Establishing effective lines of communication between employees and their superiors is a great way to create certainty. When integrating new hires, make sure they have clarity on their role and their responsibilities. Encourage them to ask questions. For existing employees, having occasional check-ins ensures they are aligned with their jobs and not struggling to fulfill their physiological needs or produce at work.

Boundaries need to also be respected. Treating people how they want to be treated goes a long way toward making them feel safe in their environment. An organization that provides safety for its employees earns trust, thus possessing a foundational element of a healthy, high-performance culture.

Everyone has a need to belong and be accepted for who they are. Understanding the motives of new hires for joining the organization and what they believe they will gain from their work can aid in fostering a sense of belonging.

Organizations can further support this need by asking existing employees various questions and attempting to better understand each individual. Some questions to ask include:

• Are they happy in their role and doing their work? Is it aligned with what’s important?
• How do they feel they are contributing through their work?
• What matters to them? What causes do they care about?
• What do they want to be doing with their life?
• How can their job help them experience belonging?

Asking about their job satisfaction, contributions, and personal aspirations emphasizes the importance of each individual’s role in the organization’s success, cementing a feeling of belonging and increasing engagement and satisfaction.

According to Maslow, individuals must fulfill lower needs before pursuing higher ones. To reach self-actualization, every need in Maslow’s hierarchy must be addressed first. Because of this, Maslow asserts that less than 1 percent of the adult population ever achieves this level. Keep in mind that this was published over 50 years ago. In today’s world, psychologists think it is closer to 5 percent, solely because there is a deep desire in humans to contribute and feel a sense of fulfillment—the more people evolve, the more they want to experience these higher feelings of satisfaction in their work.

The fundamentals of an emergent culture are closely intertwined with the needs of individuals within the organization. Prioritizing the well-being and fulfillment of employees is key to catalyzing to Maslow’s top 1 percent, nurturing an emergent company culture that contributes to personal and organizational success and growth.

he question of “abandonment” of stored property is challenging in the self-storage industry. Tenants move in and out of their units on a daily basis. When moving out, some intentionally leave items behind (for example, the moving truck is too small), others leave items by mistake, and then there are others who, based on circumstances often out of their control, simply elect to forego all of their stored items because they simply can’t pay the outstanding rent needed to retrieve the property or the cost to remove them.

How does a self-storage operator determine whether the items left behind in a storage unit have been abandoned by their owner? Other than obtaining a written abandonment form, which is the best solution, what other tools can an operator use to verify that the property left in a space (whether it’s a full unit or a bag of old clothes) has been intentionally abandoned by the previous tenant?

An unlocked space by itself may not indicate a voluntary move-out, so property simply left in an unlocked space would not necessarily indicate abandonment. But add a rent default or pending lien action and the facts may indicate otherwise. Further, add a text or e-mail from the tenant about their intent to vacate and that might be sufficient. Communication is key. Before acting on any assumptions, an operator should communicate with the tenant, by letter, e-mail, text, or phone. Confirming a move-out is the simplest way to avoid an incorrect assumption about an abandonment.

Maine defines Abandonment as follows:

§1372. Definitions As used in this chapter, unless the context otherwise indicates, the following terms have the following meanings. [PL 1989, c. 62 (NEW).] 1. Default. “Default” means the failure to perform on time any obligation or duty set forth in the rental agreement. [PL 1989, c. 62 (NEW).] 1-A. Abandoned leased space. “Abandoned leased space” means a leased space that the operator finds unlocked and empty or unlocked and containing personal property with a value less than $750 or a leased space possession of and all rights to which and any personal property within which have been surrendered to the operator by the occupant.

Then the Statute provides direct guidance to the operator on their rights after the abandonment has been triggered:

§1378. Abandonment. In the case of an abandoned leased space, the operator has the right to immediately take possession of the leased space and dispose of any personal property in the leased space by any means at the operator’s discretion.

It would be very helpful if more states followed this process in their laws.

At the end of the day, if the pieces of the puzzle on abandonment are not clear, an operator always has the right to simply wait to allow the lien for default to trigger and for the lien enforcement process to be completed to sale. Then the property can be removed. By waiting, the operator obtains not only the factual defenses of the tenant’s abandonment over the stored goods but the statutory protection by complying with the law. Each situation has its own set of facts. A lien sale for a bag of clothes with zero market value is different from a lien sale for a unit full of household goods. Operators need to use their best judgment to gauge whether their tenant has abandoned their property (and breached their rental contract), or other circumstances are at play.

Again, communication and verification are the best options. After that, absent statutory guidance, each operator must decide for themselves whether the property left behind was left by mistake or was left intentionally.

any active military members and military families stay on the move. Their service takes them to different base assignments, on tours of duty, and more. Making these frequent moves makes storing personal belongings and vehicles a necessity. Unfortunately for many, the Army has discontinued a years-old policy that gave soldiers who were sent on deployment the ability to store their stuff at no cost while they were away. The decision was made by Army personnel officials in recent months and took effect on the first day of fiscal 2024.

Until now, the Army storage service had offered vouchers for soldiers to store their belongings. During deployments, some troops even ended their apartment leases and rented a storage locker, subsidized by the Army, to save money on rent. Now, according to Military.com, the Army G-1, which oversees personnel policy, has decided that current travel policies note only that a soldier’s belongings “may” be stored, meaning the Army doesn’t have to do so.

“HQDA G1, the proponent for [storage] entitlements, recently determined that the Army would no longer support [storage] entitlements because there is no Army policy explicitly authorizing storage in support of soldiers deployed for contingency operations,” Col. Heather Carlisle, director for support operations at Army Sustainment Command, wrote in a memo.

She did not return requests for comment, although Stars and Stripes says the impetus for the change are budget constraints, while noting that the news comes on the heels of reports that the Army, Air Force, and Navy failed to meet their recruiting targets for fiscal 2023. All three were a few thousand recruits short of their goal.

In the meantime, soldiers are authorized to store their vehicles in motor pools, however these are often occupied by tactical vehicles and frequently are not covered or climate controlled.

“Having self-storage at a discount or any free service would be very helpful,” Anita Kaestner, whose husband serves in the Air Force, told MSM. The couple recently moved from Florida to Georgia and had to quickly sell their home and find a new one. Wondering what to do with their belongings in the interim only added to the stress of the move.

