property management business plans

How to Create Property Management Business Plan [Free Template]

Shannon Hurlman

Sales Manager - Second Nature

What we'll cover

Creating a Property Management Business Plan

What should a property management business plan include?

Beyond the business plan: Focus on retention with the Second Nature RBP

There are as many different perspectives on property management business plans as there are different PM businesses. But one thing holds true – in the classic adage usually attributed to Dwight D. Eisenhower – it’s not the plan that matters so much as the planning . 

Outlining a detailed business plan isn’t just important for defining your own goals, it’s key to communicating those to potential clients and investors. It also requires deep insight into what residents want and are willing to pay for.

Whether you’re new to property management, have been managing properties for years and are ready to start your own business, or own property management business but are looking for greater investment, we’ll cover important topics to address business plan creation.

We’ll explain why business planning can be so important, as well as who to target with your plan. We’ll also share a free template to get you started.

Key Learning Objectives:

• How to identify and find your ideal clients
• How to articulate your value proposition
• What to include in your business plan
• How to outline your business plan
• A free property management business plan template

Meet the Expert: Peter Lohmann , CEO RL Property Management

What to Know before Creating a Property Management Business Plan  

Not to get too deep down the rabbit hole, but the first step to creating a high-quality business plan is – you guessed it – to make a plan for the plan. For entrepreneurs, planning is the key to success.

Going through the following steps first will make the process much easier and more effective in the long run. Here’s what you need to get clear at the outset.

State Laws governing property management business 

As you know, each property management company’s approach is very dependent on regional or state regulations. Before taking any steps to either start or change your business, you need to have a clear understanding of the local laws governing your business venture.

We highly recommend hiring an attorney who can help you navigate those laws and regulations. 

Who are your ideal clients  

Lohmann lays out three critical steps to crystalizing a successful business plan:

• Identify your ideal clients.
• Articulate your unique value proposition for those clients.
• Go out and find leads.

So, first: Who are your ideal new clients? 

“Get really clear on who your ideal customer is,” Lohmann says. “Are you managing associations, office buildings, big apartments, single-family rentals, etc.? The narrower and more specific you can be, the better your life is going to be and the more money you’re going to make.”

In other words, anything outside of this target market is going to be a waste of your time. That’s why this is the first step.

“The more narrow and specific you can be here, the more directly you can speak to your prospects in a way that’s compelling,” Lohmann says. “Everything becomes easier – content strategy, sales conversations, even operations become easier – if you know who you want to manage for and what types of properties you want to manage.”

What type of property management company you are 

The next step is to identify your unique value proposition. There are tons of property management companies out there. Why should your ideal client choose you?

In Lohmann’s words: “Your second step is to ask, ‘Why should anyone care?’ Property management isn’t a new concept; there are tons of property managers. So, identify what your unique value proposition is.”

This is key to figuring out not just who to pitch to but how to pitch to them.

“What are you going to talk about?” Lohmann says. “You can’t just say, ‘Oh, hire us, we’re the best!’ You need clear examples that say, ‘Our company does something a little different.’”

For RL Property Management, that started as a promise that they would never charge a leasing fee. 

“Sure, it’s kind of crazy, and I don’t know anyone else who doesn’t charge that, but it worked,” Lohmann says. “We were trying to figure out why everyone hated their property manager. And we decided that it might be an incentive problem where the property manager’s incentive is to fill the unit as quickly as possible so they can get that big leasing fee, and that was creating bad outcomes for property owners. So we decided that we weren't going to charge a leasing fee, and we've stuck with it ever since.”

How to find your ideal clients 

The third and final step of preparation is to identify where you need to go out and find leads and engage property management marketing .

“Given what you know about how you defined your ideal prospect and your company and what they offer, the next question is where you go and get these leads,” Lohmann says.

“A lot of property managers start with this third step. They just say, ‘How can I get more leads?’ But that’s the wrong question. Why do you deserve those leads? Answer that first. Downstream of that is ‘Where are those people hanging out, and how can I get this to them?’”

Getting this step right involves researching property management and real estate property in your area and getting familiar with industry news, conferences, and listings.

Now, let’s talk about the actual outline of your PM business plan. If you’re starting a new business and aiming to present a business plan to investors, or even business partners, you should outline each section below as a presentation deck. The information presented in this section needs to read like it is designed for investors and should highlight key terms and concepts they care about. 

Here’s a sample property management business plan outline, followed by a detailed explanation:

Executive Summary

Company overview, market analysis (industry, customer, and competitive analysis).

• Marketing Plan & Sales Strategy

Operations Management 

Management team, financial plan .

• Growth Opportunities 

This is a high-level overview of your entire presentation. As such, it should be the last section that you write. You want to be concise but interesting and hook the reader quickly. Outline the following in broad strokes:

• The type of property management company you are operating
• Your target market
• Your objectives
• Your plan for meeting these objectives 

The company overview will dive deeper into your property management niche and business model. Explain what types of properties you manage and how you operate. Options include single-family residential property management (SFR), multi-family property management (MFR) or residential apartments, HOA management, and commercial property management.

Give a brief history of your company and your legal business structure. Other important information might include: 

• Your key competitive differentiators and core competencies
• Your metrics for success
• Your management team
• Financial details
• Mission and vision statements

This section benefits you almost as much as it does your audience. Researching for this section will help you more deeply understand the industry, customers, and competition. 

• Industry analysis should include details on the trajectory of the market, its size, and key trends, along with challenges and opportunities.
• Customer analysis should include details about your target customers, their wants and needs, etc.
• Competitive analysis should outline direct competitors (PMCs in your area) and indirect competitors like in-house managers, automated tools, etc. Explain why your value proposition is unique. Ideally, present a thorough SWOT (strengths, weaknesses, opportunities, threats) analysis.

This section should describe the property management services the company plans to offer, such as leasing, maintenance, and rent collection. Depending on the jurisdiction, legal compliance and documentation services may be relevant as well. This section should also discuss the pricing strategy for these services.

This section should describe the company's marketing plan and sales strategy, including how it plans to attract and retain clients. It should also discuss any advertising or promotional campaigns the company plans to undertake. Promotions could include paid advertising in print and on websites, social media marketing, radio advertising, SEO marketing, and more.

Here, it’s important to document your marketing channels (organic online, targeted online, print advertising, professional networking) as well as ongoing sales and marketing programs.

Outline your short-term processes and long-term business goals, as well as estimate day-to-day operations. What property management software are you using in the business? What bottlenecks slow down work that’s moving through the organization? How will you structure your company and your teams? 

It may also be helpful to include details on critical process workflows, risk mitigation strategies, and technology integrations and updates.

Outline your management structure and the skills and experience of your management team. You’ll particularly want to highlight property management and real estate experience. This is a key moment for you to consider who you have in the company, who is a right fit, and who needs to be looked at as not a great fit.

This is where you give your financial projections and approach. Outline your major cost centers and revenue drivers. What management fees are you going to charge? You should include a profit and loss statement, balance sheets, and a cash flow statement.

Growth Opportunities  

Identify and outline the most targeted growth opportunities for your business right now and over the next five and ten years. Knowing your long-term goals requires you to gain a deep understanding of the real estate and property management market in your area and to understand clearly where you fit in and how you can generate growth and value for years to come. 

Typically, in this section you might include:

• Expansion plans
• Strategic alliances
• Technology upgrades
• Emerging market trends

Property Management Business Plan Free Template

Although you may prefer to draft your own property management business plan from scratch, there are a couple of options for short-cutting the process. 

You can use the checklist below to organize your plan, or else simply download our free PMC business plan template to customize as you see fit. 

• Your property management niche and business model
• How you operate
• Company history 
• Your legal business structure
• Financial overview

Market Analysis 

• Industry assessment
• Customer analysis
• Competitive analysis
• Outline of sales and marketing plans
• Marketing channels
• Ongoing sales and marketing programs
• Long-term business goals
• Current processes
• Critical process workflows
• Risk mitigation strategies
• Technology integrations and updates
• Management structure
• Skills and experience
• Financial projections
• Cost centers and revenue drivers
• P&L statement
• Balance sheet
• Cash flow statement
• Targeted growth opportunities

Get your free PMC business plan template here.

Beyond the business plan: Focus on retention with the Second Nature RBP    

At Second Nature, we work with property managers around the country to develop better resident experiences that will generate more value for their clients and more profit for their companies. 

The product we have found most helpful to property managers at every stage of their company’s growth is a fully managed resident benefits package or RBP. Each product in this package aims to deliver something residents want or need and a service that helps set your PMC apart. We want to help make running your business as easy as second nature.

Operational Efficiency

Keep learning

SFR Property Management Problems and Solutions

In recent years, the single-family residence (SFR) rental market has seen significant growth as more property owners recognize the potential for steady income and long-term appreciation. With this rise in popularity comes a unique set of challenges for the rental property managers (PMs) who are tasked with overseeing these properties. Unlike multi-family units, managing single-family homes can present a range of issues that require tailored solutions. Scattered-site properties also present a logistical challenge, as they are by nature harder to service and manage. From finding quality residents to handling unexpected maintenance emergencies, a strategic and proactive approach is required to ensure a smooth and profitable rental experience. Note that even though we here at Second Nature prefer the term "resident" over "tenant" in order to foster the human element, the word "tenant" may still be used occasionally due to its long-standing legal and real estate context. What Are the Most Common Property Management Challenges? The most common problems faced by SFR property managers generally fall into three buckets: finding quality residents; maintenance and repairs; and time management and communication. Let's explore each. #1 Finding Quality Residents One of the most critical aspects of managing SFRs is resident placement. Indeed, inadequate resident screening processes can significantly impact resident retention as well as profitability. That’s because poor screening can lead to high turnover rates (including evictions), increased property wear and tear, and ultimately, financial strain. Additionally, attracting responsible residents who will treat the property with care and adhere to lease agreements can be particularly challenging in competitive rental markets. #2 Maintenance and Repairs Unexpected maintenance issues are a common hassle for SFR property managers. From plumbing leaks to HVAC failures, emergencies can arise without warning, leading to unplanned expenses and logistical challenges. Finding reliable and responsive contractors who are able to address repairs promptly adds yet another layer of complexity. The inability to swiftly manage these issues can result in resident dissatisfaction as well as potential property damage. #3 Time Management and Communication Managing multiple single-family homes requires excellent time management skills. Balancing the diverse needs of residents, coordinating with vendors, and ensuring regular property inspections can be overwhelming. That’s why it’s essential to establish clear and timely communication channels to maintain good resident relationships and efficient operations. However, juggling these responsibilities can lead to lapses in communication, resulting in time-consuming misunderstandings and unresolved issues. Solutions for a Smoother SFR Rental Experience While the challenges of managing SFR rentals are significant, there are effective strategies and tools available to streamline operations and enhance resident satisfaction. Here are some solutions to common property management business problems. Strategic Resident Screening Implementing a robust resident screening process is crucial for minimizing vacancy rates and securing responsible residents. To this end, utilizing professional screening services can help identify prospective tenants by thoroughly evaluating their rental history, credit scores, and background checks. Clear lease terms and expectations should be established from the outset to ensure residents understand the responsibilities and obligations that occupancy brings. Learn more: Tenant Screening Tips for PMs 10 Steps to Onboard New Tenants Proactive Maintenance Proactive maintenance is key to preventing costly emergencies and maintaining the property’s condition. Scheduling regular preventative maintenance inspections allows property managers to identify and address potential issues before they escalate. Building relationships with reputable and responsive repair professionals ensures that maintenance tasks and requests are handled promptly. Consider leveraging technology that allows residents to conduct their own regular inspections to provide early detection of problems and streamline the property maintenance process (learn more). Vendor and Supplier Selection Choosing the right property management service providers and vendors is crucial to successful property management. Establishing relationships with reliable and responsive contractors ensures that maintenance and repair issues are addressed promptly, reducing downtime and inconvenience for renters. It’s essential to vet vendors thoroughly, checking their credentials, references, and reviews to ensure they meet the necessary quality and reliability standards. Building a network of trusted professionals can lead to better service rates, priority scheduling, and consistent adherence to due dates as well as work quality standards. Additionally, negotiating long-term contracts with preferred vendors can offer cost savings and a more streamlined management process. By prioritizing quality vendor and supplier selection, property managers can enhance the overall efficiency of their operations and maintain high tenant satisfaction. Technology and Automation Incorporating technology and automation into property management can significantly enhance efficiency and communication. For instance, online portals for collecting rent payments and addressing maintenance requests simplify transactions and ensure transparency. They can also facilitate incentives for prompt rent payment, follow up on late payments, and generally optimize rent collection with an eye to optimizing cash flow. Property management software can also streamline vendor and tenant communication, track maintenance schedules, and provide detailed financial reporting. These tools not only save time but also build trust and improve resident satisfaction by ensuring quick and effective responses to their needs. Naturally, you will need to conduct a due diligence process of technology selection and provider assessment that addresses pricing, customer support, and support for the features that are mission-critical for your organization. Second Nature’s Outlook Effective property management is essential for maximizing the profitability and longevity of single-family home rentals. By addressing common challenges with strategic solutions, property managers can enhance resident satisfaction, reduce vacancy rates, and maintain the property’s value. Embracing technology and proactive management practices are critical components of any successful SFR business strategy. Property managers are encouraged to explore these solutions and adopt the approaches that best suit their specific needs. Learn more about property management company best practices, marketing, and more in our Second Nature Community.

How to Craft a Notice to Tenant to Clean Property [with Template]

Ensuring that rental properties are well-maintained is crucial for property managers and landlords, not only to protect the value of their real estate investment but also to provide safe and pleasant living environments for residents. One important tool for maintaining property standards is a "Notice to Tenant to Clean Property" letter that communicates concerns about cleanliness and outlines necessary actions for residents. In today’s post we’ll cover essential elements you should consider around transparency and effectiveness, as well as a sample letter you can use to craft your own notice. A note on language: Here at Second Nature, we prefer to use the terms "resident" and “residency” rather than “tenant” and “tenancy,” in order to emphasize the human element of property management work. However, there may be instances where terms such as "tenant" are used for legal or industry-standard purposes within documents or communications. In these cases, please understand that our intent remains the same – to provide clear, accurate, and meaningful information to all people involved in the business relationship. What to Do When Your Tenant is a Hoarder? Hoarding can present significant challenges for property managers. It not only poses health and safety risks but can also lead to severe property damage. Here are steps to take when dealing with a hoarding situation: Understand the issue Hoarding is often a complex psychological condition that requires sensitivity and understanding. It’s important to approach the situation with empathy and awareness of the resident’s potential mental health needs. This understanding can guide your interactions and help you manage the situation more effectively. Conduct thorough inspections Regular property inspections are crucial for identifying hoarding behaviors early. These inspections should be conducted in accordance with the lease agreement and local laws. Document any findings with photographs and detailed notes to provide a clear record of the condition of the property. Communicate clearly and compassionately When addressing the issue with the resident, clear and compassionate communication is key. Explain the concerns and the potential consequences if the situation is not addressed. Emphasize that the goal is to ensure a safe and habitable living environment. Provide a formal notice If the hoarding issue violates the lease agreement, a formal "Notice to Clean Property" may be necessary (more on this below). Collaborate with professionals In severe cases, it may be beneficial to involve professionals who specialize in hoarding disorder. This can include social workers, mental health professionals, or professional organizers who can provide the resident with the necessary support to address their hoarding behavior. Follow legal procedures Ensure all actions taken are in compliance with local and state laws. This includes providing the correct amount of notice, following proper eviction procedures if necessary, and respecting the resident’s rights throughout the process. Document all actions Keep thorough records of all communications, inspections, and notices related to the hoarding issue. This documentation can be crucial if legal action becomes necessary and helps protect you as the property manager. By addressing hoarding with a combination of empathy, clear communication, and adherence to legal requirements, property managers can manage these challenging situations more effectively while maintaining the safety and integrity of their properties. Identifying When a "Notice to Clean Property" Letter is Necessary A "Notice to Clean Property" letter becomes necessary under various circumstances. It's essential to recognize these situations in order to maintain the property's value and condition, and to ensure compliance with lease agreements. Routine inspections Routine inspections are an integral part of property management, allowing managers to identify issues early and address them before they escalate. If an inspection reveals unsanitary conditions, excessive clutter, hoarding, or neglect of cleanliness, a formal notice is warranted. This proactive measure helps maintain the property and encourages residents to uphold their end of the lease agreement. Failing to address these issues promptly can lead to severe problems such as mold growth, pest infestations, plumbing issues due to neglected maintenance, and increased costs associated with turnover when a property is vacated. Complaints Neighbor complaints regarding cleanliness issues, such as uncollected trash, odors, or visible clutter, can indicate a need for intervention. Addressing these complaints promptly with a notice demonstrates that management is responsive to concerns and committed to maintaining a harmonious living environment. Ignoring such complaints can exacerbate the problem, leading to pest infestations that can create an unhealthy living environment for residents. Lease violations Most lease agreements include clauses that outline residents' responsibilities for maintaining the property in a clean and sanitary condition. When these clauses are violated, issuing a notice is necessary to enforce the lease terms and remind residents of their obligations. Failing to act on these violations can result in significant property damage, including plumbing issues from unaddressed leaks or blockages, mold growth from damp conditions, and ultimately, costly repairs and renovations needed to restore the property for the next resident. This can also lead to increased turnover costs, as the property may need extensive cleaning and repairs before it can be re-leased. The Importance of Clear Communication Open and effective communication is vital in property management, especially when addressing cleanliness issues. A clear, well-crafted notice helps prevent minor issues from becoming major problems and sets the stage for resolution. Proactive approach Early intervention through timely communication can prevent minor cleanliness issues from escalating into significant problems. Addressing concerns as soon as they are identified shows residents that management is diligent and proactive. Setting expectations A well-crafted notice clarifies expectations for resident maintenance responsibilities. By explicitly stating what is required, renters understand their obligations and the standards of occupancy they must meet. Documentation The notice serves as a documented record of the identified issue and the steps taken to address it. This documentation is crucial for protecting the property manager's interests if further action is needed, such as additional fees or eviction proceedings. Note that property managers can proactively address cleanliness and maintenance issues by clearly setting expectations with new tenants from the outset. This can be achieved by including a detailed cleanliness clause in the lease agreement, conducting a thorough walkthrough of the rental unit at move-in, and providing a welcome packet to ensure each tenant knows their responsibilities. During the initial walkthrough, managers should highlight specific cleaning requirements and standards, demonstrating proper care for different areas of the property. Regular communication, such as periodic reminders and tips for maintaining the property, can further reinforce these expectations and prevent issues from arising, ensuring a smooth and mutually respectful resident-PM relationship. Crafting a Compelling and Effective Notice Creating an effective "Notice to Clean Property" involves several key elements that ensure clarity and encourage compliance. Introduction Begin the written notice with a clear statement of its purpose as a formal notification regarding the property's cleanliness and upkeep condition. Include the property address and the resident's name(s) to avoid any confusion. Specific observations Detail the cleanliness issues observed during the inspection or reported by others. Use clear, descriptive language to ensure there is no ambiguity about the concerns. For example, instead of saying "the property is dirty," specify "dirty dishes are piling up, attracting roaches/pests; or “an abundance of waste materials is creating a health hazard/fire hazard." This also helps differentiate the cleanliness issue from normal wear and tear. Reference to lease agreement (optional) If applicable, cite relevant clauses in the rental agreement that outline the resident’s responsibility for maintaining the property in a clean and sanitary condition. This reference reinforces the legal basis for the notice and the resident's obligations – and helps ensure that you are respecting applicable tenant rights and state laws. Outline of expectations Clearly define the expected level of cleanliness and specific actions required to rectify the situation. A timeframe for follow-up is useful for helping the resident to address the issues, such as a 7-day notice period to clean. This approach gives residents a clear understanding of what needs to be done and by when. Consequences for non-compliance (optional) Briefly outline potential consequences for failure to address the cleanliness concerns within the designated timeframe. This might include increased inspections, withholding of security deposits, or legal action, including a potential order to vacate/eviction notice. Note that although it may well become necessary to instigate an eviction process, it’s important to maintain a professional tone and avoid excessive threats to encourage cooperation. Additional Considerations for Specific Situations Different scenarios may require tailored approaches when issuing a proper notice to clean the property. Health and safety hazards If the cleanliness issue poses a potential health or safety hazard, such as mildew/mold growth, pest infestations, or overflowing sewage, prioritize immediate action. In such cases, involving relevant authorities might be necessary to ensure the issue is resolved promptly and safely. Chronic offenders For residents with a history of neglecting cleanliness standards, consider outlining a stricter course of action. This might include increased inspections or even potential lease termination if the behavior continues. Clear documentation and a consistent approach are essential when dealing with chronic offenses. Delivery Methods and Maintaining Records Ensuring that the notice is delivered and documented correctly is crucial for effective property management. Delivery methods Consider the following methods for delivering the notice: Hand-delivery with a signed receipt: This method ensures the resident receives the notice and acknowledges its receipt. Certified mail with return receipt requested: This provides documented proof that the notice was sent and received. Other methods with documented proof of delivery: Any method that provides verifiable proof of delivery is acceptable. Maintaining records Retain copies of the notice, delivery confirmation, and any relevant communication for your records. This documentation is crucial if further action is necessary and serves as evidence that the issue was addressed appropriately. Free “Notice to Tenant to Clean Property” Template Providing a template can simplify the process for property managers. However, it's essential to note that legal advice is recommended to ensure compliance with local laws and regulations. ``` [Your Name] [Your Address] [City, State, ZIP Code] [Date] [Resident's Name] [Property Address] [City, State, ZIP Code] Re: Notice to Clean Property Dear [Resident's Name], This letter serves as a formal notification regarding the cleanliness condition of the property located at [Property Address]. During a recent inspection conducted on [Date], the following issues were observed: - [Detail the specific cleanliness issues] As per the lease agreement, Section [Lease Section], you are required to maintain the property in a clean and sanitary condition. To rectify the situation, please take the following actions by [Specify Deadline, e.g., 14 days from the date of this letter]: - [List the specific actions required] Failure to address these concerns within the specified timeframe may result in [potential consequences, such as additional fees, increased inspections, or eviction proceedings]. We appreciate your prompt attention to this matter. Please contact us at [Your Phone Number] if you have any questions or need further clarification. Sincerely, [Your Name] [Title] [Contact Information] ... Promoting a Culture of Responsibility Maintaining a clean and well-kept property is a shared responsibility between residents and property management. By promoting a culture of responsibility, property managers can create a positive living environment that benefits everyone involved. Encouraging residents to take pride in their living spaces and providing resources such as Second Nature’s Resident Benefits Package (RBP) can foster this culture. The RBP can include regular maintenance tips, access to cleaning services, or rewards for maintaining high standards of cleanliness. Ultimately, a collaborative approach leads to what we at Second Nature call a "triple win" — residents enjoy a pleasant living environment, owners maintain their investments, and PMs have an easier role to play in maintaining these thriving, beneficial relationships. Learn more about Second Nature’s RBP.

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How to Write a Property Management Business Plan (Free Template)

If you’re looking to start a property management business, you’ve come to the right place. The success of property management companies—or any companies, for that matter—absolutely depends on first creating a well-researched and thorough business plan .

Luckily, this guide aims to help you do just that. First, we’ll explain what a property management business plan encompasses, why you need one, and tips for going about it the right way. Then, we’ll walk you through the recommended business plan outline step-by-step and share details of what to include in each section.

Finally, we’ll send you off with a free template you can download and update with your business’s own information. Creating a business plan was never so easy!

Let’s dive in.

Don’t see the form to download our free property management business plan template? Click here .

What is a property management business plan?

A property management business plan is a document that summarizes your property management business: its current operations, goals for the future, strategies for achieving those goals, and other supporting details.

While you’ll want to create your business plan before launching your businesses, it’s not a one-and-done document. Instead, you should update it yearly and after major company and industry changes.

Why do you need a property management company business plan?

Whether you’re looking to start a new property management company or grow your existing one, you’re probably eager to get started. But while it can feel productive to hit the ground running, a business plan is crucial to drive your strategy and decision-making . It will serve as a roadmap you can refer back to as you get started and grow your business.

Moreover, business plans are also crucial as tools to help sell your property management agency to potential partners, investors, and banks . There’s no point in asking for their support if you can’t show you know what you’re doing, and business plans are one of the best ways to do that.

Finally, beyond mere financial gains, a thorough property management business plan enables you to measure your success accurately and pinpoint areas for improvement . It empowers you to zero in on critical indicators like your budget, local market insights, and expansion opportunities.

How do you write a property management business plan?

Do your research first.

It’s easy to spot the differences between a well-researched business plan and one that was written haphazardly. And those differences will be just as easy to mark in the results your business sees once it’s up and running.

Tailor it to your type of property management business

Chances are, you’re going to start your business plan from a standard template. There’s nothing wrong with that. In fact, it’s recommended, and we provide a free property management business plan template at the end of this article, if you’re still looking for one.

However, as you fill in your information, be sure to tailor your plan to your specific business. For example, what type of properties does your business manage? Common types of property management include:

• Residential rental property management , including both single-family and multifamily residences
• HOA property management , which typically involves working directly with homeowners’ associations
• Commercial property management , including office, retail, and industrial buildings
• Vacation rental property management , involving managing vacation rentals such as Airbnbs for their owners

Remember your goals

You might wonder whether you really need to include this much detail in your business plan, but remember what you’re hoping to achieve. And we don’t just mean a successful property management agency, but the specific things you’ll use your business plan for.

For example, if you’re hoping to find a partner for your business, your prospects will certainly appreciate a high level of detail in your operations plan. Similarly, potential investors will want to see solid financials.

Use a property management business plan template

Finally, don’t make it harder for yourself than you have to! You’re already going to have to do a significant amount of research, calculations, and brainstorming. Make it easier for yourself by starting with a template you can input specifics to, like the one pictured below:

Don’t have a template already? Scroll to the bottom of the article to download ours!

What is the outline of a property management plan?

Business plans, whether for property management or other industries, tend to follow this standard format:

Executive summary

Company overview, market analysis, marketing plan, operations plan, management team, financial plan, growth opportunities.

Keep reading for more information on what to include in each section. Or scroll to the bottom of the page to download our business plan template for property management and get started.

What to include in a business plan for property management

Your business plan should begin with an executive summary. This section serves as an introduction to both your business plan and your business , and should include information such as:

• The type of property management you plan to do
• How far along your business is
• Your target market
• Your strategy for achieving these goals

Depending on how thorough you want to be, you could even include a brief overview of every section of your business plan. Your goal should be to give a snapshot of your business that compels your readers—whether they be potential partners, investors, or banks—to finish reading your plan.

Pro tip: Because your executive summary needs to sum up your overall business plan, it’s often easiest to write it last. That way, you’ll have all the details ironed out and won’t forget to include anything.

In this section, you’ll give an overview and analysis of your property management company itself.

To start, explain how your company got started and which of the property management niches we explained above you fit into. You’ll also want to share your legal business structure (for example, sole proprietorship, LLC, C corporation, or S corporation).

The majority of this section, however, should be devoted to your competitive differentiators. What core competencies are you bringing to the market?

A market analysis isn’t only an important addition to your business plan. It’s also absolutely essential that you understand your market inside and out before you even consider launching a property management agency.

To be as thorough as possible, make sure that your market analysis includes specific analyses of your industry, target customers, and competitors.

Industry analysis

Provide an overview of your specific niche of the property management industry. Include as much detail as you can to help you become an expert in your industry, such as:

• Market size (in dollars)
• History of the industry
• Prospected growth

Customer analysis

Who are your target customers? Start with your property management niche, and then get even more specific:

• Residential rental property management → Will you target single-family or multifamily residences? Apartment buildings or individual homes? Affordable housing or high-end residences?
• HOA property management → Do you have specific HOAs in mind?
• Commercial property management → Will you manage office, retail, or industrial buildings?
• Vacation rental property management → Do you want to work with a specific type of vacation rental property or owner?

Be sure to include your target customers’ specific needs, goals, and any other information you can find to build a robust profile. The more detailed you can be, the easier it will be to target them with your services!

Competitive analysis

This is where you analyze your competitors, both direct and indirect:

• Your direct competitors include other property management companies in the same niche as you. These companies will likely be located nearby as well.
• Your indirect competitors include other options your customers have outside of property management agencies. This might include property owners who decide to manage their properties themselves, in-house managers, and even automated tools that claim to take the place of property managers.

After identifying the competition, you’ll want to provide additional information about your direct competitors. Who are their target customers? What services do they offer, and how much do they charge?

Gather as much information as you can, and then perform a SWOT (strengths, weakness, opportunities, and threats) analysis to identify potential competitive advantages. Your goal is to determine how you’ll outperform your competitors—whether via superior or additional services, lower prices, greater efficiency, or something else.

Remember: If you can’t identify any clear competitive advantages, your customers won’t be able to, either.

So, you have superior property management services at competitive rates. But how do you plan on getting in front of your target customers?

This is where your marketing plan comes in. Think about what marketing channels you’ll use, prioritizing those which will best reach your target customers. Consider both online and offline marketing, including the following options:

• Business cards
• Advertising in local newspapers and relevant magazines
• SEO marketing
• Email marketing
• Social media marketing
• Paid advertising

Creating your business plan has forced you to set some specific goals. How do you plan on meeting them?

This is exactly what your operations plan sets out to cover, with details on both short- and long-term processes.

Your short-term processes will include everything involved in the day-to-day running of your property management business . Again, these tasks will vary drastically depending on your property management niche. However, the following questions are a good starting point:

• Who will be in charge of running the business?
• Do you need to hire any additional staff? If so, how many people and for which roles?
• How will you structure your team?
• What are your service standards?
• Which manuals will you need to develop?
• What property management software will you use?

Once you’ve defined your daily operations, take a step back and think long-term. At any point in your business’s trajectory, do you plan to:

• Hire additional employees?
• Reach a certain sales figure?
• Grow your portfolio?
• Expand to a new location?

Having these long-term goals documented will not only show potential partners and investors that you’re thinking about the future. It will also give you something to refer back to in order to measure your progress.

Your property management business will only be as strong as the team leading it. So, once you’ve assembled the dream team, you’ll want to highlight its strengths in your business plan, paying specific attention to each member’s background, skills, and relevant experience.

If no one on your management team has property management or real estate experience, or your team is lacking in any way, it might be worthwhile to put together an advisory board. This board consists of a handful of mentors who have the experience necessary to guide your business in the right direction (and reassure any potential investors).

And now for everyone’s favorite part: the financial plan.

Specifically, your financial plan should consist of a five-year financial statement. The first year of your financial statement should include monthly and quarterly projections, with the remaining years including annual figures.

What goes in a financial statement? Let’s break it down:

• Profit and loss statement: Also referred to as an income statement, a profit and loss statement subtracts your costs from your revenue to find your profit. As you can imagine, you’re going to be making a lot of calculated assumptions at this point. Try to be as accurate as possible when predicting your costs and revenue. Otherwise, your profit and loss statement won’t paint a very accurate picture.
• Balance sheet: A balance sheet details your business’s assets (what you own) and liabilities (what you owe) in order to provide a snapshot of its finances. Your assets might include office space or software solutions, whereas liabilities would include any loans you’ve taken out to start your business.
• Cash flow statement: A cash flow statement shows how changes in your income and balance sheet affect your cash flow—and your ability to operate in the short- and long-term. Its goal is to show how much money you need to run your business so that you don’t run out of cash.

If you’re just getting started, it may feel too soon to consider growth opportunities. But thinking about your business’s long-term goals and plans is essential to set yourself up for success. After all, you don’t only want to succeed now. You want to make sure you have what’s necessary to succeed for years to come.

On that note, analyze the property management and real estate market in your area to identify growth opportunities for your business over the next five to 10 years, such as:

• Upgrades to your tech stack
• Strategic partnerships
• Expansion plans
• Opportunities to take advantage of new market trends

If you have any supporting documentation that could strengthen your business plan, such as buyer personas for your target customers or more complete financial projections, feel free to attach them in the appendix. That way, the additional information is there for anyone who wants to see it, but it doesn’t clutter up your business plan.

Property management business plan example

Curious about what a business plan for property management looks like? We’re including a property management business plan sample (the company overview, specifically) below to give you an idea:

Want a customizable version? Scroll to the bottom of the article to download our free template!

Download our free property management business plan template

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Download our free template below and simply fill in your own information. Our straightforward guide includes all the details you need to cover before starting your new business.

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• Sample Business Plans
• Real Estate & Rentals

Property Management Business Plan

People buy multiple properties these days, it can be for investment or to act as a future home, office space, some dream project, or whatnot.

And as they have so many properties, they’ll surely need someone to manage them and deal with all aspects of having a property. Also, most people are running short of time more often than not. Hence, they hire property managers to help them deal with their property efficiently and effectively.

So, it comes as no surprise that the property management business is growing. And if you are planning to get into it, all you need is a few tips and a property management business plan.

If you are planning to start a new property management business, the first thing you will need is a business plan. Use our sample property management business plan  to start writing your business plan in no time.

Before you start writing your business plan for your new property management business, spend as much time as you can reading through some examples of real estate-related business plans .

Industry Overview

The global property management market stood at a whopping market value of 13.88 billion US dollars in 2020 and isn’t going to slow down anytime soon.

The major reason for the growth in this industry is the requirement for mobility management as companies are promoting remote work due to the pandemic.

The other factors that have affected the property market are the adoption of technology, software services, and other such things which have brought about a change in trends in the real estate market.

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Things to Consider Before Writing a Property Management Business Plan

Build relevant skills.

Having skills relevant to your business, be it foundational skills for managing property soft skills for dealing with the people in your business, or the deals and exchanges aspect of your business would always act as an added advantage for you. Hence, before getting started, it would be good to develop some basic skills and have a method to keep updating them as you work. Your skills alone can also become your business’s unique selling point.

Join Associations and Build Your Network

Networking is a crucial aspect in every field related to real estate, hence it is essential for your property management business too. Your network should be good and diverse and consist of a variety of people, even if they are your competitors. You’ll never know who might get you your next deal.

You can easily do so by building strong connections and joining relevant associations which give you more opportunities to network.

Use Technology

We owe the speed and efficiency of our work to technology. The same holds for the property management business too. You no longer need to work traditionally and laboriously of managing your properties, and use technology instead to make your work of maintaining all those details easier and more organized.

Build your Website

Building your website early gives you a head start on promoting your business and makes reaching out to your potential clients easier. Hence, if you plan on starting a business, build your website today to help you promote as much as you can.

Chalking out Your Business Plan

Reading sample business plans will give you a good idea of what you’re aiming for and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.

We have created this sample property management business plan for you to get a good idea about how perfect a property management business plan should look and what details you will need to include in your stunning business plan.

Property Management Business Plan Outline

This is the standard property management business plan outline which will cover all important sections that you should include in your business plan.

• Mission statement
• Vision Statement
• Customer Focus
• Success Factors
• Financial Summary
• 3 Year profit forecast
• Business Structure
• Startup cost
• Products and services
• Market Analysis
• Industry Analysis
• Market Trends
• Target Market
• SWOT Analysis
• Targeted Cold Calls
• Online Marketing
• Publications
• Community Events/Organizations
• Pricing Strategy
• Financial Plan
• Important Assumptions
• Brake-even Analysis
• Profit Yearly
• Gross Margin Yearly
• Projected Cash Flow
• Projected Balance Sheet
• Business Ratios

After getting started with Upmetrics , you can copy this sample property management business plan into your business plan and modify the required information and download your property management business plan pdf or doc file.

It’s the fastest and easiest way to start writing your business plan.

The Quickest Way to turn a Business Idea into a Business Plan

Fill-in-the-blanks and automatic financials make it easy.

Download a sample property management business plan

Need help writing your business plan from scratch? Here you go;  download our free property management business plan pdf  to start.

It’s a modern business plan template specifically designed for your property management business. Use the example business plan as a guide for writing your own.

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About the Author

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Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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Sample Property Management Business Plan

Writing a business plan is a crucial step in starting a property management business. Not only does it provide structure and guidance for the future, but it also helps to create funding opportunities and attract potential investors. For aspiring property management business owners, having access to a sample property management business plan can be especially helpful in providing direction and gaining insight into how to draft their own property management business plan.

Download our Ultimate Property Management Business Plan Template

Having a thorough business plan in place is critical for any successful property management venture. It will serve as the foundation for your operations, setting out the goals and objectives that will help guide your decisions and actions. A well-written business plan can give you clarity on realistic financial projections and help you secure financing from lenders or investors. A property management business plan example can be a great resource to draw upon when creating your own plan, making sure that all the key components are included in your document.

The property management business plan sample below will give you an idea of what one should look like. It is not as comprehensive and successful in raising capital for your property management as Growthink’s Ultimate Property Management Business Plan Template , but it can help you write a property management business plan of your own.

Property Management Business Plan Example – AssetGuard Properties

Table of contents, executive summary, company overview, industry analysis, customer analysis, competitive analysis, marketing plan, operations plan, management team, financial plan.

AssetGuard Properties is a forward-thinking property management company based in Tulsa, Oklahoma, dedicated to providing top-tier property management services. Our mission is to simplify the property management process for our clients while enhancing the value and profitability of their real estate assets. We specialize in managing residential properties, offering a comprehensive suite of services designed to meet the unique needs of property owners and tenants alike. Our focus on technology and customer service sets us apart in the industry, ensuring efficient operations and high satisfaction rates among clients and tenants. By leveraging our expertise and innovative approaches, we aim to become a leader in the property management sector in Tulsa and beyond.

Our success is built on a foundation of key factors and accomplishments. Firstly, our in-depth understanding of the Tulsa real estate market allows us to provide tailored advice and services to our clients. The implementation of cutting-edge technology for property management has significantly increased our operational efficiency and customer satisfaction. Additionally, our team’s expertise in marketing and customer service has helped us quickly build a robust portfolio of properties. We have established strong relationships with local vendors and contractors, ensuring cost-effective maintenance and repair services. Our proactive approach to obtaining necessary licenses and certifications has positioned us favorably within regulatory frameworks, setting the stage for a successful launch and sustained growth.

The property management industry is experiencing significant growth, driven by increasing demand for residential rental properties and the complexities of managing these assets. The trend towards professional management services among property owners who seek to maximize profitability while minimizing hassles is a key growth driver. In Tulsa, Oklahoma, this trend is mirrored by a robust real estate market with a growing inventory of rental properties. The industry’s competitive landscape is shaped by both large-scale companies and smaller, localized firms offering property management services. AssetGuard Properties is well-positioned to capitalize on these industry dynamics through our focus on customer service, technology integration, and local market expertise.

Our target customers are property owners and investors in the Tulsa area who own one or more residential rental properties. These clients range from individual property owners to real estate investment groups seeking professional management services to optimize their property’s profitability and minimize operational hassles. Our customer analysis has identified a demand for property management services that provide value through efficient operations, effective tenant management, and strategic marketing to keep occupancy rates high. AssetGuard Properties addresses these needs by offering comprehensive management solutions tailored to the unique requirements of each client, ensuring their investment properties are well-managed and profitable.

Top Competitors: PropertyManagePro, RealEstateGuardians, TulsaPropertyMasters.

Competitive Advantages: AssetGuard Properties distinguishes itself through a strong emphasis on technology and customer service, enabling more efficient property management and higher satisfaction among clients and tenants. Our deep understanding of the Tulsa market and our ability to build strong relationships with local vendors also provide us with an edge in offering cost-effective and quality services.

Our marketing plan focuses on highlighting our comprehensive property management services, competitive pricing, and the value we bring to property owners and investors. We offer a range of services from tenant screening to maintenance, all tailored to meet the diverse needs of our clients, ensuring their properties are well-maintained and profitable. Pricing is structured competitively to offer great value while ensuring our services’ sustainability. Promotional strategies include a strategic marketing campaign leveraging both digital (social media, SEO, targeted online ads) and traditional advertising mediums (local newspapers, property investment seminars) to build brand awareness in Tulsa. By demonstrating our expertise and value proposition, we aim to attract and retain a growing base of satisfied clients.

Our operations plan outlines key processes and milestones critical to our success. This includes obtaining all necessary licenses and certifications, launching our business with a strong marketing campaign, and building a portfolio of managed properties. We will implement efficient property management systems and software for seamless operations, recruit and train a skilled team, and strive to achieve a positive cash flow. Milestones include reaching $15,000/month in revenue and establishing strong local vendor relationships. Regularly reviewing and adjusting our business strategy based on performance and market trends will ensure our sustained growth and success in the property management industry.

Our management team comprises seasoned professionals with extensive experience in property management, real estate, and customer service. This diverse expertise ensures that all aspects of our business, from operational efficiency to client relations, are managed with the highest standards of professionalism and integrity. Our team’s leadership is dedicated to fostering a culture of innovation, accountability, and continuous improvement, driving AssetGuard Properties towards achieving its goals and setting new benchmarks in the property management industry.

Welcome to AssetGuard Properties, a new Property Management company serving customers in Tulsa, OK. As a local business, we’re proud to fill the gap in high-quality property management services within the area. Our commitment to excellence and understanding of the local market sets us apart, ensuring that our clients receive the best possible service.

At AssetGuard Properties, our range of services is designed to meet all your property management needs. This includes Property Marketing and Advertising to ensure your property gets the visibility it deserves, Tenant Screening and Placement to find reliable tenants, Rent Collection and Financial Management to streamline your income, Property Maintenance and Repairs to keep your investment in top condition, and Lease Agreement Management to ensure all legalities are properly handled. Our comprehensive services are tailored to maximize your property’s potential while minimizing your stress.

