Speaker: It's Casa Cast.
We got Orange Credo, Casa Cast, ourto Casa Cast, created by Casa.
It's time for the show.
Let's go.
Steve: Hey, welcome to Casa Cast.
I'm your host, Steve Schwab.
Today I am here with Bert King, Eric Trojan and David Carter from the
North County San Diego Casago office.
Gentlemen, welcome to the show.
Thank you.
It's good to be here.
Guys.
You've been with Casago now for two and a half years.
You've opened up a successful office, found a fantastic place to anchor
your brick and mortar office and you're growing it quite Quickly . But
more importantly you guys are outperforming on your five star reviews.
In a way that I think is extraordinary.
Speaker 4: Thank you.
Yeah.
There is a, um, philosophy of what we're doing.
I think there's two foundational approaches, and it comes from the
orange credo, the owner centric, and then our guest services
or our approach with renters.
Today we're focusing on the renters because that's, uh,
such an important thing for us.
When we all came together to build this business.
We wanted to set the standard for the industry.
Briefly, I'm going to read what renters is.
The renter is my personal guest.
I will treat them with genuine hospitality.
The renter is away from home and looks to me to be their host.
I will see to it that they are comfortable, safe, and cared for.
That's such a good foundation and really sums up.
What we want , our guests experience to be early on, we talked about how
we're going to build this business.
And I think what we wanted to do is kind of a hybrid of companies that we feel like
they set the standard for their industry.
A couple of companies that came to mind for us, Nordstrom, Costco,
and then we also recognize that the model that we use is as much a hotel
model as it is property management.
So think of places like Four Seasons, the W, the Ritz Carlton, St.
Regis.
We took all of the things that those companies do for their
guests, and we're hoping to create this hybrid, uh, experience.
And at the root of it is for the guests to feel, , valued, for the
guests to feel cared for, just like it says in the, , Orange Credo.
And so what we try to do is build a relationship early on.
Companies like Casago and Nordstrom, when someone buys something from them
or gets a service, we They know that they have a partnership that that
company is not going to disappear.
And we, we noticed that what would give us a leg up in the vacation rental
management industry is that we know that a lot of them don't provide that.
Extra step of of connection.
So this is where today we're going to talk about the relationship that we build.
, that it's so closely related to our, our drive, our tireless drive to
provide our guests with a five star experience that they would have similar
to a four seasons or a W or a Ritz.
That's the foundation.
Our philosophy is what really, , brought us to Casago.
And then second of all, created the, uh, system that we're
working with our guests today.
. , Steve V2: what were some of the things that inspired you about those names , like
Four Seasons or the Ritz or even Casago is, which is an interesting, , what
were those threads you were seeing that tied it all together for you?
Speaker 5: Yeah, one of them is that because of the market we're in,
in San Diego, these are our direct competitors, the places that Dave named,
the Hyatt, Four Seasons, W, these are all around us in our neighborhood.
So when people are looking to vacation in our franchise, that's
what we're being compared to.
So I think in some ways the great reviews we're getting.
Are a result of the fact that the bar is so high and we're
trying to exceed that bar
Speaker 4: Um in addition the the Costco in their own industry.
They have gone to the extreme To provide customer service.
I have a a relative I don't know if this is embarrassing to admit who brought back
a Mattress that was five years old No questions asked, Costco takes it back,
gives the credit, and that's the kind of customer service that they provide.
That is radical.
You don't see that , in really any other industries.
Same with Nordstrom.
You go in there, if you're not satisfied with whatever
they sell you, Bring it back.
They will make it right.
And that's our one of our mottos.
We will make it right
Speaker 3: And just to add to eric and dave, uh that whole four seasons
experience that a guest gets That's exactly what we want to provide when
you go there you want to be served You want to be you it's a whole different
level than just going to any airbnb and vrbl You want to go there and
if you need a towel or if you need something, uh, An iron We're there.
If we can't bring it, we're sending it to you.
So it's a whole different level.
And we're trying to match that experience that they would get at any
five star location that they go to.
, Speaker 2: I was on a call with Seth Godin.
