When was the last time you heard the words “energy,” “fresh” and “fun” in conjunction with the real estate market? Or remarked that a brand is consistently over-delivering despite a challenging environment? If you’re like most in this business, it’s probably been a while. Yet, those are exactly the sentiments Better Homes and Gardens® Real Estate brokers use to describe their brand, which explains why the franchise has grown to approximately 7,000 sales associates and 190 offices serving home buyers and sellers in 21 states in the 30 short months since its official relaunch in 2008. In a time that has been punctuated with much negativity, Better Homes and Gardens Real Estate brings a clean slate to real estate, creating what it believes is a brand for the future—a brand whose momentum is building. As President & CEO Sherry Chris says, “Our positive results confirm that we’ve done the right thing.”

Going Up in a Down Market

While no one said it to her face, many said Chris was “nuts” for relaunching a brand in a market like this. In fact, says Chris, the scuttlebutt was that she’d be “out of business within a year.” But a year has come and gone — more than two, actually — and Better Homes and Gardens Real Estate enjoys steady growth accompanied by a groundswell of support for its innovative take on real estate.

The environment Chris and her team have helped to create is being viewed as Real Estate 3.0.

Taking our cue from the way technology companies talk about new product releases, I look at this time as the 3.0 phase of our industry,

says Chris.

We’ve moved from a broker-driven model to an agent-driven model, and we are now in a consumer-centric era. Better Homes and Gardens Real Estate has made it its mission to usher in this new era by redefining how a real estate brand does business.

I knew this was going to work,

says Chris of her fledgling real estate franchise.

In a tumultuous real estate environment, people are looking for help; they are looking for change. Better Homes and Gardens Real Estate stepped in at the right time and offered a fresh branding approach and a fresh set of tools, and has brought tremendous help to forward-thinking brokers.

One such forward-thinking broker is industry veteran Ed Krafchow, who affiliated with the brand to become Better Homes and Gardens Real Estate Mason-McDuffie in September 2010. The primary impetus behind joining the brand, says Krafchow, was to deliver a much-needed shot in the arm to his market-weary agent force.

The industry has been hammered,

Krafchow explains.

Agents were tired and not as inspired; a lot of them were working really hard but sometimes it was not paying off. The industry needed more energy because energy can drive the market and change the market. We committed to going down this path of change. We want to reenergize our agent population because when you have a place that has energy, more people want to join, and growth becomes exponential.

This theory is bearing out nicely for Krafchow, who has recruited 245 agents in the last 90 days (at press time). “These agents represent an incredible result, as it is more than half of a normal yearly recruiting cycle,” he explains. “We are on a great growth path and our pipeline looks full for the foreseeable future.”

Another part of the brand’s appeal for Krafchow is that it is both local in appeal—“Everyone here knows the name Better Homes and Gardens”—and global in scope. Meredith Corporation, from whom Realogy licenses the Better Homes and Gardens name, is a media giant with an international reach. It distributes magazines in 11 different countries outside the U.S.

In a region with such a diverse, international population as the Bay Area, Krafchow is taking advantage of the brand’s unique relationship with Meredith and Meredith’s international media presence to target consumers in international feeder markets that drive business for his company.

At press time, he was preparing to launch advertisements in the China-based editions of Meredith’s magazines. “A large percentage of the properties being sold in San Francisco are being sold to Asian clients—if you’re not involved in that, then you’re not involved in an important segment of the market.”

Uniting the Like-minded

As Chris sees it, there are three types of real estate companies today: those that have downsized; those that have gone out of business; and those that have been able to take advantage of this market to find growth opportunities.

We have built a brand that aligns with companies in this third category,

says Chris.

The brand’s ability to grow while the market as a whole shrinks can be attributed to its focused and unique approach to growth. As Chris explains,

We have a laser focus on key target markets, but that isn’t where our development process ends. For us, it isn’t enough to just be in the right locations. The brokers also need to be aligned with our core business values, our culture and our unique value proposition.

From the very beginning, Chris and her team were on a mission to create a brand unlike any other.

We really took our time in choosing how we wanted to establish ourselves as a brand and as a company,

Chris explains. One of the first exercises the team conducted was to define the brand’s core values: passion; authenticity; innovation; growth and excellence.