Our base in Tulsa, OK, positions us perfectly to serve local customers with an understanding and appreciation of the community. This local insight enhances our ability to manage properties effectively and respond promptly to both property owners and tenants’ needs.

AssetGuard Properties stands out as a leader in the property management industry for several reasons. Firstly, our founder brings valuable experience from successfully running a property management business, ensuring that we’re built on a foundation of proven strategies and insights. Secondly, our commitment to offering better services than our competition means that we’re always striving to innovate and improve, ensuring our clients receive unparalleled service.

Since our establishment on January 7, 2024, as a Sole Proprietorship, we’ve made significant strides in building our brand. Our achievements include the creation of a distinctive logo, the development of our company name, and securing a prime location for our operations. These accomplishments mark the beginning of our journey towards becoming the leading property management service in Tulsa, OK.

The Property Management industry in the United States is a thriving sector, with a current market size estimated to be around $88 billion. This industry encompasses a wide range of services, including residential and commercial property management, real estate asset management, and maintenance services.

Market research indicates that the Property Management industry is expected to experience steady growth in the coming years. By 2025, the market size is projected to reach $116 billion, driven by factors such as increasing urbanization, growing demand for rental properties, and the rise of property management technology solutions.

Recent trends in the Property Management industry, such as the adoption of cloud-based property management software, the focus on sustainability and energy efficiency in property management practices, and the increasing demand for professional property management services, bode well for AssetGuard Properties. As a new player in the market serving customers in Tulsa, OK, AssetGuard Properties is well-positioned to capitalize on these trends and establish a strong presence in the industry.

Below is a description of our target customers and their core needs.

Target Customers

AssetGuard Properties will target a diverse range of customers, with a primary focus on local residents in need of property management services. This segment includes homeowners who are seeking to rent out their properties but lack the time or expertise to manage them effectively. These customers will benefit from AssetGuard’s comprehensive management solutions, which are designed to maximize rental income while minimizing the hassle and time commitment for property owners.

The company will also cater to real estate investors who own multiple properties or are looking to expand their portfolios within Tulsa. Recognizing the unique needs of this customer segment, AssetGuard Properties will tailor their services to support investors in optimizing the performance of their rental properties. This includes offering market analysis, tenant placement, and maintenance services, all of which will be crucial for investors aiming to achieve high occupancy rates and return on investment.

Another important customer segment for AssetGuard Properties consists of tenants looking for rental properties. By maintaining a portfolio of well-managed and appealing properties, AssetGuard will attract tenants seeking quality rentals in the Tulsa area. The company will ensure tenant satisfaction through responsive customer service and efficient handling of maintenance requests, therefore building a loyal tenant base that contributes to the stability and profitability of the managed properties.

Customer Needs

AssetGuard Properties caters to the needs of residents who prioritize high-quality property management services. These individuals expect responsive and effective management that can promptly address any issues that arise, ensuring their living experience remains comfortable and hassle-free. This includes everything from regular maintenance to emergency repairs, all handled with professionalism and care.

Moreover, AssetGuard Properties understands the importance of clear communication and transparency between property managers and residents. Customers can expect regular updates regarding any changes or developments concerning their residence. This commitment to open dialogue builds trust and ensures that residents are always informed and involved in the management of their homes.

In addition to the basics, AssetGuard Properties also recognizes the evolving needs of modern residents. This includes the integration of technology in property management, offering digital solutions for payment processing, service requests, and communication. Such conveniences cater to the lifestyle of today’s renters, who expect efficiency and modern amenities in their living environments.

AssetGuard Properties’s competitors include the following companies:

Sunstone Property Management offers comprehensive property management services tailored to both residential and commercial properties. Their services range from tenant screening and leasing to maintenance and financial reporting. Sunstone Property Management operates primarily in the Tulsa, OK area, focusing on high-quality residential units and commercial spaces. The company structures its pricing based on the property type and services required, offering competitive rates that appeal to property owners looking for value and quality. Sunstone is known for its efficient use of technology in property management, which enhances communication with property owners and tenants. However, their specialization in high-end properties may limit their appeal to a broader market segment.

Bates & Assoc Realty specializes in real estate sales and property management services, including marketing properties, tenant placement, rent collection, and property maintenance. They cater to residential properties, with a strong presence in the Tulsa, OK region. Their pricing model is competitive, offering tiered services to meet different property owners’ needs. Bates & Assoc Realty generates significant revenue from both property management fees and real estate transactions, indicating a robust and diverse business model. The company boasts a strong local market knowledge, giving them an edge in property valuation and marketing. Nevertheless, their focus on real estate sales alongside property management could dilute their focus and potentially affect the quality of property management services.

PMI Green Country provides a wide array of property management solutions that include residential, commercial, and association management. Their services encompass all aspects of property management, from tenant screening and leasing to maintenance and beyond. PMI Green Country serves the Tulsa, OK area, and its surroundings, catering to a diverse clientele that includes single-family homes, apartment complexes, and commercial properties. They offer a flexible pricing model that adjusts to the size and complexity of the property being managed, making them accessible to a wide range of property owners. PMI Green Country is part of a larger national franchise, which gives them access to a vast network of resources and expertise in property management. However, being part of a national franchise might limit their ability to customize services to the unique needs of the Tulsa market.

Competitive Advantages

At AssetGuard Properties, we pride ourselves on delivering unparalleled property management services, setting us apart from the competition. Our approach is deeply rooted in understanding the unique needs of each property owner and tenant, allowing us to tailor our services for optimal satisfaction. We leverage the latest technology to streamline operations, from maintenance requests to rent collection, ensuring efficiency and convenience for all parties involved. This commitment to excellence and innovation in service delivery not only enhances the value of the properties we manage but also fosters a sense of trust and reliability among our clients.

Furthermore, our team comprises seasoned professionals with extensive knowledge and experience in the real estate and property management industry. This expertise enables us to offer insightful advice and strategic solutions that maximize returns and minimize risks for property owners. Additionally, our strong local presence in Tulsa, OK, equips us with an in-depth understanding of the market dynamics, allowing us to position properties advantageously. By choosing AssetGuard Properties, clients can expect a partnership that not only elevates their property management experience but also contributes significantly to their investment’s success. Our dedication to excellence, combined with our competitive edge in service quality and market intelligence, makes us the preferred choice for property management needs.

Our marketing plan, included below, details our products/services, pricing and promotions plan.

Products and Services

At AssetGuard Properties, we understand the value of your real estate investment and the importance of maintaining its integrity and profitability. We offer a comprehensive suite of property management services designed to alleviate the burden from property owners, ensuring their assets are well-managed and lucrative. Our services cater to all aspects of property management, from marketing and tenant placement to maintenance and financial oversight.

Our Property Marketing and Advertising service ensures your property doesn’t stay vacant for long. We employ a blend of traditional and digital marketing strategies to attract a wide pool of potential tenants. By showcasing your property in its best light, we aim to secure reliable tenants swiftly. This service is priced at an average of $250, which includes listing your property on top real estate websites, social media platforms, and conducting open houses.

Tenant Screening and Placement is another critical service we offer. Finding the right tenant is paramount to a stress-free property management experience. Our comprehensive screening process includes background checks, credit checks, employment verification, and previous landlord references. This rigorous process ensures that only the most qualified tenants occupy your property. For this invaluable peace of mind, our clients can expect to invest around $100 per tenant screening.

Rent Collection and Financial Management are essential to maintaining the cash flow of your investment. We provide a streamlined process for tenants to pay their rent, reducing late payments and ensuring consistent revenue. Additionally, we offer detailed financial reporting for property owners, including income statements and expense reports. This service is available for an average fee of 8-10% of the monthly rent collected, ensuring that your financial interests are expertly managed.

Property Maintenance and Repairs are inevitable in property management. Our goal is to preserve the value of your property through regular maintenance and prompt, efficient repair work when necessary. We have established relationships with trusted contractors and service providers to ensure quality work at competitive prices. The cost for this service varies depending on the nature of the maintenance or repair but expect to pay a management fee of 10-15% on top of the actual repair costs.

Lastly, Lease Agreement Management is vital to ensure that the terms of the lease are upheld by both parties. We handle everything from lease drafting to enforcement, including renewals and terminations. Our expertise in local real estate laws ensures that your lease agreements are comprehensive and compliant. This service is offered at a flat rate of $200 per lease agreement, providing peace of mind that all legal and procedural bases are covered.

At AssetGuard Properties, we pride ourselves on being a full-service property management solution that meets the diverse needs of property owners in Tulsa, OK. Our competitive pricing, combined with our commitment to excellence, makes us the ideal partner for your property management needs.

Promotions Plan

AssetGuard Properties harnesses the power of online marketing to attract customers, utilizing a multifaceted approach to ensure visibility and engagement. The company will deploy a robust digital marketing strategy, incorporating search engine optimization (SEO) to improve their website’s ranking on search engine results pages. This ensures that when potential customers in Tulsa, OK, search for property management services, AssetGuard Properties appears prominently.

Social media platforms will also play a crucial role in their promotional efforts. AssetGuard Properties will create and maintain active profiles on major social networks, including Facebook, Instagram, and LinkedIn. Through these channels, the company will share valuable content, property listings, and customer testimonials to build a community and engage directly with potential clients. Paid advertising campaigns on these platforms will target specific demographics, ensuring that promotional materials reach those most likely to require property management services.

Email marketing campaigns will further bolster AssetGuard Properties’ promotional activities. By gathering email addresses through their website and social media channels, the company will send out newsletters, special offers, and updates about new listings or services. This direct line of communication will keep the company top-of-mind for current and potential clients.

Beyond digital efforts, AssetGuard Properties will engage in local community events and sponsorships. Participation in local fairs, property expos, and community gatherings will increase brand visibility and allow for face-to-face interaction with potential customers. Sponsorship of local sports teams or events can also enhance their reputation as a community-oriented business.

Referral programs will incentivize existing clients to refer friends and family, creating a word-of-mouth marketing channel that can be highly effective in building trust and expanding the customer base. Offering discounts or other benefits for successful referrals will motivate current clients to share their positive experiences with others.

In summary, AssetGuard Properties will employ a comprehensive promotional strategy that combines online marketing with community engagement and referral programs. By leveraging the power of SEO, social media, email marketing, local events, and referral incentives, AssetGuard Properties aims to attract and retain customers in Tulsa, OK, establishing itself as a leading property management service in the area.

Our Operations Plan details:

• The key day-to-day processes that our business performs to serve our customers
• The key business milestones that our company expects to accomplish as we grow

Key Operational Processes

To ensure the success of AssetGuard Properties, there are several key day-to-day operational processes that we will perform.

• Maintain open and effective communication channels with property owners and tenants to address any concerns, requests, or feedback in a timely manner.
• Conduct regular inspections of managed properties to ensure they are in good condition and comply with local housing standards and regulations.
• Coordinate maintenance and repair work by hiring and overseeing reliable contractors, ensuring that work is completed satisfactorily and within budget.
• Manage financial operations, including rent collection, payment of bills and taxes, and generating monthly financial reports for property owners.
• Advertise and market vacant properties through various channels to minimize vacancy periods and attract suitable tenants.
• Screen potential tenants by conducting background and credit checks to ensure they meet the rental criteria.
• Handle lease agreements, renewals, and terminations, ensuring all documentation is accurate and legally compliant.
• Provide exceptional customer service to both property owners and tenants to build and maintain positive relationships.
• Stay informed about local real estate market trends and property laws to offer knowledgeable advice and services to clients.
• Implement efficient property management software to streamline operations, from tenant screening to maintenance requests and financial reporting.

AssetGuard Properties expects to complete the following milestones in the coming months in order to ensure its success:

• Obtain Necessary Licenses and Certifications : Secure all required local, state, and federal licenses for operating a property management business in Tulsa, OK. This includes any specific property management or real estate broker licenses that may be required by Oklahoma law.
• Launch Our Property Management Business : Officially launch AssetGuard Properties with a strategic marketing campaign to build awareness in the Tulsa area. This includes developing a strong brand identity, creating an engaging website, and utilizing social media and local advertising to reach potential clients.
• Build a Robust Property Portfolio : Acquire a portfolio of properties to manage that will generate consistent revenue. This involves networking with property owners, real estate agents, and investors to showcase the value AssetGuard Properties can bring to their investments.
• Implement Efficient Operational Systems : Develop and implement efficient property management systems and software that will allow for effective management of properties, including tenant screening, lease management, maintenance requests, and financial reporting. This will ensure high customer satisfaction and operational efficiency.
• Hire and Train Qualified Staff : Recruit and train a team of professionals with expertise in property management, customer service, and maintenance. This ensures that all properties are managed effectively and that tenants and property owners receive high-quality service.
• Achieve a Positive Cash Flow : Focus on reaching operational efficiency and financial stability by achieving a positive cash flow. This involves managing expenses carefully while growing the revenue base by increasing the number of managed properties and possibly adjusting the fee structure to remain competitive yet profitable.
• Get to $15,000/Month in Revenue : Implement strategies to grow monthly revenue to at least $15,000. This could involve expanding the property portfolio, optimizing the fee structure for services provided, and seeking additional revenue streams related to property management such as maintenance and renovation services.
• Establish Strong Relationships with Local Vendors and Contractors : Build a network of reliable and cost-effective local vendors and contractors for maintenance and repair services. This will help in managing operational costs effectively and ensuring quick and quality service to the managed properties.
• Implement a Customer Feedback Loop : Develop a system for collecting and analyzing feedback from both property owners and tenants. Use this feedback to continually improve service offerings and customer satisfaction, which in turn will help in retaining clients and attracting new ones through positive word-of-mouth.
• Review and Adjust Business Strategy : Regularly review the business performance against set goals and industry trends. Be prepared to adjust the business strategy, marketing efforts, and operational processes based on performance data, customer feedback, and changing market conditions to ensure sustained growth and success.

AssetGuard Properties management team, which includes the following members, has the experience and expertise to successfully execute on our business plan:

Kaylee Richardson, CEO

Kaylee Richardson, CEO, brings a wealth of experience to AssetGuard Properties, underpinned by a proven track record in the property management sector. With an entrepreneurial spirit, Kaylee has previously demonstrated her capability by successfully running a property management business. Her expertise not only lies in managing and scaling businesses effectively but also in understanding the intricacies of the real estate market and customer needs. Kaylee’s leadership is expected to drive AssetGuard Properties towards achieving its vision by leveraging her strategic thinking, operational excellence, and commitment to service quality.

To reach our growth goals, AssetGuard Properties requires initial funding to cover startup costs, operational expenses, and marketing initiatives. This investment will enable us to quickly establish our brand, build a strong property portfolio, and achieve operational efficiency. Our financial projections indicate that with the right level of funding, we can reach our revenue targets, achieve a positive cash flow within the first year of operations, and sustain long-term growth. Our plan outlines a clear path to profitability, ensuring a solid return on investment for our financial backers.

Financial Statements

Balance sheet.

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Income Statement

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Cash Flow Statement

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Property Management Business Plan Example PDF

Download our Property Management Business Plan PDF here. This is a free property management business plan example to help you get started on your own property management plan.  

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A Step-by-Step Guide on How to Start a Property Management Company

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Are you passionate about real estate and have a knack for organization and customer service?

If so, starting a property management company might be the perfect business venture for you. Property management companies are responsible for overseeing the daily operations of rental properties on behalf of property owners, ensuring that everything runs smoothly and tenants are happy.

If you're ready to dive into this unique industry, this in-depth guide on how to start a property management company will walk you through the process.

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How to start a property management company in 6 steps

Starting a property management company shares many similarities with starting any other business. You’ll need to choose a legal structure and create a business plan — essential steps for any budding entrepreneur.

However, there are unique aspects of starting a property management business, too. You’ll need to draft tenant agreements, maintain strong relationships with owners and collect rent payments.

There’s a lot to cover, so let’s get started.

Step 1: Research and plan your property management business

This isn’t the sort of business you can delve into without much real estate management experience or prior knowledge.

To successfully start a property management company, you’ll need a solid understanding of the real estate industry.

Study the local real estate market to identify areas with high rental demand and a potential shortage of property management services.

Explore rental prices, vacancy rates, and tenant preferences to gauge the profit potential of your venture.

Finally, decide what types of properties you want to manage, such as residential, commercial, or vacation rentals.

Define your business model

Determine the type of property management services you want to offer. Will you specialize in a particular niche, such as small office buildings, coworking spaces, or manufactured homes?

Consider whether you'll manage properties on behalf of individual owners, real estate investors or homeowner associations. Some companies even own the properties they manage, and slowly add to their real estate holdings over time.

Create a property management business plan

A comprehensive business plan will guide your company's growth and operations.

Include sections on your target market, marketing strategies, organizational structure, financial projections and growth plans.

SCORE, a nonprofit organization focused on small business growth, offers free business plan templates you can use. We can walk you through writing your business plan .

Step 2: Setting up your property management business

Once you’ve established a clear plan for your property management company and conducted your research, it’s time to lay the groundwork for your new business.

Pick a legal structure

You’ll need to determine the legal entity for your property management company , such as a limited liability company (LLC) or a corporation.

• LLC: An LLC provides you with the flexibility of a partnership or sole proprietorship while offering limited liability protection like a corporation. This protects your personal assets from business debts and liabilities. An LLC also offers simplified management with fewer formalities and less paperwork than a corporation.
• S Corporation: An S corp combines the benefits of limited liability protection with pass-through taxation. This means that business profits and losses pass through to individual shareholders, avoiding double taxation at the corporate level.
• C Corporation: A C corp might be a good fit if you have plans for substantial growth, attracting investors or going public. C corps are separate legal entities and provide limited liability protection. They offer the ability to issue different classes of stock, making it easier to raise capital. However, C corps are subject to corporate income tax. If dividends are distributed to shareholders, they may face individual income tax as well.

To make the best decision for your own property management company, consult with a real estate attorney or business accountant. They can provide guidance based on your specific circumstances and long-term goals.

Figure out your taxes

As a business owner, you’ll need to pay a host of new taxes, including federal taxes, sales taxes and payroll taxes .

Consulting with an accountant is a smart move. A tax professional can advise you on how to structure your property management company to minimize your tax bill and help you file your tax returns.

You’ll also need an employer identification number (EIN) , a unique identifier assigned by the Internal Revenue Service. You can apply for an EIN on the IRS website for free.

Get licensed

Before diving in, make sure you have the necessary up-to-date licensing to operate legally in your state.

One of the main licenses to consider is a real estate broker's license. It demonstrates your expertise in areas like insurance, taxes, and contracts. To get a real estate broker’s license, you’ll need to complete specific courses and pass a comprehensive exam.

Some states may also require a property manager’s license. This too requires coursework and an exam.

Step 3: Accounting and financial management

Next, it’s time to set up a bookkeeping and accounting system to monitor cash flow and maintain accurate financial records.

There are many accounting software programs to choose from, including Freshbooks , Zoho and Xero . They all have tools to help you keep track of income and monitor expenses.

It’s also vital to set up a streamlined rent collection process — including online payment options.

On a tight budget? Check out our top picks for the best free accounting software for small businesses .

Research property management software

Investing in property management software and automation tools can help streamline your operations.

Buildium and Yardi are two popular options. Both offer a suite of integrated services including accounting, marketing, and lease execution.

Using these programs can also make renting easier for tenants because it allows them to make payments, sign leases, request support, and manage their accounts online.

Property management software usually offers different pricing tiers, and services can be customized to fit your needs. Buildium, for example, offers three package options, ranging from $52 to $479 a month.

Open a business bank account

You may be required by law to open a separate business bank account for tax purposes, depending on which state you live in. Either way, it’s a good idea to have dedicated accounts in your business’ name. Many banks and credit unions offer business checking and savings accounts .

You may want to consider opening a small business credit card , too. It can help you rack up points and cash back on business expenses, while keeping your personal and business finances separate.

Top banks for small businesses

Data effective 4/20/23. At publishing time, rates, fees, and requirements are current but are subject to change. Offers may not be available in all areas.

Create a pricing structure

Figuring out how much to charge owners is vital to operating a successful property management company.

First, consider the type of fee structure you want to implement. There are several options to choose from.

• Flat fee model: This simple and transparent pricing structure charges a fixed fee per property or unit, regardless of its rental value or size. Flat fees are often appealing to clients because they’re predictable. Ensure that the flat fee adequately covers your costs and allows for a decent profit margin.
• Percentage of rent: Another popular pricing model is charging a percentage of the monthly rent collected from each property. Most property management companies charge anywhere from 8% to 12% of the monthly rent.
• Hybrid model: If you want to offer flexibility and cater to different client needs, consider a hybrid pricing structure. This approach combines elements of both the flat fee and percentage of rent models. For example, you could charge a lower flat fee along with a small percentage of the collected rent.
• Value-based pricing: As your property management company grows and establishes a strong reputation, you may consider adopting a value-based pricing strategy. With this approach, you charge a premium fee based on the unique value you bring to your clients. This model is best suited for companies that offer specialized services or cater to high-end properties.

To figure out how much to charge property owners, pay attention to what other property management companies in your area charge. This helps you benchmark your prices.

You should also consider the type and size of properties you'll manage. A single-family home requires different services and effort than a multifamily apartment building, so adjust your prices accordingly.

Step 4: Create property management contracts and hire staff

There are numerous laws and regulations surrounding real estate and rental properties. Requirements vary by state, but here’s an overview of the essentials.

Lease agreements and contracts

Developing comprehensive lease agreements and management contracts will help protect both your clients' interests and your own.

Consult with a real estate attorney to ensure these documents comply with local laws and regulations governing rental agreements.

Fair housing laws

It’s important to familiarize yourself with the Fair Housing Act to ensure you treat all prospective tenants equally and avoid any form of discrimination.

Be aware of federal, state, and local fair housing laws and stay up to date with any changes.

Tenant screening and eviction procedures

Establish a screening process that adheres to fair housing regulations and effectively assesses prospective tenants. You might decide to conduct credit checks or criminal background checks as part of the process.

Software programs like Rent Spree can help you with the tenant screening and rental application process.

Work with an attorney to develop clear eviction procedures in compliance with local laws so that you follow proper legal protocols when removing tenants who violate their lease agreements.

Hiring staff for maintenance and repairs

Establishing a system for handling maintenance requests promptly is key.

You might be able to handle some basic repairs yourself, assuming you’re as handy with a toolbox as you are with a spreadsheet.

Still, as your property management company grows, you’ll need to develop relationships with trusted contractors and vendors. Build a reliable maintenance crew of plumbers, electricians, septic companies, waste companies, and landscapers.

Negotiate favorable rates so you can resolve maintenance issues in a timely manner.

And make sure to calculate how much revenue you need to hire an employee .

Step 5: Market your property management business and find clients

You’ve got the skills and laid the foundation for a successful property management company.

Now that your business is up and running, it’s time to start finding clients.

But adding new properties to your portfolio is only part of the process. You’ll need to keep and retain them, too.

Create a professional brand

Develop a visually appealing logo, website, and marketing materials to establish credibility and attract potential clients.

You’ll also need to pick a business name for your property management company if you haven’t done so already.

Your secretary of state’s website should have an online database where you can find out if your proposed business name is already taken.

PRO TIP: Need help picking out a name? Here are some tips on how to come up with a business name .

Establish an online presence

A lot of business happens online, so make sure to create a user-friendly website and active social media profiles. (Hint: Wix is a great option for websites.)

Attract more potential clients by following search engine optimization (SEO) best practices and utilize keywords relevant to your services.

You should also advertise your available properties on reputable listing sites like Zillow and Apartments.com. Ensure your listings are detailed and include high-quality photos.

Social media is another great way to connect with potential clients. Check out these ways to engage customers with social media marketing .

Explore local advertising and partnerships

Consider advertising in local newspapers, magazines, and websites frequented by your target audience.

Partner with local real estate agencies, property investment groups, or homeowners' associations to tap into their networks and gain referrals.

Great customer service goes a long way

Word-of-mouth referrals are essential for property management companies, so offer referral incentives to current clients who refer new business to you.

Keep clients informed about their properties by providing regular updates, financial statements, and property performance reports. Proactive communication fosters transparency and shows your dedication.

To keep business flowing in, focus on delivering outstanding customer service. Happy tenants and satisfied property owners are much more likely to recommend your services.

Tenant communication and retention

As a property manager, maintaining communication with tenants is essential. Respond promptly to questions and concerns to foster positive tenant relationships.

Consider implementing tenant retention strategies, such as renewal incentives or discounts on lease renewal fees.

Step 6: Expand your property management company

As your business grows, you may need to hire additional staff, including administrative personnel, maintenance workers, and other property managers.

Implement an efficient hiring process so you can recruit qualified employees without wasting time digging through dead-end resumes.

You should also consider outsourcing certain tasks, such as bookkeeping or marketing, to third-party providers.

Market research and adaptation

To stay at the top, you’ll need to continuously monitor the local real estate market and rental trends.

Regularly evaluate your service offerings and make necessary changes to stay ahead of other property managers.

Stay current in the property management industry

To grow your business, never stop learning.

Attend industry conferences, seminars, and workshops to stay updated on real estate industry trends, best practices and regulatory changes.

Networking with other property managers can also provide valuable insights and keep you ahead of the game.

Consider obtaining professional certifications, such as certified property manager (CPM) or residential management professional (RMP) to enhance your credentials.

Browse hundreds of loan options, custom-tailored to your business and budget needs, from a single, simple platform.

Final thoughts

Knowing how to start a property management company can be challenging, but with the right approach, it can be a profitable and fulfilling business.

By implementing the strategies and tips outlined in this guide, you'll be well on your way to building a successful property management empire.

Rachel Christian is a Certified Educator in Personal Finance and a senior writer at The Penny Hoarder. She focuses on small businesses, retirement, taxes and investing.

Related reading

• A Guide to Commercial Real Estate Loans
• Best Commercial Real Estate Loans 2023
• 5 Best Business Lines of Credit in 2023
• How to Start a Small Business: Must-Have Checklist to Spark Success

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Property Management Business Plan PDF Example

• February 28, 2024
• Business Plan

Creating a comprehensive business plan is crucial for launching and running a successful property management business. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your property management business’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a property management business plan, but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the real estate industry, this guide, complete with a business plan example, lays the groundwork for turning your property management business concept into reality. Let’s dive in!

Our property management business plan is designed to cover all essential aspects needed for a comprehensive strategy. It outlines the property management operations, marketing strategy , market environment, competitors, management team, and financial forecasts.

• Executive Summary : Offers an overview of the property management business concept, market analysis , management, and financial strategy.
• Services & Fees: Details the range of property management services offered, including tenant placement, maintenance coordination, and financial administration, along with a clear breakdown of the fee structure for each service.
• Key Stats: Shares industry size , growth trends, and relevant statistics for the property management market.
• Key Trends: Highlights recent trends affecting the property management sector, such as technological advancements and urbanization.
• Key Competitors : Analyzes main competitors in the area and how the business differentiates from them in terms of service quality and technological innovation.
• SWOT: Strengths, weaknesses, opportunities, and threats analysis.
• Marketing Plan : Strategies for promoting the property management services to attract and retain property owners and investors.
• Timeline : Key milestones and objectives from start-up through the first year of operation.
• Management: Information on who manages the property management business and their roles.
• Financial Plan: Projects the business’s financial performance, including revenue, profits, and expected expenses.

Property Management Business Plan

Fully editable 30+ slides Powerpoint presentation business plan template.

Download an expert-built 30+ slides Powerpoint business plan template

Executive Summary

The Executive Summary introduces your property management business plan, providing a succinct overview of your company and its services. It should detail your market positioning, the range of property management services you offer, including residential, commercial, or specialized properties you manage, its location, size, and an outline of day-to-day operations.

This section should also discuss how your property management business will integrate into the local real estate market, including the number of direct competitors within the area, identifying who they are, along with your company’s unique selling points that differentiate it from these competitors. This could include specialized services, exceptional customer service, innovative technology use, or strong community ties.

Furthermore, you should include information about the management and co-founding team, detailing their roles and contributions to the company’s success. Experience in real estate, business management, or specific property management skills could be highlighted here.

Additionally, a summary of your financial projections, including revenue and profits over the next five years, should be presented here to provide a clear picture of your company’s financial plan. This may include growth strategies, potential market expansion, and plans for scaling operations to meet market demands.

Make sure to cover here _ Business Overview _ Market Overview _ Management Team _ Financial Plan

Dive deeper into Executive Summary

Business Overview

Detail the range of property management services offered, from tenant screening and leasing to maintenance, repairs, and financial reporting. Outline your pricing strategy , ensuring it reflects the quality and comprehensiveness of services provided and aligns with the market you’re targeting.

Highlight any value-added services, such as 24/7 emergency response, online tenant and owner portals, or energy efficiency programs, that differentiate your business from competitors, encouraging long-term contracts and client loyalty.

Market Overview

Industry size & growth.

In the Market Overview of your property management business plan, start by examining the size of the property management industry and its growth potential.

This analysis is crucial for understanding the market’s scope and identifying expansion opportunities, such as emerging real estate markets, shifts in residential and commercial property ownership, and the increasing demand for professional property management services due to the complexity of managing properties.

Key market trends

Proceed to discuss recent market trends , such as the growing importance of technology in property management, including the use of property management software for efficiency, the rise of smart home technology in residential properties, and the emphasis on sustainable and green building practices.

For example, highlight the demand for services that cater to energy-efficient buildings, the integration of smart home devices in property management, and the increasing expectation for online tenant services and communications.

Key competitors

Then, consider the competitive landscape, which includes a range of property management companies from large national firms to local boutique agencies, as well as self-managed properties by owners.

For example, emphasize what makes your business distinctive, whether it’s through superior customer service, innovative use of technology, specialized services for certain types of properties (like luxury residential, commercial, or vacation rentals), or a strong focus on community and tenant relations.

Make sure to cover here _ Industry size & growth _ Key market trends _ Key competitors

Dive deeper into Key competitors

First, conduct a SWOT analysis for the property management business, highlighting Strengths (such as experienced management team and comprehensive property management solutions), Weaknesses (including potential scalability issues or limited market presence), Opportunities (for example, expanding real estate markets and increasing demand for rental properties), and Threats (such as regulatory changes affecting property management or economic factors impacting real estate investments).

Marketing Plan

Next, develop a marketing strategy that outlines how to attract and retain property owners and investors through targeted advertising, competitive service offerings, an engaging online presence, and involvement in local real estate communities. Focus on demonstrating your company’s value proposition , such as reducing property owners’ operational burdens, maximizing rental income, and maintaining high tenant satisfaction levels.

Finally, create a detailed timeline that outlines critical milestones for the property management business’s establishment, marketing initiatives, client portfolio growth, and service expansion objectives. This timeline should ensure the business progresses with clear direction and purpose, setting achievable goals for short-term wins and long-term growth.

Make sure to cover here _ SWOT _ Marketing Plan _ Timeline

Dive deeper into SWOT

Dive deeper into Marketing Plan

The Management section focuses on the property management business’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the property management business towards its financial and operational goals.

For your property management business plan, list the core team members, their specific responsibilities, and how their expertise supports the business.

Financial Plan

The Financial Plan section is a comprehensive analysis of your financial projections for revenue, expenses, and profitability. It lays out your property management business’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your property management business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your key assumptions (e.g. number of customers and prices, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

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Property Management Business Plan Template

Written by Dave Lavinsky

Business Plan Outline

• 1. Executive Summary
• 2. Company Overview
• 3. Industry Analysis
• 4. Customer Analysis
• 5. Competitive Analysis
• 6. Marketing Plan
• 7. Operations Plan
• 8. Management Team
• 9. Financial Plan

Start Your Property Management Plan Here

Property Management Business Plan

You’ve come to the right place to create your property management company business plan.

We have helped over 10,000 entrepreneurs and business owners create business plans and many have used them to start or grow their property management companies.

Sample Property Management Business Plan

Below are links to an example of each section of your property management business plan template:

• Executive Summary – In the Executive Summary, you will provide a brief overview of your business plan including your target market, business model, business goals, and how you plan to make your business successful.
• Company Overview – The Company Overview section will provide a business overview, company history, legal business structure (Limited Liability Company, C Corporation, etc.), property management services, and any other specialized services offered.
• Industry Analysis – The Industry Analysis will include an overview of the property management market, key trends in the local real estate market, and issues expected in the residential and commercial property management industry.
• Customer Analysis – The Customer Analysis is where you will outline your target market. This includes information on demographics, psychographics, and behaviors of property owners who may be in need of property management services.
• Competitive Analysis – The Competitive Analysis includes an overview of your direct and indirect competitors, their market share, your competitive advantage, and how you plan to compete against them.
• Marketing Plan – The Marketing Plan will describe your marketing strategies, fee structure and pricing strategy, and promotional activities such as paid advertising, social media marketing, print advertising, and more.
• Operations Plan – This section describes your day-to-day operations including communication with property owners and potential clients, managing properties, rent collection, property inspections, tenant screening, and maintenance requests. This section should also include any property management software solutions or automated tools used in your own property management business.
• Management Team – The Management Team section will provide information on the members of your management team including property managers and their experience, education, and skills.
• Financial Plan – In the Financial Plan, you will provide the financial model and financial statements for your business. This includes your profit and loss statement, balance sheet, and cash flow statement.

Next Section: Executive Summary >

Property Management Business Plan FAQs

What is a property management business plan.

A property management business plan is a plan to start and/or grow your property management business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.

You can  easily complete your property management business plan using our Property Management Business Plan Template here .

What Are the Main Sources of Revenues and Expenses for a Property Management Company?

The main source of revenue for property management companies are management fees and maintenance markups. Revenue is also generated from commissions, lease-ups , and upcharges.

The key expenses are payroll and contractor fees, rent, supplies, and utilities.

How Do You Get Funding for Your Property Management Business?

Property management companies typically secure funding through small business loans, personal savings and credit card financing.

Where Can I Get Property Management Business Plan PDF?

You can download our free property management business plan template PDF . This is a property management business plan template you can use in PDF format.

How To Write a Winning Property Management Business Plan + Template

Creating a business plan is essential for any business, but it can be especially helpful for property management businesses that want to improve their strategy and/or raise funding.

A well-crafted business plan not only outlines the vision for your company, but also documents a step-by-step roadmap of how you are going to accomplish it. In order to create an effective business plan, you must first understand the components that are essential to its success.

This article provides an overview of the key elements that every property management business owner should include in their business plan.

Download the Ultimate Property Management Business Plan Template

What is a Property Management Business Plan?

A property management business plan is a formal written document that describes your company’s business strategy and its feasibility. It documents the reasons you will be successful, your areas of competitive advantage, and it includes information about your team members. Your business plan is a key document that will convince investors and lenders (if needed) that you are positioned to become a successful venture.

Why Write a Property Management Business Plan?

A property management business plan is required for banks and investors. The document is a clear and concise guide of your business idea and the steps you will take to make it profitable.

Entrepreneurs can also use this as a roadmap when starting their new company or venture, especially if they are inexperienced in starting a business.

Writing an Effective Property Management Business Plan

The following are the key components of a successful property management business plan:

Executive Summary

The executive summary of a property management business plan is a one to two page overview of your entire business plan. It should summarize the main points, which will be presented in full in the rest of your business plan.

• Start with a one-line description of your property management company
• Provide a short summary of the key points in each section of your business plan, which includes information about your company’s management team, industry analysis, competitive analysis, and financial forecast among others.

Company Description

This section should include a brief history of your company. Include a short description of how your company started, and provide a timeline of milestones your company has achieved.

If you are just starting your property management business, you may not have a long company history. Instead, you can include information about your professional experience in this industry and how and why you conceived your new venture. If you have worked for a similar company before or have been involved in an entrepreneurial venture before starting your property management firm, mention this.

You will also include information about your chosen property management business model and how, if applicable, it is different from other companies in your industry.

Industry Analysis

The industry or market analysis is an important component of a property management business plan. Conduct thorough market research to determine industry trends and document the size of your market. 

Questions to answer include:

• What part of the property management industry are you targeting?
• How big is the market?
• What trends are happening in the industry right now (and if applicable, how do these trends support the success of your company)?

You should also include sources for the information you provide, such as published research reports and expert opinions.

Customer Analysis

This section should include a list of your target audience(s) with demographic and psychographic profiles (e.g., age, gender, income level, profession, job titles, interests). You will need to provide a profile of each customer segment separately, including their needs and wants.

For example, a property management business’ customers may include:

• Commercial property owners/managers

You can include information about how your customers make the decision to buy from you as well as what keeps them buying from you.

Develop a strategy for targeting those customers who are most likely to buy from you, as well as those that might be influenced to buy your products or property management services with the right marketing.

Competitive Analysis

The competitive analysis helps you determine how your product or service will be different from competitors, and what your unique selling proposition (USP) might be that will set you apart in this industry.

For each competitor, list their strengths and weaknesses. Next, determine your areas of competitive differentiation and/or advantage; that is, in what ways are you different from and ideally better than your competitors.

Marketing Plan

This part of the business plan is where you determine and document your marketing plan. . Your plan should be clearly laid out, including the following 4 Ps.

• Product/Service : Detail your product/service offerings here. Document their features and benefits.
• Price : Document your pricing strategy here. In addition to stating the prices for your products/services, mention how your pricing compares to your competition.
• Place : Where will your customers find you? What channels of distribution (e.g., partnerships) will you use to reach them if applicable?
• Promotion : How will you reach your target customers? For example, you may use social media, write blog posts, create an email marketing campaign, use pay-per-click advertising, launch a direct mail campaign. Or you may promote your property management business via word-of-mouth marketing.

Operations Plan

This part of your property management business plan should include the following information:

• How will you deliver your product/service to customers? For example, will you do it in person or over the phone only?
• What infrastructure, equipment, and resources are needed to operate successfully? How can you meet those requirements within budget constraints?

The operations plan is where you also need to include your company’s business policies. You will want to establish policies related to everything from customer service to pricing, to the overall brand image you are trying to present.

Finally, and most importantly, in your Operations Plan, you will lay out the milestones your company hopes to achieve within the next five years. Create a chart that shows the key milestone(s) you hope to achieve each quarter for the next four quarters, and then each year for the following four years. Examples of milestones for a property management business include reaching $X in sales. Other examples include increasing the number of customers by X% each year, or expanding to a new market.

Management Team

List your team members here including their names and titles, as well as their expertise and experience relevant to your specific property management industry. Include brief biography sketches for each team member.

Particularly if you are seeking funding, the goal of this section is to convince investors and lenders that your team has the expertise and experience to execute on your plan. If you are missing key team members, document the roles and responsibilities you plan to hire for in the future.

Financial Plan

Here you will include a summary of your complete and detailed financial plan (your full financial projections go in the Appendix). 

This includes the following three financial statements:

Income Statement

Your income statement should include:

• Revenue : how much revenue you generate.
• Cost of Goods Sold : These are your direct costs associated with generating revenue. This includes labor costs, as well as the cost of any equipment and supplies used to deliver the product/service offering.
• Net Income (or loss) : Once expenses and revenue are totaled and deducted from each other, this is the net income or loss.

Sample Income Statement for a Startup Property Management Company

Balance Sheet

Include a balance sheet that shows your assets, liabilities, and equity. Your balance sheet should include:

• Assets : All of the things you own (including cash).
• Liabilities : This is what you owe against your company’s assets, such as accounts payable or loans.
• Equity : The worth of your business after all liabilities and assets are totaled and deducted from each other.

Sample Balance Sheet for a Startup Property Management Company

Cash Flow Statement

Include a cash flow statement showing how much cash comes in, how much cash goes out and a net cash flow for each year. The cash flow statement should include:

• Cash Flow From Operations
• Cash Flow From Investments
• Cash Flow From Financing

Below is a sample of a projected cash flow statement for a startup property management business.

Sample Cash Flow Statement for a Startup Property Management Company

You will also want to include an appendix section which will include:

• Your complete financial projections
• A complete list of your company’s business policies and procedures related to the rest of the business plan (marketing, operations, etc.)
• Any other documentation which supports what you included in the body of your business plan.

Writing a good business plan gives you the advantage of being fully prepared to launch and/or grow your property management company. It not only outlines your business vision but also provides a step-by-step process of how you are going to accomplish it.

Our guide will help you organize your thoughts and make sure you haven’t missed anything important. Once you have a good outline, flesh out each section with more detail.  

Finish Your Property Management Business Plan in 1 Day!

Wish there was a faster, easier way to finish your Property Management business plan?

With our Ultimate Property Management Business Plan Template you can finish your plan in just 8 hours or less!

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How to start a property management company the right way

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Published on February 7, 2023

TABLE OF CONTENTS

Becoming a property manager.

• Setting Up Your Property Management Company
• Organizing Your Finances
• Getting Your Business Off the Ground
• Marketing Your Property Management Company
• Bringing on Your First Property
• How to Create Your Resident Experience
• Managing Your Properties

The  property management industry is projected to surpass $26 billion by 2026. Growth like that makes the market appealing for property managers looking to start a property management company from scratch, take on more doors—or even real estate brokers looking to try it out.

Still, there’s a lot to think about before you dive headfirst into property management. That’s why we’ve put together a comprehensive list of what you’ll need to do before you open your business’s doors to owners and residents.

Read through the whole guide (or check out the video above) on how to start a property management business or jump to each section to get a picture of every bit of hard work that goes into starting your own property management business—and how to make each step easier.

Getting started as a property manager typically requires at least a high school diploma or equivalent. However, a college degree in an area such as business administration can be a valuable step in starting your own property management company. Many universities also offer specialized property management programs.

#1: Setting Up Your Property Management Company

Before you do anything else, you’ll need to be properly licensed, file your business name and create a business plan—which we recommend doing first so you can size up the opportunity in front of you.

