Jul
31
2022

Real Estate Listings – The Backbone of Real Estate Websites

A good Real Estate website is incomplete without proper Real Estate Listings. The website would do very little to educate and inform the visitor. Listings for Real Estate not only attract visitors but also enable the website to grab their attention. Listings are rather the “real” thing a visitor wants to see in a site.

Always keep in mind that these listings should be up to date. We know Real Estate agents love seeing “Sold” on every property, but people who would be visiting your website would end up losing heart. Updating your website regularly is a must to keep your visitors coming back. Make sure your listings are in proper price order. It is essential that you have devised ways for them to search through the properties and kept it simple to use.

Interested property buyers tend to check back to your website every week, in the hope of finding fresh properties. You have to ensure that New Real Estate Listings are put up on a regular basis, to aid your customers in making a better decision. To prevent losing business, make sure that someone is made responsible for uploading New Real Estate Listings on your website and keeping the old ones up-to-date.

Depending on the program used to manage the listings section, it might require some extra training to make sure that these updates are made as quickly and efficiently as possible. An investment in professional practices is a wise decision and will prove to be fruitful. Most Real Estate Marketing websites believe in making making worthwhile websites for their customers. The websites that are built also have automatic property alerts that send out new listings via email every day to prospective customers.

While putting down Listings for Real Estate, it’s always a good idea to mark them separately for Commercial Real Estate Listings and the Residential ones. This can help new agents get off to a good start and can work as a new beginning for veteran agents who have been around for a while. Remember, the higher the number of your listings, the better your chances of selling.

By keeping these points in mind, you should be able to communicate about your real estate site better. You also need to ensure that you are able to project a professional image online, increasing your marketing reach and your bottom line.

Jul
01
2022

Best Investment Strategy For 401k & IRA Asset Management

With the following best investment strategy managing your 401k or IRA investment assets can be greatly simplified both now and in the future. You’ll likely change jobs before you retire, and without a long-term investment strategy for asset management you could lose control of your retirement nest egg like millions of other Americans have.

In a typical, traditional 401k plan asset management basically amounts to picking mutual funds to invest in. The process is called asset allocation and most of your investment options are either stocks funds, bond funds, or balanced funds which are a combination of both. A typical plan includes “safe” options like a money market fund or stable account that simply pays interest as well. In putting together an investment strategy the best investment portfolio will include all three of these asset classes or fund types: stock funds for growth, bond funds for higher income, and a money market or stable fund for interest income and safety.

Your personal best investment strategy or best investment mix (asset allocation) will depend on what level of risk you are willing to accept. For most of the people most of the time, the following middle-of-the-road strategy of asset management has worked well. Keep half of your investment assets in stock funds with the other half evenly split between bond funds and a money market fund or stable account. This way your investment portfolio risk is moderate, and your long-term returns should be respectable.

The key is to KEEP your money invested in this proportion over time. Review your asset allocation or mix at least once a year to stay on track with 50% in stock funds and 25% in each of the other two. Move money around to rebalance to these levels when the numbers get out of line. This will happen because each investment category will perform differently. By doing this you can keep risk under control at a moderate level.

Now, what’s your best investment strategy to avoid premature taxes and penalties; and to keep your money working when you change employers? Simply do a direct rollover with your 401k money going directly into a mutual fund IRA with a major no-load fund company like Fidelity or Vanguard… every time you leave an employer where you had retirement assets. This way you can consolidate your retirement nest egg in one place and simplify your future asset management task.

Other advantages include low-cost investing, a broad selection of funds to choose from, and good service at no charge. With a toll-free call a service rep will walk you through the process to help you set things up, and help is available whenever you need it. This IRA will be your retirement nest egg where the best investment strategy and asset management discussed before can work for you throughout retirement. As you get older you simply change your investment mix to favor bond funds and money market funds vs. stock funds for less risk and more income in retirement.

