why your competition matters · your managers, supervisors and executives understand your...

WHY YOUR COMPETITION MATTERS

Instructor Guide

iWHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

LIMITS OF LIABILITY AND DISCLAIMER OF WARRANTY

© 2014 by the National Apartment Association, 4300 Wilson Boulevard Suite 400 Arlington, VA 22203. All rights reserved. The course materials or any part thereof may not be reproduced, stored in a retrieval system, or transmitted, in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, or otherwise, without the prior written permission of the National Apartment Association Education Institute (NAAEI).

NAA retains copyright to the original materials and to any translation to other languages and any audio or video reproduction, or other electronic means, including reproductions authorized to accommodate individual requests based on religious or medical deferments from classroom participation.

DISCLAIMERS

Although NAAEI programs provide general information on apartment management practices, NAAEI does not guarantee the information offered in its programs is applicable in all jurisdictions or that programs contain a complete statement of all information essential to proper apartment management in a given area. NAAEI, therefore, encourages attendees to seek competent professional advice with respect to specific problems that may arise. NAAEI, their instructors, agents and employees assume no responsibility or liability for the consequences of an attendee’s reliance on and application of program contents or materials in specific situations. Though some of the information used in scenarios and examples may resemble true circumstances, the details are fictitious. Any similarity to real properties is purely coincidental. Forms, documents and other exhibits in the course books are samples only; NAAEI does not necessarily endorse their use. Because of varying state and local laws and company policies, competent advice should be sought in the use of any form, document, or exhibit.

POLICY STATEMENT REGARDING THE USE OF RECORDING DEVICES, AUDIO VISUAL EQUIPMENT AND OTHER MEANS OF REPRODUCTION OR RECORDING OF THE “NATIONAL APARTMENT LEASING PROFESSIONAL” MATERIALS

All program contents and materials are the property of the National Apartment Association Education Institute, which strictly prohibits reproduction of program contents or materials in any form without the prior written consent. Except as expressly authorized in writing in advance, no video or audio recording of NAAEI programs or photocopying of “National Apartment Leasing Professional” materials is permitted. Authorized recording of programs or duplication of materials may be done only by the instructor on site.

ii WHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Acknowledgments

SUBJECT MATTER EXPERTSThe NAA Education Institute wishes to thank the following apartment industry professionals for contributing their time and expertise to the rewrite of the National Apartment Leasing Professional course:

Lead Subject Matter Expert Susan E. Weston, CAM, CAPS, NAAEI Faculty Licensed Texas Broker Adjunct Professor, University of North Texas School of Business The Susan Weston Company 972.308.6092 Office 972.415.6299 Cell [email protected] www.susanweston.com

Key Contributors Pat Daly, NALP, Dynamic Lead Solutions Joanna Ellis, CAM, CAPS, Ellis, Partners in Management Solutions

Sherre Helmer, NALP, CAM, CAPS, CPM, Dynamic Training for Results

Southern Management Corporation

Kim Hurd, NALP, Milhaus Development

Jeremy Lawson, NALP, Fogelman Management Group

Virginia Love, Waterton Residential

Stephanie Puryear-Helling, CAM, CAPS, Greystar

Jackie Ramstedt, CAM, CAPS, Ramstedt Enterprises Julie Reed, Waterton Residential

Sarah Rentschler, NALP, CAM, Ball State University

Barbara Savona, Sprout Marketing

Vickie Sharp, NALP, CAPS, CDPM, PMIC, The Sharp Solution

Susan Sherfield, CPM, Mercy Housing Pattie Woods, CAPS, Fogelman Management Group Steve Wunch, Greystar

Joy Zalaznick, Kettler

iiiWHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

NALP National Apartment Leasing Professional NAA Education Institute 4300 Wilson Blvd., Suite 400 Arlington, VA 22203 (703) 518-6141 [email protected] www.naahq.org

Further Acknowledgments The National Apartment Association Education Institute acknowledges the contributions of countless volunteers who made this program possible. We extend our thanks to all and pledge to maintain the NALP designation as the premier standard apartment industry training program for all Leasing Professionals.

iv WHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Just for Instructors

The National Apartment Association Education Institute thanks you for your time, talent and expertise in training and developing the next generation of Leasing Professionals.

Whether you are a subject matter expert…a seasoned instructor or new to training…this guide will help you become an even more engaging and effective instructor.