Firms that join the brand must be carved from a similar set of values, and must also believe in the brand’s unique lifestyle positioning,

says Chris. Today’s consumers are more informed than ever. Their home-buying decision process is more sophisticated, more collaborative, and more precise than ever before. Our brand delivers the service, tools and technology to empower our network to be in front of that trend.

We launched as a lifestyle brand,

adds Chris. “What that means is that we are not just talking to broker/owners and agents—who are our key customers—but we’re also speaking directly to the consumer, who today is first and foremost buying a community and a lifestyle, not a property. Not every brokerage is comfortable with a brand that speaks directly to their consumers. But our model is different—brokers that get that and see the value are the ones that are a fit for Better Homes and Gardens Real Estate.

A self-described “calculated risk taker,” Chris applauds her parent company’s support in this new vision of real estate brokerage.

“Realogy empowered me and my team very early on and challenged us to build something that is different,” she explains.

We proposed announcing the new company on Twitter. It was unheard of at the time but Realogy supported our mission to be innovative. Without that kind of empowerment, you can’t be free to move forward with game-changing ideas.

Technology that Counts

What makes the Better Homes and Gardens Real Estate value proposition attractive to so many firms is the fact that it marries two diametrically different characteristics: 97% brand recognition, thanks to a name that’s been around since the 1920s; and a completely innovative approach to real estate, replete with homegrown tools and technology that speak to the future of the industry.

The Better Homes and Gardens Real Estate brand was rebuilt with technology as part of its DNA, as opposed to an add-on or side strategy, says Chris. “We have had the benefit and the huge opportunity of being able to build a brand with a completely clean slate at a time when many new social and digital technologies were available to us. We architected a more agile business platform and are positioned to stay ahead of the curve.

“We looked at what brokers and agents see as priorities—and their priorities are based on productivity and profitability. We built our tools around that—to help brokers grow their business and to help agents be more productive.”

To put the right technology tools in place, Chris talked to those in the industry whom she considers to be future minded.

No one person or single team of people has all of the answers. There is always something to be gained by collaboration and best-practice sharing,

Chris explains.

That is precisely why social media has transformed the way we live our lives. I applied that same idea to the way we do business. Our corporate blog (bhgrealestateblog.com) and our social media strategy enable us to share ideas with people who are passionate about real estate and about our brand, and get feedback as to whether we’re fulfilling our mission: to create the future of real estate.

Building the right technology tools also involved closely monitoring the habits of today’s consumers.

Baby Boomers are slowing down and Echo Boomers are stepping up,

Chris explains,

and how they buy things and communicate is very different. The Echo Boomer is collaborative and relies on a network—often a digital, social network—of friends and family to make big purchasing decisions. That’s how they’ve been brought up, so they’re not afraid to give feedback. We’ve built our tools to allow for the flow of communication between the agent, broker and consumer to take place in a very collaborative way.

Of course, effective communication with today’s new generation of consumers requires the effective use of social media.

The moment we announced that we were launching the Better Homes and Gardens Real Estate brand, we built the whole social media piece and new media piece into our platform,

says Chris.

As regional manager for Better Homes and Gardens Real Estate Florida 1st, Summer Greene knows the value of providing agents with an effective technology platform. Greene first got a taste of the brand’s technology core when she saw Chris speaking about social media at industry events in 2008.

Sherry was talking about social networking and Facebook and this new brand they were launching, and she invited everyone to friend her on Facebook. So I decided I would ping her to see if she would really respond,

recalls Greene.

Not only did she immediately respond, but it was a personal response, so I knew the response was from her.

Greene was duly impressed by this initial connection to Chris and Better Homes and Gardens Real Estate. She shared her belief in the brand with Florida 1st owners Gene and Cathy Whiddon.

When the three of us went to Parsippany to visit Better Homes and Gardens Real Estate at Realogy headquarters, we were blown away by the technology, by the brand’s vision of where real estate brokerage is going, by their energy and by how real everyone was,

says Greene.

At the end of the day when we got back in the car, we looked at each other and said, ‘Whoa, we didn’t see that coming.’

Upon returning to Florida, the Whiddons pursued the opportunity further and converted their firm’s five offices and 300 agents to the Better Homes and Gardens brand in 2009.

Better Homes and Gardens Real Estate gets it. They realize that real estate is no longer a transaction…it is about lifestyle and relationship,

says Greene.