How Do You Write a Property Management Business Plan?

A business plan serves as the framework for your entire property management business. The point is to plot out every aspect of your company from your startup capital all the way to breaking even.

Per the  Small Business Administration  (SBA), a formal business plan has these things:

• Executive Summary
• Company Description
• Market Analysis
• Organization and Management
• Service or Product Outline
• Marketing and Sales
• Funding Request
• Financial Projections

The SBA also furnishes business plan examples for those writing one for the first time.

Pro Tip: A business plan for property management, specifically, will outline the types of clients you intent to target (multifamily, single-family, associations, etc.). It will also outline the services you will provide. For example, do you intend to operate as a boutique property management business offering concierge services, or will you target smaller owners looking for basic help with rent collection and leasing?

What Property Management Certifications and Licenses Do You Need?

There are only a handful of states that don’t require some kind of licensing for property managers . Before you set up your business, make sure you have the up-to-date licensing to practice in your state, especially since housing regulations tend to change fast these days.

• Real Estate Broker’s License: A licensed real estate broker has taken courses and passed an exam that covers property management as well as topics such as insurance, taxes, and contracts.
• Property Manager’s License:  A property manager’s license also requires coursework and an exam.

Some certifications, while not required, will help augment your business. A certified property manager, for example, holds a real estate broker’s license and has completed coursework on property management topics.

Finally, there are associations, both national and international, that can help you network, give your business credibility and nurture your staff with continuing education and certification in property management. Those include:

• Institute of Real Estate Management (IREM)
• National Apartment Association (NAA)
• National Association of Residential Property Managers (NARPM)
• National Association of Realtors (NAR)

Get a breakdown of licenses, certifications, and associations through our blog post:  Property management certifications that give you an edge .

How Do You File Your Property Management Business?

Next, you’ll need to file your business for tax purposes and choose a legal entity. This is critical so that your personal assets are protected and separate from your business.

Most property management firms are set up as an LLC, or limited liability corporation, but S-Corps and C-Corps are also strong contenders with more legal protections.

You will have to think about whether you want to file as a pass-through business like an LLC—where money passes through the business directly to you—or whether you want to file as a C-corporation and be paid as an employee.

C-corporations risk having a double taxation problem, but you shouldn’t have to worry about that if you have a good accountant who knows the laws. S-corporations pass through the taxes to the shareholders, so there is no chance for double taxation. The profits are taxed as personal income instead of business income.

Learn more about filing the tax status of your business  here .

#2: Organizing Your Finances

Do you have a revenue goal in mind for your first fiscal year? If not, start thinking about one—it should be in your business plan. How much income do you expect? What are your expenses going to be? How much should you put aside for the unexpected?

Keep all of this in mind as you start planning out the financial future of your company.

How to Set Up Your Property Management Accounting

Keeping track of your owners’ properties can be basic as updating a spreadsheet (although we don’t recommend that). There are comprehensive property management accounting platforms , however, that can not only help you keep track of rent and fees, but can monitor expenses and pay regular bills.

They can also help you track money coming in and money going out. Income can include rent and other revenue streams received from renters, for example. While money going out can involve repairs and other payments to vendors for maintenance.

Pro tip:   Setting up your bank account structure  will create the foundation for disciplined accounting. First, you’ll always want to keep your security deposits in a  legally compliant trust account , with a separate account for your owners’ properties and yet another operating account for your business.

If you need an accounting refresher (like pretty much everyone), check out our Accounting for Non-Accountants 1)  webinar  and 2)  guide .

What Expenses Should You Expect?

Record every monthly, quarterly, and yearly expense you have. Don’t leave anything out. Keeping track of every penny that goes out the door will help you set realistic revenue goals and help you stay out of financial trouble.

Your expenses will most likely include:

• Payroll and Vendor Fees:  This is the salary for your employees (and yourself), as well as the money your contractors charge you for services.
• Overhead:  That includes supplies as well as rent and utilities for brick-and-mortar locations.
• Other Service Fees:  This includes any software you use to manage your business or to help you find prospective property owners and residents.
• Membership Fees:  If you belong to any property management associations, include the cost of membership in your calculations.

Forecasting Revenue and Setting Goals

You can expect most of your revenue to come from management fees, which is usually a percentage of the rent charged. Some businesses, however, charge a  flat fee for basic services . Owners can then opt for more services for a higher fee.

Other income will come from late fees, key or lock replacement fees, finders fees for bringing in residents, maintenance bill mark-ups, and other smaller fees and charges. Check out a full list in this post: Income and Expenses: What Property Managers Need to Know .

#3: Getting Your Property Management Business Off the Ground

Once you’ve laid the groundwork, it’s time to start getting the pieces together that will fuel your efforts—the people and the tech they’ll use.

How Should You Structure Your Property Management Team?

There are two basic models you can set up for your property management business. The first is to start off as a general property manager who handles all management responsibilities. That would include leasing, inspections, resident communications, owner communications, fees and rent collection, and maintenance.

The other option is to hire staff members to perform more precise roles. You may have one staff member handling leases and other managing maintenance, with repair specialists or contractors working with them.

In that case, you would have a more defined organizational chart, with tiers of staff members reporting up to you.

Defining Your Team

If you’re just starting out, your staff is going to be minimal. It may even just be you for the time being, and that’s fine. As you grow, you’ll organically bring on people to help you.

Your staff may be made up of full-time or part-time employees, or contract workers. The first step is to decide what kind of work you need done and then determine if it’s worth putting someone on the payroll or outsourcing.

Full- or part-time employees you may consider are:

• Additional property managers
• Admins or receptionists (if you have a brick-and-mortar location)
• Maintenance staff
• Sales representatives
• Payroll and accounts payable
• Leasing agents
• Showing coordinators
• Move-out coordinators
• Field managers
• Maintenance managers
• Office managers (for a brick-and-mortar location)
• Service coordinators
• Marketing specialists

And just because they aren’t on the payroll, doesn’t mean that a team member or company isn’t a dire need. Below are some contractors that property managers rely upon:

• Accountant (a good accountant will always be your most trusted advisor)
• Real estate lawyers (also a partner to make sure you are in compliance with the law and protected from potential liability)
• Contractors such as painters, plumbers, roofers, groundskeepers, pool cleaners, locksmiths, chimney sweeps or HVAC specialists
• Customer/resident service reps
• Information technology (IT) staff

When hiring any vendor, make sure to get a copy of their license, insurance certificate, and bond certificate (if they have one) to protect your company if something goes wrong. Also, try to fight for a reduced rate for your property owners—they will appreciate that you worked hard to save them money.

Pro tip: There are software solutions that can be the hub for all your operations. Buildium , for example, provides a platform that helps you handle accounting, 1099 filing, communication and maintenance tasks, reducing the need for extra staff.

Property Management Staffing: Finding and Hiring the Right People

Once you’ve determined which full- and part-time positions you need, it’s time to find the staff that can make it happen. There are two steps to this process. First, you need to get strong candidates in the door for an interview. To do that, write clear job descriptions and use ads that really speak to the culture (and benefits) of your company. Post your ad in the right places for your audience.

Associations such as the NARPM have their own job boards for property managers and most mainstream job sites such as Indeed and ZipRecruiter also list related jobs.

Once you’ve hired the right people, you’ll want to keep them. You also want them to become evangelists for your company and culture. Remember, happy employees are one of the most powerful tools for attracting new talent, as well as representing your brand to residents and property owners. They’re the first to spread your reputation, after all.

To keep your employees happy and boost your business, create a  strong company culture  from the get go. Provide competitive benefits, stay connected with their needs, and push them to learn and pursue their professional development.

Building Relationships with Property Owners

It’s a no-brainer that valuing employee relationships can build a solid business, but so can relationships with property owners in your community.

Doing so starts with  setting expectations  before a property owner even becomes a client. Talk to prospective clients before you sign a contract to understand what it is they’re looking for in a property management firm and explain exactly what you can provide for them.

Keep the lines of communication open at all times, send monthly owner draw reports, and give them the opportunity to ask questions and share feedback. At the same time, you should feel confident providing your own proactive feedback to owners and identify opportunities for additional revenue streams.

You want to deliver  the best customer service  you can for your owners and the best living experience for your residents.

What Property Management Technology and Software Do You Need?

For every business, there is a software solution.

Quickbooks can manage all things financial for your business operating account, from invoices to P&Ls. You can also use it to manage taxes and audits.

Google provides web-based tools that rival Microsoft’s Office Suite. Create documents, spreadsheets, and even slide presentations. And you can store and share your documents on Google Drive.

MailChimp can help you organize your email, while SurveyMonkey can help you gather feedback from residents.

There’s no question you’ll need software tools to help you do business. Picking the right ones is a matter of listing out your business functions and researching which software tools can save you time, resources, and money.

For property managers, in particular, there are property management SaaS (software as a service) platforms that cater to the specific needs of your business without having to cobble together too many software solutions.

Buildium , for instance, gives you the power to  accept rent payments online , as well as centralize your property accounting. You can handle your maintenance requests, property inspections, and even renters insurance through it, as well.

For those who will often be out and about, using  mobile-enabled technology for property management  can keep your business agile and operating from anywhere.

#4: Marketing Your Property Management Company

A big part of getting your business to take off is your branding and marketing.

Your branding defines who you are and what you do as a company. It should be a direct representation of your culture and values. Are you a boutique property management company that provides specialized services? Do you focus on HOAs or luxury Class A properties? All of these factors contribute to your brand.

Once you define your brand, it’s time to start marketing. Whether you do it yourself or hire a firm, you should push your business actively through your website, social media, paid advertising, and local networking.

How to Grow Your Portfolio from Zero

At this point, you may have only one property in your portfolio, or none at all. You’ve got to bring in a lot of leads to start building your portfolio, something called “feeding the top of the marketing funnel.”

This is when you cast a wide net, pull in potential property owners and investors and then start talking to them about your services to gain their interest and bring them closer to signing with you.

But those leads don’t come from thin air. You need to start with a multi-faceted marketing strategy to attract potential clients. You can do that with the following tools:

• Your Website:  Your website is your digital storefront. Optimize it for both property owners and residents to make a great first impression with your branding.
• Content Marketing:  Create a blog that addresses owners’ and residents’ concerns, Doing so sets you up as an expert in your field, a trustworthy partner in providing the best services for owners and residents alike.
• Social Media:  Get on the right social media channels for your audience and start posting. Engage with your followers by asking them to comment, and always respond to requests, complaints, or compliments. You can also share content and comment on other’s posts, as well. Social keeps you top of mind without the resources it takes to create new content.
• Review Sites:  If your owners or residents are happy with your services, ask them to write a review on Google, LinkedIn, the Better Business Bureau, or Yelp to boost your reputation and attract more prospects.
• Local Business Events:  Make connections and share your expertise to attract new business in your community and stoke word of mouth, especially with local investor groups.
• Paid Search: Target certain search terms that potential clients are using and bid on them to have your name appear first in search.
• Matchmaking and Marketplace Services:  Use one of these services, such as All Property Management , to do the marketing work for you.
• Professional Referrals: Encouraging referrals from other real estate professional contacts like brokers or investors is a start to building long term, lucrative relationships. Pro tip: It’s possible that you pay a cash referral to brokers and give them first right of refusal for any property sales that pop up with your owners.

Want to read more about filling up your marketing funnel? In this post, learn how to  up your lead generation game .

#5: Bringing On Your First Property

You have your first client. Congratulations! Now it’s time to talk about fees and get that contract signed. Here are some tips to help you determine your fee structure and how you should handle contracts.

How Do You Set a Pricing Structure?

It’s mandatory to do your research when it comes to setting fees. Check out what other property managers are charging for similar services on comparable properties. Look at your own revenue goals to see if you can offer more competitive pricing and consider the types of properties you are taking on.

Staying competitive may depend on the pricing structure and what’s bundled in your  ongoing management fee,  which includes your baseline service.

While most of the time this fee will bundle handling residents, accepting rents, staying on top of maintenance, and conducting inspections, you want to make sure you don’t assume a one-size-fits-all approach that makes it near impossible to turn a profit.

If you are already going in with a sizable portfolio, you’ll need to know how much you’ll pay each property manager. If you bring them on as independent contractors, will you compensate them by the number of units, gross rents, or percentage of rent collected? These are all tricky questions, again, that can be answered by knowing your market and its workforce.

That said are three common ways property managers usually set their ongoing management fee:

• Percentage-Based Fees: Some suggest that property management fees fall between 8 and 12 percent  of the rent, while others recommend different rates. The reality is that this will depend on your local market, and your own services formula, so make sure that you do your research.
• Flat Fees: Some property managers charge a flat fee for basic services and offer other services as a package, or à la carte basis. It allows property owners to customize their services and choose only what they need.
• Per-Project Fees: If your property owner needs services on an ad hoc basis, this is the best and most affordable option for them. They won’t be paying for services they don’t use regularly, which they will appreciate.

À la carte fees to consider are setup fees, leasing fees, late payment fees, vacant unit fees and eviction fees:

• Setup Fees: This is a one-time fee for getting set up in your system. It’s even easier to justify when you have a property management platform in place. Pro tip: Many of our clients work property management technology into their sales pitch to demonstrate the value added through features like owner reporting and resident-facing portals.
• Leasing Fees: When a property is vacant this one-time charge helps you cover your services from finding a new resident to getting them moved in (e.g. rental listing syndication, showings, screening, leasing, and move-in).
• Lease Renewal Fees: This fee covers lease renewals, which can be a smart idea if there is a rigorous renewal process in place.
• Eviction Fees: While you’ll clearly want to avoid evictions through proper tenant screening, sometimes they happen. This fee will help cover the time you spend following the legal process as a representative for the property owner.

Again, knowing your market and having a firm idea of how you spend your resources will give you some more direction on how to best set your pricing, which will adapt over time. Learn more about setting pricing structure and fees  here .

Creating Solid Property Management Contracts

Remember that old saying, strong fences make good neighbors? Well, solid property management contracts make stable business relationships. A contract should spell out the roles and responsibilities of the property manager.

A  well-thought-out contract will include:

• Management fees
• Off-duty coverage
• Work hours and vacation time
• Workman’s comp, liability insurance, and indemnification from loss and damages
• Whether you or your property managers will live on-site
• Maintenance and repair budgets
• Emergency funds
• A detailed description of the services promised
• A timetable for invoicing and any penalties for non-payment

We recommend to always have a lawyer look over your contracts to make sure everything is locked down, and to put it together a template for all of your contract negotiations.

#6: How To Create Your Resident Experience

You and your team will interact with residents every day. Creating a memorable resident experience, where renters are engaged and happy, keeps your properties running smoothly, helps you attract other residents through word of mouth and builds your reputation with property owners.

To do that, target the right residents for your properties, foster a sense of community, and keep the lines of communication open.

Providing the Right Experience and Amenities for Your Residents

The kind of resident experience and service you provide will depend on the preferences of the residents your properties attract. Residents are looking for more than four walls and a roof. They want a convenient arrangement that lines up with their lifestyle—and feels like home. Apartments in the city may attract young professionals, but they may also attract retirees looking to downsize. Houses and condos may attract families.

Take your resident population into consideration for every aspect of your property management business, from emergency planning to facilities to run-of-the-mill communications.

For example, an older population may be more comfortable receiving communications via email or letters in their mailboxes. Their social media platform of choice is most likely Facebook. Meanwhile, a young family may prefer text notifications.

Pro tip: Use an online  resident center  (or a portal) so your residents can access the information they need, pay their rent, and communicate with you through the convenience of a mobile app.

If you are managing multifamily properties with communal spaces, have you considered the kinds of amenities you’d like to offer your residents? Perks such as an event calendar work spaces, outdoor fitness areas and mailboxes for Amazon packages help properties stand out.  Often, you often won’t be able to control what the amenities are, but you can create an amazing resident culture and control how you market them.

How to Handle Complaints, Requests, and Disputes

For every  complaint, request, and dispute , hear out your residents and let them know that you take their issues seriously. If it’s something you can resolve or fix, do so as quickly as possible and give your residents a timeline.

If it’s something you can’t fix, explain why.

How to Create Emergency Plans

Property managers need emergency plans for everything from fires and burst pipes to earthquakes and hurricanes. Your plans should be clear, detailed, and tailored to the kinds of emergencies and natural disasters common in your area.

Learn more about creating emergency plans  here .

#7: Managing Your Properties

Once you decide—or the market decides for you—which kind of properties to target (single-family, multifamily, condos, etc.), it’s time to start thinking about the requirements you’ll need to meet to manage them.

Handling Maintenance and Repair

Choosing to offer maintenance and repair services could be a big sell for potential clients who don’t want to deal with the time and cost of maintaining their properties or fixing unexpected issues. And it’s a win for your business, too, since you can mark up the cost of repairs while taking one more worry off your property owners’ plates.

Here are some things to keep in mind if you choose to offer those services:

• Include a clause in your contract that spells out exactly which services you will provide and how they will be paid for.
• Make sure your  liability insurance  covers all work you do as well as all employees and contractors who do the work for you.
• Put a reliable work order system in place. You can even use a platform such as Buildium  to encourage residents to submit work orders online. Then use it to track the work from start to finish.

Assembling Your Leasing Services

A big value add that many property management companies offer is filling vacancies. Clearly, you’ll want to minimize unoccupied units that will cost you and your owners money in lost rent.

Likewise, you’ll want to make sure you have a lean and mean process to get high-quality residents into their homes quickly, efficiently, and with a strong first impression from lead to lease. Technology can deliver in spades here. Below are all the ways technology can be the rocket fuel for your leasing process.

• Marketing Listings: To market a listing, you’ll need to advertise it and attract quality renters. Many property management platforms have rental listing syndication that you can use to blast out a single listing to multiple sites such Zillow and Trulia with one click.
• Showings:  Once you attract interested renters, you’ll schedule showings, which can be a full-time job in itself. That’s why  showings and scheduling software  can be a massive time saver.
• Tenant Screening: Next, you’ll want to screen applicants using a partner such as Transunion , who specializes in background checks.
• Leasing:  Finally, you want to make the leasing process fast, convenient, one-hundred percent organized. Property management software also has an easy solution for you to avoid all the paperwork and  collect signatures electronically and stored online .
• Property Inspections: As residents move in and out, and also during the term of a lease, you’ll want to conduct inspections. Why not conduct your inspections through a mobile app ? Doing so will ensure damage beyond normal wear and tear is recorded, repaired, and paid for by the right party, while staying compliant with city and state building codes.

How to Remain Compliant

And speaking of building codes, compliance is a very big part of your job that can’t be overlooked. It will be up to you to stay on top of rules and regulations on things like elevators, sanitation, and building permits. You will also have to pass regular inspection with the fire department, which will look for property placement of smoke detectors, extinguishers, and signage for fire exits.

Learn more about legal considerations and compliance  here .

What's Your Next Move?

To win in property management, you’ll need great customer service and project management skills. You’ll need to keep on top of industry trends as well as local rules and regulations.

You will have to know how to market your business and your properties, pull potential clients and residents down the marketing funnel and get contracts and leases signed. It seems overwhelming right?

You don’t have to go it alone. If you’re serious about learning how to start a property management company, take it piece by piece and always surround yourself with people you truly trust. The only way to go is to build the right foundation for your business that will help you scale up with confidence.

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Laurie Mega

Laurie Mega has planned, written, and edited content on a variety of subjects. Her work has been published by HomeandGarden.com, The Economist, Philips Lifeline, and FamilyEducation, among others. She lives in the Greater Boston Area with her husband and two boys.

Be a more productive property manager

A Conversation with Two Experts in Property Management Business Plans

by Marie Liamzon-Tepman | Aug 20, 2020 | Hints and Tips , Interview , Property Management Business Tips , Property Management Growth , Property Management Industry , Property Management Marketing , Running a Property Management Company , Starting a Property Management Company , The Property Management Show Podcast

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What Property Management Business Plan is Best?

Property management business plans and systems are more important than ever, whether you’re trying to grow your company or simply manage the new normal of this pandemic. But which one is best for your business?

On today’s Property Management Show podcast, we’re talking to Deb Newell and Andy Moore about their expertise in both property management and coaching/consulting. We’re discussing property management business plans and systems and how to choose a path to better operations within your own company.

Introducing Deb and Andy

Deb Newell owns a property management company and has also grown her own consulting business. Real-Time Consulting Services is based in St. Paul, Minnesota. She helps her property management clients focus on three core principles established for businesses: People, Process, and Technology. The mission of Deb’s company is to help businesses see the deficits they have and to find ways to fix some of the gaps and miscommunications. Basically, she dives in as a company’s temporary COO to look at the operations and make them more efficient. She works with companies that are just starting out and have been in business for many years.

Andy Moore owns Gulf Coast Property Management in Sarasota, Florida. As a property management business owner, he realized where the operational challenges were coming from in his own company and in the industry, so he became involved in business consulting. Now he works part time with property management companies to reorganize and focus.

Often, Andy has seen professionals in the property management world start off as technicians. Maybe they were property managers or real estate agents or maybe they worked in maintenance, and then they came into the management or ownership of a company without any real idea for how to run the business. In these scenarios, business plans and systems can give people a better idea of how to properly run a business and guide them through key concepts like hiring, firing, and managing. It helps entrepreneurs set expectations and deliver a quality service.

Note: Andy Moore is no longer an EOS Implementer® as of July 6, 2020. For information about the Entrepreneurial Operating System (EOS) or to find an official EOS Implementer®, please visit www.eosworldwide.com .

Six Sigma and Other Management Frameworks

Deb’s approach in consulting is taking elements from various management frameworks like Six Sigma to help her clients. Her focus is on the lean management side and the idea of eliminating the defects within a business.

Her process is to go through the core principles and evaluate the business in such a way that the company can focus on the customer. By understanding how everything really works, looking at processes and how they flow, concentrating on the value of the business, and removing any blocks or defects, the company is brought to a better result.

An important part of the work is also getting buy-in from the team throughout the process. Every effort has to be systematic where a roadmap is presented. You might think one employee is an issue to your company’s success, but you have to dig deeper. Maybe that employee is struggling because of a lack of training or the absence of clear expectations. There’s always a root cause, and to execute any plan in the right manner, those root causes have to be identified and solved efficiently.

Different Management Systems Fit Different Companies

You cannot completely copy one successful model that you see elsewhere. It might not work for you.

Andy says he runs into the same challenge. He has to make an effort not to impose his management style and the way he is structured on the others that he coaches. Every business is nuanced, and the dynamics from company to company always change.

He has learned to put up guardrails to guide other property management entrepreneurs rather than simply telling a them how he himself would solve a problem in his own business.

There is always a temptation to copy what successful property management companies do. But, if you’re in a different market and you don’t understand why the company you want to copy is doing what they’re doing, you may be missing some key insights.

There’s always a new shiny concept or idea that promises to change everything. There are visionaries in the field, but not everyone is going to be able to implement those visions. Find the change agent in your company to drive what you want. If there’s not a person ready to do that, think about how to develop someone who can lead the path towards the larger goals.

How to Choose a Management Framework for Your Property Management Company

There are two things to keep in mind when choosing a management framework for your company:

• Are you big enough in terms of staff, revenue, or doors managed?
• Does your company operate using a portfolio structure rather than a departmental structure?

In Andy’s personal experience, there are systems that tend to not work for a portfolio-based company where one property manager is performing all of the tasks associated with a property. In a portfolio-based company, the doors tend to slam shut when it comes to accountability and communication, which can render some systems ineffective. Meanwhile, being too small of a company could mean you don’t have enough resources and staff to create necessary boundaries critical to the system you are trying to implement.

Simply deciding to adopt a new process, a new plan, or a new system is not going to magically fix your company either. Some property management businesses have larger problems that need to be solved first before turning to any system. Hiring a consultant or implementing a management system will not erase some of the root problems or the lack of foundation that may be holding you back. It’s not a light switch. Management systems require work – hard work – and they also require a commitment. You’ll be working within their framework for years and once you reach your initial goals, it will be time to set new goals, and that will require additional change management.

Problems take time to solve. As a property manager, you likely have new clients calling when they need a tenant evicted. They’re in emergency mode and they just want to hand off their problem and let it be your problem. But, with change management, you have to be invested yourself, and you have to be committed to the process.

For more about standardized systems in property management , check out our two-part series with Dave Gorham.

Portfolio vs Departmental Property Management Systems

The difference in department-based management companies and portfolio-based companies is often regional. And, companies shift. They go back and forth between the two models depending on where they are and where they’re going.

The best system and structure depends on your company.

It depends on how you manage owners and how accountability is measured and respected in your team. If you’re going to move from a portfolio based system to a departmental system, it’s going to involve more than shuffling around boxes on your organizational chart.

While a departmental system may make sense, most owners you work with will prefer to talk to one person. They don’t want to call five different people to get a report on their property.

At Andy’s property management company, things have evolved from portfolio to departmental to a hybrid where he has realized the value of an account manager who serves as that one contact person that owners can go to. They’re in charge of the portfolio, but they’re supported by different departments within the company.

You can only get to a structure like that with experience and systems.

If you own a property management company, you’re probably managing more than properties. You’re managing people. It’s easy to forget that you have to manage people as well as real estate. There’s an owner and a tenant and employees. When you establish a property management company, your job is to manage many people. Not everyone is equipped to do that.

You can get yourself familiar with structuring your organization with our 3-part series on workflows .

Blind Spots When Managing Your Company

The lack of any operational systems will always be a blind spot. There’s training and strategic planning – all blind spots.

Those blind spots impact reputation. It’s hard enough to maintain a positive reputation in property management. This is a difficult profession to be in – property managers are required to be experts in several different things in order to successfully and effectively manage a rental property. There’s little recognition.

A number of tools are now available in the industry that can help companies avoid and manage those blind spots.

But, those tools aren’t free. Property managers aren’t charging enough for the work that they do. This is true. It’s also true that owners think property managers charge too much money.

Deb uses a babysitting analogy. The two most important and valuable assets people have are real estate and their children. Why are the services associated with real estate and children so devalued? No one wants to pay property managers more than $100 a month and no one wants to pay babysitters more than $10 an hour. It doesn’t make sense.

With companies and individuals entering the property management marketplace and offering to do the work for almost nothing, it further devalues the work that real professionals are doing. But, it doesn’t take long for those low-cost management structures to crumble.

Pandemic Property Management: How to Survive

The world has changed, and property management companies have been required to change, too. No one saw this pandemic coming. But, it’s easy to see which companies were prepared to pivot in a way that they had to and which companies are still scrambling to make it work.

Andy says his company hasn’t missed a beat because remote workers, Key Performance Indicators (KPIs), and clear expectations have always been in place. Policies and procedures are not sexy. They’re not fun. But they’re important, especially when it comes to managing staff and properties through this pandemic.

You may have staff members who are working from home, and you’ll have to be flexible. They may be homeschooling their children. They may be balancing work and home, and parenting with spouses or partners who are also working remotely.

Companies will survive if plans are in place. Companies that were struggling with organization and systems before the pandemic are going to find themselves in trouble.

Good things can come out of this, and if you’re interested in talking to Andy or Deb about their coaching and consulting businesses or you want to learn more about how our structured marketing plans can help your business, contact us at Fourandhalf.

The Property Management Show  is brought to you by Fourandhalf. We help property managers strategize and implement marketing plans that bring in owner leads. Click the image below to get a free marketing assessment and find out how to start getting better clients into your portfolio.

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• How To Create A Business Plan For Property Management (Guide)
• Property Maintenance & Management

by Stephen Michael White

January 14, 2020

Welcome to the world of property management. Perhaps you’ve already been acting as a landlord to one property for a few months or years now, and you’re ready to expand. Maybe you haven’t actually bought any property yet, but you’ve been itching to be able to call yourself a landlord.

Regardless of how you ended up here, ready to flesh out your property management business plan, welcome to this exciting world!

While many people become landlords almost accidentally as they move houses and hold onto their former properties, there needs to be intention in your business as you grow and move forward if you want to succeed. Without a plan, you’ll be spreading your efforts ineffectively. That will hurt your bottom line.

To succeed in any entrepreneurial effort, you need to have a plan. Business plans can take many different shapes and forms, but the plan needs to be effective for you. Goals, progress points, and overall ambition can be harnessed and directed through a simple document.

Now, it’s time to learn how to create a business plan for property management your way. It’s time to pave your path to success!

A Table Of Contents For Creating Your Business Plan

What is a property management business plan, why you need a business plan, what to do before your write your plan, what to cover in your plan, evaluating and marketing properties.

There is no one-size-fits-all business plan model. In fact, property managers are all likely to have a wide variety of ideas about what their long-term goals are and how they will get there. Additionally, individuals have different short-term goals that act as waymarkers on their path to long-term success.

The business plan is a living document that outlines the idea of how to get from point A to point B. As things change, the document can change, too. If a great property suddenly becomes available when your short-term goals didn’t include a new property, it might be time to adjust the plan!

Part of the beauty and wonder of a business plan is that it should work and grow with you. Sticking to your plans is important, but it is also important to recognize that goals and best steps for success will change along the way. As long as you keep evolving, make sure that you keep your business plan up-to-date with you!

Note: Owner And/Or Manager

On the flip side, you might want to start a property management business that takes on investor clients. These clients own properties, and you manage them. Just as most people tend to do a little bit of both, this guide will cover a little bit of both, too!

There are a few key reasons that you need a business plan. First, you should want to have one to help guide you. Working on your own or with a small team can be overwhelming at times, and you may lose track of where to focus your energy.

When you have a business plan, you can turn to it to find guidance and get back on course.

Another reason that many new property managers want to figure out how to write a property management business plan is because they want to get a loan. Most financial institutions will not give loans to investors unless they have proof of business plans, so having a solid plan in hand can help you get the funds you need to kickstart your business.

Of course, there are many reasons that having a business plan as a property manager might be a good idea. There are even a few reasons that you might not need one right now! Let’s briefly review some of the primary pros and cons of creating your own business plan.

Organize Your Ideas

One of the biggest benefits of creating your own personal business plan is that you can organize your ideas and see how they all fit together. It can help you figure out how to get into this business at all !

Thinking through what you want to do with your business might lead you on twenty tangents; getting them all on paper can help you link up related and relevant ideas.

Regular Guidance

As mentioned, it’s easy to get lost in the world of property management. When you’re dealing with the day-to-day tasks of being a landlord and you also want to expand your investments, you might feel like you don’t have enough brainpower to do it all.

Having the guidance of a solid business plan to recenter and keep you on track is a golden ticket to success.

Pitch To Clients

Another huge benefit of having this document ready to go is that you will be able to bring in clients ASAP! Running a rental property management company will rely on you having a regular stream of investor clients that need their properties handled, so you want to be able to show them your plans and how you will help them succeed.

Adjust As You Go

Another cool thing about business plans is that they should always be written as a living document. A living document is a document that is meant to be changed and adjusted over time. As your business goals and needs change, your document can, too.

Secure Support

Do you want to get backing from a financial institution for your first big investment? Are you hoping to grow a small team to help your business grow? Using a business plan to secure these types of support is a great technique. When you show that you are planning for what’s next, you’ll be sure to find others to support your cause.

Plan Your Next Steps

Finally, writing a business plan can make you think ahead. Many people focus solely on what they want to do in the immediate future. It’s good to live in the moment, but you also need to think about your long-term investment payoff to ensure that the small steps you take today help you make a giant leap in the future.

Time Consuming

The biggest con about a business plan is that it can be very time-consuming to put together, but the time that you save by having this document available makes that investment well worth it for most. If you follow the rest of the guide that we’re sharing today, this process can even go a little bit faster than usual!

Some landlords find the prospect of writing out the one-month, three-month, or three-year future of the business to be very daunting. You should put a lot of passion into the plan’s creation, but you should also remember that the document will never be complete or uneditable. Let go of some of the stress by reminding yourself that adjustments can be made as needed.

Potentially Unnecessary

If you are just dabbling with the idea of becoming a landlord, it might not be necessary for you to dive deep in property management business plans just yet. Not every landlord needs to have a full-fledged rental property or property management business.

Managing just one property can be enough for many people, and those people won’t be needing a business plan to organize themselves.

If, however, it’s time to consider yourself a full business , it’s time to create your plan.

Before you write your plan, there are a few things that you should think about. We recommend getting a blank notebook and using this notebook to jot down any and all ideas that you have about the rental business. Do this for at least one week, and then re-read through the ideas for another week. Add more as you go.

If you aren’t feeling inspired enough to start from scratch, these questions might help you think more about what type of business you want to create and why:

• What are your long-term goals?
• What are your short-term goals?
• How many properties do you want to own?
• How many properties do you own now?
• Do you want to own properties, or do you want to work for clients strictly as a property manager?
• Do you want to hire additional team members?
• Do you have any loans or plans to add any loans?
• Why do you want to be in this business?
• Do you have experience with tenants?
• Are there any skills that you need to learn before becoming a property manager and business owner?

These questions are in no way comprehensive of all the things that you could think about. The idea is that you want to create a brain dump of everything that has been circulating when you think about the business. With all of these scribbles, you can start creating your property management company business plan.

You now have a large list of ideas, thoughts, and dreams about your business. It’s time to formalize those ideas and get them into an organized and achievable plan.

In this part of the guide, we’re going to concentrate on the different sections that you should put into your property management business plan. It’s impossible for us to cover every single thing that you might want to include, but remember that you can be flexible about your plan. Adjust as you need to, but remember that all of these sections are included for a reason.

Our Services & Business Model

This section covers who your business is, what they do, and how they are generally structured. Is it strictly a management company, or is it also an investment company? This small profile should bring clarity to that question.

Our Mission & Goals

Next, outline your short and long-term goals for the business. If possible, it’s also great to create a general mission statement that you can use to pitch your business to clients.

Team Structure

What kind of positions will you have in the business, and what are the position’s responsibilities? Outline the structure of the team, and be sure to update this part of the document as your team expands.

Services Offered

What does the business offer clients? What comes in standard packages, and what must be paid for additionally to complete?

Fee Structure

Cover the general fee structure, and update the fees as soon as they change so that all information included in the document about your fees is accurate.

Finding Clients/Properties

This section should detail how you plan to pitch to clients, what your ideal market is, and what types of properties you expect to run or invest in.

How will your business determine the rental value of a client’s property and market it so that it stands out in a rental-heavy industry?

Screening Tenants

Detail your screening best practices, and be sure to include information about your compliance for federal, state, and local laws when screening. Including expected turnover rate can make for an interesting metric here.

Rent Collection

This section should explain the various types of rent collection that will be available, and it should also include information about how rent will be collected or transferred to the primary owners.

Inspections and Maintenance

A complete guide of inspections needed, maintenance schedules, and what needs to be done in the case of an emergency should also be included in the business plan.

Continuing Education

If there are skills that you need to learn or licenses that you need to get to operate the business legally, you will want to outline how you are going to accomplish these goals in the business plan.

Finally, it is important to give your expected cash flow and budget for each year as well as for sample properties and clients. By creating some basic projections based on old data where available, it will be a little bit easier to plan for the future.

You Can Find Success In A Plan!

Setting up a property management business plan just makes sense if you’re ready to expand your business by buying more property or bringing on more clients that need help with their properties. The only way to smoothly transition into a new phase of your career is to set up a clear plan!

Using a business plan might seem like an old school idea, but it is actually an incredibly invaluable idea that still has a lot of worth and merit in the industry today. What are you waiting for? It’s time for your future to be planned!

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Here is a free business plan sample for a property management company.

Embarking on a journey to establish a property management company can be both exciting and daunting.

In the following paragraphs, we will present to you a comprehensive business plan template tailored for a property management company.

As an aspiring entrepreneur in the real estate sector, you're likely aware that a meticulously formulated business plan is crucial for laying a solid foundation for your venture. It serves as a roadmap, guiding you through setting objectives, developing strategies, and managing operations effectively.

To streamline your planning process and ensure you cover all critical aspects, feel free to utilize our property management business plan template. Additionally, our team of experts is available to review and refine your plan at no extra cost.

How to draft a great business plan for your property management company?

A good business plan for a property management company must be tailored to the unique aspects of the real estate and rental market.

To start, it's crucial to provide a comprehensive overview of the property management industry. This includes current statistics and identifying emerging trends, as illustrated in our property management business plan template .

Your business plan should articulate your vision clearly. Define your target market (such as residential landlords, commercial property owners, or real estate investment trusts) and your company's unique value proposition (like exceptional tenant relations, technology-driven management solutions, or specialized services for high-end properties).

Market analysis is a key component. You need to have a thorough understanding of the local property market, competitors, and the needs and expectations of property owners and tenants.

For a property management company, it's important to detail the services you will offer. This could include tenant screening, maintenance and repairs, rent collection, and financial reporting. Explain how these services will benefit your clients and enhance the value of their properties.

The operational plan should outline the logistics of your business. Discuss the location of your office, the technology you will use to manage properties efficiently, your team structure, and the processes for handling routine and emergency property issues.

Quality of service is paramount in property management. Highlight your commitment to maintaining properties, ensuring tenant satisfaction, and adhering to all relevant laws and regulations.

Address your marketing and sales strategy. How will you attract new clients and retain existing ones? Consider your approach to networking, advertising, and building a strong online presence.

Today's digital strategies, such as a professional website, online property listings, and social media engagement, are vital for reaching potential clients and tenants.

The financial plan is another critical element. It should include your startup costs, revenue projections, operating expenses, and the point at which you expect to break even.

In property management, understanding cash flow is essential, as there may be periods of vacancy or unexpected repairs. For this, you can refer to our financial forecast for a property management company .

Compared to other business plans, a property management plan must focus on the nuances of real estate cycles, tenant law, and property maintenance requirements.

A comprehensive business plan will not only help you clarify your strategy and operations but also serve as a tool to attract investors or secure loans.

Lenders and investors are looking for a solid market analysis, realistic financial projections, and a clear plan for managing properties effectively.

By presenting a detailed and substantiated plan, you show your credibility and dedication to building a successful property management company.

To achieve these goals while saving time, you can fill out our property management business plan template .

A free example of business plan for a property management company

Here, we will provide a concise and illustrative example of a business plan for a specific project.

This example aims to provide an overview of the essential components of a business plan. It is important to note that this version is only a summary. As it stands, this business plan is not sufficiently developed to support a profitability strategy or convince a bank to provide financing.

To be effective, the business plan should be significantly more detailed, including up-to-date market data, more persuasive arguments, a thorough market study, a three-year action plan, as well as detailed financial tables such as a projected income statement, projected balance sheet, cash flow budget, and break-even analysis.

All these elements have been thoroughly included by our experts in the business plan template they have designed for a property management company .

Here, we will follow the same structure as in our business plan template.

Market Opportunity

Market data and figures.

The property management industry is a robust and essential part of the real estate sector.

Recent estimates value the global property management market at over 15 billion dollars, with expectations for continued growth as the real estate market expands and diversifies.

In the United States alone, there are over 200,000 property management companies, contributing to an annual revenue of approximately 88 billion dollars. This underscores the critical role property management plays in maintaining and enhancing the value of real estate assets.

These figures highlight the significant impact of property management on the overall economy and its importance in the real estate industry.

The property management industry is experiencing several key trends that are shaping its future.

Technology adoption is on the rise, with property management software becoming increasingly sophisticated, offering features like online rent payments, electronic lease signing, and automated maintenance requests.

There is also a growing emphasis on sustainable property management practices, as both residential and commercial tenants seek energy-efficient and environmentally friendly living and working spaces.

Additionally, the rise of remote work has led to changes in tenant preferences, with a higher demand for flexible spaces and amenities that cater to work-from-home needs.

Smart home technology integration is becoming more prevalent, enhancing security and convenience for tenants while providing property managers with better monitoring tools.

Lastly, the importance of strong tenant relations and community building is increasingly recognized as a way to reduce turnover and maintain high occupancy rates.

These trends indicate a dynamic industry that is adapting to the evolving needs of tenants and property owners alike.

Success Factors

Several factors contribute to the success of a property management company.

Efficient operations are paramount, with effective systems in place for handling tenant inquiries, maintenance issues, and financial management.

Strong communication skills are essential, as property managers must effectively liaise between tenants and property owners, ensuring all parties are satisfied.

Expertise in local real estate markets enables property managers to provide valuable insights and advice to property owners, helping to maximize their investment returns.

Adaptability to regulatory changes and market conditions is also crucial for maintaining compliance and staying competitive.

Lastly, a focus on customer service excellence can set a property management company apart, fostering loyalty and referrals from both tenants and property owners.

By prioritizing these success factors, a property management company can thrive and grow in the ever-changing landscape of real estate.

The Project

Project presentation.

Our property management company project is designed to address the needs of property owners and investors seeking professional and reliable management of their real estate assets. Strategically located to serve urban and suburban areas with high rental demand, our company will offer comprehensive property management services, including tenant screening, lease management, maintenance coordination, and financial reporting, all executed with the utmost attention to detail and legal compliance.

We aim to ensure property preservation, maximize rental income, and minimize vacancies by leveraging our market expertise and customer service excellence.

Our property management company is poised to become a trusted partner for property owners, delivering peace of mind and enhancing the value of their investment properties.

Value Proposition

The value proposition of our property management company is centered on delivering exceptional service and results that exceed the expectations of property owners and tenants alike.

Our commitment to proactive management, transparent communication, and efficient operations ensures that properties are well-maintained and profitable. We offer a seamless experience for owners and tenants, reducing the complexities of property management while optimizing asset performance.

We are dedicated to fostering positive relationships with tenants to ensure long-term occupancy and satisfaction, and we are committed to continuous improvement and innovation in the field of property management.