“A lot of military families move fairly often, and it gets very expensive,” says Kaestner. “Plus, housing isn’t always available where you’re headed, so your things are often in storage for months before you can rent or buy or get housing on base. There are families that live in hotels or RVs for weeks while trying to close on a house or get something on base because the military member has to be at work before housing is ready.”

“The new policy has not previously been reported in the press,” Military.com wrote. “The order has not been widely distributed to the force.”

“I hadn’t heard of this new policy,” says Sara Munoz, who helps oversee five National Self Storage facilities in Texas, one of which is situated by Fort Bliss, home to the largest military training area in the United States and comprising more than 965,000 acres.

Of course, Munoz knows the value of military tenants. “We offer 10 percent discounts to the military, and will often waive administrative fees for them,” she says. Munoz acknowledges that their Horizon City facility, the closest to Fort Bliss, has a significant number of military tenants. However, there may be more than even she is aware of.

“Veterans will often ask about military discounts, but not active-duty military. We look and listen for cues. For example, if someone has an out-of-state ID, or says they’re temporarily moving, then we may ask if they are military.”

“We’ve had many active-duty military store vehicles with us,” says Arlo Dill, vice president of operations for National Self Storage. “I understand that some bases allow storage on site, but that’s often just a dirt lot with little security. So, we offer discounts to bring them to us.”

Dill says that to support service members, little things can go a long way. “One of our former indoor RV storage facilities offered to start military members’ vehicles once per week, so they would know their ride would be running when they returned.” Continues Dill, “Right now, we use a smart access app that allows them to check in on their unit. Knowing that they can see who, if anyone, has accessed it gives them peace of mind.”

Marketing to the military isn’t always a homerun, of course, and self-storage owners should always test the waters. “We currently use a local magazine given to incoming military and their family,” says Angela Wright with Simply Storage in Virginia Beach. “We utilize this across four of my Virginia locations. Our metrics show that this has not been a good spend for these locations as we have only seen two rentals from it.”

If newspapers aren’t getting results, Kaestner recommends reaching out to the military base Public Affairs office to look into advertising or sponsorship opportunities. “A lot of military members read base publications, but many don’t subscribe to local newspapers because they may not be in the area for long,” she says. “Sponsoring community events that the bases put on can also be a great opportunity to get your brand in front of the military members coordinating the event and the thousands of people from the community who attend.”

• Flexible Leasing Agreements – Providing month-to-month rental terms as service member assignments and deployments may change frequently.
• Online Bill Pay Service – This makes it easy for military service members to make payments regardless of their location.
• Vehicle Storage – The need to store a vehicle is a top priority for many service members.
• 24-Hour Access – Offering 24-hour gate access for those who need to access their storage units outside of normal business hours is a plus for military service members arriving at off-hours.
• Climate Control – Service members may need to store the majority of their belongings, which includes temperature-sensitive items like electronics, furniture, clothing, books, and more.
• Security – Service members tend to be acutely aware of security measures. Video surveillance and electronic gate access, along with individual unit locks, will help put them at ease.

When and if a new policy allowing storage goes into effect remains unknown, providing self-storage operators with a chance to “serve those who serve” by offering military discounts and other deals outlined here.

t the dawn of a new digital age, the self-storage industry is standing at the threshold of unprecedented change, powered by artificial intelligence (AI). Gone are the days when AI was a mere buzzword or a distant dream of tech visionaries. Today, it is the driving force behind a transformative wave that is redefining how industries operate, including the realm of self-storage. As we stand on the cusp of this digital metamorphosis, AI emerges not just as a technological advancement but as a beacon guiding businesses towards a more efficient, customer-centric, and data-driven future.

This article delves deep into the critical role of AI in revolutionizing self-storage operations, demystifying its complexities, and illuminating the path for seamless integration. We will journey through the myriad ways in which AI can amplify operational capabilities, elevate customer service to new heights, and solidify a competitive advantage in an increasingly tech-oriented marketplace. It is a call to action for industry professionals and business owners to harness the power of AI, not in the distant future, but right now, leveraging its potential to catalyze growth, innovation, and long-term success in the self-storage industry.

AI’s role extends further, as it facilitates dynamic pricing models that respond in real time to changes in supply and demand, ensuring maximum profitability. Moreover, AI’s ability to segment customers based on behavior and preferences allows for targeted marketing campaigns that resonate more deeply with potential renters, significantly increasing the likelihood of conversion. The deployment of AI in self-storage is not merely an operational upgrade; it is a strategic overhaul that redefines the industry, carving out a trajectory for businesses that is aligned with the pulse of technological advancement and market evolution.

Once this foundational knowledge is established, the next step is to set pragmatic and measurable goals for AI integration. These goals should be aligned with the business’ overarching strategy and customer service objectives. It’s about aligning AI capabilities with key performance indicators, ensuring that the technology drives real business value.

With goals in place, operators can begin the phased implementation of AI solutions. Starting with one aspect of operations, such as deploying AI in security or customer interactions, allows operators to monitor the impact, gather insights, and make informed decisions about further integration.

Progressively, as comfort with AI grows, operators can expand its use into other areas, such as operational logistics, dynamic pricing models, and predictive maintenance schedules. It’s a journey marked by continuous learning, adaptation, and improvement, moving toward a fully integrated AI-driven business model. Each step of the way, operators should evaluate the effectiveness of AI solutions, ensuring they contribute to enhanced operational efficiency and improved customer experiences.

This structured approach, underpinned by education, goal setting, phased implementation, and continuous evaluation, ensures that self-storage operators can confidently navigate the AI landscape, ultimately transforming their operations to be more efficient, responsive, and competitive in an increasingly digital marketplace.

AI’s role in enhancing customer experience is equally impressive. Through the use of personalized communication channels powered by AI, self-storage businesses can now offer tailored interactions based on individual customer preferences and behaviors. This level of personalization extends to online booking systems, where AI’s ability to analyze and utilize data ensures a more efficient and user-friendly reservation process, leading to improved customer satisfaction and increased likelihood of repeat business.

Incorporating AI has also optimized internal workflows, inventory management, and even marketing campaigns, leading to increased operational transparency and enabling more strategic decision-making. The intelligent analysis of market trends and customer feedback through AI algorithms helps businesses stay ahead of the curve, offering services that meet and exceed customer expectations. These real-world applications underscore the versatility and effectiveness of AI as a tool for innovation and growth in the self-storage sector.

As both the industry and the company were growing, changes came in 2001 when Ted’s wife was struggling with a terminal illness. His son, Tarik, who had just graduated with a B.S. in construction management from Arizona State University, agreed to run the daily operations so his father could focus on matters at home.