The world has changed rapidly in the past several years and the reality is that technology is how people interact with each other today. Better Homes and Gardens Real Estate has been ahead of the curve on this. Beyond their leadership in social media, they have an amazing digital marketing platform where agents can create their own Web commercial, for example. Their online Talent Attraction Platform is a great recruiting tool. The consumer is online and that’s where we need to be. This was the most compelling part of the brand’s value proposition for me.

This focus on technology and new media attracted Dallas broker David Winans, an innovative broker whose viral videos have logged about 200,000 views and even prompted a visit from Texas Gov. Rick Perry, along with articles in The Economist and Newsweek.

Winans officially joined the brand in November 2010 to become Better Homes and Gardens Real Estate David Winans & Associates.

I needed to work with a company that knew about social media—that was really important—and Sherry and Better Homes and Gardens Real Estate live social media,

says Winans.

We just launched a rap video with a trailer to our upcoming comedy series, ‘The Agent.’ I knew that only Sherry would understand this craziness. The whole point of social media and our videos is to create attention and encourage people to have fun. Better Homes and Gardens Real Estate is the best of both worlds, because they’re on the front end of social media yet they’re also this super-trusted brand that’s apple pie and America. It’s this perfect combination.

Tools Plus Service

Part of its ability to deliver such diverse and effective tools can be attributed to the brand’s familial relationship with Meredith Corporation, one of the leading media and marketing companies serving American consumers. Meredith’s trusted brands and content reach more than 75 million consumers across multiple touch points, including 23 publications, 12 television networks and 32 websites. Through the partnership with Meredith, Better Homes and Gardens Real Estate has unprecedented access to the media giant’s insights and lifestyle tools, which pay dividends in terms of building relationships with consumers.

The other powerful tool that emanates from Meredith’s media strength is a technology tool known as “PinPoint.” PinPoint is an exclusive program that provides Better Homes and Gardens Real Estate brokers with access to Meredith’s database of more than 75 million consumers who interact with the Better Homes and Gardens brand through the magazine, website and other Meredith brands. What makes this particular database so powerful is its intense degree of specialization, providing up to 1,200 data points per consumer. This facilitates extraordinary target marketing opportunities for brokers and agents.

There are reports of a supply of homes on the market that is upwards of eight or more months,

says Chris.

Clearly, there is an imbalance of sellers to buyers. The goal of PinPoint is to help agents more effectively identify and direct market to potential buyers as well as sellers by targeting criteria that makes sense for their listing.

This way, agents aren’t contacting people who aren’t interested, but rather connecting with people who will be interested.

While PinPoint is just one of the many great tools Better Homes and Gardens Real Estate provides, all tools are meaningless without the ability to effectively deliver them to constituents at every level.

‘Excellence’ is the final value in our core value system. What that means to us is overdelivering in every instance,

says Chris.

We believe it’s the small things that make a big difference—we want to make sure that the broker’s expectations and the agent’s expectations are exceeded.

According to Chris, Better Homes and Gardens Real Estate is able to deliver on this promise by designing its service and technology platforms to be completely scalable so that as the brand grows, the same level of service excellence is delivered to brokers and agents across the board.

We built a flexible platform so that we’re able to scale both the technology and the human element of service,

Chris explains.

This will allow the brand to continue to grow at a rapid pace and become very large in a relatively short period of time. Once we become even larger, our scalability will allow us to offer that same level of service.

This high level of service and attention to detail was a major factor in Winans’s decision to join the brand.

From the time they picked us up at the airport in New Jersey and drove us to Realogy, to the actual conversion, it’s always been about the details. They’re impeccable,

he reports.

When you’ve been one brand for a long time and then, overnight, agents have to change, that’s a big job. We received an incredible amount of support from the Better Homes and Gardens Real Estate team and it’s continued from there. They overdeliver on every level. Whether it’s business planning, recruiting, training or the Greenhouse intranet, we are touched by them constantly.

Greene agrees.

The support they give us month after month has been amazing,

she says.

For example, we have a diverse group of agents of different age groups and not all of them embrace social networking. So Better Homes and Gardens Real Estate sent down a technology team and hosted a full-day boot camp for us. And there are a host of webinars on Greenhouse that constantly reinforce what we’ve learned or what we might have missed.

A Network for the Future

When looking at Better Homes and Gardens Real Estate’s success to date, Chris largely attributes it to her excellent team:

If you have the right group of people, together you can accomplish anything.