Our company aspires to set a new standard in property management, offering a comprehensive suite of services that empower property owners to realize the full potential of their real estate investments.

Project Owner

The project owner is a seasoned real estate professional with a wealth of experience in property management and a keen understanding of the real estate market's dynamics.

With a background in real estate investment and a track record of successful property management, he is well-equipped to lead a company that prioritizes client satisfaction and asset performance. His expertise in tenant relations, maintenance coordination, and financial oversight positions him as an industry leader.

Driven by a vision of integrity and excellence, he is committed to establishing a property management company that stands out for its dedication to clients and its contribution to the enhancement of property values.

His passion for real estate and his commitment to service excellence are the cornerstones of this project, aiming to deliver top-tier property management solutions to a diverse clientele.

The Market Study

Market segments.

The market segments for this property management company are diverse and cater to various needs within the real estate sector.

Firstly, there are individual property owners who require management services for their rental properties to ensure efficient operation and tenant satisfaction.

Secondly, real estate investors with multiple properties seek professional management to maximize their investment returns and minimize the hassles of day-to-day operations.

Additionally, the market includes residential complexes and homeowners' associations (HOAs) looking for comprehensive management solutions for their communities.

Lastly, commercial property owners form a significant segment, requiring specialized management to handle the unique needs of commercial tenants and maintenance of their properties.

SWOT Analysis

A SWOT analysis of this property management company highlights several key factors.

Strengths include a strong understanding of the local real estate market, a professional team with expertise in property law and tenant relations, and robust technology systems for property maintenance and management.

Weaknesses may involve the challenge of scaling operations to manage a growing portfolio and the need to stay updated with ever-changing real estate regulations.

Opportunities can be found in the increasing demand for rental properties and the potential to offer value-added services such as property renovations and energy efficiency upgrades.

Threats might include the emergence of new competitors with disruptive technology or business models and economic downturns affecting the real estate market.

Competitor Analysis

Competitor analysis in the property management industry indicates a competitive landscape.

Direct competitors include other local and national property management firms that offer similar services to property owners and investors.

These competitors strive to provide exceptional service to maintain client satisfaction and loyalty.

Potential competitive advantages for our company include personalized customer service, a strong local market presence, advanced technology for property management, and a comprehensive suite of services.

Understanding the strengths and weaknesses of competitors is crucial for carving out a niche in the market and ensuring client retention.

Competitive Advantages

Our property management company's competitive edge lies in our dedication to client satisfaction and property care.

We offer a full range of services, from tenant screening and leasing to maintenance and financial reporting, all tailored to meet the specific needs of each property owner.

Our proactive approach to property management helps prevent issues before they arise, ensuring a smooth operation for our clients.

We also pride ourselves on our use of cutting-edge property management software, which provides transparency and ease of access to property information for owners and tenants alike.

You can also read our articles about: - the customer segments of a property management company - the competition study for a property management company

The Strategy

Development plan.

Our three-year development plan for the property management company is designed to establish a strong foothold in the local real estate market.

In the first year, we will concentrate on building a robust portfolio of properties, focusing on exceptional service and client satisfaction to foster a reputation for reliability and professionalism.

The second year will be geared towards optimizing our operational processes and expanding our services to include additional property types, such as commercial and industrial spaces.

In the third year, we aim to leverage technology to enhance property management efficiency and explore strategic partnerships with real estate developers and investors to further expand our market reach.

Throughout this period, we will prioritize customer service, operational excellence, and innovative solutions to stay ahead of market trends and exceed client expectations.

Business Model Canvas

The Business Model Canvas for our property management company focuses on property owners and investors as our primary customer segments.

Our value proposition is centered on providing hassle-free property management, maximizing rental income, and maintaining property value through professional upkeep and tenant relations.

We offer our services through direct engagement with property owners and online platforms, utilizing key resources such as our experienced management team and state-of-the-art property management software.

Key activities include property maintenance, tenant screening, lease management, and financial reporting.

Our revenue streams are generated from property management fees, while our costs are associated with staff salaries, marketing, and technology investments.

Access a comprehensive and editable real Business Model Canvas in our business plan template .

Marketing Strategy

Our marketing strategy is built on establishing trust and demonstrating expertise in the property management field.

We aim to educate property owners on the benefits of professional management services and showcase our track record of maintaining high occupancy rates and tenant satisfaction. Our approach includes targeted online advertising, informative webinars, and networking events within the real estate community.

We will also develop partnerships with real estate agencies and local businesses to extend our reach.

Additionally, we plan to leverage social media and content marketing to share success stories and industry insights, positioning ourselves as thought leaders in property management.

Risk Policy

The risk policy for our property management company is designed to mitigate risks associated with property maintenance, tenant relations, and market fluctuations.

We implement rigorous screening processes for tenants, regular property inspections, and proactive maintenance schedules to prevent property degradation and ensure compliance with housing regulations.

We maintain a conservative financial strategy to manage cash flow effectively and ensure we can navigate economic downturns without compromising service quality.

Furthermore, we carry comprehensive insurance coverage to protect against liability and property damage claims. Our priority is to safeguard the investments of our clients while delivering consistent, high-quality property management services.

Why Our Project is Viable

We are committed to establishing a property management company that addresses the needs of property owners and investors seeking professional, reliable, and efficient management services.

With our focus on customer service, operational efficiency, and market expertise, we are confident in our ability to thrive in the competitive real estate landscape.

We are enthusiastic about the opportunity to enhance property value for our clients and build a successful, sustainable business.

We remain adaptable to market changes and client feedback, and we are optimistic about the future prospects of our property management company.

You can also read our articles about: - the Business Model Canvas of a property management company - the marketing strategy for a property management company

The Financial Plan

Of course, the text presented below is far from sufficient to serve as a solid and credible financial analysis for a bank or potential investor. They expect specific numbers, financial statements, and charts demonstrating the profitability of your project.

All these elements are available in our business plan template for a property management company and our financial plan for a property management company .

Initial expenses for our property management company include securing a professional office space, investing in property management software, obtaining necessary business licenses and insurance, training staff on the latest real estate regulations and customer service excellence, as well as costs related to brand development and executing strategic marketing initiatives to attract property owners and tenants.

Our revenue assumptions are based on a comprehensive analysis of the local real estate market, considering factors such as the number of rental properties, average rental rates, and the demand for professional property management services.

We anticipate a steady growth in clientele, starting with a conservative number of properties under management and expanding as our reputation for reliable and efficient service strengthens.

The projected income statement outlines expected revenues from management fees, leasing commissions, and other property-related services, against the costs of operations (staff salaries, office maintenance, technology subscriptions), and general business expenses (utilities, marketing, insurance, etc.).

This results in a forecasted net profit that is essential for assessing the long-term viability of our property management company.

The projected balance sheet presents assets unique to our business, such as office equipment, software, and potential receivables from clients, alongside liabilities that may include business loans and accounts payable.

It provides a snapshot of the company's financial standing at the end of each fiscal period.

Our projected cash flow statement details the inflows and outflows of cash, enabling us to predict our financial needs. This is crucial for maintaining a healthy cash reserve to cover operational costs and unexpected expenses.

The projected financing plan identifies the sources of capital we intend to tap into for covering our initial costs, such as bank loans, investor funds, or personal investments.

The working capital requirement for our property management company will be diligently tracked to ensure we have sufficient funds to manage day-to-day activities, including office expenses, staff salaries, and vendor payments.

The break-even analysis for our venture will calculate the number of properties we need to manage to cover all our costs and begin generating profits.

It will signal the point at which our business becomes financially sustainable.

Key performance indicators we will monitor include the average occupancy rate of managed properties, the client retention rate, the profit margin on our services, the current ratio to evaluate our liquidity, and the return on equity to measure the profitability of the shareholders' investment.

These metrics will assist us in gauging the financial health and success of our property management company.

If you want to know more about the financial analysis of this type of activity, please read our article about the financial plan for a property management company .

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How To Develop A Property Management Business Plan

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What’s in this article?

You’ve already decided to start a property management business . The first thing you’ll need to do is put together a comprehensive property management business plan. Having everything written out will help you run a very focused business. Your property management business plan should contain a detailed proposal in which you address all of the following:

• Setting up your company
• Choosing a business model
• Setting up short-term goals
• Learning local laws and getting certified
• Setting up an organizational structure with potential employees
• Defining base services to clients/owners/tenants/guests
• Defining perks and extra services to clients/owners/tenants/guests
• Setting up a fee structure
• Maintaining properties
• Getting the properties – locations, size, target rent, target tenants
• Marketing to tenants and guests
• Maintaining clients/owners/tenants/guests
• Setting long-term goals

Property management can be a lucrative way to get involved in real estate and become your own boss . Let’s say you enjoy the nuts and bolts of managing properties, from getting the yard work done to communicating with guests.  If this is true, starting your own property management business could be the start of something great.

Property management businesses are always in demand. This is because property owners frequently want to rid themselves of the burden of taking care of a property or two. Especially if those are in another town or state.

So first, you’ll need a plan.

Property management business plan: Before you start

Before starting any business, you should put together a business plan . A property management business plan is specific to your business, market, and ideal customers. Different states have different requirements for property managers, so be sure to check up on yours. And, your property management business plan should reflect those differences.

In your property management business plan, you must indicate who are your clients going to be and how you will get them . Choose a business model and think about your short-term goals, then outline them. According to Moneycrashers , the easy part will be getting set up as an LLC, which you can do online, by yourself, without an attorney. You will then need to set up your office – whether at home or elsewhere – with all the necessary office materials.

Learning your laws and updating your resume

In some states, such as Texas, New York, and Colorado, you must be a licensed real estate broker before you can manage properties. If you are already a licensed broker, or agent working towards becoming a real estate broker, then you should mention this in your property management business plan.

Denise (Deni) Supplee, a property management specialist and the Operations Director of SparkRental , emphasizes the importance of knowing your laws . “Not just the state landlord-tenant laws,” she adds, “but also contact your local housing and zoning offices to be sure that there are no registration or inspections required.” Supplee recommends getting very familiar with the Fair Housing Law .

Your education and certification levels should be reflected in the plan. If your state requires you to be a real estate broker or to work with one, you will need to detail when and how you will get your license. Also detail how you will take your continuing education credits. Your state may only require that you register or get a license as a property manager. If so, make sure you understand which classes you’ll need to take in order to obtain that license or certification. Be aware of the deadlines, as well.

You may plan on going at it alone for a while. But as you expand you’ll need employees. So, start thinking about an organizational structur e right now. Will you have a portfolio or departmental structure? Think about it, and add it to your plan.

Issues your plan needs to address

Your business plan will need to reflect your entire business . From who your clients are, though how you’ll get them, to how you’ll keep them, and everything you need to do for each of those. You should also define your base services vs. that little bit of extra you can offer.

Clients: who are they and how to find them

Your clients are the people who own properties you will be taking care of. Joining real estate networking groups, Facebook groups for rental advertising and other business networks will benefit you either directly or through word of mouth. Just be wonderfully social and friendly .

Also, many people are now renting their properties out to short-term vacationers. Add a section to your property management business plan about vacation or Airbnb properties. Take beautiful pictures and draft well-written narratives about the unit you’re managing. Offer perks like welcome gifts or baskets, and local recommendations about your city and neighbourhood. Everyone will appreciate it.

Keep in mind that the guest experience is constantly changing . Make it your mission to know what people want and need right now. Be the person who always offers a little extra.

Dedicate space in your property management business plan to the tenants and guests . They are the ones who will be living in the property you manage. Think about how to find them, should you post online ads, rely on word of mouth, or put effort into beautifully written vacation listings. It depends on the property you’re managing and the type of guest you want to attract.

Also consider how you will vet them . Supplee suggests the vetting process needs to be rigorous . “Screen those prospective tenants so thoroughly you know what they eat for breakfast. It goes beyond just doing a credit check. Conduct criminal background and eviction histories on all those over 18. Never go by a hunch or a feeling .”

Common property management business plan sections

We already mentioned you’ll need a section on your continued education and how to get it, and a section on who your clients are and how to get them.

The key to creating the property management business plan is to treat the plan as if every one of your potential clients was going to read it . Make sure to put as much information into your property management business plan, in an organized fashion so that you can refer to it later and look things up as needed.

Make sure you clearly define the base services from extra services. The base services are:

• Evaluating properties
• Marketing properties
• Screening tenants
• Collecting rent
• Regular inspections
• Repair and maintenance

All pretty straightforward, right? It’s how you do some of these things that make people see you’re giving them a little extra. Think of a unique way to offer these services, and market those as extras. Creativity pays off.

According to Jeff Miller, the co-founder of AE Home Group , when it comes to property management, “systems take the longest to build.” He adds that beginners should “use an off-the-shelf system like Hostfully to get a head start in the process. As you learn your specific business’ needs, iterate and improve from there.”

Maintenance of the property is something that you should elaborate on in detail. Teris Pantazes, CEO and Founder of EFynch.com, says you should have a clockwork-like system for maintenance. “For your own operations, make sure to have failsafe reminders in place to NEVER forget deadlines. And this includes accounting or annual maintenance that needs to be taken care of.”

He suggests you add secondary reminders to deal with things like “county inspections, license renewals or scheduling tenant closeouts – there is never an excuse for missing these .”

And speaking of repairs and maintenance, there will always be unexpected repairs. While Pantazes advises to “have a good method of getting bids for projects on the home. This would include a plan for both planned and unplanned repairs,” Supplee urges to “make the inspection report mandatory! This protects the landlord should there be damage and the tenant forgets to turn it in.”

Pantazes claims the best advice he can give for developing a business plan is to have “a feature of your service and make sure it is extraordinary . You need to have one feature that you can PUMP in addition to the nuts and bolts of the business.”

Jeff Rohde, author at JScottDigital.com says one of the most important things when developing your property management business plan is the focus on a “specific real estate asset class, and then ‘drill down’ to a specific sub-class.”

A residential example would be to decide if you’re doing for a single or multi-family homes. After that, narrow it down by price range, geographic area, and a number of units. A commercial example would be deciding on multi-tenant retail or office type of property. “After you chose that, focusing on the class of property (A, B or C), and the property size in terms of square footage.”

This is how you’d develop your niche , because, as Rohde puts it, “tenant personalities and issues, wants and needs, will be similar. Owner personalities and investment goals will be similar. And the skill set that the property manager develops will easily transfer to similar properties to manage.”

Consider your property management business plan a living document that you can use and add to as your business grows over the years.

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How to Create a Business Plan and Conduct Competitor Research

Are you planning to start a property management company?

Or maybe you're looking to take your existing business to the next level?

In either case, creating a solid business plan and conducting effective competitor research is critical to your success.

In this post, we'll cover everything you need to know to create a winning business plan and conduct comprehensive competitor research that will give you an edge over the competition.

Part I: Why a Business Plan Is Crucial for Your Property Management Company

As a property management company, having a solid business plan is crucial to your success.

A business plan is a comprehensive document that outlines your goals, strategies, and tactics for achieving success.

In this section, we'll explore the reasons why a business plan is so important for your property management company.

Establishing Clear Goals and Objectives

One of the key reasons why a business plan is crucial for your property management company is that it helps you establish clear goals and objectives.

Your business plan should include specific, measurable, achievable, relevant, and time-bound (SMART) goals that align with your company's overall mission and vision.

By establishing clear goals and objectives, you'll be able to measure your progress and make adjustments as needed.

This will help you stay on track and ensure that you're making progress toward your long-term goals.

Identifying Your Target Market

Another key benefit of having a business plan is that it helps you identify your target market.

Your business plan should include a detailed analysis of your target market, including information about customer demographics, buying behaviors, and competitors.

By identifying your target market, you'll be able to tailor your marketing and sales strategies to better meet the needs and preferences of your customers.

This can help you attract more customers, increase customer loyalty, and grow your business over time.

Creating a Roadmap for Success

Finally, a business plan helps you create a roadmap for success.

Your business plan should include a detailed financial plan that outlines your revenue projections, expenses, and cash flow.

It should also include a marketing and sales plan that outlines your target customer segments and marketing channels.

By creating a roadmap for success, you'll be able to stay on track and ensure that you're making progress toward your goals.

This can help you stay focused and motivated, even when faced with challenges or setbacks.

Having a solid business plan is crucial for jumpstarting your property management company right.

It helps you establish clear goals and objectives, identify your target market, and create a roadmap for success.

By taking the time to develop a comprehensive business plan, you'll be able to set your company up for long-term success and growth.

Part II: Key Elements in Crafting a Great Business Plan

Now that we've discussed why having a business plan is so important, let's dive into the key elements of a strong business plan for your property management company.

A strong business plan is crucial for the success of any property management company.

It serves as a roadmap for your business, outlining your goals, strategies, and financial projections.

In this section, we'll take a closer look at the key elements that should be included in a comprehensive business plan for your property management company.

1. Executive Summary

The executive summary is a brief overview of your business plan.

It should include a summary of your company's mission statement, goals, and objectives, as well as key differentiators that set your property management company apart from others in the market.

The executive summary should also provide a summary of your financial projections and funding needs.

This section should be concise and to the point, ideally no more than two pages.

2. Company Description

The company description section should provide a more detailed overview of your property management company, including information about your:

• Management team
• Company history
• Legal structure, and
• Any industry certifications or affiliations.

This section should also outline your company's vision and values, and highlight any unique strengths or competitive advantages you have in the market.

3. Market Analysis

The market analysis section is where you will outline the market you operate in, including key trends and dynamics, your target market, and your competitors.

This section should also include a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to help you better understand the competitive landscape and identify areas where you can differentiate yourself.

4. Services and Products

In this section, you'll outline the services and products your property management company offers.

This may include services like tenant screening, rent collection, property maintenance, and more.

Be sure to highlight any unique features or benefits your services offer, as well as pricing and any associated fees.

5. Marketing and Sales Strategies

Your marketing and sales strategies should outline how you plan to promote and sell your property management services to potential clients.

This may include tactics like social media advertising, email marketing, referral programs, and more.

It's important to have a solid understanding of your target market and the channels they use to find and evaluate property management companies.

6. Management and Staffing

The management and staffing section should outline the roles and responsibilities of your management team and any key staff members.

This section should also include information about your company's organizational structure and any plans for growth or expansion in the future.

7. Financial Projections

The financial projections section is where you will outline your projected revenue and expenses for the next few years.

This may include projections for gross revenue, net income, and cash flow, as well as any major capital expenditures you anticipate.

Be sure to include a detailed breakdown of your projected expenses, including salaries, marketing expenses, and other operational costs.

8. Appendices

The appendices section should include any additional information or documentation that supports your business plan.

This may include resumes of key staff members, contracts with vendors or partners, market research data, and more.

Overall, a strong business plan is essential for any property management company looking to succeed in a competitive market.

By taking the time to carefully outline your goals, strategies, and financial projections, you'll be better equipped to make informed decisions and drive long-term growth for your business.

Part III: Conducting Effective Competitor Research for Your Property Management Company

Now that we've covered the key elements of a strong business plan, let's shift our focus to conducting effective competitor research.

As a property management company, conducting thorough competitor research is crucial to understanding your industry landscape and developing a successful business strategy.

By analyzing your competitors, you can identify areas of opportunity, assess market trends, and create a competitive advantage for your company.

Here are the key steps to conducting effective competitor research:

1. Identifying Your Competitors

The first step in competitor research is identifying your competitors.

Start by searching online for property management companies in your area and creating a list of their names.

Don't limit yourself to just companies in your immediate vicinity; include any that operate in your target market or have a similar business model.

Once you have a list of potential competitors, research each one in more detail. Visit their website, read reviews, and look for any news articles or press releases that mention them.

By doing this, you'll start to gain a better understanding of their strengths, weaknesses, and overall reputation in the industry.

2. Analyzing Competitor Strengths and Weaknesses

Once you've identified your competitors, the next step is to analyze their strengths and weaknesses.

This will give you a better idea of what your company needs to do to succeed in the market.

Look for areas where your competitors excel and where they fall short.

For example, do they offer a wider range of services than you do? Do they have a more user-friendly website?

By identifying their strengths, you can learn what you need to do to match or exceed their performance.

At the same time, by identifying their weaknesses, you can learn where you can differentiate yourself from them.

3. Evaluating Competitor Pricing Strategies

Pricing is a critical factor in the property management industry, so it's important to evaluate your competitors' pricing strategies.

Look at their pricing models and compare them to yours.

Are they charging more or less than you? Are they offering any discounts or promotions?

By analyzing your competitors' pricing strategies, you can adjust your own pricing to better match the market and stay competitive.

You may also identify areas where you can offer more value to your customers, such as through additional services or higher-quality customer service.

4. Identifying Market Trends and Opportunities

Another key element of competitor research is identifying market trends and opportunities.

Look at what your competitors are doing and identify any new or emerging trends in the industry.

For example, are they using new technology to improve their operations? Are they expanding into new markets or offering new services?

By identifying these trends and opportunities, you can adjust your business strategy to take advantage of them. You may be able to develop new services or target a new market segment that your competitors have overlooked.

5. Creating a Competitive Advantage

Finally, the goal of competitor research is to create a competitive advantage for your property management company.

By identifying your competitors' strengths, weaknesses, pricing strategies, and market trends, you can develop a unique selling proposition that differentiates you from the competition.

This may involve offering a wider range of services, using advanced technology, providing exceptional customer service, or targeting a specific market segment.

By creating a competitive advantage, you'll be able to attract more customers and grow your business more quickly.

Conducting effective competitor research is a critical component of developing a successful business strategy for your property management company.

By following the steps we've outlined throughout this section, you'll be able to position your company for long-term success in the industry.

Create a Winning Business Plan and Conduct Effective Competitor Research

Creating a strong business plan and conducting effective competitor research are critical to the success of your property management company.

By following the steps outlined in this post, you can develop a solid business plan that provides a clear roadmap for success.

And by conducting comprehensive competitor research, you can identify areas where you can differentiate your services and gain a competitive advantage.

With these tools in hand, you'll be better equipped to grow your property management company and achieve your goals.

Previous Article

Go back to the hub, next article, explore more topics.

Learn how to buy your first or fiftieth rental property, including how to find properties,  the purchase process, financing, and more.

Learn how to rehabilitate a rental property, what renovations and upgrades to invest in first, and how to find and pick contractors.

Learn how to start your rental off with a bang, including marketing the property, finding tenants, renting, & more.

Learn how to refinance your property, manage security deposits, simplify property accounting, and more.

Learn how to streamline your property management, repeat the process, and grow your portfolio.

Learn how to launch your property management business, including how to set up your company documentation, put together a business plan, do competitor research, set up your accounting, and more.

Learn how to attract and manage investors, including how to market your property management business, implement your marketing plan, onboard new investors, and keep your client investors happy.

Learn how to create an amazing resident experience as well as streamline your tenant onboarding process, welcome new tenants effectively, maximize tenant retention, going above and beyond, and more.

Learn how to manage your client’s properties from start to finish, including how to advertise your investor’s rental properties, collect rent, set up an effective maintenance program, and more.

What additional services should you offer? And what initiatives can you implement to increase revenue and maximize profitability? In this guide, you’ll learn all of that and more. 

 Learn the basics of good property accounting, from important terms, metrics, and formulas to best practices and mistakes to avoid.

Learn everything you need to know about choosing the right accounting tool, from spreadsheets to software.

Learn how to set up your property accounting system start-to-finish, from rent collection to bookkeeping tips and more.

 Learn how accounting reports drive your business’s success, from setting up your monthly accounting cycle to annual reviews.

Learn everything you need to know about managing your taxes, from rental income tax tips to ways to reduce your tax burden. 

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Home » Sample Business Plans » Real Estate

A Sample Property Management Business Plan Template

Are you about starting a property management & maintenance company? If YES, here’s a complete sample rental property management business plan template you can use for FREE. Okay, so we have considered all the requirements for starting a property management company. We also took it further by analyzing and drafting a sample property management marketing plan template backed up by actionable guerrilla marketing ideas for property management businesses. So let’s proceed to the business planning section.

Why Start a Property Management Business?

It is one thing to own properties, it is yet another to have them properly managed. This is because of the need to adequately put attention on these properties so that in the long run they turn out well and yield profit.

However, that might not be the case all the time as there are times when one wrong decision about a property might cause a decline in profit. Good news is that there folks who are vast in the management of properties. As such property owners can just relax and expect that all goes down really well.

Starting a property management business just like any other trade requires that one draws up a plan that will help with the immediate as well as the future projections of the business. This is where the business plan comes in. Below is a sample property management business plan to help you tweak yours.

1. Industry Overview

Property management which is a subset of the real estate industry is perhaps one of the easiest and affordable real estate businesses to start. It is basically about lease contracting or accepting rent using legal documents approved for the area in which the property is located. In a nutshell, property management companies are responsible for taking care of and managing buildings and other real estate properties for individuals (landlords) or for groups of owners.

In the united states, states such as Texas, New York, and Colorado, make it mandatory for property management companies to be licensed real estate brokers, if they are going to be involved in collecting rent, listing properties for rent or helping negotiate leases and doing inspections as required by their business. Although a property manager may be a licensed real estate salesperson, but generally they must be working under a licensed real estate broker.

A few states, such as Idaho, Maine, and Vermont do not require property managers to have real estate licenses. Other states, such as Montana, Oregon, and South Carolina, allow property managers to work under a property management license rather than a broker’s license. Washington State requires property managers to have a State Real Estate License if they do not own the property.

Landlords who manage their own property are not required by the law to have a real estate license in many states; however, they must at least have a business license to rent out their own home. It’s only landlords who do not live close to the rental property that may be required, by local government, to hire the services of a property management company.

Interestingly, the minimum educational requirement for any one that wants to start his or her own property management business is a High School Diploma and hands on job experience. It is one of the many businesses that an individual can start from his or her home and basically with just a business card.

Since property management business is all about managing property/properties on behalf of your clients, and then you may not need a huge financial base to be able to launch the business except you just want to start pretty big.

As a property manager, your core business responsibility is to liaise with landlords, tenants, and in some case various contractors and for you to effectively conduct your business, you are expected to have a full grasp of the law when it comes to landlord and tenants relationships et al.

As a property manager, it is your responsibility to create efficient and effective protocols that will make you relate well with your clients (landlords, tenants and contractors). For example; you are going to be responsible for the full and proper screening or testing of an applicant’s credit, criminal history, rental history and ability to pay his or her rent when due. If you can get that aspect of your job/business right, you will sure enjoy your business.

Property management companies are also involved in mitigation and remediation regarding any maintenance issues, generally within a budget, with prior or conveyed consent via a Limited Power of Attorney legally agreed to by the property owner.

In fact, there are numerous aspect of the profession and some of them include helping their clients in managing the accounts and finances of the real estate properties, and participating in or initiating litigation with tenants, contractors and insurance agencies.

No doubt, if an aspiring entrepreneur who intends starting his or her own property management business has the right connections, networks, managerial skills, and takes delight in managing real estate for clients, then he or she is going to find property management business very rewarding and lucrative.

2. Executive Summary

Hillary Tyson and Co Property Management Company is a licensed property management company that will be based in Atlanta, Georgia, but will operate in all the states in the United States of America. We are in the business of property management to be able to help our clients meet their needs and achieve their goals with little or no stress on their part, because our role is to take the stress off them and deliver to them what they want.

We have been able to build a robust list or landlords and property owners in the whole of the United States and we look forward to helping a larger percentage of them manage their properties in any part of the US.

Hilary Tyson and Co Property Management Company will ensure that every property that is kept within our care is properly managed, because we are in business to deliver excellent services to both landlords and tenants. We have been able to acquire all the relevant trainings and certifications in the field of property management so as to enable us perform excellently well.

Hilary Tyson and Co Property Management Company will strive to minimize the risk of litigation and the risk of damage to rental units and also we have perfected strategies to maximize profits by simply slashing vacancy rates and repair and maintenance costs of all properties under our care.

Much more than renting our properties out to tenants, we intend to build a loyal customer base and part of the plans that we have put in place to realize this is to offer incentives to law abiding tenants under our care. Part of what we intend doing is to offer lower rent for tenants who agree to enter a long – term lease agreements with us and also to create a system where points will be awarded to loyal tenants – a point-based systems for redeemable rewards.

As a property management company, we are going to be both proactive and reactive when dealing with our issues as it relates to our tenants. We are quite aware that most issues can be cleared up easily if addressed immediately, but when they are left to fester they can result in lawsuits, damaged rental properties, and payment defaults et al.

As a property management company, we are going to abide by the Fair Housing Act, which means not singling out one particular demographic group when sourcing for tenants for our properties. We will leverage on all available means to advertise our vacant properties and will not restrict our properties to any group of tenants but to anyone who is qualified and can afford the rent.

Hilary Tyson and Co Property Management Company is owned by Hilary Tyson and his immediate family members (His Wife and Son). The company is fully financed by Hilary Tyson and his son Robert Tyson is the chief operating officer of the company.

Robert Tyson has a degree in Estate Management and his has over 5 years post degree experience in property management prior to taking the role of Chief Operating Officer of Hilary Tyson and Co Property Management Company.

3. Our Products and Services

Hilary Tyson and Co Property Management Company is a company that looks forward to deliver excellent services in terms of help landlords and property owners effectively manage their properties and also providing conducive apartments and facility to tenants at an affordable rate. Our business offering are listed below;

• Facilitating a Purchase—guiding a buyer through the process.
• Facilitating a Sale — guiding a seller through the selling process.
• FSBO document preparation — preparing necessary paperwork for “For Sale by Owner” sellers.
• Property Maintenance
• Exchanging property.
• Auctioning property for our clients.
• Preparing contracts and leases.
• List the property for sale to the public
• Provide the seller with a real property condition disclosure (if required by law) and other necessary forms.
• Prepare necessary papers describing the property for advertising, pamphlets, open houses, etc.
• Hold an open house to show the property.
• Serve as a contact available to answer any questions about the property and schedule showing appointments.
• Ensure that tenants are pre-screened and financially qualified to rent / lease the property
• Selling of Fully Furnished Properties
• Selling of Landed Properties
• Property Management Consultancy and Advisory Services

4. Our Mission and Vision Statement

• Our Vision is to become the preferred choice of landlords and tenants when it comes to property rentals in the whole of the United States of America.
• We are a company that is established with the aim of helping tenants (people and businesses) get the properties of their choice and to help property owners (landlords and group owners of properties et al) effectively manage and maximize their properties in the United States of America.

Our Business Structure

Hilary Tyson and Co Property Management Company is going to be structured in a way that every employee will be actively involved in the growth of the organization and employees who have worked for a period of time for the company will part owner of the company.

We intend starting the business with a handful of full time employees and some of the available roles to be handled by contractors but strictly under the supervision of our staff. Adequate provision and competitive packages has been prepared for all our employees. Below is the business structure (Operations) of Hilary Tyson and Co Property Management Company;

• Chief Operating Officer

Project Manager

• Company’s Lawyer/Secretary

Admin and HR Manager

• Head of Assets Management
• Head of Acquisition and Disposition

Business Developer

• Sales and Marketing Firm
• Front Desk Officer

5. Job Roles and Responsibilities

Chief Operating Officer:

• Responsible for providing direction for the business
• Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
• Responsible for the day to day running of the business
• Responsible for handling high profile clients and deals
• Responsible for fixing prices and signing business deals
• Responsible for signing checks and documents on behalf of the company
• Evaluates the success of the organization at regular interval
• Responsible for the planning, management and coordinating all projects on behalf of the company
• Supervises projects
• Ensures compliance during project executions
• Provides advice on the management of projects
• Responsible for carrying out risk assessment
• Uses IT systems and software to keep track of people and progress of ongoing projects
• Responsible for overseeing the accounting, costing and billing of every project
• Represents the organization’s interest at various stakeholders meetings
• Ensures that project desired result is achieved, the most efficient resources are utilized and different interests involved are satisfied.

  Company’s Lawyer/Secretary/Legal Counsel

• Handles mitigation and remediation regarding any maintenance issues, generally within a budget, with prior or conveyed consent via a Limited Power of Attorney legally agreed to by the property owner.
• Responsible for drawing up contracts and other legal documents for the company
• Consults and handles all corporate legal processes (e.g. intellectual property, mergers & acquisitions, financial / securities offerings, compliance issues, transactions, agreements, lawsuits and patents et al)
• Develops company policy and position on legal issues
• Researches, anticipates and guards company against legal risks
• Represents company in legal proceedings (administrative boards, court trials et al)
• Plays a part in business deals negotiation and take minutes of meetings
• Responsible for analyzing legal documents on behalf of the company
• Prepares annual reports for the company
• Responsible for overseeing the smooth running of HR and administrative tasks for the organization
• Defines job positions for recruitment and managing interviewing process
• Carries out staff induction for new team members
• Responsible for training, evaluation and assessment of employees
• Responsible for arranging travel, meetings and appointments
• Oversees the smooth running of the daily office activities.

Head of Asset Management

• Oversees the company’s portfolio of real estate assets (which are owned and managed) through acquisitions, dispositions, and day‐to‐day operations, including management of revenue and expense items; works to maximize the portfolio’s performance.
• Provides strategic oversight of existing and potential real estate assets within a designated geographic area.
• Manages business plans and budgets for properties.
• Reviews the condition and maintenance of assigned properties; manages their bookkeeping and cash flow accounting; handles rent reconciliation; prepares property financial reports and annual budget forecasts.
• Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
• Identifies development opportunities; follows up on development leads and contacts; participates in the structuring and financing of projects; assures the completion of development projects.
• Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
• Finds and qualifies properties for rent/lease based on company’s property requirements; maintains a property search database; initiates discussions with property owners about the possible management of their property
• Develops, executes and evaluates new plans for expanding increase sales
• Documents all customer contact and information.
• Represents the company in strategic meetings
• Helps increase sales and growth for the company

  Sales and Marketing Officer

• Lists the property for rent/lease to the public
• Markets space; finds tenants; participates in lease negotiations.
• Provides property owners with a real property condition disclosure (if required by law) and other necessary forms.
• Prepares necessary papers describing the property for advertising, pamphlets, open houses, etc.
• Holds an open house to show the property.
• Serves as a contact available to answer any questions about the property and schedule showing appointments.
• Ensures that tenants are pre-screened and financially qualified to rent/lease the property.
• Negotiates price on behalf of the property owners (Our Clients).
• Acts as a fiduciary for the landlord, which may include preparing a standard real estate rental contract.
• Leases contracts or accepts rent using legal documents approved for the area in which the property is located.
• Responsible for the full and proper screening or testing of an applicant’s credit, criminal history, rental history and ability to pay his or her rent when due
• Responsible for preparing financial reports, budgets, and financial statements for the organization
• Provides managers with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
• Responsible for financial forecasting and risks analysis.
• Performs cash management, general ledger accounting, and financial reporting for one or more properties.
• Responsible for developing and managing financial systems and policies
• Responsible for administering payrolls
• Ensures compliance with taxation legislation
• Handles all financial transactions for the company
• Serves as internal auditor for the company

Front Desk/Customer’s Service Officer

• Receives Visitors/clients on behalf of the organization
• Receives parcels/documents for the company
• Handles enquiries via e-mail and phone calls for the organization
• Distribute mails in the organization
• Handles any other duties as assigned my the line manager

6. SWOT Analysis

No doubt, property management business is perhaps one of the easiest and cheapest ways of entering the real estate business. As a matter of fact, all that is required to do pretty well in this line of business is a high school diploma, experience in property management and the right network and connections.

As such, there are loads of entrepreneurs who are in the industry. But in order to compete favorably in this line of business as a property management we hired the services of Mr. Meclee Johnbull a tested and trusted business and HR consultants to help us conduct critical SWOT analysis for us.

As a company, we look forward to maximizing our strength and opportunities and also to work around our weaknesses and threats. Here is a summary from the result of the SWOT analysis that was conducted on behalf of Hilary Tyson and Co Property Management Company;

Our strength as a property management company lies in the fact that we have a healthy relationship with loads of property owners (landlords) in the United States and we have some of the best hands in the industry working both as full time employees and consultants for us. We can confidently boast that we have some of the qualities that are in high demand in the property management line of business which are trust, honesty and relationship management.

Our weakness could be that we are a new property management business in the United States and it may take us time and extra effort to convince landlords to give us their properties to manage for them.

• Opportunities:

The opportunities that are available in the real estate industry are massive and we are ready to take advantage of any opportunity that comes our way.

Some of the threats that we are likely going to face as a property management company in the United States of America are unfavorable government policies, global economic downturn and unreasonable tenants. There is hardly anything we could do as regards these threats other than to be optimistic that things will continue to work for our good.

7. MARKET ANALYSIS

• Market Trends

The market trends as it involves the property management business are indeed dynamic and at the same time, pretty much easier for a newbie to come in and still make money from the industry. All that is needed for any property management company to do well in the industry is to have good managerial skills and health relationship with landlords (property owners). Every detail we need to excel is contained in our property management marketing plan.

Some of the factors that count positively in this line of business are trust, honesty and relationship management and any property management company that has this will indeed do pretty well in the industry. Landlords and property owners ensure that they put their properties under the care of someone they can trust.

8. Our Target Market

Our target market as a property management company cuts across people of different class and people from all walks of life. We are coming into the industry with a business concept that will enable us work with the highly placed people in the country and at the same with the lowly placed people who are only interested in putting a roof under their head at an affordable fee that won’t be so much of a stress to raise..

Although finding tenants is relatively easy, but the truth is that, finding qualified and law abiding tenants can be somewhat challenging.

It is important to note that the target market for those who are into property management business goes beyond those who make use of the internet (Craigslist) to search for properties; some of them only rely on the print media (local daily or weekly newspaper both in English and in Spanish for the Spanish community in the US), some on word of mouth adverts and others on street to street search.

The bottom line is that, the market trend for property management business is indeed a dynamic one. In other words, our target market is the whole of the United States of America and below is a list of the people and organizations that we have plans to do business with;

• Families who are interested in renting/leasing or acquiring a property
• Corporate organizations that are interested in renting/leasing or acquiring their own property/properties
• Land Owners and landlords who are interested in renting/leasing out their properties
• Corporate organizations (real estate agencies, property development companies et al) that are interested in renting/leasing out their properties
• Foreign investors who are interested in owning properties or leasing properties in the United States of America
• Managers of public facilities

Our Competitive Advantage

Hilary Tyson and Co Property Management Company obviously is a newbie in property management business, but one thing is certain; we have done our homework and we have been able to highlight some factors that will give us competitive advantage in the marketplace; some of the factors are trust, honesty, good network and excellent relationship management.

Another competitive advantage that we are bringing to the industry is the fact that we have designed our business in such a way that we can comfortably work with both the highly placed clients and the lowly placed clients. Lastly, our employees will be well taken care of, and their welfare package is amongst the best in the industry meaning that they will be more than willing to build the business with us and help deliver our set goals and achieve all our objectives.

9. SALES AND MARKETING STRATEGY

• Sources of Income

Hilary Tyson and Co Property Management Company’s major aim, is to maximize the profits in the real estate industry via delivering quality and affordable property to our highly esteemed clients and effective property management on behalf of our business partners (landlords and property owners). Below are the sources we intend exploring to generate income for Hilary Tyson and Co Property Management Company;

• Developing Properties for our Clients
• Renting of Properties/Leasing of Properties; Leasing for a fee or percentage of the gross lease value.
• Sale of Fully Furnished Properties
• Sale of Landed Properties
• Lease of Bare Land
• Manage Properties and Facility for Clients
• Property Makeover Services
• Real Estate Consultancy and Advisory Services; Hourly Consulting for a fee, based on the client’s needs.
• Home Selling Kits — guides advising how to market and sell a property.

10. Sales Forecast

The fact that the property market is indeed a booming market means that investors are always going to be attracted to the industry. No doubt it is difficult to see multi-millionaires who don’t have interest in investing in properties; real estate investment is one business portfolio that is common to all multi – millionaires in the world.

In essence, the more people acquire properties, the high the chances of property management companies will secure business deals. Also as long as tenants are always in search for accommodation, there will always be business for property management companies.

We have perfected our sales and marketing strategies and we are set to hit the ground running and we are quite optimistic that we will meet or even surpass our set target of generating enough income / profits from the first month or operations and grow the business beyond Atlanta, Georgia to other states in the United States of America within record time.

We have been able to critically examine the real estate market and we have analyzed our chances in the industry and we have been able to come up with the following sales forecast. The sales projections are based on information gathered on the field and some workable assumptions as well;

• Rent/lease a minimum of 30 housing units to clients (flats, duplexes, studio apartment et al) within the first 6 months of operations
• Rent/lease a minimum of 20 office facilities to clients within the first 6 months of operations
• Manage a minimum of 20 properties for clients within the first 6 months of operations
• Sell a minimum of 20 hectares of land within the first 12 months of operation
• Provide advisory and consultancy services for a minimum of 10 client per month
• Handle a minimum of 20 building makeover projects within the first 12 months of operations

N.B: Please note that we could not put a specific amount to the projection because the prices and commissions vary for different properties and for different clients. Part of our business strategy is to work within the budget of our clients to deliver quality property/properties, hence it will be difficult to project what we are likely going to make from such deals.

But the bottom line is that we are definitely going to make reasonable profits from any business deal that we execute since we work based on commissions. The property management market is structured in such a way that property managers will always make profits from any deal they handle as long as they conducted due diligence before signing the deal.

• Marketing Strategy and Sales Strategy

Networking is an effective way to begin building your clients base and we have plans in place to leverage on all our networks. In view of that, we will continue to find local real estate clubs and connect with them and also we will find local business organizations like the Chamber of Commerce and connect with them as well.