In addition to computerizing the company, he instituted a document control system. “There was no contract,” Tarik explains. “My dad did all of his business with a handshake.” But the business world had changed, and Tarik felt the company needed better protection and better documentation for clients. He also instituted a safety program and a marketing program that included trade shows and print advertising.

Although Tarik previously had no interest in partnering with his father at TLW, his involvement would steer the future direction of the company. He had graduated at the top of his class just a few months after 9/11. Typically, Tarik would have enjoyed several offers from large construction companies, but the economic uncertainty caused by the 9/11 attack meant that no one was hiring.

“I looked at my dad’s company and realized the colossal untapped potential with what he had built with his hard work and honesty,” he says. Combining the reputation his father had earned with Tarik’s skills, the company was poised for success. “I had more of a marketing mind and entrepreneurial mind and skillsets I had developed through some internships in college with big national construction companies. We ended up partnering and grew the company.”

He also had an internship with a multi-million- dollar construction business and saw how a very large company organized their daily tasks and documentation. Tarik built TLW’s processes based on what he had seen. “You have to be a constant student of everything,” he says. “You need to be sponging up everything you can from every person you rub shoulders with, every business you come into contact with.”

With a stable business model in place, Tarik could draw on the company’s reputation and point to successful projects they had completed. In addition to these advantages, his father had instilled in his eight children the importance of a strong work ethic. “I was tying steel for tilted concrete walls when I was six or seven years old,” Tarik says. “My dad would bring home that steel and pay us for piece work. I was also sweeping out storage units at age 10 or 11.”

Instead of transitioning into a leadership position, Tarik had to be in charge from day one. He worked without a salary the first year while paying off debt. The economy was getting back on track and suddenly, Tarik had several job offers from other companies. However, he saw a promising future for the company his dad had founded. “My life would have taken a different path if not for 9/11,” he says.

One of the changes TLW made was to add Caliber Metal Buildings to its portfolio in 2006. “It was bogging us down waiting for suppliers,” Tarik says. “So, we decided to produce our own.”

Then, around 2008, the Great Recession hit, bringing the building boom to a jarring halt. “We were sitting on about $40 million in signed contracts that evaporated overnight,” Tarik recalls. “We were at a meeting in Santa Fe, N.M., ready to start a project. The bank president didn’t come in, so we waited. After nearly an hour, he came in looking white as a ghost. He said, ‘This Lieman Brothers thing has happened, and we can’t fund this project. We can’t do anything. Sorry.’ Then he walked out.”

That was just the beginning, Tarik says. Within the next month, every project in TLW’s pipeline had fallen apart. “It was the beginning of a very long and challenging timeframe in the construction and development world,” he says. “I think a lot of people who had been very successful had to fold. This went on for many years.”

Again, Tarik would go for years without a paycheck while the company recovered. He went back to selling real estate to make ends meet. “Everything I had done professionally to that point had turned to gold,” he says. “It was a depressing time. Coming out of that, it was almost back to the bare bones. I’d get out in the field to work with the guys. It was a great time to be humble, to see what worked and what didn’t work during those good years, and to build back the business.”

He says, after extensive study, some developers are finding that a return to simple drive-up storage, or at least including as many drive-up units as possible in overall site usage, is the most profitable direction for their development goals.

“Construction costs are driven by land cost, land improvement cost, design cost, building size and type, and technology cost,” he says. “With simple drive-up storage, 100 percent of building construction costs and dimensions goes to net rentable units.” In contrast, he notes that with climate-control units, approximately 25 percent of the building area is lost to hallways and other space that will never collect rent.

“Construction costs tend to be less in drive-up units when compared to climate control by maybe 15 to 30 percent, depending on the complexity of the multistory, climate-control building,” Tarik says. “When factoring in the lost square footage built to net square feet of rentable space, the proportional added cost of climate control is more like 40 to 55 percent.”

He says that in many markets, particularly in areas of higher rents and lower land availability, drive-up units fetch equal or even higher rental rates than climate control, and they rent up more quickly. “Most markets will see climate-control units collect 15 to 25 percent more in rent than drive-ups,” Tarik says, “but this does not make up for the added proportional costs noted above.”

However, he says climate-control units will continue to be built, partly due to demand for them but also due to restrictive city codes and high land costs in urban markets.

Though the basic storage approach can be the most profitable option for some projects, Tarik says demand is still there in some markets for top-of-the-line facilities. “At the other end of the spectrum, there are developers who have found incredible value in the finest exterior and interior building finishes, expansive lush offices with coffee bars and play areas, inclusion of Bluetooth access control to gates and units, dozens of high-power cameras, and online rental capability,” he says.

“Tarik was TLW Construction,” Ted says. “If something happened to him, TLW would have died. He came to me and said he wanted to partner with critical individuals so that the whole company wasn’t just him.” Ted agreed to sell his share to three others.

“I call them the three legs of the stool,” Tarik says. With Tarik as president, the new owners are Curtis Ryan, vice president of finance; Devan Williams, vice president of preconstruction; and Blake Pfaff, vice president of construction.

Devan is the youngest of Ted’s sons and came to work at TLW as an intern while earning a degree in construction management. “I worked my way up to project engineer and then to project manager,” he says, adding that he’s proud to carry on the company his father founded. “A lot of people in the industry respect my dad,” Devan says. “The key thing we learned from him was work ethic. All my life, I watched his example of how to work and how to take care of what you are responsible for.”

Devan’s goal is to help provide steady growth and stabilization for the company. “We’re working to continue in the legacy my dad built, and that Tarik has had a big hand in,” he says. “A stable company that people can rely on.”

Ryan, a CPA, came to TLW shortly after Tarik came in. He worked as the company’s controller for two decades. The company now has 25 employees and Ryan says the new setup is structured so that it will be easy to scale up when necessary.

Rising costs and labor shortages during the pandemic caused some projects to be put on hold; however, he says the company has weathered it well. Ryan says rising interest rates have also caused some slow down, “but with self-storage, deals are usually not lost but just put on hold.” He is looking forward to seeing TLW grow. “I have nothing but good things to say about the company and the team,” Ryan adds.

TLW Construction builds all storage types, including single-story, multistory, climate control, RV and boat, facility expansions, conversions, and renovations. The company is experienced in using a full range of construction materials including tilted concrete, masonry, and all types of metal.