The National Apartment Leasing Professional (NALP) program is designed to teach leasing skills to multifamily residential management professionals. It has been recently enhanced to reflect the changing dynamic of techniques, technology and sales demanded by the responsibilities of this position.

This course is targeted for people with at least six months of leasing experience.

For more information about this program or any of NAAEI’s education programs, contact your local apartment association or contact NAAEI at (703) 518-6141 or [email protected].

vWHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Using this Guide

This Instructor Guide is identical to the Participant Guide that your class participants have, with the following exceptions:

• The Course Schedule page for instructors provides suggested timing for each component of each module. The participants’ version shows only the timing for each module.

• In the left-hand margins of this guide, you’ll see a Slide icon [ow example], which tells you what slide to show at that point in the course.

• Also in the left-hand margins, you will occasionally see an “instructor’s note” to suggest something you might want to do.

• This guide includes answers to all questions that the participants will be asked in this course.

Other than the above, the participant and instructor guides are identical and all page numbers are the same for you as they are for the participants.

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vi WHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Preparing to Teach the Course To give course participants a first-rate learning experience, plan to spend several hours preparing to teach this class.

When to Prepare Depending on your experience with this course, begin preparing one to two weeks before the scheduled course date. That is enough time to absorb the material without feeling rushed. How to Prepare

• Read the Participant’s Guide carefully. Material matches your Instructor Guide, but look for occasions when the students will need to write down slide content or answers. Plan to allow extra time as you present. Note how Participant Guide page numbers align with Instructor Guide numbers.

• Review the Course Table of Contents. See yourself as a guide. Knowing and recalling the entire course outline will help you to help students understand where they are at in the program.

• Read the Instructor’s Guide carefully. Get familiar with the organization and flow of the course, as well as the content itself.

• Mark up this guide. Write notes throughout. Highlight passages you want to emphasize. Add prompts for your examples and explanations.

• Practice. Do a dry run of the material (or at least some of it) in front of willing colleagues or family members. Get their feedback. Find out: What are you doing well? What is one thing you could improve?

• Preview and practice the PowerPoint slides and videos.

When it is Time to Teach the Course

• Do not Read the Slides. Students have copies of the slides in their handouts. Slide content typically paraphrases what is in the text. Reading it is not helpful and actually might bore your students! Paraphrase or simply refer to the slide.

• Do not have Students read from the Text. Not only are students uncomfortable with this but it turns the text into the presentation, instead of your comments and student discussion. Again, retention and engagement plummet!

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• Link Module to Module. Help the student move from one topic within a course to another. Students like to know where they are at in the program and how the subject you are just finishing relates to the next area of learning. Use a simple connector like, “So now that we have learned the basics of the relationship sales process, let’s move now to applying this process in real situations.”

• Use this guide. Refer to it often to keep the class on track. Using notes will make you look natural, relaxed and yes, even confident.

• Approach the course as a conversation, not as a presentation. Keep things open and easygoing. Pick yourself up if you make a “mistake.” Answer the questions you can. Most important, avoid the temptation to be the expert—simply share what you have learned.

• Keep participants actively involved. Allow participants to ask questions, share ideas with one another and get as much hands-on experience as possible. Remember: telling is not training.

• Be yourself. Participants appreciate (and learn more from) instructors who are not only knowledgeable, but also approachable, personable and dedicated.

Preparing the Classroom

To complete your final preparations, arrive at the training site at least one hour before class begins. Find the Location of these Public Facilities or Services

Restrooms / Kitchen facilities or vending machines / Emergency exits

Prepare Materials

This Instructor’s Guide (with all your preparation notes in it) / The Participant Guide (one for each participant) / The PowerPoint / Evaluation Forms / Sign-in form (to be turned in to the affiliate office after class)

Prepare and Test Equipment

Flipchart with stand or whiteboard / Markers / Microphone or sound system (if needed) / Laptop computer with LCD projector