We will also network with real estate brokers who are constantly in touch with landlords and properties owners. We are not going to ignore local lending institutions, we are aware that they are also good sources of leads for property management companies.

The truth is that, they may have properties for which they are responsible and also to outsource such properties to property management companies in some cases lenders sometimes find themselves stuck with rental properties, and are not in the business of property management, so they tend to outsource it to property management companies.

We also enter business partnership with local contractors since they also interface with property owners regularly. Lastly, we will leverage on the power of the media by advertising our services using both online and offline platforms.

For instance; the phrase “property management companies ” is searched about 90,500 times monthly in Google in the U.S alone and the phrase “property management firms” is searched about 30,100 times monthly, that is why we will ensure that we run paid search campaign to capture property owners and even potential tenants who are searching on this subjects within the area that we operate.

Over and above, we have perfected strategies to network with people who are likely to refer businesses to the ways of people. Also, check out some non-traditional places and events for networking opportunities. In summary, Hilary Tyson and Co Property Management Company will adopt the following strategies in sourcing for clients for our business;

• Introduce our business by sending introductory letters alongside our brochures to stake holders in the real estate industry and also property owners.
• Promptness in bidding for contracts
• Advertise our business in real estate/properties magazines and websites
• List our business on yellow pages
• Attend expos, seminars, and business fairs et al
• Create different packages for different category of clients in order to work with their budgets and still deliver quality housing/property to them
• Leverage on the internet to promote our business
• Places a “To Let” sign on the properties under our care with details of what we do et al.

11. Publicity and Advertising Strategy

Any business that wants to grow beyond the corner of the street they are operating should be ready and willing to utilize every available means (conventional and non – conventional means) to advertise and promote the business.

We intend growing our business beyond Atlanta, Georgia which is why we have perfected plans to build our brand via every available means. Below are the platforms Hilary Tyson and Co Property Management Company intend to leverage on to promote and advertise her property management business;

• Place adverts on both print and electronic media platforms
• Place our flexi banners with our company’s logo and contacts in every property we put up for sale or lease.
• Sponsor relevant TV shows
• Maximize our company’s website to promote our business
• Leverage on the internet and social media platforms like; Instagram, Facebook ,Twitter, LinkedIn, Badoo, Google+ and other platforms (real estate online forums) to promote our business and list our properties for sale and for lease.
• Install our Bill Boards on strategic locations
• Distribute our fliers and handbills in targeted areas from time to time

Attend landlord and residence association meetings with the aim of networking and introducing our business.

12. Our Pricing Strategy

Part of business strategy is to ensure that we work within the budget of our clients to deliver excellent properties to them. The real estate industry is based on commissions and properties are valued by professionals based on the area the facility is located, the type of facility and other factors.

Since we are not directly in control of the pricing system in the real estate industry we can only abide by what is obtainable when it comes to pricing structure. Part of what we intended doing that will help us cut cost is to reduce to barest minimum all maintenance cost by renting/leasing any property under our care to responsible tenants who won’t cause damage to our facility.

• Payment Options

Our payment policy is all inclusive because we are quite aware that different people prefer different payment options as it suits them. But at the same time, we will not accept payment by cash because of the volume of cash that will be involved in most of our transactions. Real estate deals usually involves huge amount of money. Here are the payment options that Hilary Tyson and Co Property Management Company will make available to her clients;

• Payment by via bank transfer
• Payment via online bank transfer
• Payment via check
• Payment via bank draft

In view of the above, we have chosen banking platforms that will enable our tenants pay their rents and bills without any difficulty. Our bank account numbers will be made available to tenants who may want to deposit cash.

13. Startup Expenditure (Budget)

• The Total Fee for incorporating the Business in New Jersey: $750.
• The budget for Liability insurance, permits and license: $2,500
• The Amount needed to acquire a suitable Office facility with enough space in Atlanta, Georgia for 6 months (Re – Construction of the facility inclusive): $40,000.
• The Cost for equipping the office (computers, printers, fax machines, furniture, telephones, filing cabins, safety gadgets and electronics et al): $5,000
• The Cost of Launching our official Website: $600
• Additional Expenditure (Business cards, Signage, Adverts and Promotions et al): $2,500

Going by the report from our research and feasibility studies, we will need about $60,000 to set up a property management company in Atlanta, Georgia, US.

Generating Funding/Startup Capital for Hillary Tyson and Co

The Founder Mr. Hilary Tyson is the sole financier of the business and he has been able to generate the start – up capital from his personal savings Please note that as it stands, the start – capital of $60,000 is already available for the business.

14. Sustainability and Expansion Strategy

We are set to take on new business territories in the United States of America; which is why we have hired some of the best hands in the real estate industry to help us lay a solid foundation for growth and expansion of the business.

Part of the sustainability strategy that we have adopted is continuous training of our workforce (both fulltime staff and freelancers working for us) so as to provide them with the capacity to perform effectively in the highly competitive property management business in the United States of America. In other to be in business for a long time, we will not in any way comprise our integrity and trust.

Check List/Milestone

• Business Name Availability Check:>Completed
• Business Incorporation: Completed
• Opening of Corporate Bank Accounts various banks in the United States: Completed
• Opening Online Payment Platforms: Completed
• Application and Obtaining Tax Payer’s ID: In Progress
• Application for business license and permit: Completed
• Purchase of All form of Insurance for the Business: Completed
• Renting of Office Facility in Atlanta, Georgia: Completed
• Conducting Feasibility Studies: Completed
• Start – up Capital Generation: Completed
• writing of business plan: Completed
• Drafting of Employee’s Handbook: Completed
• Drafting of Contract Documents (Tenancy Agreements, and freelance agreements et al), and other relevant Legal Documents: In Progress
• Design of The Company’s Logo: Completed
• Graphic Designs and Printing of Packaging Marketing / Promotional Materials: Completed
• Recruitment of employees: In Progress
• Purchase of the Needed furniture, office equipment, electronic appliances and facility facelift: In progress
• Creating Official Website for the Company: In Progress
• Creating Awareness for the business (Business PR): In Progress
• Health and Safety and Fire Safety Arrangement: In Progress
• Establishing business relationship with key players in the industry (networking and membership of relevant real estate bodies): Complete

More on Real Estate

How To Start A Business In 11 Steps (2024 Guide)

Updated: Apr 7, 2024, 1:44pm

Table of Contents

Before you begin: get in the right mindset, 1. determine your business concept, 2. research your competitors and market, 3. create your business plan, 4. choose your business structure, 5. register your business and get licenses, 6. get your finances in order, 7. fund your business, 8. apply for business insurance, 9. get the right business tools, 10. market your business, 11. scale your business, what are the best states to start a business, bottom line, frequently asked questions (faqs).

Starting a business is one of the most exciting and rewarding experiences you can have. But where do you begin? There are several ways to approach creating a business, along with many important considerations. To help take the guesswork out of the process and improve your chances of success, follow our comprehensive guide on how to start a business. We’ll walk you through each step of the process, from defining your business idea to registering, launching and growing your business .

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The public often hears about overnight successes because they make for a great headline. However, it’s rarely that simple—they don’t see the years of dreaming, building and positioning before a big public launch. For this reason, remember to focus on your business journey and don’t measure your success against someone else’s.

Consistency Is Key

New business owners tend to feed off their motivation initially but get frustrated when that motivation wanes. This is why it’s essential to create habits and follow routines that power you through when motivation goes away.

Take the Next Step

Some business owners dive in headfirst without looking and make things up as they go along. Then, there are business owners who stay stuck in analysis paralysis and never start. Perhaps you’re a mixture of the two—and that’s right where you need to be. The best way to accomplish any business or personal goal is to write out every possible step it takes to achieve the goal. Then, order those steps by what needs to happen first. Some steps may take minutes while others take a long time. The point is to always take the next step.

Most business advice tells you to monetize what you love, but it misses two other very important elements: it needs to be profitable and something you’re good at. For example, you may love music, but how viable is your business idea if you’re not a great singer or songwriter? Maybe you love making soap and want to open a soap shop in your small town that already has three close by—it won’t be easy to corner the market when you’re creating the same product as other nearby stores.

If you don’t have a firm idea of what your business will entail, ask yourself the following questions:

• What do you love to do?
• What do you hate to do?
• Can you think of something that would make those things easier?
• What are you good at?
• What do others come to you for advice about?
• If you were given ten minutes to give a five-minute speech on any topic, what would it be?
• What’s something you’ve always wanted to do, but lacked resources for?

These questions can lead you to an idea for your business. If you already have an idea, they might help you expand it. Once you have your idea, measure it against whether you’re good at it and if it’s profitable.

Your business idea also doesn’t have to be the next Scrub Daddy or Squatty Potty. Instead, you can take an existing product and improve upon it. You can also sell a digital product so there’s little overhead.

What Kind of Business Should You Start?

Before you choose the type of business to start, there are some key things to consider:

• What type of funding do you have?
• How much time do you have to invest in your business?
• Do you prefer to work from home or at an office or workshop?
• What interests and passions do you have?
• Can you sell information (such as a course), rather than a product?
• What skills or expertise do you have?
• How fast do you need to scale your business?
• What kind of support do you have to start your business?
• Are you partnering with someone else?
• Does the franchise model make more sense to you?

Consider Popular Business Ideas

Not sure what business to start? Consider one of these popular business ideas:

• Start a Franchise
• Start a Blog
• Start an Online Store
• Start a Dropshipping Business
• Start a Cleaning Business
• Start a Bookkeeping Business
• Start a Clothing Business
• Start a Landscaping Business
• Start a Consulting Business
• Start a Photography Business
• Start a Vending Machine Business

Most entrepreneurs spend more time on their products than they do getting to know the competition. If you ever apply for outside funding, the potential lender or partner wants to know: what sets you (or your business idea) apart? If market analysis indicates your product or service is saturated in your area, see if you can think of a different approach. Take housekeeping, for example—rather than general cleaning services, you might specialize in homes with pets or focus on garage cleanups.

Primary Research

The first stage of any competition study is primary research, which entails obtaining data directly from potential customers rather than basing your conclusions on past data. You can use questionnaires, surveys and interviews to learn what consumers want. Surveying friends and family isn’t recommended unless they’re your target market. People who say they’d buy something and people who do are very different. The last thing you want is to take so much stock in what they say, create the product and flop when you try to sell it because all of the people who said they’d buy it don’t because the product isn’t something they’d buy.

Secondary Research

Utilize existing sources of information, such as census data, to gather information when you do secondary research. The current data may be studied, compiled and analyzed in various ways that are appropriate for your needs but it may not be as detailed as primary research.

Conduct a SWOT Analysis

SWOT stands for strengths, weaknesses, opportunities and threats. Conducting a SWOT analysis allows you to look at the facts about how your product or idea might perform if taken to market, and it can also help you make decisions about the direction of your idea. Your business idea might have some weaknesses that you hadn’t considered or there may be some opportunities to improve on a competitor’s product.

Asking pertinent questions during a SWOT analysis can help you identify and address weaknesses before they tank your new business.

A business plan is a dynamic document that serves as a roadmap for establishing a new business. This document makes it simple for potential investors, financial institutions and company management to understand and absorb. Even if you intend to self-finance, a business plan can help you flesh out your idea and spot potential problems. When writing a well-rounded business plan, include the following sections:

• Executive summary: The executive summary should be the first item in the business plan, but it should be written last. It describes the proposed new business and highlights the goals of the company and the methods to achieve them.
• Company description: The company description covers what problems your product or service solves and why your business or idea is best. For example, maybe your background is in molecular engineering, and you’ve used that background to create a new type of athletic wear—you have the proper credentials to make the best material.
• Market analysis: This section of the business plan analyzes how well a company is positioned against its competitors. The market analysis should include target market, segmentation analysis, market size, growth rate, trends and a competitive environment assessment.
• Organization and structure: Write about the type of business organization you expect, what risk management strategies you propose and who will staff the management team. What are their qualifications? Will your business be a single-member limited liability company (LLC) or a corporation ?
• Mission and goals: This section should contain a brief mission statement and detail what the business wishes to accomplish and the steps to get there. These goals should be SMART (specific, measurable, action-orientated, realistic and time-bound).
• Products or services: This section describes how your business will operate. It includes what products you’ll offer to consumers at the beginning of the business, how they compare to existing competitors, how much your products cost, who will be responsible for creating the products, how you’ll source materials and how much they cost to make.
• Background summary: This portion of the business plan is the most time-consuming to write. Compile and summarize any data, articles and research studies on trends that could positively and negatively affect your business or industry.
• Marketing plan: The marketing plan identifies the characteristics of your product or service, summarizes the SWOT analysis and analyzes competitors. It also discusses how you’ll promote your business, how much money will be spent on marketing and how long the campaign is expected to last.
• Financial plan: The financial plan is perhaps the core of the business plan because, without money, the business will not move forward. Include a proposed budget in your financial plan along with projected financial statements, such as an income statement, a balance sheet and a statement of cash flows. Usually, five years of projected financial statements are acceptable. This section is also where you should include your funding request if you’re looking for outside funding.

Learn more: Download our free simple business plan template .

Come Up With an Exit Strategy

An exit strategy is important for any business that is seeking funding because it outlines how you’ll sell the company or transfer ownership if you decide to retire or move on to other projects. An exit strategy also allows you to get the most value out of your business when it’s time to sell. There are a few different options for exiting a business, and the best option for you depends on your goals and circumstances.

The most common exit strategies are:

• Selling the business to another party
• Passing the business down to family members
• Liquidating the business assets
• Closing the doors and walking away

Develop a Scalable Business Model

As your small business grows, it’s important to have a scalable business model so that you can accommodate additional customers without incurring additional costs. A scalable business model is one that can be replicated easily to serve more customers without a significant increase in expenses.

Some common scalable business models are:

• Subscription-based businesses
• Businesses that sell digital products
• Franchise businesses
• Network marketing businesses

Start Planning for Taxes

One of the most important things to do when starting a small business is to start planning for taxes. Taxes can be complex, and there are several different types of taxes you may be liable for, including income tax, self-employment tax, sales tax and property tax. Depending on the type of business you’re operating, you may also be required to pay other taxes, such as payroll tax or unemployment tax.

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When structuring your business, it’s essential to consider how each structure impacts the amount of taxes you owe, daily operations and whether your personal assets are at risk.

An LLC limits your personal liability for business debts. LLCs can be owned by one or more people or companies and must include a registered agent . These owners are referred to as members.

• LLCs offer liability protection for the owners
• They’re one of the easiest business entities to set up
• You can have a single-member LLC
• You may be required to file additional paperwork with your state on a regular basis
• LLCs can’t issue stock
• You’ll need to pay annual filing fees to your state

Limited Liability Partnership (LLP)

An LLP is similar to an LLC but is typically used for licensed business professionals such as an attorney or accountant. These arrangements require a partnership agreement.

• Partners have limited liability for the debts and actions of the LLP
• LLPs are easy to form and don’t require much paperwork
• There’s no limit to the number of partners in an LLP
• Partners are required to actively take part in the business
• LLPs can’t issue stock
• All partners are personally liable for any malpractice claims against the business

Sole Proprietorship

If you start a solo business, you might consider a sole proprietorship . The company and the owner, for legal and tax purposes, are considered the same. The business owner assumes liability for the business. So, if the business fails, the owner is personally and financially responsible for all business debts.

• Sole proprietorships are easy to form
• There’s no need to file additional paperwork with your state
• You’re in complete control of the business
• You’re personally liable for all business debts
• It can be difficult to raise money for a sole proprietorship
• The business may have a limited lifespan

Corporation

A corporation limits your personal liability for business debts just as an LLC does. A corporation can be taxed as a C corporation (C-corp) or an S corporation (S-corp). S-corp status offers pass-through taxation to small corporations that meet certain IRS requirements. Larger companies and startups hoping to attract venture capital are usually taxed as C-corps.

• Corporations offer liability protection for the owners
• The life span of a corporation is not limited
• A corporation can have an unlimited number of shareholders
• Corporations are subject to double taxation
• They’re more expensive and complicated to set up than other business structures
• The shareholders may have limited liability

Before you decide on a business structure, discuss your situation with a small business accountant and possibly an attorney, as each business type has different tax treatments that could affect your bottom line.

Helpful Resources

• How To Set Up an LLC in 7 Steps
• How To Start a Sole Proprietorship
• How To Start a Corporation
• How To Start a Nonprofit
• How To Start a 501(c)(3)

There are several legal issues to address when starting a business after choosing the business structure. The following is a good checklist of items to consider when establishing your business:

Choose Your Business Name

Make it memorable but not too difficult. Choose the same domain name, if available, to establish your internet presence. A business name cannot be the same as another registered company in your state, nor can it infringe on another trademark or service mark that is already registered with the United States Patent and Trademark Office (USPTO).

Business Name vs. DBA

There are business names, and then there are fictitious business names known as “Doing Business As” or DBA. You may need to file a DBA if you’re operating under a name that’s different from the legal name of your business. For example, “Mike’s Bike Shop” is doing business as “Mike’s Bikes.” The legal name of the business is “Mike’s Bike Shop,” and “Mike’s Bikes” is the DBA.

You may need to file a DBA with your state, county or city government offices. The benefits of a DBA include:

• It can help you open a business bank account under your business name
• A DBA can be used as a “trade name” to brand your products or services
• A DBA can be used to get a business license

Register Your Business and Obtain an EIN

You’ll officially create a corporation, LLC or other business entity by filing forms with your state’s business agency―usually the Secretary of State. As part of this process, you’ll need to choose a registered agent to accept legal documents on behalf of your business. You’ll also pay a filing fee. The state will send you a certificate that you can use to apply for licenses, a tax identification number (TIN) and business bank accounts.

Next, apply for an employer identification number (EIN) . All businesses, other than sole proprietorships with no employees, must have a federal employer identification number. Submit your application to the IRS and you’ll typically receive your number in minutes.

Get Appropriate Licenses and Permits

Legal requirements are determined by your industry and jurisdiction. Most businesses need a mixture of local, state and federal licenses to operate. Check with your local government office (and even an attorney) for licensing information tailored to your area.

• Best LLC Services
• How To Register a Business Name
• How To Register a DBA
• How To Get an EIN for an LLC
• How To Get a Business License

Start an LLC Online Today With ZenBusiness

Click on the state below to get started.

Open a Business Bank Account

Keep your business and personal finances separate. Here’s how to choose a business checking account —and why separate business accounts are essential. When you open a business bank account, you’ll need to provide your business name and your business tax identification number (EIN). This business bank account can be used for your business transactions, such as paying suppliers or invoicing customers. Most times, a bank will require a separate business bank account to issue a business loan or line of credit.

Hire a Bookkeeper or Get Accounting Software

If you sell a product, you need an inventory function in your accounting software to manage and track inventory. The software should have ledger and journal entries and the ability to generate financial statements.

Some software programs double as bookkeeping tools. These often include features such as check writing and managing receivables and payables. You can also use this software to track your income and expenses, generate invoices, run reports and calculate taxes.

There are many bookkeeping services available that can do all of this for you, and more. These services can be accessed online from any computer or mobile device and often include features such as bank reconciliation and invoicing. Check out the best accounting software for small business, or see if you want to handle the bookkeeping yourself.

Determine Your Break-Even Point

Before you fund your business, you must get an idea of your startup costs. To determine these, make a list of all the physical supplies you need, estimate the cost of any professional services you will require, determine the price of any licenses or permits required to operate and calculate the cost of office space or other real estate. Add in the costs of payroll and benefits, if applicable.

Businesses can take years to turn a profit, so it’s better to overestimate the startup costs and have too much money than too little. Many experts recommend having enough cash on hand to cover six months of operating expenses.

When you know how much you need to get started with your business, you need to know the point at which your business makes money. This figure is your break-even point.

In contrast, the contribution margin = total sales revenue – cost to make product

For example, let’s say you’re starting a small business that sells miniature birdhouses for fairy gardens. You have determined that it will cost you $500 in startup costs. Your variable costs are $0.40 per birdhouse produced, and you sell them for $1.50 each.

Let’s write these out so it’s easy to follow:

This means that you need to sell at least 456 units just to cover your costs. If you can sell more than 456 units in your first month, you will make a profit.

• The Best Business Checking Accounts
• The Best Accounting Software for Small Business
• How To Open a Bank Account

There are many different ways to fund your business—some require considerable effort, while others are easier to obtain. Two categories of funding exist: internal and external.

Internal funding includes:

• Personal savings
• Credit cards
• Funds from friends and family

If you finance the business with your own funds or with credit cards, you have to pay the debt on the credit cards and you’ve lost a chunk of your wealth if the business fails. By allowing your family members or friends to invest in your business, you are risking hard feelings and strained relationships if the company goes under. Business owners who want to minimize these risks may consider external funding.

External funding includes:

• Small business loans
• Small business grants
• Angel investors
• Venture capital
• Crowdfunding

Small businesses may have to use a combination of several sources of capital. Consider how much money is needed, how long it will take before the company can repay it and how risk-tolerant you are. No matter which source you use, plan for profit. It’s far better to take home six figures than make seven figures and only keep $80,000 of it.

Funding ideas include:

• Invoice factoring: With invoice factoring , you can sell your unpaid invoices to a third party at a discount.
• Business lines of credit: Apply for a business line of credit , which is similar to a personal line of credit. The credit limit and interest rate will be based on your business’s revenue, credit score and financial history.
• Equipment financing: If you need to purchase expensive equipment for your business, you can finance it with a loan or lease.
• Small Business Administration (SBA) microloans: Microloans are up to $50,000 loans that can be used for working capital, inventory or supplies and machinery or equipment.
• Grants: The federal government offers grants for businesses that promote innovation, export growth or are located in historically disadvantaged areas. You can also find grants through local and regional organizations.
• Crowdfunding: With crowdfunding , you can raise money from a large group of people by soliciting donations or selling equity in your company.

Choose the right funding source for your business by considering the amount of money you need, the time frame for repayment and your tolerance for risk.

• Best Small Business Loans
• Best Startup Business Loans
• Best Business Loans for Bad Credit
• Business Loan Calculator
• Average Business Loan Rates
• How To Get a Business Loan

You need to have insurance for your business , even if it’s a home-based business or you don’t have any employees. The type of insurance you need depends on your business model and what risks you face. You might need more than one type of policy, and you might need additional coverage as your business grows. In most states, workers’ compensation insurance is required by law if you have employees.

Work With an Agent To Get Insured

An insurance agent can help determine what coverages are appropriate for your business and find policies from insurers that offer the best rates. An independent insurance agent represents several different insurers, so they can shop around for the best rates and coverage options.

Basic Types of Business Insurance Coverage

• Liability insurance protects your business against third-party claims of bodily injury, property damage and personal injury such as defamation or false advertising.
• Property insurance covers the physical assets of your business, including your office space, equipment and inventory.
• Business interruption insurance pays for the loss of income if your business is forced to close temporarily due to a covered event such as a natural disaster.
• Product liability insurance protects against claims that your products caused bodily injury or property damage.
• Employee practices liability insurance covers claims from employees alleging discrimination, sexual harassment or other wrongful termination.
• Workers’ compensation insurance covers medical expenses and income replacement for employees who are injured on the job.
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Business tools can help make your life easier and make your business run more smoothly. The right tools can help you save time, automate tasks and make better decisions.

Consider the following tools in your arsenal:

• Accounting software : Track your business income and expenses, prepare financial statements and file taxes. Examples include QuickBooks and FreshBooks.
• Customer relationship management (CRM) software : This will help you manage your customer relationships, track sales and marketing data and automate tasks like customer service and follow-ups. Examples include Zoho CRM and monday.com.
• Project management software : Plan, execute and track projects. It can also be used to manage employee tasks and allocate resources. Examples include Airtable and ClickUp.
• Credit card processor : This will allow you to accept credit card payments from customers. Examples include Stripe and PayPal.
• Point of sale (POS) : A system that allows you to process customer payments. Some accounting software and CRM software have POS features built-in. Examples include Clover and Lightspeed.
• Virtual private network (VPN) : Provides a secure, private connection between your computer and the internet. This is important for businesses that handle sensitive data. Examples include NordVPN and ExpressVPN.
• Merchant services : When customers make a purchase, the money is deposited into your business account. You can also use merchant services to set up recurring billing or subscription payments. Examples include Square and Stripe.
• Email hosting : This allows you to create a professional email address with your own domain name. Examples include G Suite and Microsoft Office 365.

Many business owners spend so much money creating their products that there isn’t a marketing budget by the time they’ve launched. Alternatively, they’ve spent so much time developing the product that marketing is an afterthought.

Create a Website

Even if you’re a brick-and-mortar business, a web presence is essential. Creating a website doesn’t take long, either—you can have one done in as little as a weekend. You can make a standard informational website or an e-commerce site where you sell products online. If you sell products or services offline, include a page on your site where customers can find your locations and hours. Other pages to add include an “About Us” page, product or service pages, frequently asked questions (FAQs), a blog and contact information.

Optimize Your Site for SEO

After getting a website or e-commerce store, focus on optimizing it for search engines (SEO). This way, when a potential customer searches for specific keywords for your products, the search engine can point them to your site. SEO is a long-term strategy, so don’t expect a ton of traffic from search engines initially—even if you’re using all the right keywords.

Create Relevant Content

Provide quality digital content on your site that makes it easy for customers to find the correct answers to their questions. Content marketing ideas include videos, customer testimonials, blog posts and demos. Consider content marketing one of the most critical tasks on your daily to-do list. This is used in conjunction with posting on social media.

Get Listed in Online Directories

Customers use online directories like Yelp, Google My Business and Facebook to find local businesses. Some city halls and chambers of commerce have business directories too. Include your business in as many relevant directories as possible. You can also create listings for your business on specific directories that focus on your industry.

Develop a Social Media Strategy

Your potential customers are using social media every day—you need to be there too. Post content that’s interesting and relevant to your audience. Use social media to drive traffic back to your website where customers can learn more about what you do and buy your products or services.

You don’t necessarily need to be on every social media platform available. However, you should have a presence on Facebook and Instagram because they offer e-commerce features that allow you to sell directly from your social media accounts. Both of these platforms have free ad training to help you market your business.

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To scale your business, you need to grow your customer base and revenue. This can be done by expanding your marketing efforts, improving your product or service, collaborating with other creators or adding new products or services that complement what you already offer.

Think about ways you can automate or outsource certain tasks so you can focus on scaling the business. For example, if social media marketing is taking up too much of your time, consider using a platform such as Hootsuite to help you manage your accounts more efficiently. You can also consider outsourcing the time-consumer completely.

You can also use technology to automate certain business processes, including accounting, email marketing and lead generation. Doing this will give you more time to focus on other aspects of your business.

When scaling your business, it’s important to keep an eye on your finances and make sure you’re still profitable. If you’re not making enough money to cover your costs, you need to either reduce your expenses or find ways to increase your revenue.

Build a Team

As your business grows, you’ll need to delegate tasks and put together a team of people who can help you run the day-to-day operations. This might include hiring additional staff, contractors or freelancers.

Resources for building a team include:

• Hiring platforms: To find the right candidates, hiring platforms, such as Indeed and Glassdoor, can help you post job descriptions, screen résumés and conduct video interviews.
• Job boards: Job boards such as Craigslist and Indeed allow you to post open positions for free.
• Social media: You can also use social media platforms such as LinkedIn and Facebook to find potential employees.
• Freelance platforms: Using Upwork, Freelancer and Fiverr can help you find talented freelancers for one-time or short-term projects. You can also outsource certain tasks, such as customer service, social media marketing or bookkeeping.

You might also consider partnering with other businesses in your industry. For example, if you’re a wedding planner, you could partner with a florist, photographer, catering company or venue. This way, you can offer your customers a one-stop shop for all their wedding needs. Another example is an e-commerce store that partners with a fulfillment center. This type of partnership can help you save money on shipping and storage costs, and it can also help you get your products to your customers faster.

To find potential partnerships, search for businesses in your industry that complement what you do. For example, if you’re a web designer, you could partner with a digital marketing agency.

You can also search for businesses that serve the same target market as you but offer different products or services. For example, if you sell women’s clothing, you could partner with a jewelry store or a hair salon.

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To rank the best states to start a business in 2024, Forbes Advisor analyzed 18 key metrics across five categories to determine which states are the best and worst to start a business in. Our ranking takes into consideration factors that impact businesses and their ability to succeed, such as business costs, business climate, economy, workforce and financial accessibility in each state. Check out the full report .

Starting a small business takes time, effort and perseverance. But if you’re willing to put in the work, it can be a great way to achieve your dreams and goals. Be sure to do your research, create a solid business plan and pivot along the way. Once you’re operational, don’t forget to stay focused and organized so you can continue to grow your business.

How do I start a small business with no money?

There are several funding sources for brand-new businesses and most require a business plan to secure it. These include the SBA , private grants, angel investors, crowdfunding and venture capital.

What is the best business structure?

The best business structure for your business will depend entirely on what kind of company you form, your industry and what you want to accomplish. But any successful business structure will be one that will help your company set realistic goals and follow through on set tasks.

Do I need a business credit card?

You don’t need one, but a business credit card can be helpful for new small businesses. It allows you to start building business credit, which can help you down the road when you need to take out a loan or line of credit. Additionally, business credit cards often come with rewards and perks that can save you money on business expenses.

Do I need a special license or permit to start a small business?

The answer to this question will depend on the type of business you want to start and where you’re located. Some businesses, such as restaurants, will require a special permit or license to operate. Others, such as home daycare providers, may need to register with the state.

How much does it cost to create a business?

The cost of starting a business will vary depending on the size and type of company you want to create. For example, a home-based business will be less expensive to start than a brick-and-mortar store. Additionally, the cost of starting a business will increase if you need to rent or buy commercial space, hire employees or purchase inventory. You could potentially get started for free by dropshipping or selling digital goods.

How do I get a loan for a new business?

The best way to get a loan for a new business is to approach banks or other financial institutions and provide them with a business plan and your financial history. You can also look into government-backed loans, such as those offered by the SBA. Startups may also be able to get loans from alternative lenders, including online platforms such as Kiva.

Do I need a business degree to start a business?

No, you don’t need a business degree to start a business. However, acquiring a degree in business or a related field can provide you with the understanding and ability to run an effective company. Additionally, you may want to consider taking some business courses if you don’t have a degree to learn more about starting and running a business. You can find these online and at your local Small Business Administration office.

What are some easy businesses to start?

One of the easiest businesses to start also has the lowest overhead: selling digital goods. This can include items such as e-books, online courses, audio files or software. If you have expertise in a particular area or niche, this is a great option for you. Dropshipping is also a great option because you don’t have to keep inventory. You could also buy wholesale products or create your own. Once you create your product, you can sell it through your own website or third-party platforms such as Amazon or Etsy.

What is the most profitable type of business?

There is no one answer to this question because the most profitable type of business will vary depending on a number of factors, such as your industry, location, target market and business model. However, some businesses tend to be more profitable than others, such as luxury goods, high-end services, business-to-business companies and subscription-based businesses. If you’re not sure what type of business to start, consider your strengths and interests, as well as the needs of your target market, to help you choose a profitable business idea.

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Katherine Haan is a small business owner with nearly two decades of experience helping other business owners increase their incomes.

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11 Best Free Property Management Software - Updated for 2024

Free property management software has become an invaluable tool for landlords and property managers. It automates and streamlines essential tasks like collecting rent, tracking maintenance requests, screening tenants, and generating reports. Using a property management platform can save countless hours compared to managing properties manually.

This article focuses specifically on the top free property management software options available in 2024. While paid solutions offer more robust features, free platforms provide core functionality for basic property management needs. We evaluated and ranked the free tools based on:

• User-friendliness: Easy to navigate and use, even for beginners
• Core feature set: Includes must-have tools like online rent collection, maintenance tracking, accounting, and tenant screening
• Customer support: Quality and availability of customer service for users
• Mobile access : Ability to manage on-the-go with iOS and Android apps
• Scalability: Can accommodate portfolios of varying sizes from a few to hundreds of units
• Data security: Measures taken to protect sensitive tenant and financial data

The free property management platforms below represent the top options that balance powerful features with an intuitive interface at no cost.

Hemlane is a free property management software designed for individual landlords and small property management companies. Hemlane was founded in 2018 by two former real estate investors looking to simplify property management. The software is targeted at landlords with 1-100 units who want an easy-to-use and affordable option.

Key Features

• Online applications and tenant screening
• Rent collection via ACH or credit cards
• Maintenance request tracking
• Accounting for income and expenses
• Customizable reports and statements
• Simple and easy to use
• Affordable pricing starts free
• Integration with reporting software
• Streamlined workflows
• Limited customization compared to larger platforms
• Less robust features for large portfolios
• Limited accounting functionality

Users can have unlimited units on the free plan and connect 1 financial institution to any unit. For additional features, paid plans start at $30 / month.

Avail is a cloud-based property management software designed for independent landlords and property managers. Founded in 2003, Avail is headquartered in Provo, Utah and services over 2 million rental units across the US and Canada.

• Online rental applications and tenant screening
• Integrated accounting for tracking income and expenses
• Online rent collection via ACH or credit cards
• Lease generation and e-signing
• Real-time property performance dashboard
• User-friendly interface optimized for property managers
• Robust tenant screening and credit checks
• Customizable workflows to match business needs
• 24/7 live chat and phone support
• Limited integration with other software compared to competitors
• Mobile app has fewer features than web platform
• Can be pricey for smaller property managers

Avail offers landlords a free account where they can use their rental pricing analysis. For comprehensive property management software, Avail starts at $99 per month.

3. RentRedi

RentRedi is a cloud-based property management software designed for individual landlords and small-to-mid-sized property management companies. Founded in 2003, RentRedi aims to help rental property owners streamline operations and maximize revenue.

• Online rental applications with built-in screening tools
• Digital lease agreements and e-signing
• Online rent collection with automatic reminders
• Accounting tools for managing income and expenses
• Maintenance request tracking system
• Customizable tenant/owner portals
• Integrations with listing sites like Zillow and Apartments.com
• Affordable pricing scaled for individual investors or small companies
• User-friendly interface and intuitive tools
• Automates many routine management tasks to save time
• Mobile app allows on-the-go access and management
• Customizable platform to suit your specific needs
• Less property and unit management features compared to some competitors
• Limited ability to handle large portfolios
• Support options not as robust as more expensive platforms
• Third-party integration is limited

RentRedi offers four main pricing plans:

• Basic - $49/month for up to 75 units
• Professional - $99/month for 150 units
• Premium - $199/month for 400 units
• Enterprise - Custom pricing for unlimited units

Discounts available for annual contracts. All plans include unlimited users, websites, and accounting capabilities.

4. Rentec Direct

Rentec Direct is a cloud-based property management software designed for individual landlords and small to mid-sized property management companies. Founded in 2003, Rentec Direct aims to help property managers streamline operations and maximize revenue.

• Online rental applications with tenant screening
• Maintenance and work order tracking
• Accounting with financial reporting
• Tenant and owner portals
• Marketing tools like website builders and syndication services
• Affordable pricing suitable for individual landlords
• User-friendly interface
• Customizable reports and accounting
• Integrations with screening services and payment processors
• Strong customer support
• Limited mobile app capabilities
• More suited for conventional rentals vs short-term rentals

Rentec Direct offers four main pricing plans:

• Professional - $89/month for 150 units
• Premium - $169/month for 400 units
• Enterprise - Custom pricing

It also provides a 30-day free trial to test the software.

5. TurboTenant

TurboTenant is a cloud-based property management software designed for independent landlords and property managers. Founded in 2015, TurboTenant aims to provide an all-in-one solution to simplify rental property management.

TurboTenant offers easy-to-use tools for listing vacancies, screening tenants, collecting rent online, and generating reports. The software is optimized for use on mobile devices, enabling remote property management on-the-go. With features tailored to independent landlords, TurboTenant competes directly with other rental management platforms like Avail and TenantCloud.

• Digital lease signing and rent collection
• Accounting and financial reporting
• Property website builder and online listings
• Mobile apps for landlords and tenants
• Designed for independent landlords and small portfolios
• User-friendly interface and navigation
• Customizable rental listings and applicant forms
• Robust screening reports provided by TransUnion SmartMove
• Digital lease signing and online rent payments
• Mobile access for remote property management
• Limited functionality for large or enterprise portfolios
• No built-in maintenance vendor dispatching
• Limited accounting features compared to other platforms
• Web-based only, no desktop application

TurboTenant offers four pricing tiers:

• Basic: Free for one property
• Starter: $10/month for up to 10 properties
• Professional: $30/month for up to 150 properties
• Enterprise: Custom pricing for unlimited properties

Additional fees apply for credit reports, electronic payments, and other services. TurboTenant offers month-to-month contracts with no long-term commitments.

6. Apartments.com Rental Manager

Apartments.com Rental Manager is a cloud-based property management software designed for independent landlords and small to mid-sized property management companies. It's offered by CoStar Group, the company behind Apartments.com, Apartment Finder, and other rental listing sites.

• Online rental applications
• Tenant screening
• Lease generation
• Accounting and reporting
• Mobile apps
• Integration with Apartments.com and Apartment Finder listing sites
• Simple and easy to use interface
• Robust screening and leasing tools
• Mobile access for remote management
• No long-term contracts
• Fewer features than some competitors
• Limited customization options
• Minimal property and unit data management
• No resident portal

Apartments.com Rental Manager offers a basic free plan. Advanced features are available at varying costs based on the number of units managed.

Innago is a cloud-based property management software designed for independent landlords and property managers. Founded in 2017, Innago aims to simplify the property management process through an intuitive and user-friendly platform.

• Customizable lease agreements and e-signing
• Expense tracking and reporting
• Tenant and lease management
• Easy to set up and use
• Free for landlords with basic features
• Strong tenant screening and lease management tools
• Mobile-friendly interface
• Excellent customer support
• Limited advanced features for larger portfolios
• Basic accounting features
• No built-in marketing tools for listing vacancies

Innago is free for landlords with basic features. Premium features are available at additional costs based on the number of units managed.

Rentler is a cloud-based property management software designed for independent landlords and small property management companies. Rentler aims to provide a simple and effective solution for managing rental properties.

• Free to use with essential property management features
• Robust tenant screening and background checks
• Easy online rent collection
• Customizable lease agreements
• Basic accounting tools
• No mobile app for on-the-go management

Rentler is free for landlords with basic features. Additional premium features and services are available at extra costs based on the specific needs of the landlord.

Competitors Offering Free Trials

While the primary focus of this article is on free property management software, there are several robust platforms that, although they do not offer a free version, provide a free trial for new customers. These platforms often include more advanced features and scalability options suitable for larger portfolios and professional property management companies.

AppFolio is a robust cloud-based property management software designed for residential and commercial real estate businesses. Founded in 2006, AppFolio aims to help property managers streamline operations and deliver exceptional service.

• Online portal for owners and tenants
• Maintenance and work order management
• Screening tools for tenants
• Marketing and website integrations
• Mobile apps for property managers and tenants
• User-friendly interface and intuitive workflows
• Scales easily as portfolio grows
• Robust integrations with accounting, marketing, and utility software
• 24/7 customer support via phone, email, and chat
• Limited customization options for forms and workflows
• Mobile apps lack some functionality of desktop platform

AppFolio offers tiered pricing based on the number of units managed:

• Up to 150 units: $200/month
• 151-300 units: $300/month
• 301-1000 units: $400/month
• 1001+ units: Custom pricing

Setup fees start at $2,000. Discounts available for annual contracts. AppFolio offers a free trial for new customers.

Buildium is a well-established property management software company founded in 2004. They provide solutions for residential and commercial real estate owners and managers to handle operations, accounting, maintenance, and communication.

• Accounting - Built-in accounting with bank-level security helps manage funds and expenses. Automates tasks like owner disbursements.
• Maintenance - Maintenance tracking and preventative maintenance scheduling. Mobile access for technicians and status alerts.
• Leasing - Tools for the entire leasing lifecycle from listings to applications, e-signing, screening, and move-ins.
• Tenant portal - Branded portals for tenants to pay rent, submit maintenance requests, get documents and more.
• Mobile apps - iOS and Android apps help property managers and tenants stay connected on the go.
• Depth of features
• Strong accounting
• High configurability
• Excellent mobile access
• Relatively high pricing
• Somewhat dated interface
• Involved setup/learning curve
• Ongoing support fees add to long-term costs

Buildium has a reputation for excellent customer support. Pricing starts at $499/month for up to 250 units, with custom quotes available for larger portfolios. Buildium offers a free trial for new customers.

DoorLoop is a cloud-based property management software designed for small to mid-sized property management companies. Launched in 2016, DoorLoop aims to provide an intuitive and affordable solution to help property managers streamline operations.

• Built-in reporting and analytics
• Online tenant portal for payments and communication
• Integrations with accounting, utility billing, and screening services
• Affordable pricing suitable for small companies
• Easy to learn and use platform
• Customizable workflows
• Mobile access and tenant apps
• Solid core property management features
• Less specialized functionality than some competitors
• Limited payment processing capabilities
• Support for larger portfolios may be lacking
• Fewer integrations than other platforms

DoorLoop starts at $99/month. DoorLoop offers a free trial for new customers.

TenantCloud

TenantCloud is a leading property management software designed for individual landlords and small-to-midsize property management companies. Founded in 2011, TenantCloud aims to help rental property owners streamline operations through an all-in-one platform.