Since design flaws can be costly, both in time and money, TLW works with architects and engineers to bring their experience and knowledge during the planning and design phase and to promote cost and time efficiency in design and construction.

With a new project underway in Texas and more in the works, the company is expanding into other Southwest markets. However, Arizona remains TLW’s primary market, where Tarik serves on the board of directors of the Arizona Self-Storage Association. He has also authored several articles in industry publications and has been a keynote speaker at industry conventions.

In addition to the values on which his father built TLW Construction, Tarik has followed some of his own principles that continue to guide him during the industry’s ups and downs. “Don’t quit,” he says. “Take responsibility. Be nimble.”

elf-storage has become the darling of the real estate industry over the last several years. Articles espousing the virtues of the business (limited capital expenditures and few, if any, employees) and phrases like, “recession proof” and “anyone can do it,” have driven the feeding frenzy in our business. As a veteran of the industry, I can tell you with confidence that none of those ideas are true. There are shades of truth to each of them, but anyone who’s been an operator or investor in this business over the long term knows the fallacies of those statements. In this section, we will delve into the reasons why management companies are (mostly) essential, the critical role of an on-site manager, and the steps to take when opening a new storage facility. We will also explore how changing technology is making it increasingly challenging for small operators to compete with larger, tech-savvy players.

Analysts on Wall Street constantly speak about the fragmentation in the storage industry as one of the attributes that make it ripe for sophisticated investors to be successful. While still true that about 50 percent of the industry is owned by small operators, that number has been decreasing over the last decade. Small, medium, and large companies continue to be bought out, with the biggest example being Extra Space’s acquisition of Life Storage. In addition to ownership, the third-party management offered by almost every large public and private company puts even more control in the hands of the biggest companies. My bet is that storage is moving in a similar direction as the hotel industry. There used to be hundreds of brands and now there are three: Marriott, Hilton, and Hyatt.

The other transformation happening right now is being driven by the ever-evolving landscape of technology. Before the pandemic, only private operators rented storage units online, along with one REIT. The other REITs said they would “never” do it. Lo and behold, 20 to 40 percent of leases are now signed online for sophisticated operators. Sixty percent of tenants used to find facilities with drive-bys. Now 60 percent of tenants find us through online channels, with Google being the largest funnel. The rise of technology has allowed for unmanned stores, sophisticated minute-by-minute rate changes, real-time understanding of demand and competitor changes, ability to monitor and listen to every phone call, use of business intelligence (BI) software to understand performance in real-time, etc. In addition, most companies are starting to use AI for a plethora of tasks that I’m sure will be fleshed out in ways we can’t even imagine yet today.

Call Center, Autopay, Reputation Management, Operational Goals, Procedures, etc.

The list goes on about how to run an effective and profitable storage facility. These last few things could be viewed as “optional,” but I would argue that they could be the difference between great results and mediocre ones.

You’re probably thinking that if 90-plus percent of small operators are leaving money on the table, then why don’t they hire a third-party operator? In my experience, there are three main reasons: control, expenses, and big aspirations.

For the people who subscribe to bucket No. 1, it is hard to convince them to hire a third-party management company, although it would probably benefit them in the long run. For the people in the second bucket, what I generally say to those folks is that most third-party operators generate +/- 10 percent of revenue in “other income,” which more than covers the fees and those other costs. Those other income items come before revenue management and economies of scale on other expense items, which is where third-party managers really add value. For the person in bucket No. 3, this is the one that I would subscribe to if I was just starting out. That being said, you can hire a third-party manager until you get the scale to operate on your own and get a free education along the way while you focus on building the portfolio.

These three reasons that folks don’t hire third-party management companies should illustrate that logically it makes sense to hire a third-party manager. Organizing all the day-to-day aspects of running a facility is a challenge, and it takes every one of the items I listed to have a successful storage facility. A property with too few or poor Google reviews all of a sudden won’t be on the front page of organic results. A wrongful auction could put the owner in months of legal hell. The consolidation of the industry has also made it almost impossible to compete in many markets if you don’t have scale. A one-off property in a big market can be effectively invisible online without a huge budget behind it.

Operating a one-off store creates more work, more risk, and nine out of 10 times makes less money than hiring a management company. As far as I’m concerned, it seems like a no-brainer.

I’m clearly biased as the owner of a management company as to what benefits can be provided, but ultimately what it comes down to is that running a storage facility to its full potential is really, really hard. Why deal with the hassle? Don’t you have better things to do than talk to the fire department at midnight when someone gets locked in behind the gate? If someone else is realistically going to make more money for you than you running your storage facility, shouldn’t you let them do that so you can focus on whatever it is that you’re really good at?

The self-storage business is changing quickly. To stay on top of new technologies, latest trends in revenue management, pay-per-click strategies, and the general movement in micro and macro markets is grueling. Big storage companies have the resources to stay on top of these changes, read the articles, go to the conferences, and maintain relationships with others to hear and understand the challenges they’re facing. Adapting to the world as it changes is what good companies do, and if you hire the right management company, it’ll pay dividends for you both in saved time and money.

here’s a saying in Florida that there are two types of people: those who are boaters and those who plan to be boaters. Whether this is a Sunshine State phenomenon or not, it’s no surprise. Recreational boating has been a thing ever since kings and their royal regattas took to the Thames River in England back in the mid-1600s. Of course, today recreational boating is not just for royalty.

In America alone, QuickNav statistics reveal that nearly 100 million people go boating each year, and nearly 12 percent of U.S. households own a recreational boat (sales surged 40 percent during the COVID pandemic, making boat ownership more popular than ever). Another interesting statistic: The average boat in the U.S. is operated just 54 days per year. This means that many boat owners need a place to keep their vessel when they’re not navigating open waters.

Storage may simply be a necessity for some captains. There are nearly 360,000 homeowners associations (HOAs) in the U.S., representing more than 40 million households. Those living under HOA rules must obey the governing documents, many of which limit the owner’s choices, including the right to keep boats on property. Making this more of a hardship for boat owners, less than 14 percent of existing HOAs offer storage and/or parking for watercrafts within their communities. So, the only option is to find an off-site boat storage facility.

Many savvy self-storage developers have been able to build their storage facilities within the confines of the HOA-governed community, or nearby, alleviating the boat storage problem for these residents. If you’re located near HOA-restricted neighborhoods or happen to be in an area where boating is a popular pastime, offering boat storage can be highly lucrative for your operation and beneficial to boat owners.