Find the Location of these Public Facilities or Services

Arrange the tables and chairs in the room so that participants will be able to talk with one another, work in small groups and take notes / Make sure the room is not too hot or cold / Ensure that there is adequate lighting / Write the course agenda on the flipchart or whiteboard

viii WHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Table of Contents

Message to Apartment Leasing Professionals 1

Course Schedule 2

Introductions 3

Learning Goals 3

Module 1 - Gaining Customer Loyalty 4

The Ultimate Question: Earn the Loyalty of Your Customers 4

Activity: Customer Loyalty 4

Leasing Professionals’ Views 5

Summary 5

Module 2 - Shopping Your Competition 6

Shopping Your Competition: What to Look For 6

Activity: Shopping Your Competition 8

Activity: Brittany Goes “Shopping” 10

Summary 11

ixWHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Module 3 - Your Role in Improving Your Community 12

Create a Clear and Compelling Strategy 12

Trim Tab: How to Initiate Change 14

Activity: Making Change Happen 16

Summary 17

Course Summary 17

1WHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Message to Apartment Leasing ProfessionalsThe National Apartment Leasing Professional (NALP) program is designed to teach leasing skills to multifamily residential management professionals. It has been recently enhanced to reflect the changing dynamic of techniques, technology and sales demanded by the responsibilities of this position. Your managers, supervisors and executives understand your importance to the industry. They recognize you as the key to leasing, renewing and serving future and current residents of your communities.

Why your competition Matters is one course in the NALP series. The complete set of NALP courses is:

1. Bringing in New Residents: Be Prepared

2. Marketing and Maintaining your Community

3. Why Your Competition Matters

4. Relevant Laws and How to Apply Them

5. The Sales Process and Building Relationships

6. Effectively Meeting the Needs of Current Residents

7. The Market Survey Presentation

For more information about this program or any of NAAEI’s education programs, ask your instructor, contact your local apartment association, or contact NAAEI at (703) 518-6141 or [email protected].

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2 WHY YOUR COMPETITION MATTERSNational Apartment Leasing Professional Instructor Guide

Course ScheduleThis course includes three modules and will run approximately two hours and a half. Each module will include a mix of activities, discussions, watching videos and slides. [Note: the participant guide shows only the module names and times, not the specific components.]

The time structure of the course will be:

Component TimeModule 1 - Gaining Customer Loyalty 45 minutesIntroductions

The Ultimate Question: Earn the Loyalty of Your Customers

Activity: Customer Loyalty

Leasing Professionals’ Views

Summary

Module 2 - Shopping Your Competition 45 minutesShopping Your Competition: What to Look For

Activity: Shopping Your Competition

Activity: Brittany Goes “Shopping”

Summary

Break 15 minutes

Module 3 - Your Role in Improving Your Community 45 minutesCreate a Clear and Compelling Strategy

Trim Tab: How to Initiate Change

Activity: Making Change Happen

Summary

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IntroductionsWelcome to the Why Your Competition Matters course, part of the National Apartment Association Education Institute’s National Apartment Leasing Professional program!

Your instructor will ask you to participate in the following activity:

Introduce yourself to the group and answer the following questions:

•Haveyoueverquitdoingbusinesswithacompanyandtheyearnedback your business?

•Haveyoueverbeenshoppedbyacompetitor?Describeyourreaction.

•Ifyouweretoldthecommunitywasgoingtohaveanewmanager, how would you typically react to such a change?

[if the class is large, then participants may do this activity in smaller groups]

Learning GoalsAt the end of this course, you will be able to:

•Gaintheloyaltyofyourcustomers.

•Understandyourcompetition.

•Improveyourowncommunity.

Introduce yourself first and then ask all participants to do the same.

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Module 1 - Gaining Customer Loyalty

ThE UlTiMATE QUESTion: EARn ThE loyAlTy of yoUR CUSToMERS

Your instructor will show a video from FranklinCovey about how to earn the loyalty of your customers. There will be a brief introduction, followed by a video entitled “The Ultimate Question: Earn the Loyalty of Your Customers.” After you see the videos, your instructor will ask you to answer a question relating to it.

SUMMARy

Now you know the ultimate question that you can use to think about your community’s level of customer loyalty. The question, as you saw in the video, is: How likely is it that you would recommend this company, product, or service to a friend or colleague?

Your Net Promoter Score

The Net Promoter Score described in the video is a widely used management tool to measure the perceived loyalty of your customers or residents. The scores can be used based on your own perception or on feedback you received from resident surveys. As Dr. Reicheld described, the formula is:

- % of Promoters (satisfied customers who would rate you a 9 or 10).

- Less % of Detractors (customers who would rate you a 6 or less).

- Equals % Net promoters.

