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thefakejeffreyazoff · 4 years

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‘He’s our Satan’: Mega music manager Irving Azoff, still feared, still fighting

(x)PEBBLE BEACH, Calif. —

This is not Irving Azoff’s house. Irving and his wife Shelli own houses all over, from Beverly Hills to Cabo San Lucas, but right now in the last week of October it’s too cold at the ranch in Idaho and too hot at the spread in La Quinta, so he’s renting this place — a modest midcentury six-bedroom that sold for $5 million back in 2016.

From the front door you can see all the way out, to where Arrowhead Point juts like the tail of a comma into the calm afternoon waters of Carmel Bay. More importantly, the house is literally across the street from the Pebble Beach Golf Links, where Azoff likes to play with his college buddy John Baruck, who started out in the music business around the same time Azoff did, in the late ’60s, and just retired after managing Journey through 20 years and two or three lead singers, depending how you count.

(Via LA Times)

Azoff is 72, and this weekend he’ll be inducted into the Rock and Roll Hall of Fame alongside Bruce Springsteen’s longtime manager Jon Landau. Beatles manager Brian Epstein and Rolling Stones manager Andrew Loog Oldham are already in, but Azoff and Landau are the first living managers thus honored. Azoff is not only alive — he’s still managing. As a partner in Full Stop Management — alongside Jeffrey Azoff, his oldest son and the third of his four children — he steers the careers of clients like the Eagles, Steely Dan, Bon Jovi and comedian Chelsea Handler, and consults when needed on the business of Harry Styles, Lizzo, John Mayer, Roddy Ricch, Anderson .Paak and Maroon 5. Azoff has Zoom calls at 7, 8 and 9 tomorrow morning, and only after that will he squeeze in a round.

The work never stops when you view the job the way Azoff does, as falling somewhere between consigliere and concierge. “My calls can be everything from ‘My knee buckled, I need a doctor’ to ‘My kid’s in jail,’” Azoff says. “I mean, you have no idea. The ‘My kid’s in jail’ one was a funny one, because the artist then said to me, ‘Y’know, I’ve thought about this. Maybe we should leave him there for a while.’”

Golf entered Azoff’s life the way a lot of things have — via the Eagles, whom Azoff has managed since the early ’70s. Specifically, Azoff took up golf in the company of the late Glenn Frey, the jockiest Eagle, the one the other Eagles used to call “Sportacus.” By the time the Eagles returned to the road in the ’90s they’d left their debauched ’70s lifestyles largely behind, but Azoff and Frey got hooked on the little white ball.

“Frey would insist on booking the tour around where he wanted to play golf,” Azoff says. “We made Henley crazy. Henley would call me in my room and he’d go, ‘Why the f— are we in a hotel in Hilton Head North Carolina and starting a tour in Charlotte? Is this a f— golf tour?’”

Trailed by Larry Solters, the Eagles’ preternaturally dour minister of information, Azoff makes his way down the hill from the house for dinner at the golf club’s restaurant. He’s only 5 feet, 3 inches, a diminutive Sydney Pollack in jeans and a zip-up sweater. In photos from the ’70s — when he was considerably less professorial in comportment, a hipster exec with a spring-loaded middle finger — he sports a beard and a helmet of curly hair and mischievous eyes behind his shades, and looks a little like a Muppet who might scream at Kermit over Dr. Teeth’s appearance fee.

His father was a pharmacist and his mother was a bookkeeper. He grew up in Danville, Ill., booked his first shows in high school to pay for college, dropped out of college to run a small Midwestern concert-booking empire and manage local acts such as folk singer Dan Fogelberg and heartland rock band REO Speedwagon. Los Angeles soon beckoned. He met the Eagles while working for David Geffen and Elliot Roberts’ management company and followed the band out the door when they left the Geffen fold; they became the cornerstone of his empire. “I got my swagger from Glenn Frey and Don Henley,” he says. “No doubt about it.”

Azoff never took to pot or coke. The Eagles lived life in the fast lane; he was the designated driver. “Artists,” he once observed, “like knowing the guy flying the plane is sober.” This didn’t stop him from trashing his share of hotel rooms, frequently with guitarist Joe Walsh — whose solo career Azoff shepherded before Walsh joined the Eagles, and who was very much not sober at this time — as an accomplice.

“This was a different age,” Walsh says of his time as the band’s premier lodging-deconstructionist. “We could do anything we wanted, so we did. And Irving’s role was to keep us out of prison, basically.” He recalls a pleasant evening in Chicago in the company of John Belushi and Dan Aykroyd, which culminated in Walsh laying waste to a suite at the Astor Towers hotel that turned out to be the owner’s private apartment. “We had to check out with a lawyer and a construction foreman,” Walsh remembers. “But Irving took care of it. Without Irving, I’d still be in Chicago.”

Azoff became even more infamous for the pit bull brio he brought to business negotiations on behalf of the Eagles and others, including Stevie Nicks and Boz Scaggs. He didn’t seem to care if people liked him, and his artists loved him for that. Steely Dan co-founder Walter Becker said they’d hired Azoff because he “impressed us with his taste for the jugular … and his bizarre spirit.” Jimmy Buffett’s wife grabbed him outside a show at Madison Square Garden, pushed him into the back of a limo and said, You have to manage Jimmy, although Buffett already had a manager at the time.