Other boat owners, typically those who have made considerable investments in their boat, will want fully enclosed storage. “This provides the most protection,” says Scott Ramser, managing general partner with the Ramser Development Company, which has an established portfolio of quality RV and boat storage, self-storage, and industrial outdoor storage assets. “Exposure to the elements such as sun, rain, and snow can take a toll on a boat’s appearance and performance. Enclosed storage helps protect boats from Mother Nature and subsequent weather-related damage. This can also be important in coastal areas where flooding and hurricanes can be a big concern when it comes to boat slips.”

Continues Ramser, “While enclosed storage will be the most expensive to build, it will also bring in high rental rates.”

Length of stay is another consideration when it comes to storage options. For much of the country, recreational boating is a seasonal pastime. Some boat owners may keep their watercraft in a boat slip during the warmer months and look to store their boat on land during the off-season. By offering flexible rental agreements, you can attract short-term and long-term rentals.

10 Federal Storage is one self-storage provider that offers a high level of security for boats. “We offer both uncovered parking spaces and interior units with enough space for parking, so boat owners have options when they rent from us,” says Andrew Capranos, president of 10 Federal, which operates 20,000-plus storage units at more than 75 locations across 14 states. “Our facilities use facial recognition and other AI technologies, and that’s important to people storing expensive boats.” Capranos points out that many facilities also use drones, providing an “eye in the sky.”

“Our night watchperson works in our corporate office and watches video feeds from all of our properties every night,” says Capranos. “If there is suspicious activity, a drone can go in for a closer look. This is the type of security that makes boat owners feel safe storing with us.”

Making self-storage even more attractive for boat owners is the fact that some insurance policies provide discounts for keeping vessels in a secure and dry location when not in use. According to Discover Boating, boat owners should always ask their insurance provider about what is commonly referred to as a “lay-up” discount. “You’ll have year-round coverage with a discount for the months your boat is in dry storage,” according to the news outlet. Self-storage owners may want to let tenants in on this secret when someone is considering renting a spot.

But boating amenities can go much further than retail items. “I recommend including a wash station, where owners can clean their boats when returning them to storage or picking them up, or flush the engine with fresh water,” suggests Ramser. “A dump station that allows them to unload wastewater into a septic or sewer system is also a big plus.”

Many of the facilities Ramser owns and manages also offer valet service, and employees are trained on how to carefully tow a boat to and from its parking spot or storage unit. Some facilities go as far as transporting watercrafts to a boat launch or fueling them up for the tenant, providing unlimited in and out service with advance notice.

For these types of services, it’s important to address them in the rental agreement. Include addendums that cover valet service, dump stations, and wash stations to be sure liability is properly allocated between your facility and the tenant. If you’re charging for these services, make sure the costs are clearly spelled out in the agreement. It’s best to always have an attorney familiar with this area of the law review the agreement to be sure you’re protected. The lawyer may also recommend you set up separate entities to handle some of the “riskier” parts of the operation, such as transporting boats to a launch.

Finally, if your operation also includes traditional self-storage units, you may consider offering one to a boat owner storing their vessel at a discount (you’ll earn more from the boat space rental, so it is beneficial to do so if it helps convince them to store with you). Many boat owners may want a unit to store related items, such as fishing gear, water sports equipment, or even jet skis.

Gone are the days when self-storage facilities were only relegated to the outskirts of town. In urban centers, the demand for storage space is on the rise, yet the availability of land remains static. This challenge has led our team to reimagine self-storage, transitioning from sprawling facilities to multistory structures. There are pros and cons between traditional and vertical storage solutions, including:

• Cost Efficiency – Traditional single-story facilities typically require less initial investment due to simpler construction and lower land costs outside urban centers. However, vertical storage solutions, while having higher upfront costs due to complex construction and urban land prices, offer greater revenue potential per square foot. By utilizing vertical space, these facilities can accommodate more units in a smaller footprint, leading to higher returns over time.
• Time Efficiency – The construction time for traditional, single-story storage units is generally shorter, given their simpler design and construction. Vertical facilities, in contrast, require more time for construction due to their complexity and compliance with stricter urban building codes. However, the long-term time efficiency of vertical storage is notable, as these facilities can serve more customers in dense urban environments, leading to quicker lease-up and potentially a faster return on investment (ROI).
• Space Efficiency – Vertical storage facilities excel in space efficiency. In densely populated urban areas, where land availability is limited, going vertical is a strategic way to maximize the use of limited space. This contrasts with traditional storage facilities, which require large land areas for generally larger storage units and vehicle maneuvering and are often located on the outskirts of urban centers, making them less accessible to city dwellers.
• Structural Design Considerations – Vertical self-storage facilities require robust structural designs to ensure safety and stability. This involves advanced engineering to manage the load-bearing requirements of multistory buildings, especially in areas prone to seismic activity or extreme weather conditions.
• Construction Type Considerations – As a building grows in area and number of stories, the building code requires an increase in the construction type to mitigate the associated risk. The code outlines several methods for constructing taller buildings, many of which involve the use of a podium base.
• Zoning Regulations and Compliance – Navigating zoning regulations is a significant challenge for vertical storage solutions. Urban areas often have stringent zoning laws, requiring developers to obtain various permits and adhere to specific construction standards. This process can be time-consuming and costly, impacting the overall feasibility of such projects.
• Community Responses and Integration – Community response to vertical storage facilities can vary. While these structures provide a much-needed service in dense urban areas, they must be designed to blend seamlessly with the urban landscape. Aesthetic considerations, traffic impact, and the facility’s contribution to the neighborhood’s character are essential factors in gaining community acceptance and support.

In Seattle, the scope of our work is further highlighted. A standout project is a 10-story high-rise (Type 1B construction) that combines storage, work lofts, parking, and a residential unit, exemplifying the versatility of vertical self-storage in urban settings. Another vertical storage project within the greater Seattle area (Shoreline, Wash.) features a five-story, effective mix of two stories of Type 1A construction with three stories of Type 2B, further demonstrating the creative possibilities unleashed by the new building codes.

Both Seattle’s rapid growth and Portland’s strategic urban management highlight the urgent need for innovative self-storage solutions. Vertical self-storage not only addresses the scarcity of available land but also offers a sustainable approach to urban development.

To provide a broader perspective, it’s important to note that different regions and cities across the United States have their own modifications of the IBC, tailored to their specific environmental and urban challenges. For instance, cities in California may have stricter seismic design requirements, while those in hurricane-prone areas like Florida have different wind load specifications. Both the states of Oregon and California have rewritten the IBC to their own standards, but they’re still based on the risk forming principals of the IBC.