I don't know if you know who that is, but he was the author of,
uh, you know, Purple Cow and some other famous books just last week.
And he talked about that.
The luxury experience is you're going to pay more than you expected, but
you get more than what you paid for.
I thought it was really a great line of his.
And it reminds
Speaker 4: me of what you're saying here.
It's kind of like Eric brought up the other day, surprise and delight.
Um, and, and fortunately in our industry, there are so many opportunities,
um, to surprise and delight, whether it's, you know, to arrive to our
signature chips, salsa, and soft drinks showing up with a card.
or a gift card doing unique things that people aren't going to get from
their average vacation rental stay.
So those surprise and delights, they go above and beyond.
And those are things that stay in people's minds.
It's such a, for them to feel valued is, is so important.
And, and that gives us a leg up.
I think that really, that really shines through.
And when their hot
Speaker 5: water doesn't work.
We buy them a really nice ocean view hotel room around the corner.
Yeah,
Speaker 4: absolutely.
Yeah, we make it right.
True story.
Make it right.
Absolutely.
Speaker 2: Do you think the new luxury is being seen?
Speaker 5: There's a lot
Speaker 2: to
Speaker 5: that.
Absolutely.
I think, I think the continuum of the, uh, the communication and interaction
with our guest is letting them know that they are being seen or, or being heard
throughout their process from booking.
To during stay after say they are seeing they are heard and that that
has a lot to do with why I think we're exceeding the average for the reviews
that we're getting is that we see them.
We hear them.
We acknowledge them throughout their experience.
Speaker 4: I think that's so that is vital.
And you you brought up in one of our other conversations.
It's earning the right to fail.
Is that I don't know if I phrase that correctly.
Yeah, this is how you say it.
Yeah, and what we're doing in building a relationship is we're lowering, lowering
people's guard and affect when someone spends a lot of money, you know, three,
four, 5, 000 on a getaway, they are already, they've got their guard up.
They want it to be perfect.
If we ahead of time, if we preload, uh, conversation, touch points,
reaching out, and this is, this is kind of the psychology of what we do.
We're building a relationship.
So they know.
That they have a contact, they have a live person that they can reach out to.
And we've, we've let them know that we are going to make it right.
We are going to ensure that they have a five star stay.
We constantly are letting them know that.
So when they show up, if something's not right, their defenses aren't sky high.
They're like, I'll call Bert.
I'll call Eric.
I'll call Dave.
I'll call Ruth.
They have real live names.
So they feel like they already have a concierge or an advocate
when they're coming in.
So for us, that has really helped out a lot because things
don't always go as planned.
Perfectly, but we will make it right.
Speaker 3: Yeah,
Speaker 4: we will exceed their expectations
Speaker 3: no matter what.
So
, Speaker 2: as we go through your philosophy and really what your
strategy is to, , to be the best in your market, the truth is no
strategy survives without a system.
And one of the systems you have is this, , this process that you
go through to make sure that your strategy is executing consistently
and professionally on a regular basis.
, as you.
Grow and scale.
And so that, , everybody's on the same page.
We came up with this, uh, 11 step process.
And I think it's incredibly valuable.
And I'd like to walk through that with you guys now.
Is that okay?
Absolutely.
Yeah, absolutely.
So the very first thing you do after the booking is a pre call with the guest.
Speaker 3: So the pre call with the guest happens as soon as they book through
Airbnb or VRBO as it gets to streamline.
We have our guest services coordinator, Ruth, she'll reach out to them
and ask if they have any special circumstances, anything we can do special.
Is it an anniversary?
Is it a birthday?
Whatever special that they have, and we can provide them services or, or something
special for that, for that arrival.
So it's a touch point.
It's the first touch point and it's creating that
relationship with the guests.
Speaker 2: So you've done the call, you've found out why they're coming and make sure
that they know there's a real human here.
This is a locally owned business with people who actually care that
they're showing up, you're serving the community, you're serving them.
The next thing you do is.
You message it.
Speaker 5: Yeah.
So the second one is the automated streamline, uh, message that goes
out two days before their arrival with all their arrival instructions.