His outsized reputation as an advocate not just willing but eager to scorch earth on behalf of his clients became an advertisement for his services, a phenomenon that continues to this day. In August 2018, Azoff’s then-client Travis Scott released “Astroworld,” which debuted at No. 1 on the Billboard 200 chart, and occupied that slot again the following week, causing Nicki Minaj’s album “Queen” to debut at No. 2. On her Beats One show “Queen Radio,” Minaj accused Scott of gaming Billboard’s chart methodology to keep her out of the top slot and singled his manager out by name: “C—sucker of the Day award,” she said, “goes to Irving Azoff.” Azoff says he reacted as only Azoff would: “I said, ‘I’m really unhappy about that. I want to be c—sucker of the year.’” In 2019, Minaj hired Azoff as her new manager.

Most of the best things anyone’s ever said about Azoff are statements a man of less-bizarre spirit would take as an insult. When the Rock and Roll Hall of Fame inducted the Eagles in 1998, Don Henley stood onstage and said of Azoff, “He may be Satan, but he’s our Satan.”

An N95-masked Azoff takes a seat on a patio with a view of hallowed ground — the first hole of the Pebble Beach course, a dogleg-right par 4 with a priceless view of the bay. He cheerfully admits that he and his partners at Full Stop are “obviously, as a management business, kind of losing our ass” this year due to COVID-19. In another reality, the Eagles would have played Wembley Stadium in August before heading off to Australia or the Far East. Styles would have just finished 34 dates in the U.S., Canada and Mexico. As it stands Azoff is hearing encouraging things about treatments and vaccines and new testing machines, and is reasonably confident that technology will soon make it possible for certified-COVID-free fans to again enjoy carefree evenings of live music together; he doesn’t expect much to happen in the meantime.

“What are you gonna do,” Azoff says, “take an act that used to sell 15,000 seats and tell them to play to 4,000 in the [same] arena? The vibe would be horrible, and production costs will stay the same.”

He knows of at least six companies trying to monetize new concert-esque experiences — pay-per-view shows from houses and soundstages, drive-in events and so on. But he’s not convinced anybody wants to sit in their parked car to watch a band play. More to the point, he’s not convinced it’s rock ’n’ roll.

“Fallon and Kimmel, all these virtual performances — people are sick of that,” he says. “Your production values from home aren’t that good. And they’re destroying the mystique. I mean, Justin Bieber jumping around on ‘Saturday Night Live’ the other night without a band, and then he had Chance the Rapper come out? It made him look to me, mortal. I didn’t feel any magic. So we’ve kinda been turning that stuff down to just wait it out.”

In the meantime, he says, Full Stop is picking up new clients during the pandemic. Artists with time on their hands, he believes, “have taken a hard look at their careers— so we’ve grown. No revenues,” he adds with a chuckle, “but people are saying, ‘We need you, we need to plan our lives.’”

“IN HIGH SCHOOL,” Jeffrey Azoff says, “I wanted to be a professional golfer, which has obviously eluded me.” He never expected to take up his father’s profession. “But my dad has always loved his job so much. There’s no way that doesn’t rub off on you.”

The younger Azoff got his first industry job at 21, as a “glorified intern” working for Maroon 5’s then-manager Jordan Feldstein. After a week of filing and fetching coffee, he called his father and complained that he was bored. According to Jeffrey, Irving responded, “Listen carefully, because I’m going to say this one time. You have a phone and you have my last name. If you can’t figure it out, you’re not my son.”

“Direct quote,” Jeffrey says. “It’s one of my favorite things he’s ever said to me. And it’s the spirit of the music business, by the way. There are no rules to this. Just figure it out.”

Over dinner I keep asking Irving how he got the temerity, as a kid barely out of college, to plunge into the shark-infested waters of the ‘70s record industry in Los Angeles. He just shrugs.

“I never felt the music business was that competitive,” he says. “It’s just not that f—ing hard. I don’t think there’s that many smart people in our business.”

It’s been written, I say, that once you landed in California and sized up the competition, you called John Baruck back in Illinois and said —

“We can take this town,” Azoff says, finishing the sentence. “Where’d you get that? John told that story to [Apple senior vice president] Eddy Cue on the golf course three days ago. It’s true. I called John up and said, ‘OK, get your ass out here. We can take this town.’”

In the ensuing years, Azoff has occupied nearly every high-level position the music industry has to offer, surfing waves of industry consolidation. He’s been the president of a major label, MCA; the CEO of Ticketmaster; and executive chairman of Live Nation Entertainment, the behemoth formed from Ticketmaster’s merger with Live Nation. In 2013 he and Cablevision Systems Corp. CEO and New York Knicks owner James Dolan formed a partnership, Azoff MSG Entertainment; Azoff ran the Forum in Inglewood for Dolan after MSG purchased it in 2012.

Earlier this year Dolan sold the Forum for $400 million to former Microsoft CEO and Clippers owner Steve Ballmer, who’s since announced plans to build a new stadium on a site just one mile away. Despite the apocalyptic parking scenario that looms for the area — two stadiums and a concert arena on a one-mile stretch of South Prairie Boulevard — Azoff is confident that the Forum will live on as a live-music venue. “People are going, ‘They’re going to tear it down’ — they’re not going to tear it down,” Azoff says. “It’s going to be in great hands. I have many of the artists we represent booked in the Forum, waiting for the restart based on COVID.”

The holdings of the Azoff Co. — formed when Dolan sold his interest in Azoff MSG back to Azoff two years ago — include Full Stop, the performance-rights organization Global Music Rights and the Oak View Group, which is developing arenas in Seattle and Belmont, N.Y., and a 15,000-seat venue on the University of Texas campus in Austin. Azoff describes himself as increasingly focused on “diversification, and building assets for the family that aren’t just dependent on commissions, shall we say.”

