中英文对照翻译
Property Management Functions
Property management is the process of overseeing the operation and maintenance of real property to achieve the objectives of the property owner．Sometimes owners manage their own property，particularly small properties and particularly when they themselves occupy part of the space．But for larger properties or those whose owners live at a distance，management is usually performed by a paid property manager，either an individual buildings on long-term leases，where tenants maintain the building, pay the taxes and insurance，and mail the owner a check each month. But most residential，office，retail，and many industrial properties offer services along with the space over time．
Property management has long been an underrated function in the real estate industry．The need for professional management did not become apparent until the depression of the 1930s，when numerous foreclosures revealed a pattern of management deficiencies．This oversight might seem strange，since running a large commercial or residential project in which hundreds or thousands of people reside or work is a highly challenging task，calling for training，good judgment，variety of technical skills．Traditionally，however，emphasis in the real estate industry has been on the so permanent elements of the investment-good location，construction，and reasonable long-term financing-than on the day-to-day operation of the property．It has sometimes seemed as if a property owner，having made a very large investment in the permanent structure，assumed that the property would run itself with a minimum amount of supervision．
This concept of property management has changed substantially in the past decade．In an era of rising costs，it has dawned on owners that good property management is the major controllable influence on residual cash flow （i.e.，the number of dollars that end up in the owner＇s pocket）．It is true that both rent rates and operating expenses are largely shaped by market forces beyond the control of any one property owner （witness the very sharp rise in energy costs in the 1970s）．But it is also true that comparable properties within the same geographic area often show significant variances in rental income and operating costs．Why？Close inspection often shows that ＂above-average＂operating expenses and lower than average rent levels result from inadequate property management．
The classic mistake of the stock and bond investor moving into real estate involves underestimating the importance of management．Some investors have the feeling that real estate manages itself．
There is a story about the importance of property management. A San Francisco real estate broker recently noticed a project that was on the market for $1 million．He knew how the property had been managed in the past and that the million dollar
valuation was based on a capitalization of historic income figure．He borrowed money to buy the property，renegotiated certain leases，and established more efficient operating procedures．In six months he sold the property for $1.4 million based on the capitalized value of the new，higher net income. His contribution was management expertise．
The level of management a property needs increases with the level of services and with the frequency that tenants turn over．Some examples of ddifferent managerial responsibilities and problems follow，organized by type of space．To the extent that property management involves tenant relations，residential properties present the greatest challenge．The space leased by the residential tenant is ＂home＂，where the tenant and other family members spend a substantial amount of their free time and the rent for which may represent the tenant's largest single financial obligation．Consequently，the residential tenant expects a well-run property，with services and utilities available as promised at rents kept as low as possible （among other reasons，because residential rentals are not tax deductible as are business rentals）．On the other side of the coin，one or two bad tenants in a project can be a continuing source of vexation to the property manager and to the other tenants．
The relatively short term of a residential lease means that the property manager is under continual pressure to maintain a high renewal rate in order to avoid vacated units that must be repainted，repaired，and re-leased in as short a time as possible．A property that is theoretically fully rented may，nevertheless，lose a substantial amount of rental income if turnover is very high and more than a few weeks elapse before each new tenant moves in．
Among the types of residential properties are apartments，condominiums and cooperatives，and single-family homes．
The personal relationship between manager and tenant can be crucial to maintaining high occupancy．Turnover of tenants results in higher operating expenses and lower rentals collected．Asking fair rents and responding to tenants' needs（e. g.，maintenance and repairs）are often the most important variables in successful apartment management．
The least involved homes．The owner may have moved rental of single-family homes．The owner may have moved away for business or other reasons with the intention of returning at a later date to occupy the house or may be holding the property as an investments．In either case，the owner retains a local agent to collect rent，pay real estate taxes and debt service，and handle any problems that may arise．This type of management is frequently performed by real estate brokers，who charge a fee equal to a percentage of each month's rent．
The property manager of an office building must be familiar with more complex lease provisions than those used for residential properties. For example，the office building tenant is very much aware of paying a rent rate measured by the square foot，and so the measurement of space becomes an important consideration．One frequently used measure is rentable area or rentable space．The manager must understand how to compute it. For example，are the bathrooms and hallways an added＂load factor＂，