I think when we think of this kind of the skeleton of this program
started with the automated streamline messaging, and then we've gone in and
start slowly been fleshing that out.
So this touch point is Pre formatted as a streamlined
communication two days before I've
Speaker 4: if they do indicate that there is some type of special occasion
or circumstance or event that really gives us a picture into what's the mind
frame and what our guests are looking forward to setting the expectation
that gives us the opportunity for little surprises and delights like, you
know, showing up and seeing flowers.
There's a card if it's an anniversary, uh, A gift card to somewhere that
is one of our local favorite spots.
So it really shows them we are excited.
Not just we're going to serve them, that we're really excited
that they're coming to visit.
Speaker 2: You know that handwritten note to them with their name on it.
I was reading this book called Giftology and that's the same value
as a 25 well thought out gift.
Yeah, it has the same emotional value . And for what a few cents
and your time and actually your effort and seeing him, right?
Speaker 4: Yeah, it's probably more memorable.
That's something that they're again, they're feeling valued or like
you said, they're feeling seen.
Speaker 2: Yeah.
So for number three, you said you have a 48 hour email that goes out.
Speaker 3: Yes.
So this is, uh, information for their arrival instructions.
We use a system called Rubiru and it shoots out information in regards to their
arrival instructions, their access codes.
And again, it's just the touch point, just saying, Hey, we're here for you.
If you have any issues or questions about your arrival, let us know.
And that one's very
Speaker 5: personal because it, it appears to come when, when they're
looking at their phone, that appears to be a personal text message
to them and embedded in there.
If, if needed are videos for how to park, but whatever vital information
we've learned the hard way that guests have trouble with, we've
headed that off, mostly with videos embedded in that text message.
So they're really very well front loaded to rehearse for their arrival.
Speaker 2: That's great.
You know, often putting information like that resolves issues before they happen.
Right?
So I think that's all I anticipate.
Anticipate it is anticipated.
You're right.
. Surprise.
I used to think that having, yes, self resolved issues was actually
a lower form of hospitality.
But the truth is if, if you can pre resolve it or they can self resolve it.
It's a lot less friction for them to just be able to handle it and be over with
instead of worrying something to pick up the phone or , are they going to not want
to talk to me what's going to happen.
Do they need to drive out here.
I think that's that front loading all that information is a true sign of hospitality.
So for number five.
You said the day of arrival phone call.
Speaker 3: Yes.
So our guest coordinators, they reach out again.
Another touch point with the guest saying, Hey, did you check is your check in?
Did it go?
And well, do you have any questions or concerns?
And then she also what it opens up that communication in regards to,
you know, Hey, what is the best Mexican restaurant around here?
Is there any kid friendly parks around here?
Like we have Legoland and SeaWorld and even Disneyland's not too far away.
So it creates that personal relationship where when Ruth is responding,
they're like, Oh my goodness, these people are here for me for
any questions or concerns I have.
It's not like just, Turn off the faucet.
You're here.
You're checked in.
We don't want anything to do with you.
We're here for them at every step of their stay if they want us to be.
Speaker 4: And it kind of elevates that level of service.
It creates a unique, a concierge approach.
It's not just cookie cutter.
So that really gives a lot of connection to our relationship and our guests.
Speaker 2: When, when you're thinking of that day of arrival phone call, are
you thinking that it's pre check in or post check in on that day of arrival?
Post check in.
Yeah.
Okay.
Speaker 3: We're trying to get them post check in.
Now, if they're coming in late, we're not going to bug them.
Yeah.
Sure.
Speaker 2: And do you have a few talking points that you hand over to
the team or do you've all considered we need to cover in that phone call?
The main
Speaker 5: thing is, is just that first we're here, we're a real person.
And honestly, this is where we begin the process of talking about our expectation
that they will have a five star experience and that if they're not having a five star
experience, they, they can let us know.
Yeah.
And
Speaker 4: I, that's such a good point, Eric.
It introduces the language that we're using so that when they look back
and think about their connection with us, that we've recommended that.
We don't settle for anything less than five stars.
So that language introducing that language is a really important part.