May
31
2022

The 5 Habits of Highly Successful Small-Business Owners

Have you ever wondered what the difference is between a business that consistently grows and another that struggles just to make ends meet? Or why a business that was started in a basement of a home can outperform some of the best-run “big” companies in sales and profits?

Two businesses, operating in the same marketing arena and selling the same products or services, can have extraordinarily different results. How can one business continually grow and prosper, while the other struggles? How can one business owner run a highly successful business while still spending a good portion of his or her time away from the business on trips and vacations with the family, and another owner work day and night only to see his business fail?

Such questions have always intrigued me. In my quest to answer them, I sought input from successful business owners. I became a student of business. I read every business book I could get my hands on. I enrolled in seminars and courses across the country. I listened to audio and videotapes of some of the greatest minds in business.

What I learned has been truly transformational. In this article, I will impart to you some of what I have learned. For the most part, there is no such thing as a successful or unsuccessful business; there are successful or unsuccessful people, entrepreneurs who run businesses. Becoming a successful entrepreneur requires a certain self-image, a certain mindset. I like to refer to this mindset as the

“5 Habits of Highly Successful Small Business Owners.”

Here they are:

Habit #1: Have a clear vision of their business, and commit their vision to paper

“A man to carry on a successful business must have imagination. He must see things as in a vision, a dream of the whole thing.”

Charles M Schwab, American stockbroker

The chances of your small business’ success improve substantially if you have a clear vision of what you want your business to look like, and what you want it to accomplish for you in the future. Your vision is your dream for the future of your business and it should delineate the path you will take to turn that dream into reality. You need a crystal-clear vision, one that you can communicate clearly, with vitality and a strong sense of commitment. Everyone involved in your business must comprehend your vision and, even more important, must believe in its success as much as you do.

Setting direction and guiding the business toward reaching your vision will make it successful. Vision is the owner’s business philosophy. It’s his “double vision” – his ability to keep the business’ long-term dream in mind while micro-managing the business on a day-to-day, hour-by-hour basis.

Successful entrepreneurs commit their vision to paper. In all my years in business, I have found that not doing so is the single most fatal error a business owner can make. There’s a direct correlation between having a well-thought-out, written vision statement and the success of your business.

Your vision should be a written statement of what your business will be when it is complete. It is a detailed picture of the future – what your business will look like, act like, smell like, feel like, and how it will perform when it is fully developed. Some of the things your written vision statement should include are: (1) the line of business you are in, (2) your company size, (3) the markets it will serve – demographics and psychographics, (4) the number of employees you will have, (5) the number of locations that you will operate from, and (6) what competitive advantages will differentiate your business from your competitors’.

Habit #2: Put the proper systems in place

You need systems to be able to deliver a product or service in a predicable and consistent way. All successful businesses have a “how we do it here” manual, also referred to as a “policy and procedures” manual. Standardize your procedures so that everyone knows what they are and how to do them. These procedures involve production systems for your products or services, systems to deliver those products or services, systems to track new customers or clients, systems to help you keep up with your finances, systems to hire and train new employees, and the list goes on.

Look at the systems that operate within the McDonald’s chain. A McDonald’s in the Bronx operates exactly the same way as a McDonald’s in Palm Beach. It runs just as predictably and profitably in either place. Why? Because there is absolutely no area in which procedures are not specifically spelled out through documented systems. Every procedure is outlined so clearly that anyone can be put into the system and taught to function at an extremely efficient level in a very short time.

Documented systems can make a difference to your own time, as a business owner. Without such systems in place, everything depends on you. If something happened to you, even for a short period, the entire business would be thrown into chaos. With properly documented systems of management and organization, a key employee (even you!) could leave suddenly, and the business would not suffer. You could replace the employee with minimal disruption. As new problems come up, you can adjust the systems you have in place to accommodate the needed changes.

If you set up the right systems from the start, they help run the business. You can be free to spend your time however you wish: more personal time for yourself, more time for your family, your community, and more time to enjoy a richer, more balanced life.