But as both a manager and a co-founder of a lobbying group, the Music Artists Coalition, he’s also devoting more time and energy to a broad range of artists’-rights issues, from health insurance to royalty rates to copyright reversion to this year’s Assembly Bill 5, which threatened musicians’ independent-contractor status until it was amended in September. (“That was us,” Azoff says, somewhat grandly. “I got to the governor, the governor signed it — Newsom was great on it.”) He describes his advocacy for artists — even those he doesn’t manage — as a “war on all fronts,” and estimates there are 21 major issues on which “we’ve sort of appointed ourselves as guardians.”

He does not continue to manage artists because he needs the money, he says. (As the singer-songwriter and Azoff client J.D. Souther famously put it, “Irving’s 15% of everybody turned out to be more than everyone’s 85% of themselves.”) Everything he’s doing now — building clout through the Azoff Co., even accepting the Hall of Fame honor — is ultimately about positioning himself to better fight these fights. “I’d rather work on [these things] than anything else,” he says. “But if I didn’t have the power base in the management business, I couldn’t be effective.”

The recorded music industry, having fully transitioned to a digital-first business, is once again making money hand over fist, he points out, but even less of that money is trickling down to artists. That imbalance long predates Big Tech’s involvement in the field, but the failure of music-driven tech companies to properly compensate musicians is clearly the largest burr under Azoff’s saddle.

“These people, when they start out — whether it’s Facebook, Snapchat, TikTok, whatever — they resist paying for music until you go beat the f— out of them. And then of course, none of them pay fair market value and they get away with it. Your company’s worth $30 billion and you can’t spend 20 grand for a song that becomes a phenomenon on your channel? Even when they pay, artists don’t get enough. Writers don’t get enough. Music, as a commodity, is more important than it’s ever been, and more unfairly monetized for the creators. And that’s what creates an opportunity for people like me.”

AZOFF’S FIRM NO longer handles Travis Scott, by the way. “Travis is unmanageable,” Azoff says, nonchalantly and without rancor. “We’re involved in his touring as an advisor to Live Nation, but he’s calling his own shots these days.”

I ask if, in the age of the viral hit and the bedroom producer, he finds himself running into more artists who assume they don’t need a manager. Ehh, Azoff says, like it’s always been that way. “There’s a lot of headstrong artists,” he says. “I haven’t seen one that’s better off without a manager than with,” he says, and laughs a little Dennis the Menace laugh.

We’re back at the house. Azoff takes a seat on the living-room couch; Larry Solters sits across from him, his back to the sea. Azoff recalls another big client. Declines to name him. Says he was never happy, even after Azoff and his people got him everything on his wish list. “He hit me with a couple bad emails. Just really disrespectful s—. I sent him an email back that said, ‘Lucky for me, you need me more than I need you. Goodbye.’”

He will confirm having resigned the accounts of noted divas Mariah Carey and Axl Rose. Reports that he once attempted to manage Kanye West have been greatly exaggerated, he says, although they’ve spoken about business. “Robert [Kardashian] was a good friend of mine. The kids all went to school together,” Azoff says. “What I always said to Kanye was, you’re unmanageable, but we can give you advice.

“A lot of people could have made a dynasty on the people we used to manage,” Azoff says, “let alone the ones we kept.”

But he still works with many artists who joined him in the ’70s — with Henley, with Steely Dan’s Donald Fagen and with Joe Walsh. Walsh has been sober for more than 25 years; it was Azoff, along with Henley and Frey, who talked him into rehab before the Eagles’ 1994 reunion tour. “Irving never passed judgment on me,” Walsh says. “And from that meeting on, he made sure I had what I needed to stay sober.” If he hadn’t, Walsh says, there’s no chance we’d be having this conversation. “All the guys I ran with are dead. Keith Moon’s dead. John Entwistle’s dead. Everybody’s dead, and I’m here. That’s profound to me.”

The first client Azoff lost was Minnie Riperton — in 1979, to breast cancer when she was only 31. Then Warren Zevon, to cancer, in 2003. Fogelberg, to cancer, four years later.

“And then Glenn,” says Azoff, referring to the Eagles co-founder who died in 2016. “I miss Glenn a lot. And now Eddie.”

Van Halen, that is. I ask Azoff if he can tell me a story that sums up what kind of guy Eddie Van Halen was; he tells me a beautiful one, then says he’d prefer not to see it in print. It makes perfect Azoffian sense — profane trash talk on the record, tenderness on background.

I ask if he’s been moved to contemplate his own mortality, as his boomer-aged clients approach an actuarial event horizon. Of course the answer turns out to involve keeping pace with an Eagle.

“Henley and I are having a race,” he says. “Neither one of us has given in. Neither one of us is going to retire.”

Henley was born in July 1947; Azoff came along that December. Does Don plan to keep going, I ask, until the wheels fall off?

“I don’t know,” Azoff says.

Do you ever talk about it?

“Yeah! He’ll call me up and he’ll go, ‘I really feel s— today.’ And I say, ‘Well, you should, Grandpa. You’re an old man. You ready to throw in the towel? Nope? OK.’”

Azoff says, “I contend that what keeps us all young is staying in the business. I’ve had more people tell me, ‘My father, he quit working, and then his health started failing,’ and all that. Every single — I mean, every single rock star I know is basically doing it to try and stay young. And I think it works. I really think it works.

“I have this friend,” Azoff says. “Calls me once a week, he’s sending me tapes, it’s his next big record. Paul Anka! He’s 80 years old. OK? And my other friend, Frankie Valli …”

“Do you know how old Frankie Valli is?” Solters says. “Eighty-six. And he still performs.”