It’s apparent that they’re very serious and very smart…but best of all, they’re fun,

says Winans of Chris’s Better Homes and Gardens Real Estate team.

It’s been less than two months (at press time) since I joined the brand but I already feel like I know everyone. The group of brokers that Sherry has put together might be all shapes and sizes and from many different geographic areas, but we all have one thing 100% in common—we’re all about collaboration and we’re all excited about change. I really feel fortunate to be in this club.

This brand and broker network will continue to grow because it attracts a high quality of brokers,

believes Krafchow.

These are very difficult and dangerous times for everyone. Standing still is not something I want to do—I want a brand that will move to the new market. A lot of this business is based on clients trusting agents; therefore, agents have to trust the brokerage and know that we’re serving them at the highest level. My job is to help agents be productive.

Looking to the future, Chris points to “a significant pipeline of strong potential partners in 2011.”

We are proud of the brand we have built, and of the tools we provide to our network,

says Chris.

We are focused on strategic growth. We will continue to align ourselves with brokers in the right markets who share our core values and our belief that our lifestyle, technology-centric approach will give them a competitive edge. We provide exceptional service to our brokers and agents so they are positioned to provide exceptional service to their customers. Together, we will drive the future of real estate.

More info -www.bhgrealestate.com
Source – rismedia.com

ValCom, Inc. announced today the results of the live, televised real estate auction the company produced on Saturday, February 12th. The auction featured homes and lots throughout the state of Florida.

The auction was seen on multiple television networks including R&R TV (Direct TV Channel 354), Dish Network Channel 266, and My Family TV (www.myfamilytv.tv). Out of 25 properties featured in the 3-hour program, 19 have been placed under contract. The company projects that revenues generated from the event will be close to $400,000.

“The results of the auction are a resounding success,” stated Vince Vellardita, President and CEO of ValCom. “We faced a couple of technical obstacles that evening, but we still achieved our goals to sell properties and drive revenue to ValCom.”

The auction is part of a series of real estate auctions that ValCom is producing in conjunction with United Country Auction Services. ValCom is planning to hold the next Real Estate auction on Saturday night, March 26th. For more information, visit www.ustvauction.com.

Foreign tourists who for years have crowded Florida’s shopping malls to buy clothes and electronics, are now flocking to real estate offices to snatch up apartments and homes at bargain-basement prices.

The investors, mainly from Europe and Latin America, are jostling over apartments in Miami’s trendy South Beach neighborhood selling for 70,000-100,000 dollars, and in less exclusive areas to the north where they start at around 50,000.

The buying opportunities are maybe the best ever. Who knows if we’ll see prices again like today’s in Miami Beach,

Keys Real Estate agent Michelle Iglesias told AFP.

Property prices in Miami have fallen by almost half (47 percent) since the real estate bubble peaked in 2006, according to Standard & Poor’s Case-Shiller 20-City Home Price index.

Analysts predict that real estate market prices will not increase until the banks get rid of all their foreclosed properties and there are more jobs in the region.

Unemployment is still high. People are afraid of losing their homes and credit is hard to get,

said Standard & Poor’s vice president Maureen Maitland.

In and around Miami, banks each month repossess about 5,000 properties, including apartments and commercial real estate, for delinquent mortgage payments, according to real estate brokerage Codovultures Realty, which has 250,000 such properties on its books across southern Florida.

But foreign investors have kept prices from plunging even further, the Miami Association of Realtors said in its November report.

The international buyers continue to fuel market strengthening, we continue to observe positive signs,

said association president Oliver Ruiz.

Beatriz Lamanda, from Venezuela, bought two apartments north of Miami Beach for 80,000 dollars.

I’d rather put my money in real estate than leave it in the bank. In a few years I’ll make a nice bundle because the prices are going to go up, no question,

she told AFP.

In the “Icon,” a three-building apartment complex by French designer Philippe Stark in Brickell, Miami’s newest financial district, apartments are selling for 250,000 dollars, down from 370,000 two years ago.

We’ve sold 350 units in the last few months. Most of the buyers are international, from countries like Venezuela, Argentina and Brazil and also Colombia, Italy, Mexico and Canada,

Fortune International’s Alejandra Castillo told AFP.

Foreclosed properties owned by banks in the area go for less than 100,000 dollars, and two-bedroom, two-bathroom apartments for as little as 130,000.

Daniel Lemin came from France on a three-day business trip and promptly sought a real estate broker to look over some apartments.