Habit #3: Know what they don’t know and then quickly get the help to fill the void

Most small business owners don’t realize that having an occupation or skill does not necessarily equate to building a successful business around it. It takes different skills to build a business. Let me give you an example. A personal friend of mine, John Chang worked as an engineer for 12 years before he started his own engineering firm. He was considered to be one of the best engineers in his firm before he went on to start his own engineering company. But John had never run a business before, and he did not have the knowledge and skill to operate his new company successfully, despite his engineering expertise. There is a lesson to be learned. The sooner you, the business owner, develop entrepreneurial skills, the sooner you will turn your expertise into business success!

You will need a number of different skills; financial, marketing, management, and customer fulfillment skills are among those required if you want your business to run like a finely tuned machine.

Can you imagine an athlete training for the Olympic competition without a coach? Of course not! Nor can you develop these skills without qualified help. A business coach will help you think in a new way, show you how to stay on track with your plans, and ultimately achieve your vision.

Habit #4: Have a mindset of preeminence

Preeminent (adj.): excelling others, outstanding.

The business owner has to have the mindset to view his business as a product – not the product or service he is producing, but his whole business as the product. It’s an entirely new way of thinking, and as soon as such thinking is adopted in any business, the business begins to make massive leaps forward.

As the business owner, you have to learn how you can give your customers or clients the best possible experience; to enable others to see your business as a trusted, valued, respected, and expert advisor. This mindset can be applied to any type of business. You have the responsibility and the obligation to provide guidance and direction to your customers, and to give them the best short-term and long-term outcome.

Many times, I have seen business owners make one simple, but momentous, mistake. Instead of “falling in love” with their customers, they fall in love with the size of the company, growth of the company, number of employees, or the market share. The way to greatness today is to transfer your ultimate passion away from products and services, and toward people! By doing so you will begin to look at your business as a whole, and any interaction that the customers have with any parts of your business, as part of an overall experience. If you as the business owner are focused on making it the best, most rewarding, most fulfilling, most enjoyable experience for the customer or client, you will dominate everyone else in your business sector.

A strategy of preeminence – of excelling – along with the approach of looking at your business as a whole, is truly transforming. If this is the only idea from these 5 habits that you take to heart and adapt and implement, you will see a significant improvement in your business.

Habit #5: Work on their business, not just in it

The successful small business owner understands the real value and reward that is derived from working on the business rather then just working in the business. She understands that working on the business means viewing her business as a whole. She sees her business made up of various parts that integrate seamlessly to function as a whole.

Working on, instead of “in” the business is strategic work. It is the way businesses transform themselves from vision into reality. It requires asking strategic questions and then doing everything to find answers to those questions.

Smart entrepreneurs do the necessary strategic work, and regularly ask the following questions:

What is my market share?

Who is my ideal customer?

Where is my industry headed?

Who are my competitors?

What are my competitive advantages?

What are other successful businesses in my industry doing?

How do they market their product or service?

What are other successful businesses outside my industry doing?

What is the “experience” my customers are having with my business?

What is the “experience” customers are having at my competitor’s place of business?

“Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.” –Albert Einstein

May
01
2022

New Jersey’s Tax Exemption And Abatement Laws

P.L.1991, c.431 with final retroactive amendments effective August 5, 1992 consolidated, into one more flexible law, the various long term tax exemption laws under which municipalities may agree with private entities to undertake redevelopment projects in return for tax exemptions.

P.L.1991, c.441, effective for the first full tax year commencing after its January 18, 1992 enactment, consolidated the various five-year tax abatement and exemption laws into one, more standardized law to govern all tax abatements and exemption regardless of the type of structure.