And we've trained Ruth is the guest services coordinator to be extremely
personable, good at listening, using the kind of language of five star approach.
She also lets them know that we are a family run business.
Boots on the ground, you'll get a chance to speak with one of the owners.
And so there's not this feeling of level, level, level.
It's, it's almost like they have access to, to all levels.
So there's not like, Oh, let me pass you on to our manager.
Let me pass you on.
They've got access to the whole team.
Speaker 3: And they can come into our office if they want.
Have you had anybody do that yet?
We're right around the corner.
Yeah, actually.
Absolutely.
Yeah.
And we have re uh, returned, guests come in and ask us to book
Speaker 4: right away.
So we have a, a property that is couple blocks, half a mile.
Yeah.
Couple blocks.
And we've had people, 'cause we're, we're fortunate enough to be on a, a pretty busy
street in Carlsbad and there's a lot of tourism, a lot of activities, restaurants.
So they come and they visit us.
We in, we invite 'em in.
So I love that.
Yeah.
I
Speaker 2: actually miss the old days when, uh.
everybody came to the office before the automated door locks.
I got to meet everybody.
I missed those days.
So it's cool that you get some of that interaction with people.
So for number six, You said post check in text messages.
Speaker 5: Yeah, this one is vital.
So the purpose of this is to head off that what if we didn't ask how their experience
was and they didn't have an opportunity to share where there was something missing.
There wasn't a a pie tin or there wasn't certain utensil.
So the day after check in, they've had time to Sleep
there, stay there a little bit.
This is where we ring the bell and we ask them, Does everything
meet or exceed your expectations?
If it does not, please reach out to us.
We are here 24 7 for you.
And people will most often say, Everything's great, thank
you, or Everything's great, but the shower downstairs stinks.
We don't want them to live in the stinky shower for six days
and then put it in a review.
That was a real situation.
We couldn't fix the stinky shower, but we asked and we went down and we tried.
Speaker 3: Yeah,
Speaker 4: and we tried and we had a A kind of a brainstorm solution of putting a
cap over the drain when it wasn't in use.
That solved 90 percent of the problem.
They saw that we were dedicated to really making this happen.
And so 90 percent the effort was better than we can.
But I think a lot of, a
Speaker 5: lot of guests might just.
Live with that and it might show up as a four star.
So we simply by simply asking and letting them express what it is.
They may not even want us to come by.
They might may want to let us know that it's a little bit noisy
at 10 PM and they let us know.
We asked.
We heard them.
I think that yeah.
Plays a really important role in how we get those reviews averaging over 4.
9
Speaker 4: Yeah,
Speaker 5: and
Speaker 4: in this instance team decision It didn't hurt that we also provided them
with a card and a hundred dollar gift card to our favorite Restaurant in town.
So we'll buy five star reviews.
Yeah
Speaker 3: But it but it was necessary.
It was a Bad experience.
And we addressed it and we, we did everything we could to take care of it.
And they, they saw that and guess what, they're coming back now.
Speaker 4: Yeah.
So, and related to this, we talked about the hybrid of all these different
companies, early experience working for Chili's, their training, and
they have that radical approach to really not letting someone go without,
without having all these touch points.
When you deliver someone's If you don't check back in with them within 60
seconds, I don't know if that's still a standard at Chili's that was considered
a fail and they constantly had people shopping and they had a shopper program.
So one of the things that really impressed upon us was that when
someone checks in, if they don't get.
An opportunity to let us know that something's not right, then
they're going to feel like it's less than perfect for them and
that they're not being attended to.
So that was another company that kind of really impressed
on us in what we're doing.
Speaker 2: Do you think that the effort?
An unresolved issue brings it back to a five star review because they
see that you actually cared that it was they weren't just being ignored.
Absolutely.
Speaker 3: Absolutely.
I do.
I think the effort in showing them that you will do anything and everything
you can to address the issue and fix it through our experience, we've had guests
saying, Oh my goodness, thank you so much.
We understand we, as long as they understand that, yeah, now this cannot
be resolved until you check out.
They know that you're addressing it.
You're communicating with them.