It’s a great time for investing, and while I wait for prices to go up, I’ve got an apartment in Miami I can use or rent out,

he added.

Tuesday marked the end of the Atlantic Hurricane Season and another year without a hurricane hitting Florida. It’s been five hurricane-free years now, so what does this mean for property insurance rate? Industry experts and some lawmakers say rates are still too low to prepare companies for a major storm.

The Atlantic Hurricane Season is over and for the fifth straight year Florida emergency manager Dave Halstead can breathe a sigh of relief.

For the first time in recorded history this is now five years in a row that a hurricane has not hit Florida or struck the East Coast of the United States.

That means for half a decade Florida insurance companies haven’t had to pay massive claims, but it’s not all rosy. Industry Expert Bob Lotane says rates are still too low to adequately prepare insurers for a major storm hitting a large city.

The insurance commissioner himself has testified to the cabinet that a majority of companies are not reserving money at the rate that they need to, to be ready for a hurricane.

Lawmakers want to make it easier for insurance companies to raise rates up to 10 percent a year. Legislation loosing regulations on the industry landed on Governor Charlie Crist’s desk twice in the past two years and both times he vetoed the bills.

Crist has faith the war on insurance rates he started will continue. “I certainly hope for the people and myself that they continue to go down.

But 2011 is likely to be different. A new governor and a GOP supermajority in the House and Senate could mean the legislation sails through the process, and insurance companies will no longer have to ask the state when they want an increase.

The legislation is already in the works and is expected to begin the committee process when lawmakers come back to Tallahassee next week.

www.wjhg.com

Responding to real estate buyer demands for an opportunity to connect to Southwest Florida waterfront homes for sale found on the internet in an informal and low-stress setting, Zen Real Estate announced that it’s recent home listing, Mickey’s Florida House, will be open for public viewing in November. The home located at 4516 SE 1st Place, Cape Coral, Florida, will be open noon to 3pm each weekend in November.

Mickey’s Florida House, is providing an opportunity for buyers of waterfront pool homes in Cape Coral who have seen the home on the internet to connect to the home on a more tangible level. The home located at 4516 SE 1st Place, Cape Coral, Florida, will be open noon to 3pm each weekend in November.

Mickey’s Florida House is a hidden treasure that doesn’t quite reveal itself on the Internet,

commented broker Robin Speronis.

Mickey’s Florida House is a 3 bedroom, 2-bath pool home located in Cape Coral, Florida on a Gulf of Mexico access canal. It features an open floor plan opening to a view of the oversized pool, wraparound dock with captain’s walk and the Gulf access canal. To view the video and listing information on this home and chat with broker Robin Speronis via instant messaging, visit http://www.MickeysFloridaHouse.com.

For more information about Zen Real Estate please visit http://www.AskZenRealEstate.com.

Corner large 2 bedroom view of water from all rooms 2 private balconies building has been totally renovated new fitness center close to all shoping and beaches.

Open Kitchen, Hurricane Shutters, walk from Pool to the beach Avoid the hassles of big building and live in a quiet beach condo with light residents traffic. Located right on the beach side of Collins Avenue. Own the unique and very private tropicana condo 48 units. Corner View of Collins Ave (NW). Open Kitchen, Hurricane Shutters, WALK FROM POOL TO THE BEACH AND HAULOVER PARK. QUITE AND LOW MAINTENANCE BUILDING. UNIT IS CLEAN BUT ALL ORIGINAL.

This is a great property! 2-bed 2-bath located on 8th floor. This is a very clean property with marble floors throughout. Has custom closets. Comes with kitchen appliances, washer & dryer. Located in a great neighborhood. Take advantage of this great opportunity.

Revenue Management System Wins Over Top-Performing Managers in Pilot Test

Savvy, well-trained property managers are a key ingredient in the formula for success at PRG Real Estate Management. COO Ron Monson summarizes the dynamic strategy that built the Philadelphia company’s portfolio of 52 multi-family communities across 11 states: purchase and upgrade well-located properties that are performing under their economic potential; and hire top-notch property managers who handle operations like business executives, not caretakers.

PRG’s managers take full responsibility for running a profitable operation without sacrificing quality.

Each manager is the CEO of his or her property,

explains Monson. “We rely on our managers to perform a wide range of business duties from competitive market surveys and advertising to setting rents.”