with the tenant paying for her individual space plus her＂share＂of these common areas？Does the manager measure a tenant's space to the inside wall，the outside wall，or the center of the wall？In addition，escalation and cost-of-living-clauses are common in office buildings and frequently are negotiated with each individual tenant．The answers are in the leases．The property manager must be enough of a lawyer to read them，enough of an engineer to be sure the services （e. g.，elevators）work as promised，enough of a marketer to sell to the tenant on the quality of the services he provides，and enough of a financial accountant to report it all to the owner．
When leasing space，the property manager should bear in mind that the value of an office building is directly related to three interlocking elements：
（1）the rate per square foot，（2）the quality on the tenancies，and（3）the length of the leases．The higher the rental rate，the higher the gross income．The more creditworthy the tenant，the more assured the owner may be that rents will be paid. Finally，the longer the lease term，the lower the risk of vacancies and turnover problems in the future．With longer term leases，it is more important to have appropriate escalation clauses or expense pass-through provisions，for the opportunities to increase base rent to cover increased operating costs are less frequent．
In office building management，service is particularly important．The property manager is responsible for making sure the premises are kept clean and secure，that elevator run reliably，that utilities work，and that the structure looks（and is）well maintained．To many office tenants，the amount of rent is secondary to the efficient provision of these services．
Today's larger buildings are getting＂smarter＂．They have computerized controls to handle heating and air conditioning loads to minimize energy consumption. Elevators are programmed to meet peak loads．The fire system is tied to the public-address warning system，sprinklers，and air pressure．Infrared sensors may turn lights on and off as they sense people entering and leaving rooms．Telecommunications using fiber optics can create data highways between distant locations either in concert with public telephone systems or independently．Telecommunications options are expensive and can be cost-justified only when operating management helps tenants ensure their full utilization．Retail complexes
For large retail complexes and particularly for shopping centers，competent property management is extremely important．
First，maintenance of the property itself requires substantial work．Each day large numbers of shoppers visit the premises，generating a great deal of rubbish and inflicting wear and tear on the improvements．Besides maintenance，daily security is an essential service．
Second，the property manager must keep alert to possibilities of making the premises more attractive and to the need to renovate and modernize selling areas．Fierce competition for retail business means constant efforts must be made to have customers return as often as possible．In addition，whenever new tenants lease
space，renovation is required to suit the premises to the new user．
Third，the property manager performs an important function in obtaining a proper tenant mix for the retail complex．Too much competition among similar uses may mean business failures for the tenants and a negative cash flow for the landlord．Ideally，the various tenants should complement each other so that a shopper coming to one store will find related products or services in adjacent stores．Finally，retail leases frequently contain percentage rent provisions by which the landlord is entitled to additional rent based on a percentage of gross sales over a specified minimum．The property owner must be prepared to negotiate the most favorable terms for the owner and also to ensure that percentage rents are correctly computed and paid as they come due. Estimated rental income is derived as from the historical experience of the building as well as from market trends discerned by the property manager in large retail complexes and shopping centers. For example，if the current market rent for comparable space has risen above the contract rent currently being charged under existing leases，the property manager will project an increase in rental income as leases expire，the property manager is expected to keep current on rent levels charged for comparable space．（Note that the property manager，by virtue of his or her expertise，is an excellent source of information for a prospective purchaser establishing an investment pro forma）．
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．
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．
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 professional property managers is the base-unit-rate approach．This involves choosing a standard unit in an apartment building（e.g.，a two-bedroom apartment on the sixth floor）or a specified number of square feet in an office or derived from a study of the market with adjustments for differences between the particular property and its competition.（For example，a newer building normally commands higher rent for space than an older building，all other things being equal）．Within the particular building，rent rates will vary depending on the relative merits and deficiencies of each unit．For example，space on higher floors usually floors offer the amenities of less street noise and a better view．
SOLICITING PROSPECTS.
The second step in the leasing process is to advertise space in appropriate media （whether billboards，newspapers，radio，or television）and show in a perfunctory way，this task should properly be regarded as the time for intensive personal selling on the part of the leasing agent．To sell space effectively，the leasing agent must not only be familiar with every detail of the property being shown，but also should ascertain the precise needs and desires of the prospect．
NEGOTIATING AND EXECUTING LEASES.