“Not during COVID,” Azoff says. “I told the motherf—, ‘You’re not going out.’”

#jeffrey azoff #la times #11.05.20

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yogaclassesclairemont-blog · 4 years

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Archaeological sites to see near Clairemont, San Diego

Clairemont is an area within the city of San Diego that has above 81, 700 home owners, which has terrific features, such as mesas, canyons, and likewise on top of that streams. The moving mesas are separated by canyons like the Tecolote Canyon, along with the San Clemente Canyon. In Clairemont, the plants is whatever around quick bushes along with likewise cactus, together with in addition to that wild animals there consists of prairie wolves, bunnies, in addition to in addition owls! If you're seeing this location you'll genuinely feel that nature possibly to its exceptional along with whatever relocates with it. Nevertheless these are not the only benefits you'll reach value right here, nonetheless historical net websites or galleries that are near it. San Diego is a treasure in areas, together with we are probably to given listed below various of those historic together with website visitor websites to check out near Clairemont.

Mormon Armada Historic Net Website

This internet site honors the Mormon Armada's historic journey. The Mormon Armada was a team of stressing 500 Saints that signed up with the USA Armed force back in 1846 to offer sponsorship to member of the family together with Mormon leaders, each of this throughout the Mexican-American Fight. If you see this web website, you'll get to see an interactive video clip spectacular experience, historical artefacts, together with additionally some conversations on gold panning, along with on top of that brickmaking.

Address: 2510 Juan St, San Diego, CA 92110

Old Town San Diego Historic Park

Old Town San Diego Historic Park is thought about a living background museum that secures together with honors numerous historic structures that date from the 19th century. This is just one of the most seen state park in The golden state as you can find a variety of components that originate from San Diego's early history together with additionally culture. At this historical location, you would certainly likewise have the ability to delight in shops, taking in centers, together with places where to obtain genuine innovations along with food. Site site visitors can have the possibility to value the discussion of some roadway musicians, that additionally make their appearance throughout celebrations as well as numerous other standard events.

Address: 4002 Wallace St, San Diego, CA 92110

Wisteria House

Wisteria Residence is an intriguing home with appealing views of the Pacific. This terrific home beings in the facility of a substantial together with charming green lawn that's bordered by 2 Canary Island day hands. A long term arbor generates the front door along with it's covered with growing wisteria slipping plants, so it details is a fantastic picture you can not miss if you strike lowered in the location of La Jolla. The Historical Culture has in fact looked after of refurbishing as well as replacing your residence to increment its charm.

Address: 780 Prospect St, La Jolla, CA 92037

The gold state Tower

The The golden state Tower could be one of amongst among the most well-known photos in San Diego, as it's a rising-- along with extremely reviewed-- structure that can be seen from miles away. The gold state Tower is a framework crossbreed that blends various designs, such as Baroque, Rococo, together with Gothic; the structure houses the San Diego Gallery of Man. Regretfully, the California Tower it's under maintenance, along with it will most certainly be returned to by the end of 2019. This need to not be an obstacle in defining a day to visit it, considered that it's a splendid framework that asks for to not go obscure, which's most absolutely worth the see.

Address: 1350 El Prado, California Tower, San Diego, CA 92101

Marston Residence Gallery & Gardens

If you're trying to find an excellent example of the Arts in addition to Crafts activity, then you must go consider the Marston House Gallery & Gardens, a residential property or commercial residential or business residential or commercial property that was produced in addition to likewise established by William Sterling Hebbard together with Irving Gill, both acknowledged developers. Throughout your check out, you would definitely have the capacity to take a look at the buildings, the official lawn, along with the canyon programs. Along with that, you would absolutely have the possibility of delighting in the shade supplied by the eucalyptus together with oak trees you'll see there. Generally, the Marston House Gallery & Gardens is bordered by 5 acres of rolling grass along with likewise rustic canyon lawns.

Address: 3525 7th Ave, San Diego, CA 92103

San Diego Gallery Of Art

The San Diego Gallery of Art is so abundant together with varied that it is considered the world's finest art in America's Straight-out optimal City. This art gallery exists at the heart of Balboa Park, where you can locate a variety of outstanding collections, which go from South Eastern paints to Spanish in addition to in addition Italian task. Sculptures together with Indian paints can likewise exist listed below! The San Diego Gallery of Arts on a regular basis consists of considerable events from around the globe along with it in addition to that holds social as well as curriculum for young people along with grownups. Admission is complimentary for people that are 17 & under.

Address: 1450 El Prado, San Diego, CA 92102

UCSD

The College of The gold state San Diego figures in the leading 15 research study colleges around the world in addition to in addition its significant goal is to outfit severe minds to make a distinction. Out of this, the UCSD takes satisfaction besides the education and also finding out together with situating it gives, with the style utilized in its centers, such as the UCSD collection," The Geisel" framework. This framework relies on the facility of the UC establishment in addition to in addition it houses over 7 million training along with research study amounts; consisting of the Mandeville Unique Collections along with Archives. The framework was developed by William Pereira in addition to on top of that its weird style is simply among the significant variables people see the UCSD university. An included factor to take a look at is the notable Stuart Collection, which can furthermore exist right here. It includes a special assemblage of site-specific jobs by leading artists of our time.

Address: 9500 Gilman Dr, La Jolla, CA 92093

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gsairductclean · 4 years

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Three Reasons For Air Duct Cleaning in Armonk NY

Of all the arguments for air duct cleaning in Armonk NY residents need to pay close attention to the three listed below. A family's home is often their greatest asset next to their family. Both are greatly impacted by air ducts and many problems resulting from poor air duct conditions affect the health and happiness of families.