Because managers play a central role, PRG provides them with the best training and technology available. The latest addition to PRG managers’ business toolkit is Rainmaker LRO™, the multifamily lease rate optimization and revenue management solution from The Rainmaker Group and the leading multifamily revenue management solution in the industry. Before PRG selected LRO, it evaluated Rainmaker and a second company, and then set up a pilot test of the LRO system in five of its communities.

‘Just let the system do its job and see what happens’
PRG selected properties with top performing managers for the pilot test, says Monson. “We wanted to measure LRO’s performance with our best teams. If they expressed reluctance, we urged them to just let the system do its job and see what happens.” Here is what happened:

• PRG chose two properties in each of five markets: Orlando, FL; Lexington, KY; Durham, NC; Winston-Salem, NC; and Newport News, VA.
• One property in each city was equipped with LRO, the other set rents according to the manager’s traditional method.
• Performance was better at four of the five properties tested when compared against the control property. And the fifth property actually had the highest revenue increase of any of the test properties, but the control property in the same market increased even more.
• Due to the pilot’s early results, PRG concluded the test after only four months.
  

  Results were positive immediately and improved more each month,

  says Monson.

  It was obvious after four months that we were going with LRO.

• The abbreviated pilot fit well with PRG’s plans to fully implement the rate optimization solution in all its communities by February 2011 for the next leasing season.

As LRO consistently outperformed the controls, pilot property managers gained confidence and contributed ideas for improving the process. Rainmaker’s professional multi-family experience made for a smooth handoff, says Monson. A Rainmaker business consultant sat in on the weekly pricing calls with property managers and coached PRG’s revenue manager as the company got up to speed on using the software.
PRG elected to continue the pilot’s weekly pricing calls as a new best practice, says Monson.

During the pilot, all five managers were on every call to listen and exchange ideas. It was a collaborative process and managers felt they could provide honest feedback.

Applying science to the art of pricing PRG’s growing portfolio drove the decision to seek an automated rate optimization solution, Monson said:

A growing inconsistency in rent setting was developing from property to property.

Managers were looking at supply and demand in their own immediate area rather than on a broader scale. They were reading current market conditions rather than projecting supply and demand months ahead.

We wanted to leverage technology to standardize the process and apply science to the art of pricing.

LRO produces optimized pricing recommendations for a large variety of unit types based on hundreds of factors that influence rate setting, including traffic and lease duration, move-in dates, competitive influences, and other metrics. The system also produces enterprise-wide demand forecasts by measuring and analyzing historical and current market metrics and performing calculations necessary for occupancy predictions that are dynamically updated as market conditions change.

Monson said there was an additional LRO bonus: property managers’ renewal decisions are also supported by advanced analytics.

The software creates a more objective rate setting process. This takes a load off managers while setting the most appropriate renewal rate.

Bruce Barfield
The Rainmaker Group

If you want to be successful in the field of business, then you have to out up the right business that suits your interest. Most of the time, business minded people put up the business that is profitable enough in order to sustain their daily expenses and of course earning money from the business.

This is always possible if you are focused with what you are doing and determined to achieve success with your chosen business and at the same time enjoying the work that you are doing in order to improve your business.

Before you achieve the peak of success, there are lots of things that you need to consider. You need to do a careful planning and consider all those factors that will help you to achieve success. It is also important that you are always prepared with the different problems that you may encounter long the way. Determination and perseverance is very important for you to attain the peak of success in any field of business that you prefer.

You financial resources will be your bread and butter as you start to put up your business. Make sure that the money that you are spending for the business is worth after some years. Normally the return of investment takes years and you need to determine how long will it take and if there are possible course of action that you can do to have it on time, then you have to do it.

When putting up your own business, location is one of the most important factors that you need to consider. If you want to achieve success for your business, then you have to choose the location where your target markets are.

When starting your own business, it is very important to have the right Florida commercial real estate property. Florida is a known place of business and leisure. There are people from other country who visit the city every year, and these people can be your target market for your business. With this one of the most important factor that you need to consider is to choose the right Florida commercial real estate property that will be perfect for your business.

When choosing the right Florida commercial real estate property, it is important to consider all the activities that you have with your business. You have to make sure that the commercial property is big enough to accommodate the employers as well as the customers. It should be a property that has the proper division to maintain the privacy of each department of the business.

Author – Eliza Maledevic Ayson
Florida Commercial Real Estate