Finally，the property manager will be involved，to a greater or lesser extent，in the negotiation and execution of the lease．In the case of an apartment project，where standard form leases are used and little negotiation normally occurs，the manager may perform the entire process．On the other hand，a long-term lease of several floors in a major office building will require the efforts of both legal counsel and the owner．Even here，however，the property manager plays an important preliminary role because of his initial contacts with the tenant．
沈阳航空航天大学毕业设计（外文翻译）
物业管理
物业管理就是一个对实际物业操作和维护的预见并达成业主目的过程。
有时候业主自己管理自己的物业，尤其是小的物业或是当业主本身也部分占有物业时。
但是对大型物业或是业主与物业相距较远的情况下，这种管理通常通过雇佣的物管经理来完成，无论是长期租赁的，租赁方维护，交纳税款和保险并按月付给房东支票的个人建筑。
但大多数的住宅，办公，零售以及许多工业化的物业都在超时的提供场地和服务。
物业管理在房地产业中是一项被长期忽视的功能。
直到20世纪的30年代，当无数的房地产业被迫关停并显示出管理不足时，对专业化物业管理的需要才变得明显起来。
这种想法可能有些奇特，因为经营一个大型的，有成百上千的人居住或工作在里面的商业或住宅项目，是一项高度挑战性的工作，需要经过各种训练并拥有良好的判断技能。
但传统的说来，房地产业的重点向来都是放在那些永恒的因素上，比如好的投资地段，合理的建筑以及长期回报，而不是放在对产业日常的管理操作。
有时看起来就像一个业主，对这个永久建筑作了巨大的投资之后，认为这个物业会在最少的监管之下自行运做一样。
这种物业管理的概念在过去的十年里有了巨大的改变。
在一个成本不断上涨的时代，对业主来说好的物业管理是对剩余现金流（例如，纯收入）的主要可控制影响。
实际上租金和管理费用都会受到任何业主都无法控制的时常力量的影响（例如20世纪70年代能源成本的剧烈上涨）但是，同地域内的可比性的物业常常会显示出在租赁收入和管理成本方面的差异，为什么呢？近距离的观察显示“高于平均”的管理费用和“低于平均”的租金水平都是由于物管的不足引起的。
股票和证券投资者的经典性的误区转移到了地产业，包括对管理的低估。
有的投资者有这样的感觉，那就是地产会自己管理自己。
这是一个有关于物业管理的重要性的故事。
近日旧金山一家房地产经纪人发现一个在市场上价值为100万美元的项目,他知道在过去,那个百万美元的估值是基于资本化收益的历史背景的。
他借了钱来购买该地产,重新建立了一个更有效率的租赁运作程序。
在六个月的时间里,他卖了140万美元，使他在原有的财产上可以拥有更高的净收入，这为更多的管理人员提供了专业性的经验。
提高物业管理水平需要增加服务水平和客房翻新频率。
一些管理和职责问题,组织类型空间的问题，在某种程度上包括租物业管理的关系，是目前住宅物业的
最大挑战。
业主租用所谓的“家”，需要本身和其他家庭成员花大量的时间和租金来完成,这是他们最大的财务责，因此,租户业主希望有一个物业费和保证金尽可能低的物业(还有其他的原因,因为房租不申请扣减税项作为商业租赁)。
凡事都有例外，坏租户也可能是物业经理和其他住户长期烦恼的来源。
短期的住宅租赁意味着物业经理保持对客房的更新速度,必须重新粉刷,修理,而且时间上要尽可能短。
在营业额非常高时，短期租户比长期租户理论上所创造的价值更高。
有这样一个拥有公寓、合作社和单一家庭住宅的住宅公寓。
经理与业主的个人关系是维持高入住率的重要因素。