The higher the net promoter score, the more loyal your customers. The score can range from -100% to 100%. Anything positive (above 0%) is considered good and 50% or more is excellent.

If your Net Promoter Score is not where you want it to be, you must:

- Secure more 9 and 10 ratings by strengthening levels of satisfaction in 7 and 8 raters.

- Reduce the 6 and less ratings by targeting dissatisfied residents.

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lESS

EQUAlS

ACTiviTy: CUSToMER loyAlTy Customer Loyalty: A Question for You

Consider the ultimate question from the video and complete your own Net Promoter Score for your own community. Consider how your residents would respond and rate their answer to the ultimate question. Fill in the blanks requested: Review the assigned activity with the class. Give each student just a minute to complete. Ask volunteers to offer their scores and self-analysis. _________ % residents who would rate you a 9 or 10 (eagerly recommend you) _________ % residents who would rate you a 6 or less (not so impressed) _________% Net Promoter Score Discuss your results with the class.

SUMMARy Thinking about your community from the viewpoint of new and prospective residents will help you be more successful and make sure that your community prospers.

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Module 2 - Shopping Your Competition

ShoPPing yoUR CoMPETiTion: WhAT To look foR Why Shop Your Competition?

As a Leasing Professional, a big part of your role is to help prospective residents decide that your community is the best one for them. In order to do that—and to answer questions that prospective residents may have—you need to know your competition and what they’re doing!

A great way to learn about your competitors from the perspective of a prospective resident is to “shop your competition.” This means finding out what your competitors are doing, by contacting them—on the phone, online and in-person!

There are two ways to shop your competition—they’re different but can both be effective. First, you can pose as a real applicant. This is called “mystery shopping” or “undercover shopping.” This method gives you the perspective of a real customer. Under the second method of shopping your competition, you can be yourself. This is relationship-building shopping. Following this method, you should clearly state that you are from a competitor and are shopping the community in order to learn about it and to develop a business relationship with the community’s team. This method shows that you are a neighbor and a professional in addition to being a competitor.

What to Look For

When you shop your competition, look at your nearby competitors with a particular focus on anyone who offers a product or pricing similar to yours. This may be a “comparable” community that has a style similar to yours. Or, it may be a “competitor,” perhaps styled differently than your community but still competing with you for prospective residents.

You’ll want to “shop” by making phone calls, sending emails and stopping by in-person—all of these methods will help you understand your competitors as well as possible. And it’s wise to keep up: try to shop every quarter (3 months) to stay up on (and ahead of) your competition. Of course, if you “mystery” shop, you’ll only want to do that once per property as they will likely recognize you the next time you “happen” to stop by.

There’s a lot to look for when you shop your competition! The three key areas are the three P’s: People, Product and Pricing. We’ll cover each of these in more detail on the following pages.

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People

When interacting with the leasing team—whether by phone, email, or in-person, there are several things to look for. They include: •Thetoneintheirvoice(orintheiremails). •Thewaytheyappear—isitprofessional? •Theorganizationoftheirleasingoffice—isitclean,organized,friendlyand comfortable to visit? •Theeasewithwhichtheypresenttheirproperty. •Thequestionstheyaskyouwhenyou“mysteryshop”asaprospectiveresident. Pay close attention to the leasing team and your perception of them. Then ask yourself, “how do they compare to our team?”

Product

When you research and visit a competitor community, look for the following:

•Appearanceoftheproperty:theleasingcenter,theapartments/modelapartments, the grounds and the landscaping. •Theirsignsandmarketingmaterialsandtheirwebsite. •Theirfeaturesandamenities—inparticular,aretheyofferinganythingnew?

Pricing

The better you understand your competitors, what they offer and what they charge, the better you can explain the value of your own community to prospective residents. As you shop your competitors, pay attention to their prices for different apartments and especially to the price per square foot—not all one-bedrooms, for example, are the same size! Be sure to include fees and additional charges, too; rents at some communities may not include a variety of add-on charges. The add-on charges —which allow you to calculate the “total cost” of renting— are an important part of your comparison.

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Summary

A great way to learn about your competitors from the perspective of a prospective resident is to “shop your competition.” In this section, you’ve learned what to look for when you shop your competition. TiPS fRoM An EXPERiEnCEd lEASing PRofESSionAl - ShoPPing yoUR CoMPETiTion

Watch this video of an experienced Leasing Professional giving you tips on shopping your competition. You may wish to take notes on the lines below.