Comparing these changes to other urban areas reveals a diverse approach to city development and construction standards, influenced by regional factors such as climate, geography, and density. Some areas might adopt more stringent measures for fire safety or environmental sustainability, while others focus on flexibility to encourage development.

Challenges And Limitations

• Increased Complexity in Design and Construction – The allowance for higher buildings under the new code requires more complex architectural and engineering solutions. This includes considerations for structural integrity, safety, and compliance with higher standards.
• Cost Implications – While the new code allows for greater height and density, it can also lead to increased costs. More stories mean more materials, advanced safety features, and possibly higher labor costs.
• Regulatory Compliance – Navigating the new code can be challenging for developers and architects. Ensuring compliance with the latest standards demands thorough understanding and often necessitates consultation with experts in building code regulation.
• Community Impact – Higher buildings can have a significant impact on the surrounding community. They can alter the skyline, block views, affect traffic patterns, and have implications for local infrastructure.
• Environmental Considerations – Taller buildings can have different environmental footprints, requiring careful planning regarding energy efficiency, waste management, and sustainability practices.

• Design – Vertical storage facilities offer a canvas for architectural innovation. Unlike the traditional, utilitarian appearance of horizontal storage facilities, vertical structures can be designed with modern, aesthetically pleasing elements that blend with or even enhance the urban skyline.
• Customization – These buildings provide opportunities for unique branding and design customization. Creative use of façade treatments, lighting, and signage can turn a storage facility into a landmark that contributes positively to the urban aesthetic.
• Mixed-Use Potential – Vertical self-storage facilities can be integrated into mixed-use developments, combining storage with residential, retail, or office spaces. This integration not only maximizes land use but also contributes to the vibrancy and diversity of urban neighborhoods.
• Enhancements – By going vertical, storage facilities contribute to urban density, a key component in the development of walkable, transit-oriented neighborhoods. This density can lead to more efficient land use and better integration with other urban functions.

Environmental Impacts

• Reduced Footprint – Vertical storage facilities offer a reduced land footprint, which is especially beneficial in urban areas where land is scarce and valuable.
• Energy Efficiency and Stormwater Management – Modern vertical storage buildings are at the forefront of combining energy efficiency with stormwater management. Designed with solar panels, energy-efficient lighting, and HVAC systems, these buildings significantly lower environmental impacts. Additionally, green roofs and permeable surfaces play a crucial role in managing runoff, easing the load on urban sewer systems.
• Sustainable Materials and Construction – The construction of vertical storage facilities offers the opportunity to use sustainable materials and construction practices. This includes the use of recycled materials, low-impact construction methods, and sustainable waste management during construction.

ith a retro flare and lighting reminiscent of the neon signs of the 1950s, StorBox Self Storage in Pasadena, Calif., showcases its offerings through two stories of storefront glass at its office entrance, while life-size images of Marilyn Monroe, James Dean, and Elvis Presley safeguard the valuables stored inside. StorBox, owned by Barnard Investments and designed by Ken Carrell of ARE Associates, features 550 wine lockers and 70 high-security art units secured behind a vault door. In total, the approximately 100,000-net-rentable-square-foot property has nearly 1,000 units.

Formerly a single-story warehouse, the building had undergone seven expansion remodels before being converted into self-storage. According to Carrell, differing floor levels from the previous expansions necessitated the construction of ramps within the two-story structure. And the owner’s request for units with exterior access required plastic curtains to minimize the loss of cooled air.

After tearing down the original building, a spacious, art-deco themed office was built in its place. The office has a conference room, retail, and display units.

StorBox was completed within a year and opened in June of 2001. It is fully stabilized with an occupancy rate of around 96 percent.

he record-low interest rate and easy-money environment the self-storage industry enjoyed from mid-2020 through mid-2022 sadly came to an abrupt end in 2023 as interest rates skyrocketed and credit markets tightened up. What does 2024 have in store for self-storage owners seeking financing for a new construction project, the acquisition of a new property, or simply the refinance of an existing facility?

In the first quarter of 2024, the cost of debt is substantially higher than it was only a short time ago, and many commercial real estate lenders have become more selective, more conservative, more expensive, or have stopped lending for the time being.

The good news, however, is that self-storage is still considered by most lenders to be a very desirable asset class in comparison to most other commercial real estate types. More good news was revealed in mid-December when the central bank signaled that its inflation-fighting strategy of raising rates was likely done and that multiple rate cuts were on the table for 2024. U.S. Treasury rates have begun to ease but are still a long way off from the lows of the prior few years. Despite these positives, self-storage borrowers will very likely continue to face some financing challenges into 2024 and beyond.

However, as with most good things, the most favorable self-storage financing environment on record finally deteriorated towards the end of 2022 and continued throughout 2023. In the battle to curb post-pandemic inflation, the Federal Reserve quickly reversed course and increased the fed funds rate at a breakneck pace (11 times from March 2022 through July 2023) to the highest level in 22 years, causing borrowing costs to quickly skyrocket and causing major stress in the banking industry. Although the banking industry did not collapse as it had during the Great Recession of 2008, a small number of banks failed as a direct result of fed policy and many other banks quickly pulled back from commercial real estate lending to varying degrees or stopped lending altogether.

As the fed funds rate quickly increased, other short-term rates followed in an almost lock-step fashion. Prime Rate increased from 3.50 percent to 8.50 percent and 30-day SOFR increased from 0.05 percent to 5.00 percent. Loan payments for adjustable-rate loans more than doubled for many borrowers, prematurely depleting interest reserves and requiring additional borrower cash infusions for many construction and value-add projects. While existing fixed-rate borrowers did not suffer the same fate, interest rates for new fixed-rate loans more than doubled from the 3 percent to 4 percent range to the 7 percent to 9 percent range as the five-year and 10-year U.S. Treasury rates climbed over 400 basis points from mid-2020 lows to almost 5.00 percent by October of 2023.

Because of the stress created primarily by the quick and drastic run-up in short-term interest rates, many banks do not have the appetite or capacity to make new commercial real estate loans. Compounding the issue is the fact that payoffs of existing loans on the balance sheet have slowed, further hindering banks from recycling their outstanding capital into new loans. For the banks who are still actively lending today, many have limited allocations for new loans and typically reserve that capacity for their existing customers or new customers who can bring deposits to the bank.