更高的销售量与低租金、低营业费是成正比的。
合理的租金和及时应对租户的需求(如维护和修理)往往是成功的物业管理所必备的要素。
如果业主很少在家，他要缴纳的租金就越多。
业主可能因为忙碌或其它原因而暂时搬走，日后回来，将为他所占据的房子缴纳更多的费用。
另一方面，业主都需要雇佣当地的代理来缴纳租金、房地产税、还贷款或处理任何可能出现的问题。
这种类型的管理，房地产经纪人经常进行收取一定数额的月租金率。
在办公楼，物业管理人员必须熟悉这些复杂的住宅物业的使用租赁条款。
举例来说，写字楼租户非常了解由平方英尺计算支付的租金率，所以测量的空间成为一个重要的考虑因素。
一个管理者必须了解如何计算可出租面积或租用面积的推销措施。
例如，浴室和走廊的“利用率”，与她的个人空间，加上她的“公共使用面积”支付租金。
是否计算墙内和墙外的范围？此外，生活的舒适度，办公楼共同费用，是否经常与每个住户进行沟通，也是重要因素。
物业经理必须具有足够的律师和足够的工程师、足够的营销人员才能确保所承诺的服务工作（如电梯），对他提供高质量的服务，及时给租客展示财务会计的报告。
当租赁的空间较少时,物业经理应该牢记与办公大楼的价值有直接关系的三个相关要素:
(1)每平方英尺的更新速度;(2)租户的品质,(3)租赁的时间。
租金率越高,收入总额越高。
房客的信誉越好, 向支付的租金就更合理。
最后,租赁期越长,营业额的风险问题就越低。
长期租赁时,更重要的是要有适当的升级条款和规定,费用机制，有机会增加租金并较少基础运营成本。
办公大楼管理，服务是特别重要的。
物业经理负责确保房屋的保持清洁、安全、可靠运行,电梯,公用事业工作和建筑的外观良好。
办公室的租金租客多少是次要的,高效的服务条款才是最主要的。
如今，更多的楼房越来越“聪明”。
他们用计算机来控制暖气和空调的负荷
已达到最小能源消耗的目的，控制电梯来满足峰值负载调节，控制消防系统中的预警系统、感知喷嘴处的空气压力。
当感觉人们进入和离开房间时，红外线感应器可触发，利用光纤通信能与在异地的独立或公共电话系统建立联系。
电信选项是昂贵的,这就需要营运管理者保证他们能合理充分利用房客的资源。
零售处
对于大型零售处,特别购物中心对物业管理来说是非常重要的。
一、维护自身的性能是实质性工作。
每天大量购物游览场所,产生大量的垃圾和造成的磨损，除了保养，日常安全也是一个至关重要的服务。
二、物业经理必须时刻保持警惕,及时更新现代化销售区域,使房屋更具吸引力。
激烈的零售业务意味着不断的努力才有尽可能多用户回报。
此外,还要更新可用租户租赁的空间,改造新用户所需的条件。
三、物业经理执行中复杂混合的零售方案是获得适当的房客重要功能。
太多的比赛中使用可能意味着企业倒闭的租户及负面的现金流为宜。
最理想的情况是,各租户应该是相辅相成的,来到一家在相邻的商店中购物者会找到相关产品或服务。
最后,零售租约租金规定比例经常含有的房东有权获得额外的租金是基于销售总额的一定比例超过规定的最低。
业主必须准备商谈的最优惠的条件,并确保业主百分比计算缴纳租金是正确的。
预计租金收入是衍生自建设的历史经验,以及从市场趋势的物业经理涵在大型零售和购物中心。
举例来说,如果当前市场租金上升了以上之空间的合同目前被指控在现行租金租赁、物业经理会增加租金收入作为租赁合同到期,物业经理预计租金水平上保持现有收费相当空间。
(注: 位优秀的物业经理,应用他或她的专长提供足够的信息,使购买者能为未来的投资买单。
)
通常建立一个更加专业化的管理与主要用于制造、仓储的工业商业建筑物,可使更多的工业产权或者房客签署一个长期的租赁合同(例如,10到20年),使业主能收回的额外的费用。
这样的专用建筑物通常只需要最短的管理,因为是在网络的基础上完成的交易,降低了营业费用,包括地产税和保险。
另一方面, 在相对较短的时间里，一些类型的仓库空间可能供不应求。
在这种情况下,业主可以负责维护和修理,也一定要市场预期的间隔空间。
其中最重要的现金流的项目成本增加了，20世纪80年代末，这需要由业主承担。
在20世纪90年代,一个关键物业管理功能将成为对现有的租户服务的关键,新房客着眼于价格降低和业务改进。
在市场竞争日益激烈的时期，空间,办公室、零售和工业的租赁通常为显著改善。
物业通常需要在工业物业类型进行改进,业主支付的