Long Term Tax Exemption Law

Prior to 1993, which was the first full year of operation governed by the new Long Term Tax Exemption Law, under the provisions of N.J.S.A.40:55C-40, the “Urban Renewal Corporation and Association Law of 1961,” commonly known as the Fox-Lance Act, a qualified municipality (a municipality with “areas in need of rehabilitation”) could abate from 15 to 20 years the taxes on newly constructed industrial, commercial, cultural, or residential projects of a corporation, with profits in excess of the limited profits returned to the municipality, or from 30 to 35 years for condominium projects. Condominium projects were given 30 to 35 years in order to provide a realistic period for permanent financing. Also, prior to 1993 under the provisions of N.J.S.A.55:16-1 et seq., the “Limited-Dividend Nonprofit Housing Corporation or Association Law,” a qualified municipality could abate for up to 50 years the taxes on newly constructed housing. Further, under N.J.S.A.55:14I-1 et seq., a qualified municipality could abate for up to 50 years the taxes on newly constructed senior housing. Lastly, prior to 1993, under the provisions of N.J.S.A.40:55C-77, the “Urban Renewal Nonprofit Corporation Law of 1965,” basically the same types of properties and projects as the Fox-Lance Act could be abated for 20 to 25 years with all profits being returned to the municipality. In all cases under these property tax exemption laws in-lieu of tax payments were required.

Commencing in 1993 the provisions of N.J.S.A.40A:20-1 et seq. permitted a qualified municipality to abate the taxes on properties and projects in the same way the pre 1993 law did with the following notable exceptions:

A new, flexible in-lieu of tax formula was established with a phasing-in of payments in-lieu of taxes to occur under both the percent of gross rental formula and the percent of total project cost formula.

The formulas for computing payment in-lieu of taxes for both office projects and housing projects were changed. The minimum annual service charge for office buildings was reduced from 15 to 10 percent of the annual gross revenues of the project or units of the project. Municipalities retained the option of computing the payment in-lieu of taxes at no less than 2 percent of the total project cost or total project units cost. For housing projects the annual service charge was changed from a minimum of 15 percent to a maximum of 15 percent of annual gross revenue of the project or from a minimum 2 percent to a maximum 2 percent of the total project cost or total project unit cost.

The payment in-lieu of tax formulas remains basically unchanged for all other types of industrial, commercial or cultural projects.

Five-Year Exemption and Abatement Law

Prior to 1993, which was the first full year of operation under the new Five-Year Exemption and Abatement Law, there were three types of property to which a qualified municipality (a municipality with “areas in need of rehabilitation”) could grant a partial exemption and abatement for a five-year period.

These property types included:

Homeowner improvements (including additions and enlargements) made to one-unit or two-unit residential dwellings that were more than 20 years old. As determined by ordinance the first $4,000, $10,000 or $15,000 of increased value due to improvement on each unit could be exempted from taxation (see N.J.S.A. 54:4-3.72 to 3.79).

Commercial and industrial improvements and construction projects (with less than a 30% increase in building volume) could have the full assessed value of the improvement exempted with payments in-lieu of taxes made at 2%of project cost or 15% of annual gross revenues or an in-lieu of tax payment phased-in. (see N.J.S.A. 54:4-3.94to 3.112).

Multiple dwelling improvements or conversion of other types of structures to multiple dwellings could have up to 30% of the full value of the improvement or conversion alteration exempted. No in-lieu of tax payment was required (see N.J.S.A. 54:4-3.121 to 3.129).

Commencing in 1993 the provisions of N.J.S.A. 40A:21-1 et seq., the “Five-Year Exemption and Abatement Law,” which consolidated all provisions of the previous five-year abatement statutes, permitted a qualified municipality to grant partial exemptions and abatements on residential dwellings, non-residential structures and multiple dwellings in the same way the pre 1993 law did, with the following notable exceptions made to the new law:

A new, single definition of “areas in need of rehabilitation” was established to govern all exemptions and abatements which, if chosen, could enable an entire municipality to be designated as an area in need of rehabilitation (thus permitting new structures to facilitate infill construction).

The new five-year law also permitted, for the first time, tax abatements and exemptions for new construction of single family and multi-family dwelling units and non-residential structures rather than just improvements or enlargements to such properties.

The new law also increased the allowable maximum tax exemptions for the value added by an improvement from $4,000, $10,000, and $15,000 to $5,000, $15,000 and $25,000, respectively, as the municipal ordinance may specify.