Mold

Too many families in Armonk NY know the devastating effects of mold. Most people conjure up the smell which often accompanies a mold outbreak. While the smell cannot be overlooked the effects of mold on the lungs is quite significant and often deadly. Many people have allergies to mold and when mold is present in the air they develop allergy symptoms ranging from a stuffy nose to hyperventilation. Those with asthma fare worse when in a room with a mold infestation. All too often the mold can be traced back to air ducts.

Pests

No one likes to think of mice or bugs living in their homes. Whether one thinks about it or not they often take up residence. It takes only an eighth of an inch crack to allow these pests into a home. Most pests don't like human contact and hide quite well in a home's walls, floors, and air duct system. By getting regular air duct inspections, Armonk NY homeowners can catch pest infestations before they become too big. Air duct cleaning technicians are trained in what to look for in regards to all varieties of pests. Catching mice, roaches or even raccoons before they take over a home is worth the cost of a regular inspection every time.

Maintaining Home Value

All homeowners know the value in maintaining household appliances and systems. It's recommended that air conditioning units and furnaces by cleaned yearly, roofs and insulation be checked every few years and major appliances be cleaned and checked once a year or so. Air ducts should be seen no differently. Not only should they regularly be inspected in the spirit of good maintenance habits, but for other reasons as well. Cleaning AC units and furnaces are a smart idea but often release harmful toxins and allergens into the air which gets trapped in the air duct system contaminating the air in every room of the house. Only through regular inspections by trained professionals can these contaminants by detected and removed.

With today's economy threatening home market values protecting the value of the home should be every homeowner's first priority. Most professionals agree that regular maintenance is one of the first steps to guaranteeing a house stays in tip-top condition for many years. Air duct cleaning is just one aspect of home maintenance. With the availability of professional air duct cleaning Armonk NY residents can breathe easy and rest assured that their homes are the safe haven they should be.

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#air duct cleaning

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lavendercare · 2 years

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Air Duct Cleaning

Does it pay to have your heating and cooling duct system cleaned ? I can speak from experience when it comes to this question. I have cleaned the duct systems in many homes in the past and most homeowners were shocked at the amount of dust and dirt that had been removed. This is especially the case in older systems. Since it is hard to physically see the inside of you heating and air conditioning duct work you have no idea how much dust, dirt, mold and fungus is built up with in it. One way to get some idea of how your system looks is to remove a cold air register and inspect the duct behind it. If this area has a large build up of dirt and dust, odds are your entire duct system is the same or worse.

Some people will claim that the half to one inch of dust build up in your duct is a benefit in that it acts as a insulator. I don't believe that the downfalls to this including allergies, mold , bacteria build up and dust mites are worth the insulation value. Check out a blown up picture of a dust mite some time and you may have trouble sleeping at night. Dust mites are live insect type critters that thrive on dust in you duct system.

There are many different techniques to proper air duct cleaning and each will claim theirs is the most effective. Most will connect some type of large vacuum to your duct system and then run brushes, balls or wires under air pressure down each duct knocking the dust free. All the dust and dirt is then sucked into large bags were it can be seen by the home owner. It's nice if they can show you what the removed so you know you got your money's worth. After words any

openings cut into your duct system are patched and can be used for future cleaning.

The frequency that you should have you air ducts cleaned has many factors including how much and the type of activity in your home. Do you have just two people living in your home or six people two dogs and three cats. Another factor is how often your heating and air conditioning system cycles. If you use a quality air filter in your heating and cooling system that catches more dust and dirt it goes with out saying that it will not end up in your duct work. Replace your air filter on a regular basis to prevent dust from bypassing it.

My advice if your looking for a contractor to provide this service for you is to talk to two or three of them and ask what their procedure is. As with every thing else chances are if they charge more they probable spend more time doing a quality job. Some contractors will include a furnace or air conditioner check with their program, just make sure they are qualified to do handle this and not just blowing the dust out of your furnace. Hope this answered more questions than it created.

Lavender Care is your best choice in keeping your home fresh and inviting. We offer a variety of cleaning services guaranteed to preserve your home’s natural beauty. Find Air Duct Cleaning Services:

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hakesbros · 1 year

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Homelight: Purchase, Sell, Or Purchase Before You Promote Your Personal Home

BIC Homes believes that high quality begins with the muse and ends when we have exceeded our home buyer’s expectations. Enjoy quiet suburban living simply minutes away from city amenities at Horizon Town Center within the Ayde II ground plan by Edward's Homes. Poplin Floor Plan - This new homes el paso txing plan provides you with 1,750 Sq Ft of dwelling space and provides you four spacious bedrooms and a couple of baths. The ceiling heights are 12 toes in main c...

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gaz-moz · 4 years

Link

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synapseevents · 4 years

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Kits for Kids

UPDATE: We did it! Generous donors from across the country helped us reach our goal and have fully funded our fall classes, which will take place online. Thank you to everyone who supported this effort!

Donate to Synapse Arts' dance education program for kids ages 3 through 11 and receive an activity kit filled with fun toys, treats, games, and more!

As a thank you for donating to Synapse Arts' educational programs you'll receive a kit valued at either $25, $50, or $100.

Kits include:

Assorted games, puzzles, and crafts

Bottled bubbles and sweet treats

A how-to flyer for Ballet at Home with video links

Synapse stickers and buttons

PLUS kits at the $100 donation level ALSO include a $20 gift card for ice cream at any Baskin Robbins!

Find out more and get your kit at Kits for Kids.