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ACTiviTy: ShoPPing yoUR CoMPETiTion How Would You Shop Your Competition?

What do you think is most critical to look for in shopping your property’s competition? Be as specific as you can. Write your answer on the lines below.

The answers depend on you and your community and your competitors. What are the areas within your community that you’re most concerned about, or see the most room for improvement? Those are great candidates for you to shop your competitors and pick up some new best practices. Let’s discuss your responses.

Summary

Shopping your competition is an opportunity for you to learn about your surrounding market and gain a deep understanding of the value of your own community’s competitive edge.

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Ask students to volunteer what they think is most important. Discuss with the group.


ACTiviTy: BRiTTAny goES “ShoPPing”

Now your instructor will show a video that tells the story of a Leasing Professional shopping her competition. When you’ve watched the clip, answer the questions below.

Question 1 of 2: What Did Brittany Learn?

What significant things did Brittany learn on her visit to Greenview Apartment Homes?

Best answers include:

• She saw the beautiful grounds and brand new fitness center.

• She learned that the fitness center at Greenview was for residents only.

• She saw the mobile app that Greenview had to show photos on a smartphone.

• She saw a good example of a non-pushy Leasing Professional, in Tyler.

• She found out Greenviews’ current rents for 1-bedroom apartments.

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Give students a chance to answer these two questions as a class, then reveal the answers on the second slide


Question 2 of 2: What Opportunities Did Brittany Miss?

Based on what you saw in the clip, what could Brittany have done to learn even more about her competitor?

Expert answers include:

• She didn’t ask Tyler for floor plans, but should have done so.

• While she needed to focus her search primarily on one apartment size—she chose one-bedrooms—in order to maintain her “mystery shopper” cover, she also could have tried harder to gather information about the other –sized apartments.

• She didn’t get to see a model or a vacant apartment—nothing could be done about that during this visit, but she could have asked Tyler if she could come back to view an apartment.

• Most critically, she didn’t appear to explore Greenview’s online presence, marketing and reputation at all; she simply called and made an appointment. In doing so, she missed out on a lot of the experience that a true prospective resident would have.

SUMMARyIn order to “sell” your community, you need to know what other choices your prospective residents have and what they’re being told. So you’ll want to “shop” your competition and learn what they’re doing. Shopping your competition also helps you learn some best practices from other communities.

Once you have shopped other communities, it is vital that you share your findings with your community’s staff and leasing team. Your impressions and findings play a key role in helping your community improve its market position.

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Module 3 - Your Role in Improving Your Community

CREATE A ClEAR And CoMPElling STRATEgyYour instructor will show a video from FranklinCovey about how to create a strategy. There will be a brief introduction, followed by a video entitled “Copa Airlines: Create a Clear and Compelling Strategy.” After you see the video, your instructor will ask you to answer three questions about it.

Break the class into three groups. As you introduce the video explain that each group will be assigned one of the three questions to answer together and then share with the class. After viewing the video, give the small groups 5 min. to assemble their answers. Encourage the rest of the class to listen and add other comments as they see fit.

Copa Airlines: Question 1 of 3

What was Copa’s strategy to become a great airline?

Copa set specific performance goals—based on how their competitors were performing—and then communicated the goals and how to get there throughout the entire organization. Each employee at Copa, at all levels, knew their role and how they impacted the bottom line. Further, Copa employees bought into the goals and worked together to achieve them. Copa changed its entire culture by empowering their employees at all levels.


How can you apply elements of Copa’s strategy to your community?

Does your community have specific performance goals? How about income growth or expense reduction plans? Maybe a target for lease renewals or make-ready efficiencies? If not, you’d do well to create these goals. Also, think about how every team member can participate in achieving the goals.

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How did Copa make sure everyone was involved in the strategy and goals?

Copa used two methods to involve everyone: • “Cascading,” or passing the company goals to every level in the

company;

• “Knitting,” having shared goals between departments or between people, so they have to work together to achieve the goal.

How can you ensure that every one on the team understands the role that he or she serves in achieving the goals? Can you help each of your fellow teammates understand the important part of the goal that belongs to them and them alone? What will a maintenance assistant or a housekeeper or an assistant manager do to help the community achieve its goals?