And then as we did giving a gift card or a credit to one of the
favorite restaurants, they love it.
Yeah, I think that's the biggest thing.
? Speaker 4: Yeah, but that guest left us to a five star.
Yeah, that guest did that that was um, and I think that as important as seeing that
we're making an effort is the timeliness.
for them to know that we are on it in a relatively quick fashion.
Nothing is worse than sitting around waiting, wondering if
someone is going to take care of it.
So really letting them know that we're going to make an effort and
then giving them a kind of a timeline so that they know what to expect,
leaving, not leaving them hanging.
Absolutely.
Yeah.
Speaker 2: There's a certain amount of anxiety that builds when you're
in a group of A place that you don't have control of your environment,
you know, somebody else's vacation.
It's foreign to you.
You can't just get in there and wrench and fix things.
And you're not entirely sure when you put the call in if
somebody's going to show up.
And I think that that anxiety builds the longer it takes for somebody to show up.
Yeah.
It's even, I think it's a mitigating factor.
And you tell me if, if you think I'm wrong, if you can set an
appointment, we're going to be there even if it's two hours later,
we're going to be there at 4 30 p.
m.
today.
, they don't have to , sit there and wonder between now and 430.
Uh, when are you going to show up?
If you're going to show up, the expectation has been set.
, what do you guys think about that?
Speaker 3: Absolutely.
No, I think being responsive and communicating to the guest as soon as
they have an issue and letting them know, we call it resetting the clock,
? So it's resetting that clock, letting them know, yeah, we'll be
there in a couple hours for sure.
We'll have somebody there.
And if we can't, we're going to We'll reach out to them and say, okay,
you know, he's on his way, whatever it may be, but that's something
the three of us were on top of.
If anybody has an issue or sends out a message, we respond right away,
Speaker 5: but there's, there's another layer to that too.
It's, it's about that being seen.
Um, sometimes the guest will call us something that clearly requires a certain
level of technical expertise to solve.
It's the dishwasher won't work.
Oftentimes one of us will.
Run down there to look at the non working dishwasher machine with them.
There's something about showing up.
First of all, putting eyes on it to see, are you just pushing the wrong button?
Right.
But also kind of commiserating with, yeah, this sucks.
It doesn't work.
And we have someone coming, but now someone has shown up.
It's, they've gotten the immediate response.
Even though we know we don't have the skills to fix it.
We'll at least show up and commiserate.
Speaker 3: Yeah.
Speaker 5: And ensure that we will have a solution.
And they can see that they're a priority.
Speaker 2: Yeah.
Yeah.
Really cool.
You go from the post check in text to a, a mid stay call to check in on them.
And then you go to the pre checkout text.
So you have a lot of contact with them scheduled
Speaker 3: during their stay.
Yeah.
So Steve, the, the mid stay is, is for longer stays.
And when Ruth does reach out to him two to three days, I can tell you right
now, cause her and I talk about it.
She says the majority of times she'll get a voicemail.
Maybe they don't want to be bugged.
Now they know our number, but she'll leave a voicemail, a nice
voicemail, just checking out on you, making sure everything is okay.
Here's my number.
Reach out to us if you have anything.
So it's a really quick, quick message, and then, and then we move on.
Speaker 2: So where do you trigger the mid stay check in?
Like how long does the reservation have to be?
Speaker 5: That would, that's probably in the five day range because we've
got mid stay at day two or three.
So stays that are about five days or longer, we'll get that call.
Yeah,
Speaker 2: you know, before we move on to the pre checkout text, I often hear
property managers saying, well, I don't get a hold of them because I don't want
to stir the hornet's nest and create a bunch of problems and stir it all up.
You know, I want to let it ride out.
I've always thought that was a mistake because some of
the best five stars you get.
Are from your service recovery, right?
That's where you get that service recovery paradox where, you know,
they came and had a perfect stay.
You really did get a chance to shine with them.
Right.
But also, Hey, there was a problem.
There was a problem, whether you called them or not.
Suddenly you have this paradox where they're actually going to have a
greater affinity to the brand and to you personally than they would have
without a problem happening, because you've got to go in there and resolve it.