• Online rent collection with automated reminders
• Customizable lease agreements and documents
• Real-time property performance reporting
• Integrations with listing sites to advertise vacancies
• User-friendly interface and easy to learn
• Mobile apps for managing properties on-the-go
• Quick implementation and onboarding
• Excellent customer support via phone, email, and chat
• Limited functionality compared to enterprise platforms
• Cannot handle large portfolios 1000+ units
• No built-in renter's insurance
• Limited accounting capabilities

TenantCloud offers several pricing tiers:

• Basic - $99/month up to 150 units
• Professional - $199/month up to 300 units
• Enterprise - Custom pricing for portfolios over 300 units

TenantCloud provides a free trial to test the software. Overall, TenantCloud provides an affordable and easy-to-use solution for smaller landlords and property managers.

Finding and Selecting the Best Tenant

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Disasters and Emergencies

Know what disasters and hazards could affect your area, how to get  emergency alerts , and where you would go if you and your family need to evacuate.  Make sure your family has a plan and practices it often.

Download the FEMA App to get preparedness strategies, real-time weather and emergency alerts.

Order Free Preparedness Materials

Order free preparedness materials from FEMA’s online ordering platform . These materials can be shipped directly to you at no cost.

Hazard Information Sheets

Use these two-sided information sheets to learn more about how to prepare for, keep safe during, and respond to hazards. Learn more about the research behind these information sheets on FEMA’s Protective Actions Research site .

Hazard Information Sheets: Download the Full Suite or download individual sheets for Active Shooter , Avalanche , Cyberattack , Earthquake , Extreme Heat , Financial Emergency , Flood , Hurricane , Landslide , Novel Pandemic , Nuclear Explosion , Power Outage , Thunderstorm, Lightning, and Hail , Tornado , Tsunami , Volcano , Wildfire , Winter Storm .

Are You Ready? Guide

This comprehensive guide provides detailed information on how best to prepare for disasters within families and communities. Learn general disaster preparedness tips and best practices to inform your planning.

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Document and Insure Your Property (PDF)

Disasters are a matter of when, not if. Make sure you’re prepared by documenting your property and ensuring that you have the insurance coverage you need.

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Learn what to do when you get a hazard alert at home or in the car! The Guide for Alerts and Warnings has information about 17 hazards, their alerts, and the protective actions you can take to stay safe.

Download A Guide for Alerts and Warnings or order a booklet copy with a magnetic strip for the fridge

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About Buildium

Awards and recognition, buildium pricing.

Starting price: 

$55.00   per month

Free trial: 

Free version: 

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Buildium Reviews

Overall rating, ratings breakdown, secondary ratings.

Ease-of-use

Customer Support

Value for money

Functionality

4.49/5 out of 2036 Reviews

Most Helpful Reviews for Buildium

1 - 5 of 2,031 Reviews

Used more than 2 years

OVERALL RATING :

Reviewed August 2021

The Best PM Software Solution

Verified reviewer

Real Estate , 2-10 employees

Used daily for more than 2 years

EASE OF USE

VALUE FOR MONEY

CUSTOMER SUPPORT

FUNCTIONALITY

Reviewed June 2022

Best property management software for the price

Reporting is important and Buildium lets you know who owes how much and what bills need to be paid. It simplifies the bookkeeping aspect and gives accurate accounting if used properly. Really enjoy having a dashboard with all critical information at my fingertips.

Buildium is packed with features to streamline property management and cashflow. There is no better way to accept tenant payments and pay vendors online with the click of a few buttons. Once we got our tenants and vendors using the payment portal, we drastically reduced time spent on processing paper bills and checks. There are so many ways to automate tasks and save time.

I'm hoping that the developers add the "Duplicate Invoice" feature in the Bills module. This would save a lot of time when entering several bills at once. Setup is difficult but key to make the software work for you.

Reason for choosing Buildium

Price and familiarity with the product.

Reasons for switching to Buildium

More features and better software for managing 50-100 properties.

Vendor Response

Hi Aaron, Thanks for your feedback and excellent suggestion about making duplicate bills! Did you know you can submit suggestions like this directly to our developers? If you haven't already, navigate to the "Suggest a feature" option in the Help & Support menu in your Buildium account. - Charlie

Replied June 2022

Used free trial

Reviewed July 2011

I switched to Buildium from QuickBooks in July 2011 and will switch off on January 1, 2012. We manage about 100 single family properties that are owned by about 30 investors. Yes Buildium is easy. Yes it is simple but if you are in the business of managing properties for multiple owners it just doesn't do the job. First, there is no way to invoice an owner for repairs. Buildium says you should have enough in your reserve account to cover the bill. OK, that makes sense, but what if you don't? There is no way within the system to tell an owner about upcoming expenses. You have to use another accounting system (QuickBooks for me) to invoice and track receipts. Then you have to add the invoice and payment to Buildium so the owner's reports on the portal (a nice but rarely used feature) are complete. The ability to sort reports is nearly non-existent. Buildium says to down load the report to Excel and then sort. Trouble is, the Excel file has so many merged fields that you cannot sort a single column. It is taking me 15 minutes to find and remove all the merged header information before a simple sort can be done. If you select the entire sheet then un-merge the report becomes a mess. The ability to "find" is absolutely non-existent. If you get a check for $1,453.62 and need to know where to apply it, good luck my friend. You have to call the issuer and get the name of the property and unit. Receipts, statements and reports, which are generated as pdf, are all formatted differently. This means you have to have 3 different types of window envelopes on hand at all times. Buildium is "joined at the hip" with NELCO printing and I have not been able to find checks other than NELCO's that print correctly. Why is this a big deal? NELCO charges $0.35 a check while Costco charges $0.035 per per check. If Buildium is not getting commissions on the business they send to NELCO, they certainly should. The online help search feature is worthless. There is no content searching so whatever word you type in the search box shows every page that includes any of the searched words. Skip the search and go directly to their index. With a little effort you can find an answer. The support team is quite pleasant and responds quickly. They rarely, however, have a direct answer and absolutely refuse to ever confirm a feature, like sending a bill to an owner, is just not there. What they do is endlessly reply, "We don't understand your question, please clarify." I have no one to blame for selecting Buildium except myself. When I asked to be shown features in the online demo I was told to talk to sales. When I asked sales the same question they said to sign up for a demo. In summary Buildium is cheap and easy but of little substance.

I have a few minor quibbles with Jim’s review, but he’s mostly right. While you can invoice an owner for repairs, it’s not as easy as it should be. Jim’s also right about our reports; we provide most of the reports people expect, but you can’t customize them and trying to manipulate them in Excel is a pain. That’s something we plan to tackle in a future release. It’s also way too hard to find what you’re looking for in the current release, but that’s changing with the new global search feature due out in the next few weeks. You still won’t be able to search for a missing check, but that’s on our roadmap too.

Replied August 2011

Reviewed February 2024

Building our business with Buildium

Extremely positive, cost effective, and reliable. Fully featured including Tenant Portal, repair requests receiving and tracking. Now includes document signing at no extra cost. Support is friendly and quick to solve problems keeping us on track.

Now that we have worked with it for a few years Buildium is an integral part of our operation. We could not operate as efficiently and as professionally as we do.

Very steep learning curve and there are still times when things happen we can't fix ourselves. But Buildium tech support is extremely understanding and quick to locate and fix issues.

Thanks for the support shout out, Douglas! They really are a cut above!

Replied May 2024

Reviewed January 2024

Overall great

My overall experience with Buildium has been good. It has taken longer for customer support inquiries over the years of use.

I like that it is online based. Tenants can view their ledger and documents via their portal. Owners also have an online portal they can view their statements and documents.

Some of the accounting features can be a bit confusing for the user and owners. Like the tenant prepayments, the calculation of management fees, and the owner contributions distribution among a single owner who owns multiple properties (if there is an outstanding balance)

Buildium was online based and easier to use.

Thanks for your honest review, Sumer. If you haven't already, try checking out Buildium Academy to see if that can help clarify some questions you have about those accounting functions. You can also reach out to customer care and they can shed some light on things. - Charlie

Replied January 2024

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WeWork exits bankruptcy, replaces CEO with CushWake exec

David Tolley out, John Santora in at boom-and-bust co-working company

A photo illustration of John Santora (Getty)

WeWork’s long-awaited exit from bankruptcy proceedings came with a twist, as things usually do with the enigmatic co-working company.

The firm emerged from Chapter 11 bankruptcy protection after seven months, CNBC reported , a day after a bankruptcy judge approved the company’s financial plan.

In making the move, WeWork hired former Cushman & Wakefield executive John Santora as chief executive officer, its fourth in five years. Santora, who had spent 40 years at the commercial brokerage, was most recently its tri-state chair.

“Thanks to the tireless efforts of the entire organization, we are well-positioned to look optimistically to the future and to realize the incredible potential of this wonderful company,” Santora said in a statement . He might have also thanked the bankruptcy process, which allowed WeWork to cancel or renegotiate the expensive, long-term leases that have rendered it unprofitable since its founding.

Santora replaces David Tolley, who became the interim CEO a year ago when Sandeep Mathrani departed. Tolley had the interim tag lifted in October as WeWork geared up for bankruptcy.

Last month, WeWork gained approval for its plan to shed billions in debt and get out of money-losing leases. Property management software firm Yardi Systems became the primary investor in the revamped company and installed CEO Anant Yardi on WeWork’s board of directors.

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The approved plan called for WeWork to dump $4 billion in debt and receive $450 million in new financing. The company foiled a last-minute bid by its co-founder and former CEO Adam Neumann to buy it.

Of the new money, $337 million comes from Yardi and $112 million from bondholders.

Once valued by its private investors at $47 billion, WeWork entered bankruptcy with debts of $18.65 billion and assets of $15.06 billion. In bankruptcy, it renegotiated 190 leases and quit 170, reducing its annual rent and tenancy expenses by more than $800 million.

The company’s portfolio now spans roughly 45 million square feet across 600 locations in 37 countries.

— Holden Walter-Warner

Companies and People

The state of AI in early 2024: Gen AI adoption spikes and starts to generate value

If 2023 was the year the world discovered generative AI (gen AI) , 2024 is the year organizations truly began using—and deriving business value from—this new technology. In the latest McKinsey Global Survey  on AI, 65 percent of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey just ten months ago. Respondents’ expectations for gen AI’s impact remain as high as they were last year , with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead.

About the authors

This article is a collaborative effort by Alex Singla , Alexander Sukharevsky , Lareina Yee , and Michael Chui , with Bryce Hall , representing views from QuantumBlack, AI by McKinsey, and McKinsey Digital.

Organizations are already seeing material benefits from gen AI use, reporting both cost decreases and revenue jumps in the business units deploying the technology. The survey also provides insights into the kinds of risks presented by gen AI—most notably, inaccuracy—as well as the emerging practices of top performers to mitigate those challenges and capture value.

AI adoption surges

Interest in generative AI has also brightened the spotlight on a broader set of AI capabilities. For the past six years, AI adoption by respondents’ organizations has hovered at about 50 percent. This year, the survey finds that adoption has jumped to 72 percent (Exhibit 1). And the interest is truly global in scope. Our 2023 survey found that AI adoption did not reach 66 percent in any region; however, this year more than two-thirds of respondents in nearly every region say their organizations are using AI. 1 Organizations based in Central and South America are the exception, with 58 percent of respondents working for organizations based in Central and South America reporting AI adoption. Looking by industry, the biggest increase in adoption can be found in professional services. 2 Includes respondents working for organizations focused on human resources, legal services, management consulting, market research, R&D, tax preparation, and training.

Also, responses suggest that companies are now using AI in more parts of the business. Half of respondents say their organizations have adopted AI in two or more business functions, up from less than a third of respondents in 2023 (Exhibit 2).

Gen AI adoption is most common in the functions where it can create the most value

Most respondents now report that their organizations—and they as individuals—are using gen AI. Sixty-five percent of respondents say their organizations are regularly using gen AI in at least one business function, up from one-third last year. The average organization using gen AI is doing so in two functions, most often in marketing and sales and in product and service development—two functions in which previous research  determined that gen AI adoption could generate the most value 3 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. —as well as in IT (Exhibit 3). The biggest increase from 2023 is found in marketing and sales, where reported adoption has more than doubled. Yet across functions, only two use cases, both within marketing and sales, are reported by 15 percent or more of respondents.

Gen AI also is weaving its way into respondents’ personal lives. Compared with 2023, respondents are much more likely to be using gen AI at work and even more likely to be using gen AI both at work and in their personal lives (Exhibit 4). The survey finds upticks in gen AI use across all regions, with the largest increases in Asia–Pacific and Greater China. Respondents at the highest seniority levels, meanwhile, show larger jumps in the use of gen Al tools for work and outside of work compared with their midlevel-management peers. Looking at specific industries, respondents working in energy and materials and in professional services report the largest increase in gen AI use.

Investments in gen AI and analytical AI are beginning to create value

The latest survey also shows how different industries are budgeting for gen AI. Responses suggest that, in many industries, organizations are about equally as likely to be investing more than 5 percent of their digital budgets in gen AI as they are in nongenerative, analytical-AI solutions (Exhibit 5). Yet in most industries, larger shares of respondents report that their organizations spend more than 20 percent on analytical AI than on gen AI. Looking ahead, most respondents—67 percent—expect their organizations to invest more in AI over the next three years.

Where are those investments paying off? For the first time, our latest survey explored the value created by gen AI use by business function. The function in which the largest share of respondents report seeing cost decreases is human resources. Respondents most commonly report meaningful revenue increases (of more than 5 percent) in supply chain and inventory management (Exhibit 6). For analytical AI, respondents most often report seeing cost benefits in service operations—in line with what we found last year —as well as meaningful revenue increases from AI use in marketing and sales.

Inaccuracy: The most recognized and experienced risk of gen AI use

As businesses begin to see the benefits of gen AI, they’re also recognizing the diverse risks associated with the technology. These can range from data management risks such as data privacy, bias, or intellectual property (IP) infringement to model management risks, which tend to focus on inaccurate output or lack of explainability. A third big risk category is security and incorrect use.

Respondents to the latest survey are more likely than they were last year to say their organizations consider inaccuracy and IP infringement to be relevant to their use of gen AI, and about half continue to view cybersecurity as a risk (Exhibit 7).

Conversely, respondents are less likely than they were last year to say their organizations consider workforce and labor displacement to be relevant risks and are not increasing efforts to mitigate them.

In fact, inaccuracy— which can affect use cases across the gen AI value chain , ranging from customer journeys and summarization to coding and creative content—is the only risk that respondents are significantly more likely than last year to say their organizations are actively working to mitigate.

Some organizations have already experienced negative consequences from the use of gen AI, with 44 percent of respondents saying their organizations have experienced at least one consequence (Exhibit 8). Respondents most often report inaccuracy as a risk that has affected their organizations, followed by cybersecurity and explainability.

Our previous research has found that there are several elements of governance that can help in scaling gen AI use responsibly, yet few respondents report having these risk-related practices in place. 4 “ Implementing generative AI with speed and safety ,” McKinsey Quarterly , March 13, 2024. For example, just 18 percent say their organizations have an enterprise-wide council or board with the authority to make decisions involving responsible AI governance, and only one-third say gen AI risk awareness and risk mitigation controls are required skill sets for technical talent.

Bringing gen AI capabilities to bear

The latest survey also sought to understand how, and how quickly, organizations are deploying these new gen AI tools. We have found three archetypes for implementing gen AI solutions : takers use off-the-shelf, publicly available solutions; shapers customize those tools with proprietary data and systems; and makers develop their own foundation models from scratch. 5 “ Technology’s generational moment with generative AI: A CIO and CTO guide ,” McKinsey, July 11, 2023. Across most industries, the survey results suggest that organizations are finding off-the-shelf offerings applicable to their business needs—though many are pursuing opportunities to customize models or even develop their own (Exhibit 9). About half of reported gen AI uses within respondents’ business functions are utilizing off-the-shelf, publicly available models or tools, with little or no customization. Respondents in energy and materials, technology, and media and telecommunications are more likely to report significant customization or tuning of publicly available models or developing their own proprietary models to address specific business needs.

Respondents most often report that their organizations required one to four months from the start of a project to put gen AI into production, though the time it takes varies by business function (Exhibit 10). It also depends upon the approach for acquiring those capabilities. Not surprisingly, reported uses of highly customized or proprietary models are 1.5 times more likely than off-the-shelf, publicly available models to take five months or more to implement.

Gen AI high performers are excelling despite facing challenges

Gen AI is a new technology, and organizations are still early in the journey of pursuing its opportunities and scaling it across functions. So it’s little surprise that only a small subset of respondents (46 out of 876) report that a meaningful share of their organizations’ EBIT can be attributed to their deployment of gen AI. Still, these gen AI leaders are worth examining closely. These, after all, are the early movers, who already attribute more than 10 percent of their organizations’ EBIT to their use of gen AI. Forty-two percent of these high performers say more than 20 percent of their EBIT is attributable to their use of nongenerative, analytical AI, and they span industries and regions—though most are at organizations with less than $1 billion in annual revenue. The AI-related practices at these organizations can offer guidance to those looking to create value from gen AI adoption at their own organizations.

To start, gen AI high performers are using gen AI in more business functions—an average of three functions, while others average two. They, like other organizations, are most likely to use gen AI in marketing and sales and product or service development, but they’re much more likely than others to use gen AI solutions in risk, legal, and compliance; in strategy and corporate finance; and in supply chain and inventory management. They’re more than three times as likely as others to be using gen AI in activities ranging from processing of accounting documents and risk assessment to R&D testing and pricing and promotions. While, overall, about half of reported gen AI applications within business functions are utilizing publicly available models or tools, gen AI high performers are less likely to use those off-the-shelf options than to either implement significantly customized versions of those tools or to develop their own proprietary foundation models.

What else are these high performers doing differently? For one thing, they are paying more attention to gen-AI-related risks. Perhaps because they are further along on their journeys, they are more likely than others to say their organizations have experienced every negative consequence from gen AI we asked about, from cybersecurity and personal privacy to explainability and IP infringement. Given that, they are more likely than others to report that their organizations consider those risks, as well as regulatory compliance, environmental impacts, and political stability, to be relevant to their gen AI use, and they say they take steps to mitigate more risks than others do.

Gen AI high performers are also much more likely to say their organizations follow a set of risk-related best practices (Exhibit 11). For example, they are nearly twice as likely as others to involve the legal function and embed risk reviews early on in the development of gen AI solutions—that is, to “ shift left .” They’re also much more likely than others to employ a wide range of other best practices, from strategy-related practices to those related to scaling.

In addition to experiencing the risks of gen AI adoption, high performers have encountered other challenges that can serve as warnings to others (Exhibit 12). Seventy percent say they have experienced difficulties with data, including defining processes for data governance, developing the ability to quickly integrate data into AI models, and an insufficient amount of training data, highlighting the essential role that data play in capturing value. High performers are also more likely than others to report experiencing challenges with their operating models, such as implementing agile ways of working and effective sprint performance management.

About the research

The online survey was in the field from February 22 to March 5, 2024, and garnered responses from 1,363 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 981 said their organizations had adopted AI in at least one business function, and 878 said their organizations were regularly using gen AI in at least one function. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

Alex Singla and Alexander Sukharevsky  are global coleaders of QuantumBlack, AI by McKinsey, and senior partners in McKinsey’s Chicago and London offices, respectively; Lareina Yee  is a senior partner in the Bay Area office, where Michael Chui , a McKinsey Global Institute partner, is a partner; and Bryce Hall  is an associate partner in the Washington, DC, office.

They wish to thank Kaitlin Noe, Larry Kanter, Mallika Jhamb, and Shinjini Srivastava for their contributions to this work.

This article was edited by Heather Hanselman, a senior editor in McKinsey’s Atlanta office.

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First Deputy Minister --- RYABEV, Lev Dmitriyevich (Izvestiya, 23 May 02). Deputy Minister (Nuclear Weapons Complex) --- KAMENSKIKH, Ivan (Izvestiya, 19 Mar 03). Deputy Minister --- NIGMATULIN, Bulat, ( Interfax 8 Dec 01). Deputy Minister --- VINOGRADOV, V. (Rossiyskaya Gazeta, 4 Apr 00) Deputy Minister --- ANTIPOV, Sergey Viktorovich, appointed (Nuclear.ru, 15 Nov 02).

• ["Antipov was born in 1948, graduated from the Moscow Physical Engineering Institute (1972), and is a physicist and engineer (experimental and theoretical physics, plasma physics).  In 1996 he graduated from the Moscow State Law Academy as a lawyer specializing in jurisprudence. Prior to being appointed to the post of deputy minister he headed the Center for Organizational and Legal Issues at the Kurchatovskiy Institut Russian Scientific Center.  As director and coordinator of the project on nonproliferation and nuclear weapons control in the sphere of the record keeping and control of nuclear materials, and of systems for the physical protection of nuclear installations, he participated in regular Russian-American working conferences. . . .the main areas of his activity . . . will be the recycling of nuclear submarines, the decommissioning of nuclear reactors, the management of radioactive wastes, and the restoration of land" (Nuclear.ru, 15 Nov 02).]

Deputy Minister (States Secretary) --- LEBEDEV, Valeriy Aleksandrovich.  (Atompressa, No 32 Sep 99; Appointed "States Secretary," Rossiyskaya Gazeta, 12 Sep 01).

• Formerly: General Director of the Mining and Chemical Combine, Zheleznogorsk.  (Atompressa, No 32 Sep 99)

Accounting and Control of Nuclear Materials and the Provision of Guarantees for their Non-proliferation and Physical Protection, Directorate for the Supervision of

Chief --- Volodin, Yuriy Georgiyevich.  Telephone: (095) 9116081.

Central Apparatus

Crisis situation center.

• (Izvestiya 22 May 01).

Department for Liaison with State Power Bodies and Information Policy

• Head -- Nikolay Shingarev (ITAR-TASS, 22 Jan 03).

Environment and Decommissioning of Nuclear Facilities, Administration for

• ["The responsibility for the recycling of nuclear submarines was delegated from the Defense Ministry to the Atomic Energy Ministry only in 1998, and the technical bases of the Northern and Pacific Fleets are currently being handed over to the Atomic Energy Ministry's special enterprises SevRao and DalRao.   Notably, the military are quite reluctantly parting with their property because those bases are financed from the state budget.   So, Admiral Popov will now be supposed to settle down relations between his former and present co-workers" (Kommersant 05 Dec 01 P2).]

Chief --- POPOV, Vyacheslav, Adm appointed (Kommersant 05 Dec 01 P2). Popov was CINC NORFLT.  

Experimental Physics, RF Nuclear Center All-Russian Scientific-Research Institute for (RFYaTs VNIIEF) (Sarov)

• Previously known as Arzamas-16, Nizhegorod Oblast

Director --- Ilkayev, Radiy (Finmarket, 21 Apr 01).

Federal Inspectorate for Nuclear and Radiation Security

• Address: 109147 Moscow, Taganskaya Street, 34.

Director --- Vishnevskiy, Yuriy Georgiyevich , (Chief of Directorate). Telephone: (095) 9116005. Fax: (095) 9124041

Fuel Production Cycle, Directorate for the Supervision of Nuclear and Radiation Security of the Enterprises of the

Chief --- Kislov, Andrey Ivanovich  Telephone: (095) 9116061.

Nuclear and Radiation Security for Atomic Stations, Directorate for the Supervision of

Chief --- Adamchik, Sergey Anatolyevich  Telephone: (095) 9116061.

Nuclear and Radiation Security in the Economy, Directorate for the Supervision of

Chief --- Mikhaylov, Mikhail Vladimirovich.  Telephone: (095) 9116071.

Nuclear and Radiation Security of Research Reactors and Nuclear Power Facilities on Ships, Directorate for the Supervision of

Chief of Directorate --- Nikolskiy, Rostislav Viktorovich Telephone: (095) 9116011

Scientific and Technological Council

 Security Section

Chair --- Litvinov, Boris, Academician (ITAR-TASS 1404 GMT 18 Sep 00).

• Litvinov, who chairs the security section under the Atomic Energy Ministry's Scientific and Technological Council, works as deputy head of the Russian Federal Nuclear Centre and was the chief designer of Russian nuclear warheads for many years. (ITAR-TASS 1404 GMT 18 Sep 00).

Structural Directory of Russia's Nuclear Sector

(<Nuclear.ru>, 1 Dec 00, [Source date uncertain. Date given is the date of download from the internet])

[FBIS Translated Text]

 The Ministry of Atomic Energy of the Russian Federation. Structure of the Ministry of Atomic Energy.

1. Nuclear Fuel Cycle, Department of the

2. nuclear munitions, department for the development and testing of, 3. nuclear munitions industry, department of the, 4. atomic power engineering, department for, 5. branch economics and planning, department of,, 6. social policy, production relations, and personnel, department of, 7. security and emergency situations, department for, 8. international economic cooperation, department for, 9. atomic science and technology, department for, 10. finance, analysis, and computation department for, 11. information, nuclear materials, and facilities, department for the protection of, 12. atomic facilities construction, department for, 13. normative-legal security and regulation of forms of property, department for, 14. department for the conversion of atomic industry., 15. directorate of bookkeeping and accounts., 16. social-productive directorate., 17. directorate for business and protocol of the ministry., 18. directorate for the optimization of productive-economic relations., 19. directorate for the security of the activities of the scientific and scientific-technological councils., 20. directorate for ecology and the removal of nuclear facilities from operation., 21. directorate for atomic machine-building and instrument-making., scientific-technical directorate. aleksandr anatolyevich.

Chief --- Matveyev, ??  Telephone: (095) 9116411. Office: Telephone (095) 9123911. Fax: (095) 9124041.

Professional emergency-rescue units of the Ministry of Atomic Energy of Russia:

 "Eprom", the center for emergency-rescue underwater-technical operations.

 Address: 143392 Moscow oblast., Naro-Fominskiy rayon, Selyatino. Director: Mikhail Nikolayevich Gumenok, Chief of Center. Telephone: (812) 2475669. Fax: (812) 2475798. Web: http:

www.atom.nw.ru

 The Emergency-Technical Center (Novovoronezh).

 Address: 396072 Voronenezh oblast., Novovoronezh. Director: Ivan Ivanovich Burdin, Director of Center. Telephone: (07364) 20268. Fax: (07464) 20268.

 Emergency-Technical Center (Sarov).

 Address: 607200 Nizhegorodod oblast, Sarov. Director: Vladislav Viktorovich Kuznetsov, Director of Center. Telephone: (83130) 45708. Fax: (83130) 45979.

 Emergency-Technical Center (Snezhinsk)

 Address: 456770 Chelyabinsk oblast., Snezhinsk. Director: Lev Vladimirovich Borisov, Director of Center. Telephone: (35172) 32424.

 Emergency-Technical Center (Seversk).

 Address: 636070 Tomsk oblast, Seversk Director[Sic. No director listed].

 Telephone: (38242) 62693. Fax: (38242) 21146.

 Gas-Rescue Station of the Joint-Stock Company, "Kirovo-Chepetsk Chemical Combine".

 Address: 631020 Kirov oblast., Kirovo-Chepetsk, Pozharnyy Lane., 7. Director: Nikolay Ivanovich Aprin. Telephone: (83361) 94204. Fax: (30245) 25121.

 Separate Militarized Mine-Rescue Detachment of the Priargunskiy Mining-Chemical Production Association.

 Director: Vladimir Georgiyevich Bondarev, Chief of Detachment. Telephone: (30245) 25781. Fax: (30245) 25121.

 Engineering-Technical and Training Center for Robotics.

 Address: 127410 Moscow, Altufyev Highway, 43. Director: Nikolay Aleksandrovich Sidorkin, Director of Center. Telephone: (095) 4899032. Fax: (095) 4899032. [Sic: Telephone and fax numbers are the same.]

3. Closed Administrative-Territorial Formations.

 Zhelznogorsk (Krasnoyarsk-26).

 Address: 660026 Krasnoyarsk kray. Zhelznogorsk, XXII Partsyezd Street, 21. Director: Andrey Vasilyevich Katargin, Head of Administration. Telephone: (39197) 26048. Web: http:

www.adm26.krasnoyarsk.su Population: About 105,000.

 The Mining-Chemical Combine.

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Lenin Street, 53. Director: Vasiliy Vasilyevich Zhitkov, General Director. Telephone: (39197) 32001, 32290. Fax: (39197) 320374

 Science and Production Association of Applied Mechanics.

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Lenin Street, 52. Director: Mikhail Fedorovich Reshetnev. Telephone: (39197) 21759, 32032 Fax: (39197) 22635

 Construction-Industrial Joint-Stock Company, "Sibkhimstroy".

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Shtefan Street, 1. Director: Vladimir Mikaylovich Kiyayev. Telephone: (39197) 22076. Fax: (39197) 29839.

 "Sibkhimmontazh" Trust.

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Severnaya Street, 9. Director: Viktor Chukhno Mikhaylovich. Telephone: (39197) 26802.

 Krasnoyarskiy State Design and Research Institute. Address: 660026 Krasnoyarsk kray. Zheleznogorsk, Lenin Street, 39. Director: Yuriy Nikolayevich Baskakov. Telephone: (39197) 25625. Fax: (39197) 25625.

 Krasnoyarsk Industrial College. Address: 662990 Krasnoyarsk kray, Zheleznogorsk, Sverdlov Street, 5. Director: Yevgeniy Borisovich Vasilyev. Telephone: (39197) 23944.

 Zarechnyy (Penza-16). Address: 440901 Penza oblast, Zarechnyy, 30-th Anniversary of Pobeda [Victory] Street, 27. Director: Vyacheslav Vasilyevich Sergeyev, Head of Administration. Telephone: (8412) 664988. Fax: (8412) 664979. Web: http:

zarechnyy.penza.ru Population: About 65,000.

 Production Association, "Start", a State enterprise. Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Anatoliy Andreyevich Yesin, General Director. Telephone: (8412) 550907. Fax: (8412) 665 887.

 Open-Type Joint-Stock Company, "Penza Directorate of Construction". Address: 440019 Penza oblast, Zarechnyy, Komsomol Street, 41. Director: Nikolay Semenovich Konolenko. Telephone: (8412) 550907. Fax: (8412) 550973.

 State Unitary Branch SNPO [Special Science and Production Association], "Yeleron". (Scientific- Research and Design Institute of Radio- Electronic Engineering.) Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Yuriy Aleksandrovich Olenin. Telephone: (8412) 692474. Fax: (8412) 552528.

 Central Scientific Research Laboratory. Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Vladimir Mikhaylovich Sorokin. Telephone: (8412) 692706.

 Zarechnyy Industrial College (a municipal educational establishment). Address: 440901 Penza oblast, Zarechnyy, Lenin Street, 10. Director: Vasiliy Georgiyevich Zelenskiy. Telephone: (8412) 692182.

 Zelenogorsk (Krasnoyarsk-45). Address: 663690 Krasnoyarsk kray, Zelenogorsk, Mir street, 15. Director: Valentin Grigoryevich Kazachenko, Head of Administration. Telephone: (39169) 35532. Fax: (39169) 35640, 35993. Population: About 65,000.

 Electro-Chemical Plant. Address: 663690 Krasnoyarsk kray, Zelenogorsk. Director: Anatoliy Nikolayevich Shubin, General Director. Telephone: (39169) 33350, 33321. Fax: (39169) 24225, 21262. Teletype: 288 845 "Tayfun".

 Joint-Stock Company, "Sibvolonko". Address: 663960 Krasnoyarsk kray, Zelenogorsk, Joint-Stock Company, "Sibvolonko". Director: Petr Pavlovich Kostyushko. Telephone: (39169) 23020, 24405. Fax: (39169) 28122, 24087. Telex: 288 145 SV SU.

 Contruction-Industrial Joint-Stock Company, "Directorate of Construction No. 604". Address: 663960 Krasnoyarsk kray, Zelenogorsk, Kalinin Street, 25. Director: Anatoliy Yakovlevich Kurdyukov. Telephone: (39169) 35722. Fax: (39169) 24940.

 Krasnoyarsk Electro-Mechanical Engineering College. Address: 663690 Krasnoyarsk kray, Zelenogorsk, Bortnikov Street, 13. Director: Grigoriy Antipyevich Porsyev. Telephone: (39169) 34433.

 Lesnoy (Sverdlovsk-45). Address: 624200 Sverdlovsk oblast, city of Lesnoy, Karl Marks [Marx] Street, 8. Director: Aleksandr Ivanovich Ivannikov, Head of Administration. Telephone: (34342) 57509. Fax: (34342) 24402. Population: 55,000.

 Fiftieth Anniversary of the USSR Combine, "Elektrokhimpribor". Director: Leonid Aleksyevich Polyakov, General Director. Telephone: (34342) 24373. Teletype: 721 549 "Kedr".

 Construction-Industrial Joint-Stock Company, "Severouralskoye Directorate of Construction". Address: 620045 Sverdslovsk oblast, city of Lesnoy, Lenin Street, 76. Director: Vladimir Timofeyevich Nesterenko. Telephone: (34342) 69271. Fax: (34342) 24054, 24681.

 Polytechnic Institute of Moscow State Engineering-Physical Institute. Address: 620045 Sverdlovsk oblast, city of Lesnoy, Kommunist Avenue, 36. Director: Vyacheslav Mikhaylovich Krapal, Rector. Telephone: (34342) 60693. Fax: (34342) 55621.

 Novouralsk (Sverdlovsk-44). Address: 624130 Sverdlovsk oblast, city of Novouralsk, Michurin Street, 33. Director: Valentin Yegorovich Feldman, Head of Administration. Telephone: (34370) 23260. Web: http:

www.novouralsk.ru Population: 95,000.

 Ural Electro-Chemical Combine. Address: 624130 Sverdlovsk oblast, city of Novouralsk, Dzerzhinskiy Street, 2. Director: Anatoliy Petrovich Knutarev, General Director. Telephone: (34370) 92424. Fax: (34370) 94141. Telex: 721 742 RIKON SU. Web: http:

www.ricon.e-burg.ru Teletype: 348823, 348813 "Tiris".

 Construction-Industrial Joint-Stock Company, "Sredneural Directorate of Construction". Address: 620114 Sverdlovsk oblast, city of Novouralsk, Dzerzhinskiy Street, 13. Director: Petr Ivanovich Bokov. Telephone: (34370) 24961. Fax: (34370) 40977.

 Novouralsk Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 624130 Sverdlovsk oblast, city of Novouralsk-3, Lenin Street, 85. Director: Aleksey Petrovich Dyagilev, Rector. Telephone: (34370) 23580.

 Ural Institute for the Advancement of Qualification, "Progress". Address: 624133 Sverdlovsk oblast, city of Novouralsk, Pervomayskaya Street, 107. Director: Valeriy Ivanovich Makarov. Telephone: (34370) 91601. Fax: (34370) 91354. Web: http:

www.aib.ru/~uipk

/ Ural Polytechnic College. Address: 624130 Severdlovsk oblast, Novouralsk-3, Lenin Street, 85. Director: Leonid Nikolayevich Mochalov. Telephone: (34370) 22497.

 Sarov (Arzamas-16). Address: 607200 Nizhegorod oblast, Sarov. Director: Gennadiy Zakirovich Karatayev. Telephone: (83130) 11303. Fax: (83130) 58789. Population: 85,000.

 The All-Russian Scientific-Research Institute of Experimental Physics of the Russian Federal Nuclear Center. Address: 607190 Nizhegorod oblast, Sarov, Mir Avenue, 37. Director: Radiy Ivanovich Ilkayev. Telephone: (83130) 56951, 11264, 11803. Fax: (83130) 53808, 54565. Telex: 151 109 APCA Web: http:

www.vniief.ru

 Electro-Mechanical Plant, "Avangard". Address: 607200 Nizhegorod oblast, City of Sarov, Yuzhnoye, area 6. Director: Yuriy Kuzmich Zavlishin. Telephone: (83130) 11077.

 Sarov Construction-Industrial Joint-Stock Company. Address: 607200 Nizhegorod oblast, Sarov, Silkin Street, 13. Director: Georgiy Georgiyevich Bulgakov. Telephone: (83130) 45994.

 State Unitary Scientific-Technical Enterprise, "Efkon". Address: 601190 Nizhegorod oblast, Sarov, Yunost Street, 22. Director: Anatoliy Petrovich Inozemtsev. Telephone: (83130) 45705. Fax: (83130) 45994..

 Central Laboratory for the Protection of the Environment. Address: 607190 Nizhegorod oblast, Sarov, P. O. Box [Russian: a/ya--abonenenitnyy yashchik] 423. Director: Vasiliy Dmitriyevich Davidyuk. Telephone: (83130) 45288. Fax: (83130) 45288. [Sic. Fax no. is same as tel. no.].

 Sarov Physics-Technical Institute of Moscow State Engineering Physics Institute. Address: 607200 Nizhegorod oblast, Sarov, Dukhov Street, 6. Director: Yuriy Petrovich Shcherbak, Rector. Telephone: (83130) 59809.

 Seversk (Tomsk-7). Address: 636070 Tomsk oblast, city of Seversk, Kommunist Street, 51. Director: Nikolay Ivanovich Kuzmenko, Head of Administration. Telephone: (3822) 222159, 774760. Fax: (3822) 776728. Web: http:

www.seversk.ru Population: About 110,000.

 Siberian Chemical Combine. Address: 636070 Tomsk oblast, city of Seversk, Kurchatov Street, 1. Director: Valeriy Konstantinovich Larin, General Director. Telephone: (3822) 771798. Fax: (3822) 772528. Web: http:

www.shk.tsk.ru

 Construction-Industrial Joint-Stock Company, "Khimstroy". Address: 636070 Tomsk oblast, city of Seversk, Transport Street, 32. Director: Gennadiy Sergeyevich Molokanov, General Director. Telephone: (3822) 776460. Fax: (3822) 241520.

 Open-Type Joint-Stock Company, "Promekhanomontazh". Address: 636070 Tomsk oblast, city of Seversk, P. O. Box 494. Director: Anatoliy Vladimirovich Maksimenko, General Director. Telephone: (3822) 784900. Fax: (3822) 241520.

 Joint-Stock Company, "Spetskhimmontazh". Address: 636070 Tomsk oblast, city of Seversk, P. O. Box 563. Director: Boris Alekseyevich Kormashov. Telephone: (3822) 777932. Fax: (3822) 776939.

 Tomsk State Design-Research Institute, VNIPIET [All-Russian Design and Scientific-Research Institute of Power Technology] Address: 634039 Tomsk oblast, Seversk, Kurchatov Street, 2. Director: Mishin Vitaliy Alekseyevich. Telephone: (3822) 760913. Fax: (3822) 760913 [Sic. Fax no. is same as tel. no.].

 Siberian Branch of "GNTs RF VNIINM" [State Science Center of the Russian federation, All- Russian Scientific-Research Institute of Inorganic Materials]. Address: 634018 Tomsk oblast, Seversk, Lermontov Street, 13. Director: Aleksandr Yakovlevich Svarovskiy. Telephone: (38242) 61880. Fax: (3822) 776739.

 Seversk Technological Institute of Tomsk Polytechnic University. Address: 634036 Tomsk-36, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov, Rector/ Telephone: (3822) 779529.

 Seversk Industrial College (a municipal educational establishment). Address: 636070 Tomsk oblast, Seversk, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov. Telephone: (3822) 779529.

 Snezhinsk (Chelyabinsk-70). Address: 454070 Chelyabinsk oblast, city of Snezhinsk, Sverdlov Street, 24. Director: Anatoliy Vladimirovich Oplanchuk, Head of Administration. Telephone: (35172) 32573. Fax: (35172) 32385. Population: 50,000.

 The All-Union Scientific Research Institute of Technical Physics--the Russian Federal Nuclear Center. Address: 456770 Chelyabinsk oblast, city of Snezhinsk, P. O. Box 245. Director: Georgiy Nikolayevich Rykovanov. Telephone: (35172) 32028. Fax: (35172) 32351. Telex: 124 846 SNOW SU. Web: http:

www.vniitf.ru

 Snezhinsk Physics-Technical Institute--a branch of Moscow State Engineering-Physics Institute. Address: 456776 Chelyabinsk oblast, city of Snezhinsk, Mir Street, 6/8. Director: Vladimir Makarovich Skovpen, Rector. Telephone: (35172) 32422. Fax: (35172) 32526.

 Trekhgornyy (Zlatoust-36). Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Mir Street, 6. Director: Nikolay Andreyevich Lubenets. Telephone: (351112) 7001. Fax: (351112) 7042. Population: About 40,000.

 Instrument-Making Plant. Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Instrument-Making Plant. Director: Aleksandr Vasilyevich Dolinin, General Director. Telephone: (351112) 5121, 5123, 5210. Fax: (351112) 1622.

 Design-Construction-Industrial Joint-Stock Company, "Ural". Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Street Stroiteley [Street of the Builders], 6. Director: Galina Ivanovna Morozova. Telephone (35111) 67061. Fax: (35111) 651120.

 Trekhgornyy Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Mir Street, 17. Director: Fedor Ivanovich Dolinin. Telephone: (35111) 67067.

 Ozersk (Chelyabinsk-65). Address: 456784 Chelyabinsk oblast, city of Ozersk, Lenin Avenue, 30a. Director: Sergey Georgiyevich Chernyshev. Head of Administration. Telephone: (35171) 78959. Population: About 100,000.

 Production Association, "Mayak". Address: 456065 Chelyabinsk oblast, city of Ozersk, Lenin Avenue, 31. Director: Vitaliy Ivanovich Sadovnikov, General Director. Telephone: (35151) 31659. Fax: (35171) 73911. Telex: 124 864 ATOM SU.

 Closed-Type Joint-Stock Company, "Yuzhno-Ural Directorate of Construction". Address: 456064 Chelyabinsk oblast, city of Ozersk, Oktyabr Street, 7. Director: Aleksey Georgiyevich Belotnitskiy. Telephone: (35171) 45253. Fax: (35171) 73911.

