¬´Ê£¬Òýµ¼Ê±¼ä×´Óï´Ó¾ä£¬Õý³£Óï¾äӦΪOnce he or she is there.
¡¡¡¡ÀýÈ磺
¡¡¡¡Once you arrive in Los Angeles, please call me as soon as possible.
¡¡¡¡4. As the agent of the property owner, the property manager is bound to
¡¡¡¡carry out the owner¡¯s objectives.
¡¡¡¡as ÔÚ´Ë×÷½é´Ê£¬ÒâΪ¡°×÷Ϊ¡±£¬Æäºó½ÓÃû´Ê¡£ÀýÈ磺
¡¡¡¡As parents we are concernal for our children¡¯s future.
¡¡¡¡be bound to Êǹ̶¨´îÅ䣬ÒâΪ¡°¸ºÓС¡ÒåÎñ£¨ÔðÈΣ©¡±£¬Í¨³£¾äʽΪ ¡°be bound to + do¡¡±¡£ ÀýÈ磺
¡¡¡¡You are bound to obey the law if you are a good citizen.
¡¡¡¡5. Making explicit those objectives is the first step in creating a management
¡¡¡¡plan.
¡¡¡¡¸Ã¾äÊDZöÓï²¹×ãÓïÌáǰ£¬Õý³£ÓïÐòΪThe first step in creating a management plan making those
¡¡¡¡objectives explicit.
¡¡¡¡6. A s we have seen, properties under paid management may be very small¡.
¡¡¡¡as Òýµ¼´Ó¾ä£¬³Ð½Óǰʾ»ò³ÖÐø´Ó¾äµÄÄÚÈÝ£¬¸Ã´Ó¾ä¿ÉÒëΪ£ºÕýÈçÎÒÃÇËù¿´µ½µÄ¡£ÀýÈ磺
¡¡¡¡7. A management plan can be equally simple or elaborate, as suits the scope
¡¡¡¡of management and the market area of a property.
¡¡¡¡Ôڴ˾äÖÐas ×÷¹ØÏµ´ú´Ê£¬ÒâΪ¡°ÕâÒ»Çé¿ö¡±£¬³Ð½ÓÇ°Ãæ¾ä×ÓµÄÄÚÈÝ¡£ÀýÈ磺
¡¡¡¡The man was a teacher, as was evident from his way of speaking. ÓÉÄÇÄÐÈË˵»°µÄÑù×Ó¿ÉÃ÷ÏÔ¿´³ö£¬ËûÊǸöÀÏʦ¡£
¡¡¡¡8. from a handwritten half page to 50 pages typed and bound´Ë¾äÒâΪ¡°´ÓÊÖдÌåµÄ°ëÒ³µ½´òÓ¡²¢×°¶©ºÃµÄ50Ò³¡±£¬boundÊǶ¯´ÊbindµÄ¹ýÈ¥·Ö´Ê¡£
¡¡¡¡9. ¡and sends what is left to the owner-in millions or hundreds.
¡¡¡¡´Ë¾äÖÐwhatÒýµ¼µÄÃû´Ê´Ó¾ä×÷¶¯´ÊsendµÄ±öÓwhatÊÇ´Ó¾äµÄÖ÷Ó¶¯×÷µÄ³ÐÊÜÕߣ¬¹ÊνÓïÓñ»¶¯Óï̬£¬to the owner×÷sendµÄ±öÓ¸Ã²¿·Ö¿ÉÒëΪ£º°ÑʣϵÄË͸øÒµÖ÷¡£
¡¡¡¡10. The property manager must see to it that operating expenses, ¡and mortgage
¡¡¡¡payments are paid when due.
¡¡¡¡´Ë¾äÖУ¬see to itÖÐit×÷ÐÎʽ±öÓï£¬ÕæÕýµÄ±öÓïΪthatÒýµ¼µÄ´Ó¾ä¡£See to it that»¹¿ÉÒÔÖ±½ÓÓÃsee that ±íʾ£¬Ê¡ÂÔto
¡¡¡¡it.ÀýÈ磺
¡¡¡¡See (to it) that you always carry your passport.
¡¡¡¡when due ÊÇÒ»¸öÊ¡ÂԾ䣬ÍêÕûµÄÓï¾äӦΪ£ºwhen they are due. theyÖ¸Ç°ÃæÌáµ½µÄ¼¸ÖÖÖ§¸¶·ÑÓá£
¡¡¡¡11. The manager also keeps records of income and outlays and works with
¡¡¡¡the owner¡¯s accountant in preparing annual¡and tax returns.
¡¡¡¡´Ë¾äÖУ¬keep record of ºó½ÓÁ½¸ö±öÓïincome ºÍ outlay, workºÍkeepÊÇÆ½ÐÐνÓï¡£
¡¡¡¡tax returns ÒâΪ¡°ÍË˰¡±¡£
¡¡¡¡
¡¡¡¡
¡¡¡¡--------------------------------------------------------------------------------
¡¡¡¡
¡¡¡¡ÎïÒµ¹ÜÀíÓ¢ÓïµÚÆß½²£ºProperty Management Functions(¢ò)
¡¡¡¡Showing and renting space
¡¡¡¡Although marketing real estate is a function distinct from managing it,
¡¡¡¡the two are often combined in the hands of the property manager or management
¡¡¡¡firm. In the case of apartment buildings, the manager actually on the site
¡¡¡¡(the resident manager) usually shows vacant apartments and may handle lease
¡¡¡¡negotiations as well. In the case of commercial or office space, leasing
¡¡¡¡is often performed by specialists within a property management firm or
¡¡¡¡may be handled by a separate brokerage firm.
¡¡¡¡Because of the importance of leasing and the expertise and special effort
¡¡¡¡required to do it well, a property manager who handles the lease function
¡¡¡¡often receives a commission over and above his regular management fee.
¡¡¡¡The leasing function can be classified into three steps, all or some of
¡¡¡¡which may be performed by the property manager or management firm.
¡¡¡¡SETTING RENTAL LEVELS. A rent schedule should be established with the objective
¡¡¡¡of maximizing future rental income from the property. Setting rents is
¡¡¡¡far from an exact science: it calls for the exercise of good judgment based
¡¡¡¡on a knowledge of rent rates and available space in comparable buildings
¡¡¡¡as well as the features, functions, and benefits of both the subject property
¡¡¡¡and competing space. A technique used by many professio
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