And they get to see your philosophy, your strategy, the fact that they got seen,
they know that you're real people on the ground, like loving on them as guests, you
know, and representative of the community.
Speaker 3: Yep.
And I think you hit it right on the nose, Steve.
I think that's a big fail for property management companies is
they don't want to ring that bell kind of like what Eric was saying.
And when you ring the bell.
Now you're thinking, okay, now they're gonna, you know, they're, you're
opening up to all these things that they could call out or have issues.
But through our experience, it's, I think the majority of time I always
see, Eric, everything is amazing.
Everything is great.
Once in a while, you'll have somebody say, Oh yeah, everything's great.
But, uh, you know, I noticed this is loose or that's loose.
Oh, cool.
We'll have somebody over to, to fix it right away.
So you're absolutely right.
It's people are scared to do it.
But once you do it and you see the results in how they do care
that you care, it's amazing.
So, and that combined with.
Speaker 4: having already developed a relationship.
Speaker 3: Yeah.
Speaker 4: I think that is, uh, that's something that we have a history with,
uh, with as short a time as we have, the benefit that we have over like a Nordstrom
or Casago is we know when they're coming and how long they're staying.
We can call ahead of time and start to develop that relationship.
So by the time they call ringing that bell is not that big of
a deal because they know us.
Speaker 2: Yeah, that's great.
So now we're going to go into number eight, which is the
pre checkout text message.
What does that text message say?
What's the mission and purpose of that text message and what kind
of feedback you're looking for?
Speaker 5: This is one of the most important steps in the entire process.
The thinking behind this message is automated.
It's a text message.
It appears to come from me personally.
The idea here is Has anything happened in the last few days of the
stay that we haven't heard about?
This is the stuff that's going to end up in their description of
their three or four star review.
And it's a very simple message.
It says, hope you had a five star experience.
Is there anything that needs to be repaired or improved for the next guest?
So this is the guest's chance.
To share with us what needs to be repaired or improved.
I think oftentimes when guests review And leave three or four stars.
It's because they feel some responsibility to warn the next guest that there's ants
So this is where we find out that hey, everything was great But you have ants
and we immediately respond and say thank you so much for the heads up on that.
We will have a service member out there immediately upon your departure.
They've now improved the next guest's stay.
They can give us a five star review.
This is this is a critical, critical step in the process.
I love that.
Have you guys
Speaker 2: ever heard of the IKEA effect?
No.
No, no.
So the IKEA effect is essentially people who buy this mid to low level furniture
in boxes and then go home and assemble it, end up having a higher affection for the
furniture that they assembled themselves.
Then luxury furniture that they just bought and had delivered
and placed into their property.
It's because they had a part in the building of it.
They have some sort of emotional attachment to it that they wouldn't
normally have with a piece of furniture.
So there's this really weird, you know, reversal of affection
for sort of crappy furniture.
What reminded me of that was when you talked about guests, often we reviews
to warn the next guests, if they get to resolve it with you as your partner,
Now they made the property better.
They have pride in the property and they have that a key effect for you
know that vacation rental and some sort of feeling of ownership and they're
more likely to leave a better review.
I believe
Speaker 4: just today we were talking about how if they feel like they're
more Participating in helping the next guest stay be even better that gives
them a sense of, uh, uh, I was part influence and I, yeah, a pride in,
you know, them being involved in that.
And I think, again, that's 1 more.
Reason that they're
Speaker 3: connected with us and us being very appreciative of the information they
gave us so we can fix it Yeah, and just continuing to tell them that thank you so
much You know that that's amazing that you let us know that we're gonna We're on it.
Speaker 5: Just so you know, we had staff standing by, per the text
message we sent on your arrival, 24 7.
All you had to do was reach out and 100 percent of the time they say,
Oh, it wasn't that big of a deal.
We didn't want to bother you.
So it's like, right.
We got that out.
We got that out there.
Yeah.
And it's
Speaker 4: still a five star review.
Yeah.
And the fact that they were able to almost vent and get it out
that that kind of is a relief.
It gives a sense of relief.