改进费用与年租金要相对低。
因此,降低滚动(同时改进租户的成本)是一个现金支付业主的主要目标。
在酒店行业中服务是至关重要的。
我们已经考虑到频繁的客人往来(通常是日常)意味着酒店和汽车旅馆比其他领域更需要不断的管理。
在许多情况下,会议业务是主要的收入来源，作为这样一个结果,酒店和汽车旅馆管理包括餐饮服务和娱乐以及典型的物业管理功能在市场营销中是最重要的。
租期如此短，管理者必须为房客找到房间，高超的管理技能创造更高的价值，这是真理。
任何非财产较少的广泛安全观和决议和安全问题的处置导致效率低下，不必要的开支，以及损害雇主和来宾的巨大潜力。
在看到随物业类型不同管理要求的变化之后，我们现在详细查看一个物业经理日常职责。
如许多工作的人一样，物业经理早上起床，穿上职业装，吃早饭，然后开车去办公室（在或者不再所管理的物业内）。
在那里，他或者她又做些什么？我们先列出所有的职能，然后详述最重要部分。
制定管理计划
作为业主的代理人，物业经理有责任实现业主的目标。
创建管理计划的第一步是使这些目标清晰化。
如我们所看到，付费管理的物业可能很小，或者可能是数百万美元的建筑群落。
管理计划可以相等地简单或者精细，与物业的市场区域和管理的范围相适应。
无所谓大小，重要的是制定计划（可能从手写的半页纸到打印且装订好的50页，依项目而定……）。
这里我们需注意用于任何大小物业的管理计划包含三点：（1）一份竞争环境的分析；（2）一份物业本身的分析；（3）列举业主的目标及实现它们的建议。
制定预算
物业经理筹钱，付账，然后把或多或少的结余结算给业主。
预算是必要的，有两个原因：（1）调节现金流，用来确保手头有充足现金以应付必须时的如税收，抵押金，运营费用，及特别设备改建（如，新屋顶）这些负担；（2）在会议目的中做为权衡表现的标准用来衡量物业经理成功与否。
支付费用、保留记录
物业经理务必保证运营花费，房地产税，保险费，抵押金到期时已经支付。
取决于安排，物业经理可能被授权签署支票或者仅仅预备一张让业主留意的费用列表。
物业经理也要保留收益和费用的记录，和在准备年度财政陈述和退税时和业主的会计协同工作。
物业经理可能同样要为官方要求的报告负责。
展示和出租空间
中英文对照外文翻译文献
尽管房地产交易是不同于管理的一个职能，两者通常合并在一起交由物业经理或者管理公司负责。
就公寓建筑来说，物业经理实际上在现场（常驻经理）通常展示空闲公寓，并且可能还经手租约谈判。
就商业或者办公空间来说，出租通常由物业管理公司内部的专家来完成，或者可能交由别的经纪公司。
出于出租的重要性并要把它做好需要特别努力及专家意见，经手出租的物业经理通常会收到超过或者高于正常管理酬金的一份佣金。
出租职能可以分为三步，所有的或者某步可能由物业经理或管理公司来完成。
设置出租等级
以最大化物业未来的出租收益为目标建立出租日程。
设置租金不是一门精密科学：它需要基于可以比较的建筑物的出租费用和可用空间，同样如所属物业和竞争空间的特色，功能和利益的这些学问的良好判断力。
许多专业物业经理所采用的一种方法是基本单元等级逼近。
这包括选择公寓建筑内一个标准单元（如，六层的两卧公寓）或者一个办公室的指定平方英尺数或者得自带有对特定物业和它的竞争对象的差别的调整的市场研究。
（比如，较新建筑通常要求比较旧建筑更高的对空间的租金，在其他都相同的情况下。
）在特定建筑内，出租费用取决于各单元的相对优点和不足而变化。
比如，高层空间通常要由于没有街道噪音和更好的风景租金更高。
征集可能的客户
出租过程的第二步是为所出租空间在合适媒体登广告（无论是广告牌，报纸，电台，电视）。
如果只是敷衍了事，这个任务可能会被认为出租代理的一次过分的人员推销。
要有效的出售空间，出租代理要不仅熟悉展示物业的每个细节，也要探知这些可能的客户的精确需要和期望。
谈判和执行租约
最后，在租约的谈判和执行上或多或少对物业经理来说有些棘手。
就公寓项目来说，采用标准形式的租约，正常地很少有谈判，物业经理完成整个过程。
另一方面，一个主要办公建筑的多层长期租约需要业主和法律顾问双方的努力。
甚至在这时，物业经理还是有初步的重要作用，由于他和业主最初的合同。
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