Donate securely online at the Kits for Kids page, then pick up your goodies at Dizzy Cow Candy and Curiosity Shop (2155 W Irving Park Road, Chicago) on Saturday, July 11th anytime between 9am and 12pm. We will have curbside pickup - please call 773-706-6187 when you arrive at the store.

Can't pick up your kit on July 11? No problem! Call Dizzy Cow at 773-706-6187 to arrange another time for pickup.

Thank you!

0 notes

marrincostello · 4 years

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Local Business Marketing in Uncertain Times : Social Media Examiner

Wondering how to stay top-of-mind with your customers, even if you aren’t open? Looking for new, creative ways to continue to show up for them?

To explore how local businesses can market during uncertain times, I interview Bruce Irving on the Social Media Marketing Podcast.

Bruce is a local business marketing pro. He’s the host of The Local Business Podcast and the Smart Pizza Marketing Podcast.

You’ll discover how four local businesses are staying top-of-mind with their customers right now, and learn how to encourage your customers to return to your shop when the time is right.

Listen to the Podcast Now

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Note: This was recorded in the middle of April 2020, during the COVID-19 global pandemic—and we suspect some of the stay-at-home and social-distancing limitations will still be in place for a while.

The truth of the matter is that as of today, customers are afraid. Many of them don’t want to visit any local businesses, especially those where people gather closely together. As marketers and business owners, it’s up to us to stay top-of-mind and communicate with our customers throughout this time. Doing this ensures that they’ll still be there for us when life returns to normal.

What to Do First

Bruce feels the first few things businesses have to do right now is not to bury their heads in the sand or focus on the negatives of the situation. Take a proactive approach. Show up every single day and reassure your customers that you’re still around and that you’re going to be around when this is over. Notify and educate them on whatever changes you’re making in your business to adapt to the current circumstances.

Who knows how long this is going to last? And who knows what the “new normal” is going to look like when we do get out of this? A lot of local businesses out there are going to be completely different. Many businesses aren’t ever going to be able to go back to the way they were before this happened. Start thinking about your plan for the future, and then talk to your customers about that plan moving forward.

Look at the systems you have in place in your business. You have time now. You may not be open and all of those little things—maybe that system you wanted to put in place or those photos or videos you really wanted to set up—can be implemented now while you have that extra time.

Customers have short attention spans. When you close down—if you’re not showing up for them—they’re going to forget about you when they resume their regular lives.

Creative Ways to Stay Top-of-Mind

Bruce says now is the time to double down on content. Don’t be one of those companies that’s afraid to market right now. Be on point with your message, show up consistently, and double down on your message on the platforms where you hang out. You don’t want the next 6 weeks to go by without you showing up at all, and then all of a sudden, you reappear when everything’s back open. You need to be consistently showing up every single day.

Think about a content marketing plan. To visualize this, you could start a podcast and take your expertise on the air. You could start writing articles for local publications in your community to provide some free value or perhaps you might start your own blog.

Bruce recommends coming up with some sort of daily or weekly show on Facebook, Instagram, or any other platform. Use the show to talk to your customers about what you’re doing in your business, and to educate them. Be honest with them. Show them the processes and systems you’re putting in place. When they’re able to come back into your restaurant or business, they’ve seen you in the interim. You’re still familiar and they haven’t forgotten about you.

You don’t necessarily have to go live but Bruce prefers live video over pre-recorded. When people record a video, they tend to overanalyze it and delete it a thousand times before they put it out. Done is better than perfect.

When you do something, you’re going to stink at it in the beginning and you need to be okay with that. If you do it consistently over time, you will increasingly improve. When you do a live show, you just need to go and do it. There may not be many viewers. More people will come and they’ll see that improvement.

Show people how you make your products and what you serve. Bruce noticed that Disney recently started releasing recipes for the products and snacks they serve at Disneyland such as churros, Dole Whips, and Tonga Toast. They released social media videos and recipe guides so you can recreate those classics in your own home since no one can go to Disney theme parks right now. Any restaurant can take that example and run with it.

People are stuck in their homes, and as much as they may love cooking, they’re getting sick of the same old recipes every single night. They want to know what else they can make. They want to know how they can make that restaurant’s famous sandwiches at home. You can show a video of you doing that.

Or you can have a Tuesday-night online cooking class where people can learn something new that they can make with their families and enjoy. Then they’re going to show up, they’re going to try to recreate that recipe at home, and they’re going to come back for the next one if they were successful.

To illustrate, Bruce’s friend Mike owns the Tony Boloney’s pizza chain in New Jersey. Mike started doing a cooking class live on Instagram every Sunday. He demonstrates how to make things like stromboli, fresh mozzarella, and pizza, and he sells kits to go along with whatever he’s demonstrating.

All during the week leading up to his Sunday night live at 5:00 PM, Mike posts on social media about the kits people will need for that live video. People direct-message him and he sells them the product kits. Then every Sunday at 5:00 PM, he’s going live showing the process of making that item. Mike does the videos from his house and he involves his two very young sons in the process, which is often funny and really helps to humanize him.

9Tailors is a suit and clothing tailoring shop that has pivoted recently to making protective masks. In many areas, if you go outside or to any public place, a mask is mandatory. 9Tailors is creating cloth masks for people to purchase that look cool and are designed really well.

They’re making something different that they know is in high demand using the resources they already have at their disposal. That’s not a business model that can be used long-term but it’s a good quick pivot to keep that business going.

ZaRonis Pizzeria in Oshkosh, Wisconsin is a superhero-themed restaurant. For the last 5 months, even before this pandemic, they posted special offers in a private Facebook group for their community, almost like a VIP club. They also helped people out. If someone fell on hard times, ZaRonis supplied them with a meal. It turned into a huge group for the area, boasting nearly 7,000 members.