For these reasons and more, 2024 may be the year that non-bank lenders, including CMBS lenders, life insurance companies, debt funds, and others, pick up some of the slack from the banking sector. The lending capacity of these non-bank lenders has not been affected nearly to the same extent as the banking sector.

NOI underwriting has also become more challenging as the self-storage industry operating performance has cooled off over the last year or so. Nationally, self-storage occupancies and “street” rental rates (rates charged to new customers) have begun to drop from their pandemic-fueled highs, resulting in challenges to continued revenue and NOI growth. While increasingly sophisticated revenue management tools have preserved or even grown existing customer rental income (ECRI), ever-increasing insurance premiums, real estate taxes, and payroll expenses present further challenges to NOI growth. In addition to higher interest rates, these income and expense trends could very well further limit loan proceeds for an existing property. Underwriting for new construction projects shares all of these challenges and is also hampered by increased interest carry, slower lease-up projections, and lower rental growth projections.

• Keep perspective that today’s lending environment is not unlike others that we have experienced in prior economic cycles; there is still plenty of capital out there for our industry, albeit at lower leverage and higher rates than in the recent past.
• While there is a glimmer of hope that interest rates will back off a bit from recent highs, interest rates in the 3 percent to 4 percent range were a short-lived “blip” and are extremely unlikely to return without a major financial crisis or detrimental U.S. domestic or global event.
• Carefully evaluate new construction and acquisition opportunities, incorporating assumptions that include today’s interest rates are likely here for a while, self-storage rental growth has slowed or reversed in many markets, and operating expenses such as insurance, property taxes, and payroll will likely continue to increase.
• Educate yourself to better understand how lenders will underwrite income and expenses for new a loan today, making sure that your loan request is realistic so lenders will take the time and interest to work with you on a financing solution.
• Most importantly, widely diversify your lending sources to include many lenders across the many different lending platforms. “Relationship” lending often dries up in trying times, and while one lender may have stopped lending today, there are many others still actively lending.

ace it: In today’s world, if you want to get new customers for your self-storage facility, you need to be actively marketing online; it’s called “Inbound Marketing.” Basically, you want to be found when people are searching for a self-storage unit “near me.”

The problem is that your facility may be in a very competitive local market. Undoubtedly, if you’re a “mom and pop” facility, you are probably competing against one, two, or more of the “big guys.” Unfortunately, large operators can easily outspend you when it comes to marketing.

Consequently, when you try to just randomly post on Facebook, and/or buy ads on Google, you may be wasting your money and not getting the results you need. In this article, I’ll tell you what you need to do to effectively promote your facility organically (that is nonpaid).

Back in the day, you used “outbound marketing” (broadcast and print) to get your message out there hoping that your target market saw it or heard it and came to your place of business or called you. Print ads, billboards, direct mail, brochures, radio, and business cards still work. However, they can get pricey.

Digital marketing, when done properly, and organically (unpaid), can be an inexpensive—even free—way to promote your self-storage business. Today’s digital marketing has revolutionized how people find what they want or need and how businesses market themselves. It is comprised of search engine optimization (SEO), content marketing, and social media.

If you try to do one without the other two, you won’t get the results you want. Now, you have to proactively take control of your marketing. And guess what? It doesn’t cost as much as old-fashioned broadcasting! It does take a little “sweat equity,” but you’ll reap good results if you do it right.

It all works together. First of all, Google still owns search. According to Statcounter¹, Google had over 88 percent of all searches in North America. Google’s goal is to give the searcher exactly what they’re searching for. Google wants fresh, relevant, helpful content written for the human reader in natural language. That gives you search engine optimization (SEO).

You have to think like the searcher. What are they going to enter into the search box to find you? The consumer is in control. You have to put yourself in their shoes:

• What are they searching for?
• How will they find you?
• What comes up in the search?
• Does your website capture leads or convert a visitor into a customer?
• Does your website contain blogs or videos (that’s content)?
• How do you promote your content (social media)?
• What are their pain points and problems?
• How can you help?

Using the Google Keyword Tool², think of what search terms your potential customer will put in the search box in your geographic area. You get up to 10 keyword phrases. It’s part of Google Ads, but it’s free to use. There are several other keyword tools available, but I prefer the Google tool because it’s Google. Here are some ideas:

• self storage near me
• self storage [ZIP code]
• self storage 24 hour access (if you offer it)
• self storage first month free
• climate controlled self storage (if you offer it)
• RV storage (boat, vehicle, etc., if you offer it)
• cheapest self storage

You get the idea. You’ll get a list of results. You want to see the search volume (how many times people search for a given term in a month). Additionally, the tool will give you other related phrases and their respective search volume. You want to know which are the highest in search volume with low to medium competition. Sort the phrases and download them in a spreadsheet so you can use them later.

• Site and page titles
• Headings (H2, H3, H4, etc.)
• Meta description (This is the paragraph that comes up in searches. It’s what the human searcher will read to decide if this is what they want. This is vital for successful SEO.)
• Categories and tags in your blogs (The suggested phrases are a list of topics for you to write about.)
• Text and body copy of pages and blogs

Needless to say, being a local business, you should have your location and the areas you serve in your site title, footer, and contact page. Besides that, don’t forget your Google Business Profile,³ which is integrated with Google Maps.

Once you have your basic website optimized, you need to start creating content. You need to do content marketing in your business if you want to:

• Drive more potential clients to your website (you’ll need to create content),
• Grow your following on social media (you have to share both your and other people’s relevant content), and/or
• Increase conversions (you need to write the right content).

Good, quality content is the main building block of today’s successful, digital marketing strategies. Whether it’s written (blogs, ebooks, special offers, etc.), visual (video, animated gifs, and graphics), or podcasts, if you don’t create content, you might as well close up shop.

It takes time, planning, and creativity. Here are some content marketing strategies to incorporate and invest in:

• Create content that your target market(s) wants. So you know what interests your target audience, you first need to define them clearly.
• Be helpful. For instance, provide a list of tips on organizing, downsizing, moving, etc.
• Decide what you’re good at and what type of content you’re capable of creating. Are you a decent writer? If so, write a blog. Do you like to talk? Then videos or podcasts will work for you. Simple pictures and graphics work, too!
• Keep in mind that all the content you produce is part of your brand image. Make sure you put out good, quality content. If blogging, proofread it. Good grammar and spelling count even for SEO. Videos and graphics can never be fuzzy. By the way, don’t rely solely on artificial intelligence (AI). You write for the human reader by showing off your experience and expertise. Use AI for research, but write it as if you were talking to your potential customer.