 Open-Type Joint-Stock Company, "Uralprommontazh", an installation-industrial company. Address: 456065 Chelyabinsk oblast, city of Ozersk, Semenov Street, 22. Director: Sergey Vladimirovich Voloshin. Telephone: (35171) 79250. Fax: (35171) 22214.

 Joint-Stock Company, "Uralgidromontazh" Address: 456065 Chelyabinsk oblast, city of Ozersk, Semenov street, 22. Director: Anatoliy Ivanovich Loboda. Telephone: (35171) 79303. Fax: (35171) 73041.

 Ural State Design-Research Institute, "VNIPIET" [see expansion of acronym above]. Address: 454065 Chelyabinsk oblast, Ozersk, Oktyabr Street, 11. Director: Leonid Vladimirovich Vaganov. Telephone: (35171) 79550. Fax: (35171) 73822.

 Ozersk Technological Institute of Moscow State Engineering-Physics Institute. Address: 456783 Chelyabinsk oblast, city of Ozersk, Pobeda Avenue, 48. Director: Yuriy Nikolayevich Stepanov. Telephone: (35171) 446646

 Yuzhnoural Polytechnic College. Address: 456783 Chelyabinsk oblast, Ozersk, Pobeda Avenue, 48. Director: Angelina Valentinovna Tomanovna. Telephone: (35171) 44623.

4. The "Rosenergoatom" Concern, the atomic electrical power stations and "Rosenergoatom" Concern enterprises.

 State Concern, "Rosenergoatom". Address: 101000 Moscow, P. O. Box 912. Director: Erik Nikolayevich Pozdyshev. Telephone: Chancellery: (095) 239740. Fax: Chancellery: (095) 2392724. Web: http:

www.rosatom.ru

 Structure of "Rosenergoatom" Concern. Department for the Utilization of Atomic Power Stations and Water-Cooled Reactors. Department for the Utilization of Atomic Power Stations with Fuel-Channel-Type and Fast Reactors. Department for Technical Servicing and Repair of Atomic Power Stations. Department for Technical Inspection and Control and Monitoring of Security. Department for the Licensing of the Utilization of Atomic power Stations. Management for Protection of Nuclear Facilities and Materials. Department for Emergency Control and Prevention of Accidents. Department for Scientific-Technical Support. Structural Design Department. Management for Expertise and Prospective Technologies. Management for Major Construction. Management for Provision of Utilization and Repair. Management for Provision of Nuclear Fuel. Management for Investment Resources. Department of Economics. Department of Finances. Management for Property and Capital. Department for Book-Keeping and Accounting. Department for Auditing Activities. Management for Inspection Work. Legal Department. Department for International Activities. Management of Export. Management of FOREM [Federal Wholesale Market for Electricity and Generating Capacity].. Department for Sales. Directorate of Business Affairs.

 Atomic power stations:

 Balakov Atomic Power Station. Beloyarsk Atomic Power Station. Bilibin Atomic Power Station. Kalinin Atomic Power Station. Kolsk Atomic Power Station. Kursk Atomic Power Station. Leningrad Atomic Power Station. Novovoronezh Atomic Power Station. Smolensk Atomic Power Station.

 Enterprises included in the structure of the "Rosenergoatom" Concern. Branch State Unitary Enterprise, "Energoatomfinans". Address: 123298 Moscow, Narodnoye Opolcheniye Street, 40, building 2. Director: Mikhail Vasilyevich Komissarov. Telephone: (095) 1926174. Fax: (095) 1926174. [Sic: Fax no. is same as tel. no.].

 Branch State Unitary Enterprise, "Atomstroyinvest". Address: 123298 Moscow, Narodnoye Opolcheniye Street, 40, building 2. Director: Vitaliy Vladimirovich Veselov. Telephone: (095) 1926029. Fax: (095) 1926029.[Sic: Fax no. is same as tel. no.].

 Branch State Unitary Enterprise "Kontrolno-Priemochnaya Inspektsiya". Address: 101000 Moscow, P. O. Box 912. Director: Vladimir Ilich Nikitenko. Telephone: (095) 2392436. Fax: (095) 2392436. [Sic. Fax no. is same as tel. no.].

 Branch State Unitary Enterprise, "Press-Tsentr Kontserna". Address: 109507 Moscow, Ferganskaya Street, 25. Director: Andrey Grigoryevich Polous. Telephone: (095) 2384894. Fax: (095) 2392016.

 Branch State Unitary Enterprise, "Atom-Servis". Address: 123298 Moscow, Narodnoye Opolcheniye Street, building 2. Director: Grigoriy Alekseyevich Serafimov. Telephone: (095) 1927674.

 Branch State Unitary Enterprise, "Kursk Specialized Installment Directorate".". Address: 307239 Kursk oblast, Kurchatov. Director: Nikolay Maksimovich Kovalev. Telephone: (07131) 46395. Fax: (07131) 46395. [Sic: Fax no. is same as tel. no.].

 (5). "TVEL" [Fuel Element] Concern. Open Joint-Stock Company, "TVEL".. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Vitaliy Fedorovich Konovalov, President. Petr Ivanovich Lavrenyuk, Vice President. Leonid Dmitriyevich Proskuryakov, Vice President. Vladimir Alekseyevich Zubakov, Vice President. Vyacheslav Mikhaylovich Kozhin, Vice President. Telephone: (095) 2394440. Fax: (095) 2394404. Web: http:

www.tvel.ru

/ Structure:

 Management for Commerce. Management for Productive-Technical Issues and Security. Management for Scientific-Technical Development. Management for Economics and Corporative Planning. Management for Economic Strategy and Control of Property. Management for International and External Economic Activities. Management for Financial Accounts and Analysis. Management for General Issues and Social Development. Legal Section.

 Open Joint-Stock Company, "TVEL Concern". Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Vladimir Vladimirovich Karetnikov, General Director. Telephone: (095) 2394788.

 Trans-Baykal Mining-Concentrating Combine (ZabGOK).

 Address: 673382 Chitin oblast, Pervomayskiy Square, Mir Street,18. Director: Gennadiy Mikhaylovich Adosik. Telephone: (302) 42302. Fax: (30262) 41010.

 Krasnoyarsk Chemical-Metallurgical Plant (KKhMZ). Address: 660079 Krasnoyarsk, Matrosov Street, 30. Director: Dmitriy Mikhaylovich Kovyadin. Telephone: (3912) 660185. Fax: (3912) 340939.

 Chepetsk Mechanical plant (ChMZ). Address: 427000 Respublika Udmurtiya, city of Glazov, Belov Street, 7. Telephone: (34141) 72415. Fax: (34141) 72994. Web: http:

www.chmz.udm.net

/ Moscow Plant of Polymetals (MZP).

 Address: 115409 Moscow, Kashirskoye Highway, 49. Director: Valeriy Viktorovich Kryukov, General Director. Telephone: (095) 3247234. Fax: (095) 7428298.

 Novosibirsk Plant of Chemical Concentrates (NZKhK). Address: 638038 Novosibirsk, B. Khmelnitskiy Street, 94. Director: Vladimir Leonidovich Afanasyev. Telephone: (3832) 748454. Fax: (3832) 743071.

 Machine-Building Plant (MSZ). Address: 144001 Moscow oblast, city of Elektrostal, K. Marks [Marx] Street, 12. Director: Valeriy Alekseyevich Mezhuyev, General Director. Telephone: (095) 7029901. Fax: (095) 7029221.

 Production Association, "Ulbinskiy Metallurgical Plant". Address: 492026 Respublika Kazakhstan, city of Ust-Kamenogorsk, Shkolnoye Highway, 102. Director: Vitaliy Grogoryevich Khadeyev, General Director. Telephone: (3232) 475043. Fax: (3232) 640683.

 Joint-Stock Company "Commercial Center, 100". Address: 127253 Moscow, Dmitrovskoye Highway, 116, building 3. Director: Aleksey Vasilyevich Goncharov. Telephone: (095) 4007474. Fax: (095) 4007277.

 (6). Joint-Stock Company "Atomredmetzoloto" (enterprise). Address: 109017 Moscow, B. Ordynka Street, building 24/26. Director: Vyacheslav Vladimirovich Krotkov, General Director. Telephone: 2394668 (reception room). Fax: 2394679. Director Vitaliy Vasilyevich Shatalov--2392174. Director Yuriy Vasilyevich Nesterov--2394775. Director: Boris Fedorovich Shevchenko--2392430.

 Open-Type Joint-Stock Company, "Priargunskoye Proizvodstvennoye Gorno-Khimicheskoye Obyedineniye" [Priargunskiy Mining-Chemical Production association] (AOOT "PPGKhO"). Address: 674665 Chitin oblast, city of Krasnokamensk. Director: Valeriy Konstantinovich Larin, General Director. Telephone: (30245) 46911. Fax: (86535) 50131.

 Lermontov State Enterprise, "Almaz" Address: 357340 Stavropol kray, city of Lermontov, Promyshlennaya Street, building 7. Director: Nikolay Nikolayevich Gridin, General Director. Telephone: (86535) 50131. Fax: (86535) 52313.

 State Unitary Enterprise, "Gidrometallurgical Zavod" [Hydro-Metallurgical Plant] (GUP "GMZ"). Address: 357340 Stavropol kray, city of Lermontov, Promyshlennaya Street, building 7. Director: Sergey Vasilyevich Pashkov, General Director. Telephone: (86535) 52313. Fax: (86535) 52313 [Sic. Fax no. is same as telephone number].

 State Unitary Enterprise, "Electromekhanicheskiy Zavod" [Electro-Mechanical Plant]. Address: 357340 Stavropol kray, city of Lermontov, Promyshlennaya Street, building 7. Director: Valeriy Ivanovich Minenkov. Telephone: (86535) 50350. Fax: (34365) 52077.

 Rodniki Directorate of Enterprises. Address: 155240 Ivanov oblast, city of Rodniki. Director: Nikolay Petrovich Vorobyev. Telephone: (09336) 23464. Fax: (09336) 23464 [Sic. Fax no. is same as telephone no.].

 Yekaterinburg Plant, "Kauchuk". Address: 620023 city of Yekaterinburg, Garshin Street, building 7. Director: Aleksandr Vasilyevich Svytko. Telephone: (3432) 254905. Fax: (3432) 250262.

 Joint-Stock company "Nauchno-Issledovatelskoye Eksperimentalnoye Predpriyatiye" [Scientific- Research Experimental Enterprise] (AO "NIEP"). Address: 143392 Moscow oblast, Narofominskiy rayon, settlement of Selyatino. Director: Vladimir Nikolayevich Kuznetsov. Telephone: (095) 4365697. Fax: (095) 4365697 [Sic. Fax no. and tel. no. are the same].

 Federal State Enterprise, "Ekspeditsiya No. 2" [Expedition No. 2]. Address: 163056 Arkhangelsk-56. Director: Anatoliy Andreyevich Gerasimov.

 Joint-Stock Company, "Severalmaz". Address: 163061 city of Arkhangelsk, Sadovaya Street, building 2 Director: Vitaliy Sergeyevich Fertygin, General Director. Telephone: (8182) 496112. Fax: (8182) 496112. [Sic. Fax no. is same as tel. No.].

 Production Association, "Vostokredmet". Address: 735730 Respublika Tadzhikistan, Leninabad oblast, city of Chkalovsk, Oplanchuk Street, 10. Director: Zafar Abdukkakhorovich Razykov, General Director. Telephone: (37771) 54434. Fax: (37771) 50945.

 Navon Mining-Metallurgical Combine. Address: 706800 Respublika Uzbekistan, city of Navon, Navon street, building 27. Director: Nikolay Ivanovich Kucherskiy, General Director. Telephone: (43622) 32928. Fax: (31745) 91456.

 Holding Company, "Tselinnoye Proizvodstvennoye Gorno-Khimicheskoye Obedineniye" [Virgin Land Mining-Chemical Production Association]. Address: 474456 Respublika Kazakhstan, Akhmalin oblast, city of Stepnogorsk. Director: Yuriy Nikolayevich Filtsev, General Director. Telephone: (31745) 92464. Fax: (31745) 91456.

 Kara-Balta Mining Combine. Address: 720398 Respublika Kirgizstan, city of Kara-Balta, Trud Street, building 1. Director: Zhaman Iymanbekovich Kazakbayev. Telephone: (33133) 23018. Fax: (33133) 23018. [Sic. Fax no. is same as tel. no.].

 Science and Production Association, "Vostochnyy Gorno-Obogatelnyy Kombinat" [Eastern Mining Concentrating Combine]. Address: 322530 Respublika Ukraina, Dnepropetrov oblast, city of Zheltyye Vody, Gorkiy street, building 2. Director: Mikhail Ivanovich Babak, General Director. Telephone: (05652) 55309. Fax: (05652) 33005.

 (7). Machine-Building and Instrument-Making Plants of the Ministry of Atomic Energy of the Russian Federation.

 Angarsk Electrolysis Chemical Combine (AEKhK). Address: 665804 Irkutsk oblast, city of Angarsk. Director: Viktor Panteleymonovich Shopen, General Director. Telephone: (39518) 40710. Fax: (39518) 66715.

 B. P. Konstantinov Kirovo-Chepeteskiy Chemical Combine. Address: 613020 Kirov oblast, city of Kirovo-Chepetsk, Pozharnyy Lane., 7. Director: Boris Ivanovich Drozhdin, General director. Telephone: (8332) 624829, 624205. Fax: (8332) 627921.

 Experimental Chemical-Technological Plant. Address: 125239 Moscow, Likhoborskaya Embankment, 11. Director: Anatoliy Aleksandrovich Matveyev. Telephone: (095) 9132289.

 Scientific Design-Technological Firm of Non-traditional Methods for the Processing of Different Materials ("Netram" firm). Address: 123060 Moscow, P. O. Box 155. Director: Boris Vladimirovich Safronov. Telephone: (095) 1908089. Fax: (095) 1960038.

 Joint-Stock Company, "Mashinostroitelnyy Zavod Invis" (Machine-Building Plant "Invis"]. Address: 427600, Respublika Udmurtiya, city of Glazov Director: Vladimir Anatolyevich Yekhlakov. Telephone: (34141) 73784. Fax: (34141) 36440.

 Production Association, "Mashinostroyitelnyy Zavod, Molniya" [Machine-Building Plant, "Lightning"] (PO MSZ "Molniya"). Address: 109391 Moscow, Ryazanskiy Avenue, 6a. Director: Vladimir Ivanovich Nikolaichev. Telephone: (095) 1713460. Fax: (095) 1716761.

 Electro-Mechanical Plant, "Avangard" (EMZ "Avangard"). Address: Nizhegorod oblast, city of Sarov, Nizhnyeye Highway, 6. Director: Yuriy Kuzmich Zavalishin. Telephone: (83130) 45881. Fax: (83130) 45090.

 Nizhnyaya Tura Machine-Building plant, "Venta". Address: 624350 Sverdlovsk oblast, city of Nizhnyaya Tura, Malyshev Street, 2a. Director: Sergey Vladimirovich Nastin. Telephone: (34342) 23020. Fax: (34342) 20733.

 Ural Electro-Mechanical plant (UMZ). Address: 620151 Yekaterinburg, Studentskaya Street, 9. Director: Leonid Mikhaylovich Kuznetsov. Telephone: (3432) 741281. Fax: (3432) 413370.

 "Elvaks" Plant. Address: 141420 Moscow oblast, Skhodnya, Pervomayskaya Street, 54. Director: Yuriy Georgiyevich Kolmogorov. Telephone: (095) 5742400. Fax: (095) 5740162.

 State Enterprise, "Krasnaya Zvezda" [Red Star]. Address: 115230 Moscow, Electrolytic Avenue, 1a. Director: Vladimir Sergeyevich Vasilkovskiy. Telephone: (095) 1132309. Fax: (095) 1133488.

 Production Association, "Sever" [North]. Address: 630075 Novosibirsk, Obyedineniye Street, 3. Director: Aleksey Nikolayevich Gorb. Telephone (3832) 255573. Fax: (3832) 741465.

 Instrument Plant, "Kristall" [Crystal]. Address: 613020 Kirov oblast, city of Kirovo-Chepetsk, Kirov Avenue, 16. Director: Aleksandr Mikhaylovich Fadeichev. Telephone: (83361) 14913. Fax: (83361) 12150.

 Joint-Stock Company, "Priborstroitelnyy Zavod, Signal" [Instrument-Making Plant, "Signal"]. Address: 249020 Kaluga oblast, city of Obninsk, Lenin Street, 121. Director: Vyacheslav Aleksandrovich Anisimov. Telephone: (08439) 79195. Fax: (08439) 40314.

 Joint-Stock Company, "Pribornyy Zavod, Tenzor" [Instrument Plant, "Tensor"]. Address: 141980 Moscow oblast, city of Dubna, Street Priborstroiltelney [Street of the Instrument- Makers], 2. Director: Igor Borisovich Barsukov. Telephone: (221) 45524. Fax: (221) 46124.

 Joint-Stock Company, "Pyatigorsk Zavod, Impuls" [Pyatigorsk Plant, Impulse]. Address: 357500, Stavropol kray, city of Pyatigorsk, Malgyn street, 5. Director: Sergey Ivanovich Kuzmenko. Telephone: (87933) 54554. Fax: (87933) 78936.

 TOO [Limited Partnership], "Konsit-A". Address: 109180 Moscow, P. O. Box 29. Director: Yuriy Arkadyevich Brodskiy. Telephone: (095) 2360416. Fax: (095) 2394054.

 Joint-Stock Company, "Gorkiy Kimry Fabrika" [Kimry Factory in the name Gorky]. Address: 171510 Tver oblast, Kimry, Pushkin Street, 72a. Director: Lev Nikolayevich Bocharov. Telephone: (08236) 32156. Fax: (08326) 31027.

 Joint-Stock Company, "Energomashinostroitelnaya Korporatsiya, Atommash" [Power-Machine Building Corporation, "Atommash"]. Address: 347340 Rostov-on-the-Don, Volgodonsk-13. Director: Aleksey Ivanovich Golovin, General Director. Telephone: (86392) 20745. Fax: (86392) 21358.

 Joint-Stock Company, "Karimos", affiliated to the Ministry of Atomic Energy of Russia. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Aleksandra Nikolayevna Strepikheyevna, Director for Development. Telephone: (095) 2392440. Fax: (095) 2316860.

 Production-Technical Center, "Komito". Address: 107113 Moscow, Verkhne-Krasnoselskaya Street, 16. Director: Vasiliy Matveyevich Monakov. Telephone: (095) 2642995. Fax: (095) 264258.

 Kanash Plant for Technological Equipping. Address: 429300 Respublika Chuvashiya, city of Kanash, Svoboda Street, 36. Director: Vyacheslav Aleksandrovich Kuznetsov. Telephone: (83533) 31994. Fax: (83533) 31994. [Sic. Fax no. is same as tel. no.].

 Joint-Stock Company, "Moskovskiy Tekhnicheskiy Tsentr, TESMO" [Moscow Technical Center, "TESMO"]. Address: 144001 Moscow oblast, city of Elektrostal, avenue 48. Director: Vyacheslav Mikhaylovich Pukhov. Telephone: (257) 59218. Fax: (095) 7029122.

 Joint-Stock Company, "Zavod Start" ["Start" Plant]. Address: 641730 Kurgan oblast, city of Dolmatovo, Rukmanis Street, 31. Director: Aleksandr Ivanovich Kolmogortsev. Telephone: (35252) 92163. Fax: (35252) 92175.

 Astrakhan Experimental Machine-Building Plant, "Sirius". Address: 414000 Astrakhan, Gilyanskaya Street, 94. Director: Aleksandr Vasilyevich Rogov. Telephone: (8512) 220416. Fax: (8512) 254220.

 Joint-Stock Company, "Vologoda Mashinostroitelnyy Zavod" [Vologda Machine-Building Plant]. Address: 160604 Vologda, Klubov Street, 5. Director: Leonid Borisovich Fedonov. Telephone: (8172) 257072. Fax: (8172) 257783.

 Makhachkala Machine-Building Plant of Separators. Address: 367014 Respublika Dagestan, city of Makhachkala, K. Marks [Marx] Avenue, 9. Director: Igor Gafurovich Gafurov. Telephone: (8722) 643193.

 Joint-Stock Company "Plavsk Mashinostroitelnyy Zavod" [Plavsk Machine-Building Plant]. Address: 301050 Tula oblast, city of Plavsk, Kommunarov Street, 25. Director: Viktor Georgiyevich Lifanov. Telephone: (08752) 21065. Fax: (08752) 22132.

 Joint-Stock Company, "Opytnyy Zavod, Luch" [Experimental Plant, "Light"]. Address: 142100 Moscow oblast, Podolsk, Zheleznodorozhnaya Street, 22. Director: Viktor Arsenyevich Petrov. Telephone: (095) 9564867. Fax: (095) 9561057.

 SKTB [Special Design and Technology Bureau] "UPMASH". Address: 144001 Moscow oblast, Elektrostal, P. O. Box 48. Director: Aleksandr Sergeyevich Igolkin. Telephone: (095) 7029150. Fax: (095) 7029150. [Sic. Fax no. is same as tel. no.].

 Production Organizations in the Complement of the Ministry of Atomic Energy of the Russian Federation:

 State Joint-Stock Company, "Oboronpromkompleks". Address: 109180 Moscow, Staromonetnyy Lane, 26. Director: Vladimir Mikhaylovich Bednyakov, General Director. Telephone: (095) 2392102. Fax: (095) 9533051.

 Joint-Stock Company, "Volgo-Vyatka Proizvodstvenno-Komplektovochnoye Predpriyatiye, Oboronpromkompleks" [Volgo-Vyatka Production Enterprise Unit of "Oboronpromkompleks"]. Address: 603124 Nizhniy Novgorod, Ayvazoskiy Street, 10a. Director: Yevgeniy Vasilyevich Selikhov, General Director. Telephone: (8312) 244398. Fax: (8312) 465470.

 Joint-Stock Company, "Yuzhno-Uralskoye Proizvodstvenno-Komplektochnoye Predpriyatiye, Oboronpromkompleks" [South Ural Production Enterprise Unit of "Oboronpromkompleks"]. Address: 454087 Chelyabinsk, 2-nd Potrebitelskaya Street, 2. Director: Viktor Grigoryevich Braslavskiy, General Director. Telephone: (3512) 621198. Fax: (3512) 621196.

 Western Siberia Joint-Stock Company, "Oboronpromkompleks". Address: 630075 Novosibirsk, B. Khmelnitskiy Street, 84a. Director: Mikhail Ivanovich Kulagin, General Director. Telephone: (3832) 763973. Fax: (3832) 763551.

 Joint-Stock Company, "Vostochno-Sibirskoye Proizvodstvennoye-Komplektovochnoye Predpriyatiye Oboronpromkompleks" [Eastern Siberia Production Enterprise Unit of "Oboronpromkompleks"]. Address: 664053 Irkutsk, P. O. Box 2497. Director: Georgiy Ivanovich Tarusin, General Director. Telephone: (3952) 453625. Fax: (3952) 456341.

 Northern Production Enterprise Unit of "Oboronpromkompleks". Address: 150000 Yaroslavl, General Post Office, P. O. Box 76. Director: Oleg Georgiyevich Pozdnyakov, General Director. Telephone: (0852) 231557. Fax: (0852) 558524.

 Joint-Stock Company, North-Western Production Enterprise Unit of "Oboronpromkompleks". Address: 196143 St. Petersburg, Predportovaya Street, 7-th Thoroughfare, 1. Director: Anatoliy Artemovich Kurlyandchik. Telephone: (812) 1223715. Fax: (812) 1226790.

 Joint-Stock Company, Tver Production Enterprise Unit of "Oboronpromkompleks". Address: 117000 Tver, General Post Office, P. O. Box 379. Director: Vladimir Genrikhovich Moryev, General Director. Telephone: (0822) 332697. Fax: (0822) 426388.

 Joint-Stock Company, North Caucasus Production Enterprise Unit of "Oboronpromkompleks". Address: 344104 Rostov-on-the-Don, Dovator Street, 154/1. Director: Anatoliy Ivanovich Pravdyuk, General Director. Telephone: (8632) 240322. Fax: (8632) 220914.

 Joint-Stock Company, Production Firm Unit of "Atompromresursy". Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Ivan Petrovich Guzhov. Telephone: (095) 2362325. Fax: (095) 9556068.

 Joint-Stock Company, "Atomprom". Address: 101000 Moscow, B. Ordynok Street, 24/26. Director: Roman Konstantinovich Rusalkin, General Director. Telephone: (095) 1119512. Fax: (095) 1119512. [Sic. Fax no. is same as tel. no.].

 Joint-Stock Company, "Kontrakt". Address: 101000 Moscow, Meshchanskaya Street, 7/21. Director: Andrey Grigoryevich Andrukh. Telephone: (095) 2841935. Fax: (095) 9710845.

 Joint-Stock Company, "Atomenergozapchast". Address: 396072 Voronezh oblast, Novovoronezh. Director: Vladimir Grigoryevich Churin. Telephone: (073674) 25567. Fax: (073674) 21898.

 Joint-Stock Company, Kursk Plant, "Atomremmash". Address: 307720 Kursk oblast, Kurchatov rayon, sub-division [Russian: p/o] Lukashovka. Director: Viktor Semenovich Kurilenko. Telephone: (07131) 21433. Fax: (07131) 61261.

 State Enterprise for Repair and Servicing of Atomic Power Stations, Production Association "Atomenergoremont". Address: 141011 Moscow oblast, Mytishci, Kommunist Street, 23. Director: Stanislav Stepanovich Chertov. Telephone: (095) 5821603. Fax: (095) 5819034.

 State Enterprise, "Kurskturboatomenergoremont". Address: 307239 Kursk oblast, Kurchatov. Director: Vladimir Prokopyevich Fedorenko. Telephone: (07131) 46258. Fax: (07131) 46258 [Sic. Fax no. is same as tel .no.].

 Joint-Stock Company, Perlov Plant of Power Equipment. Address: 141011 Moscow oblast, Mytishchi, Kommunist Street, 23. Director: Valeriy Ivanovich Zabrodin. Telephone: (095) 5813144 Fax: (095) 5813144 [Sic. Fax no. is same as tel. no.].

 State Production Enterprise, "Sevatomremont". Address: 184151 Murmanks oblast, Polyarnyye Zori. Director: Inarik Gayazovich Mukhametshin. Telephone: (81532) 65667. Fax: (095) 5813144

 "Atomtekhenergo", a firm for the setting up and improvement of the operation and organization of the management of atomic power stations. Address: 141011 Moscow oblast, Mytishchi, Kommunist Street, 23. Director: Anatoliy Grigoryevich Ivannikov. Telephone: (095) 5820454. Fax: (095) 5818011.

 Joint-Stock Company, Machine-Building Corporation, "SPLAV". Address: 173021 Velikiy Novgorod, Nezhinskaya Street, 61. Director: Yevgeniy Izyaslavovich Shulman, General Director. Telephone: (8162) 113003. Fax: (8162) 113002.

 Construction-Industrial Joint-Stock Companies and Plants for Construction Materials of the Ministry of Atomic Energy of the Russian Federation:

 Holding Company, Joint-Stock company "Progress", affiliated to the Ministry of Atomic Energy of Russia. Address: 101000 Moscow, B. Ordynka street, 24/26. Director: Ivan Yegorovich Deryabin. Telephone: (095) 9534553, 2394308. Fax: (095) 2394800.

 Construction-Industrial Joint-Stock Company, "Kirovo-Chepetsk Directorate of Construction". Address: 613020 Kirov oblast, Kirovo-Chepets, Shkolnaya Street, 2. Director: Aleksandr Romanovich Verba. Telephone: (83361) 10314. Fax: (83361) 19118.

 Construction-Industrial Joint-Stock Company, "Chepetsk Directorate of Construction". Address: 427600 Respublika Udmurtiya, city of Glazov, Belova Street, 7. Director: Vladimir Yuryevich Pereshein. Telephone: (34141) 72206. Fax: (34141) 34304.

 Construction-Industrial Joint-Stock Company, "North Ural Directorate of Construction". Address: 620045 Sverdlovsk oblast, city of Lesnoy, Lenin Street, 76. Director: Vladimir Timofeyevich Nesterenko. Telephone: (34342) 69271. Fax: (34342) 24054, 24681.

 Design-Construction-Industrial Joint-Stock company, "Ural". Address: 456236 Chelyabinsk oblast, Trekhgornyy, Street Stroiteley [Street of the Builders], 6. Director: Galina Ivanovna Morozova. Telephone: (35111) 67061. Fax: (35111) 65120.

 Construction-Industrial Joint-Stock Company, "Sibakademstroy". Address: 630055 Novosibirsk, M. Dzhalil Street, 11. Director: Gennadiy Dmitriyevich Lykov. Telephone: (3832) 322050. Fax: (3832) 322032.

 Construction-Industrial Joint-Stock Company, "Khimstroy". Address: 636070 Tomsk oblast, city of Seversk, Transport Street, 32. Director: Gennadiy Sergeyevich Molokanov. Telephone: (3822) 776460. Fax: (3822) 776463, 764754.

 Construction-Industrial Joint-Stock Company, "Sibkhimstroy". Address: 660033 Krasnoyarsk kray, city of Zheleznogorsk, Shtefan Street, 1. Director: Vladimir Mikaylovich Kiyayev. Telephone: (39197) 22076, 29812. Fax: (39197) 29839.

 Construction-Industrial Joint-Stock Compnay, "Directorate of Construction No. 604". Address: 663960 Krasnoyarsk kray, city of Zelenogorsk, Kalinin Street, 25. Director: Anatoliy Yakovlevich Kurdyukov. Telephone: (39169) 35722. Fax: (39169) 24940, 44094.

 Construction-Industrial Joint-Stock Company, "Vostok" [East]. Address: 665358 Irkutsk oblast, city of Sayansk-3, P. O. Box 238. Director: Aleksandr Petrovich Sigal. Telephone: (39513) 32449. Fax: (39513) 32916.

 Construction-Industrial Joint-Stock Company, Priargunskiy Directorate of Construction". Address: 674665 Chitin oblast, city of Krasnokamensk, Avenue Stroiteley [Avenue of the Builders], 7. Director: Aleksandr Ivanovich Filonich. Telephone: (30245) 25784. Fax: (30245) 46246.

 Construction-Industrial Joint-Stock Company, "Angarsk Directorate of Construction". Address: 665835 Irkutsk oblast, Angarsk, P. O. Box 2060. Director: Viktor Leonidovich Seredkin. Telephone: (39518) 95062. Fax: (39518) 66856.

 AOZT {Closed-Type Joint-Stock Company], "South Ural Directorate of Construction".

 Construction-Industrial Joint-Stock Company, "Mid-Ural Directorate of Construction". Address: 620114 Sverdlovsk oblast, city of Novouralsk, Dzerzhinskiy Street, 13. Director: Petr Ivanovich Bokov. Telephone: (34370) 24961. Fax: (34370) 40977.

 Joint-Stock Construction Firm, "Aviastroy". Address: 432010 city of Ulyanovsk, Engineer Avenue, 24. Director: Yuriy Porfiryevich Grokhotov. Telephone: (8422) 200228. Fax: (8422) 200289.

 SPAO [Special Production Joint-Stock Company], "Elektrostal Directorate of Construction". Address: 144000 Moscow oblast, city of Electrostal, Karl Marks [Marx] Street, 18. Director: Sergey Alekseyevich Novgorodov. Telephone: (095) 7024794. Fax: (095) 7024794.

 Construction-Industrial Joint-Stock Company, "Atomstroy", affiliated to the Ministry of Atomic Energy of Russia. Address: 1011000 Moscow, B. Ordynka street, 24/26. Director: Konstantin Nikolayevich Moskvin. Telephone: (095) 2394369. Fax: (095) 9535361.

 Joint-Stock Company Construction-Industrial Company, "Dimitrovgradstroy". Address: 433510 Ulayanovsk oblast, Dimitrovgrad, Dachnaya Street, 2. Director: Vladimir Sergeyevich Pisarchuk. Telephone: (84235) 32128. Fax: (84235) 54083.

 Open-Type Joint-stock company, "Donatostroy". Address: 396072 Voronezh oblast, city of Novo-Voronezh. Director: Ivan Pavlovich Mikhalev. Telephone: (07364) 29646. Fax: (07364) 21802.

 Open-Type Joint-Stock Company, "Northern Directorate of Construction". Address: 188537 Leningrad oblast, city of Sosnovyy Bor-537, Leningrad Street, 7. Director: Igor Vladislavovich Ustinov. Telephone: (81269) 62774. Fax: (81269) 62415.

 Obninsk Construction-Industrial Joint-Stock Company. Address: 249020 Kaluga oblast, city of Obninsk, Kurchatov Street, 41. Director: Valeriy Ivanovich Chekmazov. Telephone: (08439) 49250. Fax: (08439) 49248.

 Open-Type Joint-Stock Company, "Penza Directorate of Construction". Address: 440019 Penza oblast, city of Zarechnyy, Komsomol Street, 41. Director: Nikolay Semenovich Kononenko. Telephone: (8412) 550907. Fax: (8412) 5500973.

 Sarov Construction-Industrial Joint-Stock Company. Address: 607200 Nizhegorod oblast, city of Sarov, Silkin street, 13. Director: Georgiy Georgiyevich Bulgakov. Telephone: (83130) 11077.

 Directorate of Construction No. 620. Address: 142284 Moscow oblast, Protvino. Director: Aleksandr Ivanovich Syatotskiy. Telephone: (277) 46991.

 First Construction-Installation Trust. Address: 113191 Moscow, First Lyusinovskiy Lane., 36. Director: Yuriy Aleksandrovich Shilobreyev. Telephone: (095) 2376660. Fax: (0950 2374726.

 Kaluga Construction-Installation Trust of Obninsk Directorate of Construction. Address: 248024 Kaluga oblast, city of Obninsk, K. Libknekht Street, 18. Director: Valeriy Fedorovich Desyatnikov. Telephone: (08422) 27162. Fax: (08422) 27878.

 Open-Type Joint-Stock Company, "Directorate of Industrial Enterprises". Address: 188537 Leningrad oblast, city of Sosnovyy Bor, Leningrad Highway, P. O. Box 32. Director: Vladimir Aleksandrovich Shegalo. Telephone: (81269) 62457.

 Open-Type Joint-Stock Company, "SMU-15". Address: 142234 Moscow oblast, city of Protvino, Obolensk Highway, 5. Director: Aley Safrovich Nekhay. Telephone: (277) 42517. Fax: (277) 42886.

 Joint-Stock Company, "Spetsatommontazh", affiliated to the Ministry of Atomic Energy of Russia. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Valeriy Nikolayevich Karmachev, President. Telephone: (095) 2394500. Fax: (095) 2394567.

 Joint-Stock Company PMSP "Elektron". Address: 630065 Novosibirsk-65, Tank Street, 72. Director: Valeriy Nikolayevich Karmachev. Telephone: (3832) 761331. Fax: (3832) 760712, 762076.

 Joint-Stock Company, "Gidromontazh". Address: 143392 Moscow oblast, Naro-Fominskiy rayon, settlement of Selyatino. Director: Gennadiy Pavlovich Kryuchkov. Telephone: (095) 4365510. Fax: (095) 7204960.

 Joint-Stock Company, Energospetsmontazh". Address: 107150 Moscow, Boytsovaya Street, 27. Director: Anatoliy Vasilyevich Shevchenko. Telephone: (0950 1608903. Fax: (095) 1694225.

 Joint-Stock Company, "Promelektromontazh". Address: 107150 Moscow, Boytsovaya Street, 27. Director: Vladimir Grigoryevich Dedlovskiy. Telephone: (0950 1602710, 1695275. Fax: (095) 1601313.

 Joint-Stock Company, "Mospromtekhmontazh". Address: 103473 Moscow, Third Samotechnyy Lane, 11. Director: Yuriy Leonyevich Ilin. Telephone: (095) 2889221, 2844200. Fax: (095) 2844348.

 Joint-Stock Company, "Angarskteplokhimmontazh". Address: 665801 Irkutsk oblast, Angarsk. Director: Vladimir Mikhaylovich Varga. Telephone: (39515) 42658. Fax: (39515) 42678. [Sic. Fax no. is same as tel. no.].

 Open-Type Joint-Stock Company "Promekhanomontazh". Address: 636070 Tomsk oblast, city of Seversk, P. O. Box 494. Director: Anatoliy Vladimirovich Maksimenko. Telephone: (3822) 784900. Fax: (3822) 241520.

 Open-Type Joint-Stock Company MPK "Uralpromontazh". Address: 454065 Chelyabinsk oblast, city of Ozersk, Semenov Street, 22. Director: Sergey Vladimirovich Voloshin. Telephone: (35171) 79250. Fax: (35117) 122214.

 OAO "Spetsmontazhmekhanizatsiya". Address: 115230 Moscow, Nagitinskaya Street, 2 building 1. Director: Aleksandr Mikhaylovich Tarasov. Telephone: (095) 1168791. Fax: (095) 1168863.

 OAO "Spetskhimmontazh". Address: 121069 Moscow, Khlebnyy Lane, 2/3. Director: Vladimir Mikhaylovich Tsitlenko. Telephone: (095) 2917136. Fax: (095) 2900830.

 Joint-Stock Company, "Atomspetskonstruktsiya" Experimental Plant. Address: 144001 Moscow oblast, Elektrostal, Stroitelnyy Lane, 10. Director: Vladimir Alekseyevich Gurov. Telephone: (095) 7029784. Fax: (095) 7029738.

 Open-Type Joint-Stock Company, "Installation-Construction Trust No. 3". Address: 396072 Voronezh oblast, city of Novovoronezh. Director: Anatoliy Nikiforovich Myshko. Telephone: (07364) 20631. Fax: (07364) 20082.

 Joint-Stock Company, "Spetsteplokhimmontazh". Address: 636070 Tomsk oblast, city of Seversk, Semenov Street, 22. Director: Boris Alekseyevich Kormashov. Telephone: (3822) 777932. Fax: (3822) 776939.

 Joint-Stock Company, "Uralgidromontazh". Address: 456780 Chelyabinsk oblast, city of Ozersk, Semenov Street, 22. Director: Anatoliy Ivanovich Loboda. Telephone: (35171) 79303. Fax: (35171) 73041.

 Joint-Stock Company, "Spetskhimmontazh". Address: 188537 Leningrad oblast, city of Sosnovyy Bor, P. O. Box 47. Director: Nikolay Nikolayevich Kiselev. Telephone: (81269) 64310. Fax: (81269) 64846.

 Joint-Stock Company, "Orgmontazhproyekt". Address: 119146 Moscow, First Frunze Street, 3a. Director: Igor Sergeyevich Ivashkin. Telephone: (095) 2428692. Fax: (095) 2460191.

 Joint-Stock Company, "KONATEM Concern". Address: 144001 Moscow oblast, city of Electrostal, Stroitelnyy Lane, 8. Director: Aleksandr Nikolayevich. Telephone: (095) 70207725. Fax: (095) 7029070.

 Novosibirsk Plant, "Promstalkonstruktsia". Address: 630075 city of Novosibirsk, Tayginskaya Street, 11. Director: Vladimir Ivanovich Berezikov. Telephone: (3832) 765797. Fax: (3832) 743221.

 Open Joint-Stock Company (Holding), "Spetsstroymaterialy". Address: 113191 Moscow, Kholodilnyy Lane, 3a. Director: Vladimir Aleksandrovich Barkov. Telephone: (095) 2353165. Fax. (095) 2353809.

 Open Joint-Stock Company, "Kamishlov Plant of Building Materials". Address: 623530 Sverdlovsk oblast, City of Kamyshlov, Street Stroiteley [Street of the Bulders], 1. Director: Oleg Timofeyevich Boyarnikov. Telephone: (34375) 93205. Fax: (34375) 24547.

 Open Joint-Stock Company, "Vikhorevka Timber-Cutting Combine". Address: 665737 Irkutsk oblast, city of Vikhorevka. Director: Vladimir Grigoryevich Serov. Telephone: (39531) 53548.

 Open Joint-Stock Company, "Gisopolimer". Address: 614043 Perm, Vasilyev Street, 1. Director: Maksim Veniaminovich Kirichenko, General Director. Telephone: (3422) 257315. Fax: (3422) 250743.

 Open Joint-Stock Company, "NIKBOOR". Address: 144001 Moscow oblast, city of Electrostal, Stroitelnyy Lane, 5. Director: Vasiliy Nikolayevich Gulko. Telephone: (095) 7029713. Fax: (095) 7029713. [Sic. Fax no. is same as tel. no.].

 Open Joint-Stock Company, "Stroyplastpolimer". Address: 620024 Yekaterinburg-24, Bisertskaya Street, 1. Director: Aleksandr Ivanovich Melnik, General Director. Telephone: (3432) 258811. Fax: (3432) 255233.

 Open Joint-Stock Company, "Udmurtiya Plant of Building Materials". Address: 427600 Respublika Udmurtiya, Glazov, Sovetskaya Street, 49. Director: Anatoliy Aleksandrovich Fedorovskiy. Telephone: (34141) 72564. Fax: (34141) 76482.

 Open Joint-Stock Company, "Lesstrom". Address: 618500 Perm oblast, city of Solikamsk, Kommunist Street, 44. Director: Aleksandr Nikolayevich Zinovyev. Telephone: (34253) 30107. Fax: (34253) 30100.

 Open Joint-Stock Company, "Iskitimramorgranit". Address: 633210 Novosibirsk oblast, Iskitim-5, Tsentralnaya Street, 24. Director: Aleksandr Semenovich Chirkov. Telephone: (38343) 42753, 44745.