SUMMARyIn a great organization, the mission cascades throughout the whole organization. Every single person—from top leaders to the front line—knows how his or her role contributes to the overall strategy. Do you know what you contribute to your company’s mission? That’s something to think about!

Key points in the video included the following: •Yourpassionandenergyareexcitedwhenyouknowhowyourroleconnectstothe organization’s top goals. •Sharingstrategyfromtoptobottomisessentialsothateveryoneateverylevelhas goals for achieving the strategy. •Teammemberstakeresponsibilityforagoalandareempoweredtoacttomovethe goal forward. •Youcanaligneverythingyoudotothestrategywhenthatstrategyisclear.

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TRiM TAB: hoW To iniTiATE ChAngEYour instructor will show a video from FranklinCovey on how to create change by starting with a small action. There will be a brief introduction, followed by a video entitled “Trim Tab: How to Initiate Change.” After you see the video, your instructor will ask you to answer three questions about it.

Trim Tab: Question 1 of 3

What’s a “trim tab” and what is its significance relating to causing change?

The best answer is:

A ‘trim tab” is a tiny second rudder attached to the big rudder on a ship. Despite being tiny, compared to the size and weight of the ship, the trim tab determines the ship’s course.

Sometimes it may seem that making changes in our lives or in our jobs is like turning a huge ship. But the principle of the trim tab—that small changes can have a big impact—applies to many areas.


How was one person able to energize a team of professionals and even a whole community?

The best answer is:

The principal Madeline Cartwright used her position and her influence to start at a very basic level (cleaning the boys restroom) to inspire others to act. Just her own example was the “trim tab” needed to make significant changes throughout the rest of the school. Clean clothes, clean environment, even cleaning up the neighborhood was the result.

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Conduct first two questions as a group.



For Question 3 go back to the small groups you used in the course, give the groups 5 min to think creatively of their role as a trim tab and a Leasing Professional. Debrief the room.

How can you become a “trim tab” at your apartment community?

Ways to find your best personal answer include:

Think about something small that you can do to rally your community—maybe it’s something physical, as it was in Madeline Cartwright’s school. Maybe it’s a change in your processes, or the style you use to interact with your staff or with residents.

Consider your position. What areas can a leasing professional impact? Since you are often the first line of communication, why not ensure that every resident gets a birthday wish on their special day? Or make a point to know which of your student residents are graduating. These are examples of ways you can use your position to influence others by going just a little beyond the expected!

SUMMARyAs a team member, your actions and attitude can inspire trust and empower others to make a difference. Each day, you’re faced with moments of choice where you can choose to be a trim tab. If you do, what you model will set the tone for those you lead. Small things, over time, can have a tremendous impact.

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ACTiviTy: MAking ChAngE hAPPEn You’ve learned a lot in this module about how to change things for the better in an organization or community. Inspiring change isn’t always easy, but as you’ve seen, there’s a lot you can do! Next, you’ll get the chance to think about how to make improvements and changes at your community.

Question 1: What Do You Want to Change?

First: What do you want to change the most in your community? Be creative, but realistic. Answer the question, if I could change anything at my community, what would I change?

Give students a few minutes to jot down what they want to change. Conduct a group debrief. It is important to capture these ideas because the next question asks them how they might influence those changes. Use a flip chart to write down these answers.

Question 2: How Can You Make Change Happen?

Now think about how you can make change happen in your community. As you think about this, consider the high-level strategy from the Copa Airlines video, the large impact of a small change from the Trim Tab video and everything you’ve learned about shopping your competition and learning from doing so.

How can you make this change happen?

Take one of the group’s ideas for something they want to change, write it on a flip chart and brainstorm solutions for the issue. If there is time, select a second issue from someone else. Encourage students to be specific - if they want something changed - they can be part of the solution.

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SUMMARyYou have the power to make your community the best it can possibly be. Change isn’t always easy, but it’s possible, particularly if you use the techniques you’ve studied and reflected on in this module!

Course SummaryYou should now be able to:

•Marketyourcommunity.

•Gaintheloyaltyofyourcustomers.

•Understandyourcompetition.

•Improveyourowncommunity.

You can take these skills back and apply them on the job!

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Notes

National Apartment Association Education Institute4300 Wilson Boulevard, Suite 400

Arlington, VA 22203703-518-6141 | www.naahq.org

why your competition matters · your managers, supervisors and executives understand your...

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