Finally, you share your wonderful content on your social media profiles. That brings up the question of which network to use. Do you have to be on all of them? No. The ones you use depends on your business.

Is your company more business-to-business (B2B), business-to-consumer (B2C), or both?

• B2B – If you’re located in a highly industrial area, your customers will probably be other businesses or corporations. They may need storage for employee relocation, records and equipment, sales samples and products, etc.
• B2C – This is the average person who needs some storage space either temporarily or long-term for whatever reason (downsizing, renovating, decluttering, moving, between semesters, part-time residents, etc.)

You may have a mixture of both. Determine what percentage is B2B and B2C, then divide your marketing efforts accordingly. Here’s how the social networks breakdown when it comes to B2B vs. B2C (B2B/B2C):

• Facebook – 40/60
• LinkedIn – 80/20
• Pinterest – 10/90
• YouTube – 50/50
• X (formerly Twitter) – 50/50
• Instagram – 10/90
• TikTok – 0/100

In other words, if you’re B2B, LinkedIn should be your primary network, with Facebook, X (formerly Twitter), and YouTube as secondaries, and maybe Pinterest if you have a lot of visuals and for SEO.

For B2C, your primary networks should be Facebook, Instagram, and Pinterest, with X and LinkedIn as secondaries for credibility, networking, exposure, and SEO. TikTok is video-only and for a very young audience; don’t even bother with this unless you have a huge college-aged customer base near a university.

Be aware that YouTube, Instagram, and Pinterest are all visual (images and videos). However, with Pinterest, when you pin an image from a blog post, it takes the link with it. Thus, it helps with SEO. In contrast, links don’t work on Instagram posts (only in stories that vanish in 24 hours). Links work on Facebook and LinkedIn, so make sure you add them along with a call to action (CTA). Tip: Use social media to connect and network with referral sources like realtors, apartment complexes, and local companies.

As you can see, because of social media and online channels, today you have more marketing choices than ever before. The challenge is that each of these channels and networks has different cultures and user demographics. Hence, you need to get to know your perfect customer and put yourself in their shoes.

Obviously, you can have more than one target marke “persona.” Give your perfect customer a name to go with their buying personality. The reason we do this is that you talk to a 35-year-old male differently than you talk to a 55-year-old woman. Other factors are education, tech savviness, location, interests, education, income, family, etc. Ask these questions:

• What are they going to enter in the Google search box to find you?
• What types of blog posts are you going to write that will entice a potential customer to click on a link and go to your site?
• What type of content from trusted sources are you going to share that would be of interest to your target market?
• What CTA will be effective in converting a visitor into a lead or sale?

You have to answer these and many other questions before you can even start marketing online and offline. Consider all these characteristics as they would apply to your perfect customer. Think of the one client that you would replicate if you could. Not all of them will apply to every persona.

B2C

• Age (not an age bracket)
• Gender
• Ethnic background
• Occupation
• Position (executive, manager, worker, or retired)
• Income
• Education
• Marital Status
• Children (age and number, if grown and out of the house, write that)
• Location
• Interests/hobbies
• Values
• Attitudes
• Lifestyles
• Politics
• Religion
• Behavior
• Likes
• Dislikes
• What motivates them?
• What motivates them to share information with others?
• What does a day in their life look like?
• What are their dreams and ambitions?
• What type of vehicle do they drive?
• Pain Points (AKA typical problems. How can your facility solve them?)
• How does that problem make them feel?
• What intimidates them?
• What don’t they understand?
• What benefit of your product solves their problem?
• Why would they use your facility?
• What would motivate them?
• How tech-savvy are they?
• What devices do they use?
• Name (Yes, give your perfect client(s) a name)

B2B

• Industry
• Number of employees
• Amount of annual sales
• Geographic location
• Goals/Objectives
• Who is the decision-maker(s) in the company? (This person becomes your “consumer.”)
• What’s their main service or product?
• Pain Points/Problems that you’ll help solve

Remember this quote from Andrew Spence: “If they think you’re like them, they think you can understand them and their situation better.”

Overall

• Are there enough people that fit my criteria?
• Will my target benefit from my product/service? Will they see a need for it?
• Do I understand what drives my target to make decisions?
• Can they afford my product/service?
• Can I reach them with my message? Are they easily accessible?
• Is there enough money to be made in your target market?
• Are they seasonal?
• Who’s the decision-maker or primary buyer?
• Where do they get their info?
• When are they ready to buy?
• How much education do they need before they make a decision?
• Where, how, and when are they going to do their research?
• What do they look for? (credibility, knowledge of the business, pricing, location)
• Who do they trust?
• How are you going to gain their trust?
• What is your company’s mission?
• What are the benefits and features of your facility?
• What do your customers and prospects already think of your company?
• What qualities do you want them to associate with your company?
• What makes you unique that will interest them above your competition?

Lastly, write a three-sentence summary of your target market. If you have more than one, name and describe each. Once you have your personas, do a little bit of research on them. Find out:

• Which networks do they frequent the most?
• What are their buying habits?
• What’s the best strategy to get their attention?
• What are your competitors doing online?

Subsequently, set some SMART Goals. Each goal should be:

• Specific
• Measurable
• Attainable
• Relevant
• Time-bound

Next, write out a strategic marketing plan that outlines what you’re going to do to achieve the goals. Based on that, put together a to-do list (a tactical plan) of how you’re going to implement the strategy. In other words, what you’re going to do when, where, and how often.

Then, just do it. If you’re new to social media, figure you should spend 90 minutes a day building a following (building relationships) on social media. (That’s the “social” part of social media.) Once you have a following, use tools like Sendible⁵ to schedule out your posts. Eventually, you’ll get used to the tools and the networks and it will take you less time to do what you need to do.

Above all, you must monitor and measure your marketing efforts. Check your website and social media analytics and insights monthly to see what’s working and not working. Consequently, adjust your goals, strategies, and tactics accordingly for the next month.

With a little “sweat equity” you can effectively promote your facility online with little to no monetary investment. Remember, it’s a marathon, not a sprint. It may take two to three months before you start seeing results. Keep at it. It’s all worth it!

Sources:
1. https://gs.statcounter.com/search-engine-market-share/all/north-america
2. https://ads.google.com/home/tools/keyword-planner/
3. https://business.google.com/
4. https://azsocialmediawiz.com/define-target-market-workbook/
5. https://www.sendible.com/?fpr=giselle81