 Open Joint-Stock Company, "Chuna Timber-Cutting Combine". Address: 665540 Irkutsk oblast, Chuna post office. Director: Vladimir Serafimovich Ilinskiy, General Director. Telephone: (39567) 91930. Fax: (39567) 91162.

 Open Joint-Stock Company, "Polistrom". Address: 456616 Chelyabinsk oblast, city of Kopeyk, Tomsk Street, 2. Director: Vladimir Gustavovich Adayev, General Director. Telephone: (35126) 10373. Fax: (35126) 10373. [Sic. Fax no. is same as tel. no.].

 Open Joint-Stock Company, "Krasnoyarskpolimerkeramika". Address: 663010 Krasnoyarsk kray, Berezovskiy rayon, Zykovo, Lineynaya Street, 31. Director: Aleksandr Vladimirovich Bevza, General Director. Telephone: (39175) 92510. Fax: (39175) 564089.

 Open Joint-Stock Company, "Tomsk Plant of Construction Materials and Products". Address: 634049 Tomsk, Irkutsk Road, 65. Director: Anatoliy Vasilyevich Valov, General Director. Telephone: (3822) 561793. Fax: (3822) 564089.

 Open Joint-Stock Company, Stroypolimerkeramika". Address: 249200 Kaluga oblast, Babinskiy rayon, settlement of Vorotynsk. Director: Said Vaitovich Mambetshayev, General Director. Telephone: (08425) 81401. Fax: (08425) 82271.

 Open Joint-Stock Company, "Stromashpolimer". Address: 249855 Kaluga oblast, Dzerzhinskiy rayon, settlement of Tovarkovo. Director: Sergey Vasilyevich Kondratyev. Telephone: (08434) 23315. Fax: (08434) 26419.

 Open Joint-Stock Company, "Tizol". Address: 624350 Sverdlovsk oblast, city of Nizhnyaya Tura-7. Director: Mikhail Grigoryevich Mansurov, General Director. Telephone: (34342) 23442. Fax: (34342) 211034.

 Open Joint-Stock Company, "Silikatstroymaterialy". Address: 636137 Tomsk oblast, settlement of Kopylovo. Director: Aleksey Alekseyevich Shachnev, General Director. Telephone: (38229) 82440. Fax: (38229) 82440.

 Open Joint-Stock Company, "Sortavala Crushing-Grading Plant". Address: 186750 Respublika Kareliya, city of Sortavala, Lesnaya Street, 2. Director: Yuriy Borisovich Yudin, General Director. Telephone: (81430) 42969.

 Closed Joint-Stock Company, "Filter". Address: 249855 Kaluga oblast, Dzerzhinskiy rayon, settlement of Tovarkovo. Director: Gennadiy Mikhaylovich Kadomtsev, General Director. Telephone: (08434) 23985.

 GUP [State Unitary Enterprise], "Volga Testing and Experimental Combine". Address: 171510 Tver oblast, Kimry rayon, settlement of Savelovo. Director: Yuriy Aleksandrovich Matlakhov. Telephone: (095) 2760272. Fax: (095) 5877770.

 Scientific-Research and Design Institutes; Scientific and Scientific-Technical Centers and Organizations of the Ministry of Atomic Energy of the Russian Federation; Physical Profile on Research and Servicing of the Nuclear Fuel Cycle and the Servicing of the Atomic Power Plants.

 All-Russian Scientific-Research Institute of Experimental Physics of the Russian Federal Nuclear Center (VNIIEF-RFYaTs). Address: 607190 Sarov, Nizhegorodsk oblast, Mir Avenue, 37. Director: Radiy Ivanovich Ilkayev. Telephone: (83130) 56951, 11264, 11803. Fax: (83130) 53808, 54565. Telex: 151 109 APCA. Web: http:

www.vniief.ru.

 All-Russian Scientific-Research Institute of Technical Physics--Russian Federal Nuclear Center (VNIITF-RFYaTs). Address: 456770 Snezhinsk, Chelyabinsk oblast, P. O. Box 245. Director: Georgiy Nikolayevich Rykovanov. Telephone: (35172) 32028. Fax: (35172) 32351. Telex: 124 846 SNOW SU. Web: http:

/ Russian Scientific Center, "Kurchatov Institute". Address: 123182 Moscow, Kurchatov Square, 1. Director: Yevgeniy Pavlovich Velikhov, President. Telephone: (095) 9430074. Web: http:

www.kiae.ru

 State Scientific Center of the Russian Federation, Troitsk Institute of Innovative and Thermo- Nuclear Research (GNTs RF TRINITI). Address: 142092 Moscow oblast, Troitsk. Director: Vyacheslav Dmitriyevich Pismennyy. Telephone: (095) 3345041. Fax: (095) 3345776. Web: http:

www.triniti.troitsk.ru.

 State Scientific Center of the Russian federation, " A. I. Leypunskiy Physics-Energy Institute" (GNTs RF FEI). Address: 249020 Kaluga oblast, city of Obninsk, Bondarenko Square, 1. Director: Anatoliy Vasilyevich Zrodnikov. Telephone: (095) 9530017, extension 8231. Fax: (09439) 48225. Web: http:

www.ippe.obninsk.ru.

 State Unitary Enterprise, "Scientific-Research and Design Institute of Power Engineering" (NIKIET). Address: 101000 Moscow, General Post Office, P. O. Box 788. Director: Boris Arsentyevich Gabarayev. Telephone: (095) 9752017. Fax: (095) 9752019. Web: http:

www.entek.ru

 Sverdlovsk Branch of the Scientific-Research and Design Institute of Power Engineering (NIKIET). Address: 624051 Yekaterinburg oblast, Beloyarsk rayon, Zarechnyy. Director: Viktor Ivanovich Perekhozhev. Telephone: (34377) 35162. Fax: (34377) 33396.

 State Scientific Center, Scientific-Research Institute of Atomic Reactors (GNTs RF NIIAR). Address: 433510 Ulyanovsk oblast, Dimitrovgrad-10. Director: Aleksey Frolovich Grachev. Telephone: (84235) 35648. Web: http:

www.niiar.simbirsk.su

 State Scientific Center of the Russian Federation, "Institute of Theoretical and Experimental Physics" (GNTs RF ITEF). Address: 117259 Moscow, Bolshaya Cheremushkinskaya Street, 25. Director: Mikhail Vladimirovich Danilov. Telephone: (095) 1250292. Fax: (095) 1270833. Web: http:

www.itep.ru

 State Scientific Center of the Russian Federation, "Institute of High Energy Physics" (GNTs RF IFVE). Address: 142284 Moscow oblast, Serpukhov rayon, Protvino, Pobeda street, 1. Director: Anatoliy Alekseyevich Logunov. Telephone: (095) 2175857. Fax: (095) 9246752. Web: http:

www.ihep.su.

 Joint Institute of Nuclear Research (OIYaI). Address: 141980 Moscow oblast, Dubna. Director: Vladimir Georgyevich Kadyshevskiy. Telephone: (095) 2002283. Fax: (095) 9752381. Web: http:

www.jinr.ru

 Scientific-Research Institute of Pulse Engineering (NIIIT). Address: 115304 Moscow, Luganskaya Street, 9. Director: Konstantin Nikolayevich Danilenko. Telephone: (095) 3213501. Fax: (095) 3214855.

 Yu. S. Sedkov Scientific-Research Institute of Measuring Systems (NIIIS). Address: 603600 N. Novgorod, GSP. Director: Valentin Yefimovich Kostyukov. Telephone: (8312) 654990. Fax: (8312) 668752.

 State Unitary Scientific-Technical Enterprise, "EFKON" (GNTP "EFKON"). Address: 601190 Nizhegorod oblast, Sarov, Yunost Street, 22. Director: Anatoliy Petrovich Inozemtsev. Telephone: (83130) 45705. Fax: (83130) 45994.

 Design Bureau of Auto-Transport Equipment (KB ATO). Address: 141007 Moscow oblast, city of Mytishchi, Khlebozavodskaya Street, 2. Director: Ernest Pavlovich Kornilovich. Telephone: (095) 5832303. Fax: (095) 5839334.

 State Unitary Enterprise, "A. P. Aleksandrov Scientific-Research and Technological Institute" (NITI). Address: 188537 Leningrad oblast, Sosnovyy Bor. Director: Vyacheslav Andreyevich Vasilenko. Telephone: (81269) 62667. Fax: (81269) 63672.

 All-Russian Scientific-research Institute of Technical Physics and Automation (VNIITFA). Address: 115230 Moscow, Varshavskoye Highway, 46. Director: Nikolay Revokatovich. Telephone: (095) 1119496. Fax: (095) 1115434. Web: http:

www.vniitfa.ru

/ Saransk Branch of the All-Russian Scientific-Research Institute of Technical Physics And Automation (VNIITFA). Address: 430003 Respublika Mordoviya, city of Saransk, Rabochaya Street, 82. Director: Vladimir Ivanovich Piskunov. Telephone: (8342) 171155. Fax: (8342) 171019.

 State Unitary Enterprise, "Special Science and Production Association 'Eleron' (SNPO "Eleron"). Address: 115563 Moscow, General Belov Street, 14. Director: Yevgeniy Trofimovich Mishin. Telephone: (095) 3939072. Fax: (095) 3939163.

 Branch State Unitary Enterprise, Special Science and Production Association "Eleron" Scientific-Research and Design Institute of Radio-Electronic Engineering (NIKIRET). Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Yuriy Aleksandrovich Olenin. Telephone: (8412) 629474. Fax: (8412) 552528.

 Branch Enterprise, Special Science and Production Association "Eleron" State Unitary Enterprise "Dedal". Address: 141930 Moscow oblast, Dubna, P.O. Box 89. Director: Sergey Leonidovich Fedyayev. Telephone: (221) 62120. Fax: (221) 40469.

 Branch Special Science and Production Association Eleron" "Lepton". Address: 353340 Stavropol kray, Lermontov, Komsomol Street, 24. Director: Anatoliy Vladimirovich Podshibyakin. Telephone: (86535) 22530.

 N. L. Dukhov All-Russian Scientific Research Institute of Automation (VNIIA). Address: 101000 Moscow, P. O. Box 918. Director: Yuriy Nikolayevich Barmakov. Telephone: (095) 9787803. Fax: (095) 9780903.

 State Unitary Enterprise, "Scientific-Research Institute of Instruments" (NIIP). Address: 140061 Moscow oblast, Lytkarino, settlement of Turayevo. Director: Vladimir Ivanovich Rogov. Telephone: (095) 5523939. Fax: (095) 5523911.

 State Enterprise, "D. V. Yeremov Scientific-Research Institute of Electro-Physics Equipment" (NIIEFA). Address: 189631 St. Petersburg, Metallostroy, Sovetskiy Avenue, 1. Director: Vasiliy Andreyevich. Telephone: (812) 4648963 Fax: (812) 4647979.

 Institute of Physics-Technical Problems (IFTP). Address: 141980 Moscow oblast, Dubna, GUS, P. O. Box 39. Director: Vladimir Pavlovich Plotnikov. Telephone: (095) 9262209. Fax: (221) 65523.

 Research Center of Applied Nuclear Physics (ITsPYaF). Address: 141980 Moscow oblast, Dubna, Zh. Kyuri Street, 6. Director: Vladimir Dmitriyevich Shestakov. Telephone: (221) 40665. Fax: (221) 65523.

 Moscow Radio-Engineering Institute (MRTI). Address: 113519 Moscow, Varshavskoye Highway, 132. Director: Gennadyy Ivanovich Batskikh. Telephone: (095) 3153111. Fax: (095) 3141053.

 State Center, "Physics of Concentrated Media" Address: 123060 Moscow, VNIINM [All-Russian Scientific-Research Institute of Inorganic Materials]. Director: Aleksandr Zinovyevich Solontsov. Telephone: (095) 1966389. Fax: (095) 1966389. [Sic. Fax no. is same as tel. no.]

 Joint-Stock Company, "Scientific-Production Center, "Rosna". Address: 620151 Yekaterinburg, General Post Office, P. O. Box 74. Director: Grigoriy Yemelyanovich Vedernikov. Telephone: (3432) 413228. Fax: (3432) 413370.

 Scientific-Engineering Center, "SNIIP" (NITs "SNIIP"). Address: 123060 Moscow, Raspletin street, 5. Director: Sergey Borisovich Chebyshov. Telephone: (095) 1987947. Fax: (095) 9430063. Web: http:

www.sniip.ntl.ru

 Specialized Design-Structure Bureau, "Automation" (SPKB "Avtomatika"). Address: 153428 Ivanovo, 11-th Sosnevskaya, 72. Director: Yevgeniy Borisovich Butnikov. Telephone: (0932) 304275. Fax: (0932) 350548.

 State Scientific-Research and Design Enterprise, "Vibrotekhnika". (GNIKP "Vibrotekhnika"). Address: 109017 Moscow, B. Ordynka Street, 29. Director: Vladimir Petrovich Savchenko. Telephone: (095) 9516750. Fax: (095) 2394609.

 All-Russian Design-Research and Scientific-Research Institute of Industrial Technology (VNIPI Promtekhnolgii). Address: 115409 Moscow, Kashirskoye Highway, 33. Director: Vladimir Viktorovich Lopatin. Telephone: (095) 3247945. Fax: (095) 3245025.

 Siberian Branch of the All-Russian Design-Research and Scientific-Research Institute of Industrial Technology (SibNIIPromtekhnologii). Address: 674665 Chitin oblast, Krasnokamensk, P. O. Box 3. Director: Nikolay Matveyevich Zemskov. Telephone: (30245) 26147. Fax: (30245) 43670.

 All-Russian Scientific-Research Institute of Chemical Technology (VNIIKhT). Address: 115230 Moscow, Kashirskoye Highway, 3. Director: Viktor Vasilyevich Shatalov. Telephone: (095) 3247584. Fax: (095) 3245441.

 State Scientific Center of the Russian Federation, "A. A. Bochvar All-Russian Scientific-Research Institute of Inorganic Materials" (VNIINM). Address: 123060 Moscow, Rogov Street, 5. Director: Mikhail Ivanovich Solonin. Telephone: (095) 1904993. Fax: (095) 1964168. Web: http:

www.bochvar.ru

 Siberian Branch of State scientific Center of the Russian Federation, "A. A. Bochvar All- Russian Scientific Research Institute of Inorganic Materials". Address: 634018 Tomsk oblast, Seversk, Lermontov Street, 13. Director: Aleksandr Yakovlevich Svarovskiy. Telephone: (38242) 61880. Fax: (3822) 776739.

 State Unitary Enterprise, Scientific-Research Institute, "Luch" (NII "Luch"). Address: 142100 Moscow oblast, city of Podolsk, Zheleznodorozhnaya Street, 24.

 Science and Production Association, "V. G. Khlopin Radium Institute". Address: 194021 St. Petersburg, 2-nd Murinskiy Thoroughfare, 28. Director: Aleksandr Andreyevich Rimskiy-Korsakov. Telephone: (812) 2475641. Fax: (812) 2475781. Web: http:

 Scientific-Research Institutes and Design Institutes, Scientific Centers, and Scientific- Technical Centers of the Ministry of Atomic Energy of the Russian Federation for Research and Servicing of the Nuclear Fuel Cycle:

 Moscow Science and Production Association, "Radon" (NPO "Radon"). Address: 141335 Moscow oblast, Sergiyevo-Posadskiy rayon, sub-division Shemetovo. Director: Igor Andreyevich Sobolev. Telephone: (095) 9289069. Fax: (095) 9289916. Web: http:

www.radon.ru

 Central Laboratory for the Protection of the Environment. Address: 607190 Nizhegorod oblast, Sarov, P. O. Box 423. Director: Vasiliy Dmitriyevich Davydok. Telephone: (83130) 45288. Fax: (86130) 45288.

 Central Scientific-Research Laboratory. Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Vladimir Mikhaylovich Sorokin. Telephone: (8412) 692706.

 Scientific-Production Center for Conversion. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Aleksandr Dmitriyevich Tsisarskiy. Telephone: (095) 2392205. Fax: (095) 2392711.

 All-Russian Scientific-Research Institute for Utilization of Atomic Power Stations (VNII AES). Address: 105507 Moscow, Ferganskaya Street, 25. Director: Armen Artvazdovich Abagyan. Telephone: (095) 3761550. Fax: (095) 3768333. Web: http:

www.vniiaes.ru.

 Scientific-Technical Center for Emergency-Technical Work at Atomic Power Stations (NTTs ATR). Address: 109507 Moscow, Ferganskaya Street, 25. Director: Eduard Saakovich Saakov. Telephone: (095) 5819223. Fax: (095) 5818011.

 Technological Branch of the Scientific-Technical Center for Emergency Work at Atomic Power Stations. Address: 142530 Moscow oblast, Pavlo-Posadskiy rayon, Elektrogorsk, Bezymyannaya Street, 6. Director: Anatoliy Yuryevich Likhachev. Telephone: (095) 3760069. Fax: (095) 3760069 [Sic. Fax no. is same as tel. no.].

 Structural Design Branch of the Scientific-Technical Center for Emergency Work at Atomic Power Stations. Address: 107818 Moscow, Bakunin Street, 7, building 1. Director: Mikhail Falevich Rogov. Telephone: (095) 3891355. Fax: (095) 3891355. [Sic. Fax no. is same as tel. no.].

 Dimitrovgrad Branch of the Scientific-Technical Center for Emergency Work at Atomic Power Stations. Address: 433510 Ulyanovsk oblast, Dimitrovgrad. Director: Vasiliy Ivanovich Shepilov. Telephone: (84235) 34063. Fax: (84235) 35648.

 Elektrogorsk Scientific-Research Center for Security of Atomic Power Stations. Address: 142530 Moscow oblast, Pavlo-Posadskiy rayon, Elektrogorsk, Bezymyannaya Street, 6. Director: Vladimir Nikolayevich Blinkov. Telephone: (243) 33074. Fax: (243) 31235.

 Joint-Stock Company, "Small Power Engineering" [Malaya Energetika]". Address: 105318 Moscow, Tkatskaya Street, Building 1, P. O. Box No. 75. Director: Yevgeniy Alekseyevich Kuzin, General Director. Telephone: (095) 9629269. Fax: (095) 9641900. Web: http:

www.glasnet.ru/~merev Design [Institutes]:

 State Specialized Design Institute (GSPI). Address: 107014 Moscow, Novoryazan Street, building 8a. Director: Vladimir Lvovich Rozhkov. Telephone: (095) 2611259. Fax: (095) 2617264.

 State Unitary Enterprise, Leading Institute "All-Russian Design and Scientific- Research Institute of Integrated Power Engineering technology (GI VNIPIET). Address: 197228 St. Petersburg, Savushkin Street, 82. Director: Valeriy Dmitriyevich Safutin. Telephone: (812) 4301491. Fax: (812) 4300393.

 Krasnoyarsk State Design-Research Institute of VNIPIET [see acronym expansion above]. Address: 660026 Krasnoyarsk kray, Zheleznogorsk, Lenin Street, 39. Director: Yuriy Nikolayevich Baskakov. Telephone: (39197) 22087. Fax: (39197) 25625.

 Tomsk State Design-Research Institute of VNIPIET. Address: 634039 Tomsk oblast, Seversk, Kurchatov Street, 2. Director: Vitaliy Alekseyevich Mishin. Telephone: (35171) 79550. Fax: (35171) 73822.

 Novosibirsk State Design-Research Institute of VNIPIET. Address: 630075 Novosibirsk-75, B. Khmelnitskiy Street, 2. Director: Anatoliy Vladimirovich Volushchuk. Telephone: (3832) 761315. Fax: (3832) 769613.

 Sosnovyy Bor State Design-Research Institute of VNIPIET. Address: 188537 Leningrad oblast, Sosnovyy Bor, 50-th October Anniversary Street, 1, P. O. Box 115.

 Sosnovyy Bor State Scientific-Research Institute of VNIPIET. Address: 188537 Leningrad oblast, Sosnovyy Bor, P. O. Box 49. Telephone: (81269) 79452. Fax: (81269) 63480.

 Sosnovyy Bor State Scientific-Research Institute of VNIPIET. Address: 188537 Leningrad oblast, Sosnovyy Bor, P. O. Box 49. Director: Leonid Vasilyevich Kizhnerov. Telephone: (81269) 64373. Fax: (81269) 61932.

 State Unitary Enterprise, Scientific-Research and Structural Design Institute, "Atomenergoproekt". Address: 107815 Moscow, Bakunin Street, block 7, building. 1. Director: Andrey Borisovich Malyshev. Telephone: (095) 2614187. Fax: (095) 2650974.

 State Unitary Enterprise, St. Petersburg Scientific-Research and Structural Design Institute, "Atomenergoproekt". Address: 19306 St. Petersburg, Suvorov Avenue, 2a. Director: Vladislav Nikolayevich Korkunov. Telephone: (812) 2772196. Fax: (812) 2770703.

 State Unitary Enterprise, Nizhegorod Scientific-Research and Structural Design Institute, "Atomenergoproekt". Address: 603006 N. Novgorod, GSP-54, Svoboda Square, 3. Director: Yevgeniy Mikhaylovich Koroloev. Telephone: (8312) 333424. Fax: (8312) 358490.

 Joint-Stock Company, "Sverdlovsk Scientific-Research Institute of Chemical Machine-Building (SverdNIIkhimmash). Address: 620010 Yekaterinburg, Groboyedov Street, 32. Director: Boris Pimanovich Shevelin. Telephone: (3432) 274310. Fax: (3432) 275505.

 State Unitary Enterprise, Experimental Design Bureau, "Gidropress" (OKB "GIDROPRESS"). Address: 142103 Moscow oblast, city of Podolsk, Ordzhonikidze Street, 21. Director: Yuriy Grigoryevich Dragunov. Telephone: (275) 42576. Fax: (275) 42516.

 State Unitary Enterprise, "I. I. Afrikantov Experimental Design Bureau of Machine- Building". Address: 603074 N. Novgorod, Burnakov Avenue, 15. Director: Aleksandr Ivanovich Kiryushin. Telephone: (8312) 418772. Fax: (8312) 418772. [Sic. Fax no. is same as tel. no.]

 State Unitary Enterprise, Central Design Bureau of Machine-Building" (TsKBM). Address: 195272 St. Petersburg, Krasnoyarsk Square, 3. Director: Yevgeniy Nikolayevich Sokolov. Telephone: (812) 2242075. Fax: (812) 2243257.

 Science and Production Association, "Scientific-Research and Design Institute of Installation Technology" (NPO NIKIMT). Address: 127410 Moscow Altufyevskoye Highway, 43. Director: Leonid Nikolayevich Shchavelev. Telephone: (095) 4899095. Fax: (095) 903100.

 Joint-Stock company, Design-Research and Scientific-Research Institute, "OrgstroyNIIproekt". Address: 113191 Moscow, Kholodilnyy Lane, 3a. Director: Nikolay Nikolayevich Yegorov. Telephone: (095) 2353841. Fax: (095) 2351941.

 Joint-Stock Company, Lermontov Design-Research Institute, "OrgstroyNIIproekt". Address: 357340 Stavropol kray, city of Lermontov, Lermontov Avenue, 1. Director: Vladimir Stepenovich Sorokin. Telephone: (86535) 31604. Fax: (86535) 22191.

 State Unitary Enterprise, Siberian Design Research Institute, "OrgstroyNIIproekt". Address: 665830 Irkutsk oblast, city of Angarsk, Vostochnaya Street, 14. Director: Viktor Ivanovich Shkaptsov. Telephone: (39518) 95945. Fax: (39518) 526745.

 Joint-Stock Company, "Siberian Structural-Design Technological Institute". Address: 630055 Novosibirsk, M. Dzhalil Street, 21. Director: Aleksandr Vladimirovich Glinskiy. Telephone: (3832) 321330. Fax: (3832) 323245.

 State Enterprise, Design-Technological Trust, "Orgstroy-11". Address: 113191 Moscow, Danilov Bank, 10/12. Director: Yuriy Aleksandrovich Pokrovskiy. Telephone: (095) 2376400. Fax: (095) 2376407.

 Informational and analytical [facilities].

 The Situation-Crisis Center. Address: 101100 Moscow, B. Ordynka Street, 24/26. Director: Venedikt Petrovich Berchik. Telephone: (095) 2392875. Fax: (095) 2382890.

 Central Scientific-Research Institute of Control, Economics, and Information of The Ministry of Atomic Energy of Russia (TsNIIatominform). Address: 127434 Moscow, Dmirovskoye Highway, 2. Director: Nikolay Yegorovich Yakovlev. Telephone: (095) 9767272. Fax: (095) 9767203.

 Novosibirsk Branch of TsNIIATOMINFORM (see acronym expansion above)--Branch Scientific-Technical Center of Information Science in Construction (ONTTs "Informstroy"). Address: 630055 Novosibirsk, M. Dzhalil Street, 23. Director: Anatoliy Nikolayevich Tseba. Telephone: (3832) 321747. Fax: (3832) 325853.

 Angarsk Scientific-Research Center of Control, Economics, and Information Science (ATOMINFORM-A). Address: 665816 Irkutsk oblast, Angarsk, P. O. Box 289. Director: Vitaliy Valentinovich Denisenko. Telephone: (39518) 43621. Fax: (39518) 40262.

 State Enterprise, "Chernobyl Archive". Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Yevgeniy Viktorovich Postnikov. Telephone: (095) 2394687. Fax: (095) 2392237.

 Firm for Commercial Advertisement and Scientific-Technical Propagation. Address: 113105 Moscow, Varshavskoye Highway, 3. Director: Stanislav Mikhaylovich Tsvetayev. Telephone: (095) 9541082. Fax: (095) 9525963.

 Inter-Branch Coordination Center, "Nuklid" Address: 194100 St. Petersburg, Lesnoy Avenue, 64. Director: Nina Simonovna Yanovskaya. Telephone: (812) 5429342. Fax: (812) 5426228.    

 Informational and Analytical Scientific-Research Institutes, Science Centers, and Scientific-Technical Centers of the Ministry of Atomic Energy of the Russian Federation:

 State Unitary Enterprise, "Exhibition and Marketing Center." Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Galina Viktorovna Gorshteyn. Telephone: (095) 2392853. Fax: (095) 2392690.

 Press-Service of the Ministry of Atomic Energy of the Russian Federation. Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Yuriy Grigoryevich Bespalko. Telephone: (095) 2394650. Fax: (095) 2392535.

 Others:

 All-Russian Scientific-Research Institute for the Comprehensive Use of Milk Raw Materials (VNIKIM). Address: 355040 Stavropol-40, Dovatortsev Street, 52a. Director: Veterinary Surgeon, Director of Milkmen. Telephone: (8652) 97592. Fax: (8652) 73615.

 State Establishment, Institute for Problems of Secure Development of Atomic Power, Russian Academy of Sciences ( IBRAE RAN). Address: 113191 Moscow, B. Tulskaya Street, 52. Director: Leonid Aleksandrovich Bolshov, Corresponding Member of the Russian Academy of Sciences. Telephone: (095) 9522421. Fax: (095) 9581151. Web: http:

www.ibrae.ac.ru

 Institute of Nuclear Physics of Budker (IyaF). Address: 630090 Novosibirsk, Lavrentyev Avenue, 11. Director: A. N. Skrynskiy. Telephone: (3832) 356031. Fax: (3832) 352163. Web: http:

www.inp.nsk.su.

 D. V. Skobeltsyn Scientific-Research Institute of Nuclear Physics (NIIYaF MGU). Address: 119899 Moscow, Vorobyevy gory, NIIYaF MGU. Director: Mikhail Igoryevich Panasyuk. Telephone: (095) 9391818. Fax: (095) 9390896. Web: http:

www.npi.msu.su.

 St. Petersburg Institute of Nuclear Physics. Address: 188350 Leningrad oblast, Gatchina. Director: V. A. Nazarenko. Telephone: (812) 7137196. Fax: (812) 7137196.

 11. Educational Establishments.

 Moscow State Engineering-Physics Institute (Technical University) (MIFI). Address: 115409 Moscow, Kashirovskoye Highway, 31. Director: Boris Nikolayevich Onykiy. Telephone: (095) 324 3384. Web: http:

www.mifi.ru

 Ozersk Technological Institute of Moscow State Engineering-Physics Institute. Address: 456783 Chelyabinsk oblast, city of Ozersk, Pobeda Avenue, 48. Director: Yuriy Nikolayevich Stepanov, Rector. Telephone: (35171) 44646.

 Novouralsk Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 624130 Sverdlovsk oblast, city of Novouralsk-3, Lenin street, 85. Director: Aleksey Petrovich Dyagilev. Telephone: (34370) 23580.

 Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 620045 Sverdlovsk oblast, city of Lesnoy, Kommunist Avenue, 36. Director: Vyacheslav Mikhaylovich Khrapal. Telephone: (34342) 60963. Fax: (34342) 55621.

 Sarov Physics-Technical Institute of Moscow State Engineering-Physics Institute. Address: 607200 Nizhegorod oblast, Sarov, Dukhov Street, 6. Director: Yuriy Petrovich Shcherbak. Telephone: (83130) 59809.

 Trekhgornyy Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Mir Street, 17. Director: Fedor Ivanovich Dolinin, Rector. Telephone: (35111) 67067.

 Snezhinsk Physics-Technical Institute--Branch of Moscow State Engineering-Physics Institute. Address: 456776 Chelyabinsk oblast, city of Snezhinsk, Mir Street, 6/8. Director: Vladimir Makarovich Skovpen. Telephone: (35172) 32422. Fax: (35172) 32256.

 Northern Technological Institute of Tomsk Polytechnic University. Address: 634036 Tomsk-36, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov. Telephone: (3822) 779529.

 St. Petersburg State Technical University. Address: 195251 St. Petersburg, Politekhnicheskaya Street, 29. Director: Yuriy Sergeyevich Vasilyev, President. Telephone: (812) 2471616. Fax: (812) 5527882.

 St. Petersburg State Technological Institute (Technical University), Engineering Physics- Chemistry Faculty. Address: 198013 St. Petersburg, Moscow Avenue, 26. Director: Anatoliy Sergeyevich Dudyrev. Telephone: (812) 2596500. Fax: (812) 1127791.

 Moscow Power Institute (MEI). Address: 105835 Moscow, Krasnokazarmennaya Street, 14. Director: Yevgennyy Viktorovich Ametistov, Rector. Telephone: (095) 3627088. Web: http:

www.mpei.ac.ru

 Inter-Branch Special Training Center affiliated to the Ministry of Atomic Energy of Russia. Address: 249020 Kaluga oblast, Obninsk, Kurchatov Street, 21. Director: Vladimir Nikolayevich Serikov. Telephone: (08439) 25344. Fax: (08439) 48510.

 State Central Institute for Qualification Enhancement. Address: 249020 Kaluga oblast, Obninsk, Kurchatov Street, 21. Director: Yuriy Petrovich Rydnev. Telephone: (08439) 48833. Fax: (08439) 48011.

 Moscow Institute for Qualification Enhancement, "Atomenergo". Address: 125413 Moscow, Senezhskaya Street, 1/9. Director: Nikolay Ivanovich Ishchenko, Rector. Telephone: (095) 453 0277. Fax: (095) 453 8559.

 State Regional Educational Center of the Ministry of Atomic Energy of Russia. Address: 197348 St. Petersburg, Aerodromnaya Street, 4. Director: Yuriy Petrovich Lisnenko, Rector. Telephone: (812) 3945005.

 Ural Institute for Qualification Enhancement, "Progress". Address: 624133 Sverdlovsk oblast, city of Novouralsk, Pervomayskaya Street, 107. Director: Valeriy Ivanovich Makarov. Telephone: (34370) 91601. Fax: (34370) 91354. Web: http:

/ Siberian Institute for Qualification Enhancement, "Spetsmontazh". Address: 630075 Novosibirsk-75, Narodnaya Street, 7/1. Director: Oleg Igorevich Sidorov. Telephone: (3832) 760564. Fax: (3832) 760117.

 Central Scientific-Research Institute of Control, Economics, and Information of the Ministry of Atomic energy of Russia (TsNIIatominform). Address: 127434 Moscow, Dmitrovskoye Highway, 2. Director: Nikolay Yegorovich Yakovlev. Telephone: (095) 9767272. Fax: (095) 9767203.

 Novosibirsk Branch of TsNIATOMINFORM [see acronym expansion above]--Branch Scientific-Technical Center of Information Science in Construction (ONTTs "Informstroy). Address: 630055 Novosibirsk, M. Dzhalil Street, 23. Director: Anatoliy Nikolayevich Tseba. Telephone: (3832) 321747. Fax: (3832) 325853.

 Angarsk Scientific-Research Center of Control, Economics, and Information (ATOMINFORM-A). Address: 665816 Irkutsk oblast, Angarsk, P. O. Box 289. Director: Vitaliy Valentinovich Denisenko. Telephone: (39518) 43621. Fax: (39518) 40262.

 State Enterprise, "Chernobyl Archive". Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Yevgenyy Viktorovich Postnikov. Telephone: (095) 2394687. Fax: (095) 2392237.

 Firm for Commercial Advertisement and Scientific-Technical Propagation. Address: 103105 Moscow, Varshavskoye Highway, 3. Director: Stanislav Mikhaylovich Tsvetayev. Telephone: (095) 9541082. Fax: (095) 9525963.

 Northern Indusrial College (municipal educational establishment). Address: 636070 Tomsk obalst, Seversk, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov. Telephone: (3822) 779529.

 Beloyarsk Polytechnic College Address: 624051 Sverdlovsk oblast, Zarechnyy, Lenin Street, 27. Director: Oleg Nikolayevich Arefyev. Telephone: (34377) 32004.

 Balakhna Polytechnic College. Address: 606400 Nizhegorod oblast, Balakhna, Dzerzhinskiy Street, 21. Director: Aleksandr Aleksandrovich Checherin. Telephone: (83144) 20781.

 Moscow Industrial College. Address: 113191 Moscow, Kholodilnyy Lane, 7. Director: Viktor Sergeyevich Geraskin. Telephone: (095) 9522621.

 Moscow Oblast Polytechnic College. Address: 144000 Mocow oblast, Electrostal, Lenin Street, 41. Director: Nikolay Stepanovich. Telephone: (095) 7029028.

 Siberian Polytechnic College. Address: 630075 Novosibirsk-75, B. Khmelnitskiy Street, 9. Director: Pavel Andreyevich Tereshchenko. Telephone: (3832) 760239.

 Novovoronezh Polytechnic College. Address: 396072 Voronezh oblast, Novovoronezh, Oktyabrskaya Street. Director: Mikhail Alekseyevich Dukhanin. Telephone: (07364) 28096.

 Yuzhnouralsk Polytechnic College. Address: 456783 Chelyabinsk oblast, Ozersk, Pobeda Street, 48. Director: Angelina Valentinovna Romanovna. Telephone: (35171) 44623.

 Uralsk Polytechnic College. Address: 624130 Sverdlovsk oblast, Novouralsk-3, Lenin street, 85. Director: Leonid Nikolayevich Mochalov. Telephone: (34370) 22497.

 Volgodonsk Engineering College of Power-Machine Building. Address: 347340 Rostov oblast, Volgodonsk, Lenin street, 27. Director: Tamara Vailyevna Bazavova. Telephone: (86392) 25673.

 Zarechnyy Industrial College (municipal educational establishment). Address: 249020 Kaluga oblast, Obninsk, Lenin Avenue, 71. Director: Vladimir Petrovich Petrov. Telephone: (08439) 61209.

 Obninsk Poly-Engineering College. Address: 249020 Kaluga oblast, Obninsk, Lenin Avenue, 71. Director: Vladimir Petrovich Petrov. Telephone: (08439) 61209.

 Krasnoyarsk Electro-Mechanical Engineering College. Address: 663690 Krasnoyarsk kray, Zelenogorsk, Bortnikov Street, 13. Director: Grigoriy Antipyevich Porsev. Telephone: (39169) 34433.

 Angarsk Polytechnic College. Address: 665030 Irkutsk oblast, Angarsk, P. O. Box 60. Director: Yuriy Vasilyevich Dragunov. Telephone: (3951) 999362.

 Sosnovyy Bor Branch of Moscow Obalst Polytechnic College. Address: 188537 Leningrad oblast, Sosnovyy Bor, Mir Street, 5. Director: Tatyana Nikolayevna Keller. Telephone: (812) 69662224.

 Protvino Branch of Moscow Oblast Polytechnic College. Address: 142284 Moscow Oblast, Serpukhov rayon, P. O. Box 66. Director: Nadezhna Pavlovna Sholokhova, Branch Head. Telephone: (09677) 41362.

 Kirovo-Chepetsk Branch of Moscow Oblast Polytechnic College. Address: 613020 Kirov oblast, Kirovo-Chepetsk, P. O. Box 32. Director: Lidiya Aleksandrovna Malykh, Branch Head. Telephone: (83361) 31296.

 Dubna Branch of Moscow Oblast Polytechnic College. Address: 141980 Moscow oblast, Dubna, Priborstroitelnaya Street, 2. Director: Galina Nikolayevna Lepunova, Head of Branch. Telephone: (09621) 40523.

 Glazov Branch of Moscow Oblast Polytechnic College. Address: 427600 Udmurt Republic, Glazov, General Post Office, P. O. Box 238. Director: Olga Andreyevna Trushkina, Head of Branch. Telephone: (34141) 30476.

 Professional-Technical School No. 1. Address: 171850 Tver Oblast, Udomlya, Kurchatov Avenue, 8. Director: Viktor Mikhaylovich Bezverkhov. Telephone: (08255) 43075.

 12. Export Services.

 Joint-Stock Company, "Tekhsnabeksport". Address: 109180 Moscow, Staromonetnyy Lane, 26. Director: Revmir Georgiyevich Frayshtut. Telephone: (095) 9533864. Fax: (095) 2302638.

 Firm, "Uranservis"--Director Aleksy Antonovich Grigoryev. Firm, "TVELy"--Director Oleg Valeriyevich Bondarenko. Firm, "Atomimpeks"--Director Viktor Mikhaylovich Rodin. Currency and Finance Section. Section for State of Market and Prices. Section for Foreign Relations and Protocol. Section for Informational Provision. Section for Processing and Protection of Information.

 Separation Plants.

 Ural Electro-Chemical Combine. Separation Plant. Address: 624130 Novouralsk, Sverdlovsk oblast, Dzerzhinskiy Street, 2. Director: Anatoliy Petrovich Knutarev, General Director. Telephone: (34370) 92424. Fax: (34370) 94141. Web: http:

www.ricon.e-burg.ru

 Electro-Chemical Plant (EkhZ). Separation Plant. Address: 663690 Zelenogorsk, Krasnoyarsk kray. Director: Anatoliy Nikolayevich Shubin, General Director. Telephone: (39169) 33350, 33321.

 Siberian Chemical Combine. Separation Plant. Address: 636070 Seversk, Tomsk oblast, Kurchatov oblast, 1. Director: Valeriy Konstantinovich Larin, General Director. Telephone: (3822) 771798. Fax: (3822) 772528. Web: http:

 Angarsk Electrolytic Chemical Combine. Separation Plant. Address: 665804 Irkutsk oblast, city of Angarsk. Director: Viktor Panteleymonovich Shopen. Telephone: (39518) 40710. Fax: 39518) 66715.

 Joint-Stock Company, "Atomstroyeksport". Address: 113184 Moscow, Malaya Ordynka Street, 35, building 3. Director: Viktor Vasilyevich Kozlov. Telephone: (095) 7379037.

 All-Regional Association, "Izotop" [Isotope].

 State Unitary Enterprise, All-Regional Association, "Izotop" (V/O "Izotop"). Address: 119435 Moscow, Pogodinskaya Street, 22. Director: Boris Viktorovich Akakiyev. Telephone: (095) 2450118. Fax: (095) 2452492.

 Yekaterinburg Enterprise, "Izotop". Address: 620142 Yekaterinburg, Belinskiy Street, 143. Director: Lilian Akhramovich Khamitov. Telephone: (3432) 223149. Fax: (3432) 227473.

 Khabarovsk Enterprise, "Izotop". Address: 680020 Khabarovsk, Volchayevskaya Street, 83. Director: Vladimir Vladimirovich Fedorov. Telephone: (4212) 222025. Fax: (4212) 222025.

 13. Business Partners of Enterprises of Ministry of Atomic Energy (none listed).

 14. Banks, Insurance Organizations, and Investment Companies (none listed).

 15. Ecological Organizations.

 Bellona. Web: http:

www.bellona.no.

 Green World. Web: http:

www.spb.org.ru/greenworld

 Social-Ecological Union. Web: http:

www.cci.glasnet.ru/seu

 Contructive-Ecological Movement, "Kedr". (no listing)

 Ecoline. Web: http:

www.cci.glasnet.ru

 World-Wide Informational Service for Problems of Energy. Web: http:

www.antenna.nl

 E-tip. Web: http:

www.ecologia.nier.org

 EcoNet. Web: http:

www.igs.org/igs/econet

 Grinpis [Greenpeace] Russia. Web: http:

www.greenpeace.ru

 Grinpis Interneshnl [Greenpeace International]. Web: http:

www.greenpeace.org

 Prima-M. Web: http:

www.glasnet.ru/aoprima

 Center for Disarmament, Energy, and Ecology MFTI [Moscow Institute of Physics and Technology]. Web: http:

www.armscontrol.ru

 16. Social and Non-Commercial Organizations. (none listed)

 17. Strategic Nuclear Forces of Russia. (none listed)