As soon as this whole catastrophe hit, that Facebook group completely supported this business and helped them out because ZaRonis had already been doing that for their community for the past 4 or 5 months. Now they’re creating packages for people in need in the area, including little meal kits.

They’re asking their distributors for additional items and packaging them together to donate to people who need food and help right now. The owner appeared on TV, which then led to monetary donations to help keep those kits coming. ZaRonis provided a service to the community in a Facebook group and the community decided to pay them back. It’s amazing press and when ZaRonis opens back up, there are going to be a lot of happy, loyal customers coming in.

Roger Wakefield is a plumber in Texas. He shares everything on YouTube and LinkedIn, demonstrating things like what to do if your toilet gets clogged or how to fix the sewer pipes to your house. He’s got around 30,000 subscribers on YouTube and he still gets local business as a plumber.

Bruce points out that in this industry, you want customers and you want employees. Likewise, Roger’s YouTube videos not only get him customers from his local area, they also bring people to him who are interested in becoming plumbers. Roger has people asking him, “Hey Roger, can I work for you? Because I see your videos all the time and I want to learn how to be a plumber.”

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He has the best of both worlds. He’s getting customers and he’s getting the hardest thing of all—employees who want to become plumbers.

Staying in Touch via Email

What took most local businesses by surprise is that nobody could have anticipated a full stop. A lot of these businesses probably now wish they had email addresses so they could communicate more directly with their customers.

Bruce is a big advocate of email because social media platforms can change but your email list is the one thing you own. We’ve heard it all before but now it’s more important than ever because no matter what happens on these other platforms, you can still communicate via email with your customers.

Bruce’s clients are restaurant owners and they sell a lot through online ordering. When someone orders online, they have to enter their email address. Come up with some sort of strategy to incentivize your customers to give you their email. Give them a coupon code or a deal, have a special event, or do something that happens every time they order online from you. Come up with a good online-only deal so you can capture their email and communicate with them in the future.

Local businesses could go really far by taking a page out of the online business playbook. Bruce notes that a lot of online businesses offer free reports and eBooks. Similarly, you could put together a cooking guide or a video series in exchange for an email address. Another way of doing it is to offer an on-the-spot discount if customers are willing to give you their email address. Maybe you could even set up a frequent-diner program.

Digital copies of receipts are also a great way to get emails. A person who’s taking credit card information over the phone, for instance, can ask for the customer’s email address so they can send that digital receipt.

A lot of restaurants use Square as their point-of-sale system, which remembers customer information. Customers put their card in and Square recognizes them in the system and has all of their information saved. Square just emails them the receipt without them having to do anything. Most of these systems allow integrations with email management systems so you can either export or integrate it to send promotions or content.

Messenger bots are another great way to collect people’s contact information. You can run ads—connected to a tool like ManyChat—that send out a discount. It could be sent to people who have connected with you on social, visited your website, or watched one of your videos. The ad is based on one of those actions.

You can create and send a message that says, “Hey, we saw that you were on this page looking at this item. Would you like a 10% discount? Just click this button or type a comment below to get the coupon code.” That triggers the bot to collect their email address, their phone number, and their name. Then it distributes the coupon through Facebook Messenger.

Diversifying Offerings and Delivery Methods

A lot of businesses, especially local businesses, are now wishing they had an online offering to turn to because they’re so reliant on the physical location. Today, the drop in sales is motivated by COVID-19. Tomorrow, it could be because a big employer moves out of town and a bunch of jobs are lost or because a train terminal shuts down and there’s not as much foot traffic. There are so many scenarios that can happen.

The good news—if there is any—is that if your business is closed, probably everybody else who sells similar products is closed, too. It’s not like the guy across the street is open and thriving and you’re closed. So here’s your opportunity to do the thing that you’ve always wanted to do. If you’ve always wanted to transition your business to online, get going with it. There’s an opportunity now to do that.

A lot of people don’t understand how big online restaurant delivery is. It’s huge. There are three billion-dollar companies—Uber Eats, DoorDash, and GrubHub. All they do is service online restaurant orders. They create ghost kitchens, get people to order using SEO from a website that they direct people to, then send the order off to the restaurant, and go pick it up. You can do all of that yourself.

You have to have the patience and time and put in the work, but all of that can be done on your own. Create a website, tell people that the website exists, and create content pushing people to that website. You can do all of that now. If you’re closed, you have time to do that.

Some of these restaurants might not even have a physical walk-in location—they��re just doing online orders. Bruce knows five restaurants that don’t even have a location that you can pick up from or walk into—they’re 100% digital ghost kitchens.

Bruce’s friend Ric Gruber has a pizzeria in Chicago. He uses GrubHub and Uber Eats as a way to create new restaurants based out of his existing restaurant.

To visualize this, Ric went to GrubHub and Uber Eats and created a salad company. Why? Because he noticed that while he has great salads, his restaurant wasn’t coming up in search on GrubHub for salads because they’re labeled as a pizza restaurant. So he created Ric’s Salads, and it’s just a website where people can order his salads on GrubHub.

Happily, it comes up in the top three of local searches for salads. It emails him at his pizzeria as Ric’s Salads but he makes them from Ric’s Pizza. It’s almost like a business within a business. He also does that to validate products. When he wants to test some products out, he’ll do it on Ric’s Salads because if Ric’s Salads goes out of business, he doesn’t really care.