Speaker 2: So for number nine, you had the checkout call.
What do you do in the checkout call?
How soon do you call them and what are you messaging
Speaker 3: there?
So Ruth makes the checkout call and what she's really doing is first of all,
she's making sure that they did receive the text, um, that came through the
night before so that they know one, the checkout time and two, if, if they need
any assistance, anything that they need.
And then she's pretty much wishing them, you know, um, safe travels.
And and giving them our information in regards to hey, make sure that you're
booking directly through cost to go.
com We want to make sure that you know, we can save you some money if you do that
Speaker 5: She's also setting up the five.
She's using the language fives to hope you had a five star stay.
Yes.
Yes Um, this is we're a family owned She this is where she's very explicit
about we are a family run business.
We live and die by your reviews Um, if there's anything we
can improve on, let us know.
I mean, we really, we really, she lays it on thick at that point.
Yeah, we
Speaker 4: shamelessly, uh, we do because people relate to that.
If we're a, and I won't mention any major corporate property
managers, but that loses its sense of connectedness of mom and pop.
And to be able to let them know that, We are part of this community.
Uh, we have children.
Uh, this is our pride and joy.
I think that really does hit
Speaker 3: home.
It seems like every week now we're getting more and more phone calls
from past guests that are like, Hey, I'm ready to book again.
You said to reach back out to you.
So it's working because now everybody's calling us and it
seems like now our phones are ringing more and more each week.
So, yeah, it's starting to, it's starting to get pretty big.
Speaker 2: Build.
It's a direct result of your interactions with them.
Nobody calls somebody who never called them first.
They're not going around and just calling you out for no apparent reason.
Speaker 4: I love that.
I love that.
That's a good, uh, that's a good, uh, phrase.
Nobody calls someone who hasn't called them first.
That's, That's powerful.
You've created that trust and that
Speaker 2: relationship.
Yeah.
So for number 10, you said prompt for guest review.
I have no idea what that means.
Speaker 5: So
Speaker 2: we're
Speaker 5: vigilantly monitoring the reviews on Airbnb, Verbo.
And if we see that we're getting close to the expiration of the review date, our
guest services coordinator reaches out to that guest and asks for the review.
We want the reviews
Speaker: because
Speaker 5: we know they're five stars.
So we want to get the review.
Speaker 2: That makes a lot of sense.
And what kind of language is she using?
Do you have a script that you're telling her to go down?
Or is it just really interactive?
Similar.
It's very
Speaker 4: similar to the previous that we really enjoyed having you stay with us.
We'd love for you to come back.
We want you to have a nothing less than a five star experience.
If you could please provide a review for us.
It's another touchpoint of the fact that we really depend
on your reviews, your input.
We're a locally owned business.
It's another touchpoint and it reminds them right before the expiration
that, you know, we really value them and we would value their review.
So you've done
Speaker 2: that.
You've gotten the review.
And your final step in this process is responding to each and every review,
Speaker 5: right?
So we acknowledge the review that they've left for us, and we
really haven't had bad reviews.
I think we've had one three star review where the problem
was the beach was too far away.
It was two blocks.
And so, uh, that was an opportunity for us to say in there, Hey, we loved
having you glad you had a great stay.
And, you know, per our description, the beaches, two blocks from the house,
just kind of restating that it's, uh, it's not a flaw in the description.
It's not a flaw with
Speaker 4: the property.
And additionally, Ruth was really clever.
She came up, um, she said, we do, however, have a number of
properties that are on the sand.
So please call us.
And we will, we will get you front and center.
So she took that opportunity to use what they're saying to be able to serve them
and say, Hey, we can accommodate that.
Speaker 2: I actually think having a review or two that's
imperfect builds credibility.
And if your worst review is Hey, it was too far from the beach,
even though it said it was two blocks away from the beach.
If that's your worst review, one, it shows an imperfect review number instead
of being exactly five stars, which is, I think could look as being maybe spammy or
maybe uncredible because nobody's perfect.
But if you're going to review a bad review that's, or a three star review
that says that, I actually think your conversion rate would go up.
Guys, as we're winding down.
I'm going to ask each of you to give a quick response as to what your
favorite letter of the credo is and why.
Speaker 3: Oh, easy.
Well, I can, I can tell you right now owner centric.
Oh, and I probably stole it from all you guys.
I think that's, that's the biggest letter for me.
First of all, it starts orange.
And secondly, I mean, talking about how we have to look through the
lens of an owner, treat, treat them like it was like it's our property.
I What's the best interest for the owner?
You know everything in there Explains and describes exactly what our company
is goal and vision is for the owner And that's why I love that letter so much.
In fact, I think I read that every time we have our uh, Monday meeting
Speaker 5: I like a I feel like my job is all about a because i'm operations
property management and both for ensuring the guest experience and also
ensuring that i'm not wasting my time chasing my tail when i'm Anticipating
guest needs and anticipating what our homes needs i'm getting ahead of
things Um that's ensuring a great guest experience it's ensuring that our our
owners are being cared for because It's anticipating Today we had king tides.
We also had six foot surf.
We also had onshore wind.
Those three things together mean I've got three houses that are going to flood.
So I ran and got sandbags and I sandbagged them.
The water didn't come over.
It didn't flood, but anticipating was ensuring that both our guests aren't going
to arrive to wet carpet and our owners aren't going to have a cleaning bill.
So I love anticipate.
And just
Speaker 3: a little bit on that.
It's good to have an ex surfer or a current surfer that knows that if
the tide is way out there and it's low, guess what's going to happen?
It's coming.
So get prepared.
That's that's I would have never known that I've been
like, Oh, it's way out there.
We're good.
Speaker 2: Yeah, I'm actually really impressed with that.
I heard once that the major of a property manager is in the non events
to his guests, owners and property.
Yeah.
Speaker 4: Proactive.
Yeah.
Be proactive.
Yeah.
Well, here a little insight to the three of us, all three of us
owners of the, of the franchise.
I just love it because it's this, this gives a lot of insight.
We each have a different gift.
We pick different letters, everything that is a major material decision that
we do, we seek each other's insight.
And I would, I would encourage anybody.
Who's doing a business like this have have a trusted, uh, individual
that you can bounce things off of.
We're not afraid to tell each other you're wrong or I think you're wrong.
We know we've set up the foundation.
We know that none of this is personal.
Everything is is aimed at making.
Each other better and our business better.
And so I love the fact that we each have kind of a different, um, letter.
I choose one of my foundational, uh, principles is N which is nurture.
We've all been in real estate and property management for a long time.
I'm at the point now, especially with Casago, none of our vendors.
None of our owners, none of our guests will encounter or have an encounter with
our business without it being relational.
It's just shown over the long term that if you're connected, if you're
working together, if you bring that person in as a teammate and a family
member, It's going to serve them better and it'll serve us better.
So nurturing those relationships, building things for the long term and
not the short term from 30, 000 feet.
If we can have that approach, then we'll be successful.
So
Speaker 2: you guys, as I hear you all speak, um, you're truly the quintessential
local heroes that Casago was looking for.
And I think that you're just amazing and everything that you're
doing, you're on the right track.
And it makes me personally really proud.
To be associated with you guys.
And, uh, so thank you very much for being part of this.
Speaker 4: And, and we're going to reflect it right back at you because
we did in building this business, we did a lot of research and it took
us a little while, but as soon as we connected with Katrina and shortly
thereafter, got to know you, your principles, your credos, the education,
the people that work for Casago, It just matches what we want to do and build.
So right back at you, Steve, you have really built something special
and we're proud to be a part of it.
Thank you, Jim.
I really appreciate it.
Speaker 2: Thanks for your time.
And if any of the partners want to get ahold of you to learn more about
how you're doing your 11 steps of outsizing five star reviews is okay.
If they reach out to you.
Speaker 4: For sure.
Absolutely.
Sure.
They'll probably have some, uh, some good advice for us as well.
Absolutely.
Yeah.
It's fun to learn from everybody,
Speaker 2: isn't it?
Thanks guys.
Appreciate it.
Steve.
Speaker: We got orange credo.