Some food businesses want to expand beyond their local radius. Bruce realizes there’s a big movement for frozen products now, especially in the restaurant space. People are trying to figure out how to create their items and freeze them for delivery. Businesses have the time to figure things like that out right now.

If you’re a national company, you probably already have some sort of online platform. Domino’s is one of the best digital companies out there; they just happen to serve pizza. Their pizzas aren’t great—there’s probably a hundred pizzerias in your area that are better than Domino’s—and yet they sell more pizza than those others because they dominate digital.

They know what you’re going to order because you’ve ordered from them before and they know what time you order, so they send you emails based on triggers from your past experiences there and they follow you online. They are a digital company that happens to sell pizza.

Encouraging People to Come Back In (When They Can)

Before the restrictions are even lifted, Bruce says to take a look at your business and how you’re making money. If you’re a business that’s closed right now because you can’t have customers come to you, look at your business model and figure out how you can prevent this from happening in the future.

Can you sell online? Can you sell courses or tutorial videos that you can monetize so you have multiple streams of income? When this is over, if there’s a second wave of the virus or if something else happens, make sure you’re not caught like you are now and completely closed with no revenue.

Different people are taking different levels of precaution so some people won’t be ready to return to restaurants for a little while longer. Even when everything opens back up again, we’ll probably avoid being around large crowds for another 6–12 months.

That 6- to 10-foot buffer zone between people is probably going to be the new normal for a long time. It’ll be really important for businesses to use social media to convey the sanitizing precautions that they’re taking to make sure that their physical business is safe for people to come into.

A lot of companies weren’t quick to adapt. They thought their businesses would be fine and they didn’t need to get their message out on Instagram. A lot of those businesses are really hurting. Nobody’s calling to say, “Hey, can I ask you a couple of questions about your business? Are you wearing gloves? Do you have masks on? How do I order from you?” That’s not what happens.

People go to Facebook, Instagram, or Twitter and look up these businesses to see what they’re doing. Those businesses that were slow to adapt to social media are now scrambling to get on there and show the safety steps they’re taking. The businesses that have been on social media for a while and already have that in place are the ones that people trust more right now.

Key Takeaways from This Episode:

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sylviajackson5 · 4 years

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rickhorrow · 5 years

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10 To Watch : Mayor’s Edition 7119

RICK HORROW’S TOP 10 SPORTS/BIZ/TECH/PHILANTHROPY ISSUES FOR THE WEEK OF JULY 1 : MAYOR’S EDITION

with Jacob Aere

Ahead of Wimbledon, major brands feature Williams, Kerber. Tech giant SAP has unveiled “Call the Shots,” an interactive, online game that places fans in the shoes of Wimbledon Champ Angelique Kerber the day before a big match and allows fans to use SAP Tennis Analytics to get Kerber match-ready, by using data to make decisions that will help – or potentially hurt – her success on the court the next day - from helping Angie pick the most nutritious breakfast, to selecting her training intensity levels. And Serena Williams is finally gracing the cover of Wheaties, with General Mills announcing the addition of the multi-time Grand Slam champion to its historic lineup of athletes. Said Williams, “I have dreamt of this since I was a young woman and it’s an honor to join the ranks of some of America’s most decorated athletes. I hope my image on this iconic orange box will inspire the next generation of girls and athletes to dream big.” The Wheaties announcement clearly comes in the “It’s about damn time” category of brand initiatives.

So far, NBA free agency headlines have been dominated by the three Ks. NBA free agency began at 6:00 p.m. Eastern time on Sunday, and among the earliest news that broke was the announcement that the Celtics inked Kemba Walker to a reported four-year, maximum salary contract worth $141 million. Almost immediately, the New York Daily News and others reported that Kyrie Irving agreed to a four-year, $141 million deal with the Brooklyn Nets, a move that will "give the Nets a marquee name and elite talent." The Nets certainly weren't done – Kevin Durant then announced on Instagram his decision to leave the Golden State Warriors for the Nets; Durant signed for a reported four-year, $164 million maximum contract. Per the Associated Press, the NBA set the salary cap for 2019-2020 at $109.14 million, an "increase of just more" than $7 million from last season. The tax level will be $132,627,000, and the minimum salary, which is "90% of the cap," will be $98,226,000. That didn't stop teams from making some big league moves.

College athletes in California are a "step closer to being able to make money from the use of their names, images and likenesses," after a state committee passed a bill that would "fundamentally change" how the NCAA conducts business. The California Assembly’s Arts, Entertainment, Sports, Tourism, and Internet Media Committee passed the Fair Pay to Play Act, which would take effect January 1, 2023. According to the Los Angeles Times, while the bill would "not allow schools to directly pay athletes, athletes would be able to receive compensation from outside sources." The Los Angeles Daily News noted the bill advanced "despite a letter from NCAA President Mark Emmert last week urging the committee to postpone considering it and warning of dire consequences if the athletes were compensated." The Washington Posts’ Sally Jenkins notes Emmert has "suggested all of California’s postseason competition could be jeopardized if the state allows an athlete to make a profit from his or her own name, picture or signature." Emmert is "bluffing, and California should call him on it." North Carolina has proposed a similar bill, so we now have two major states mounting a serious challenge to NCAA rules.

Ronald McDonald House Charities will be the title sponsor of this year’s Triple-A All-Star Game. The annual game, in which stars of the Triple-A Pacific Coast and International League compete, is scheduled for July 10, at Southwest University Park in El Paso, Texas, and will be telecast on MLB Network. The deal includes advertising inventory on MLB Network, logos on player uniforms, and static signage within the ballpark. Social and digital media will also support the event. Agency 4Front worked with the host El Paso Chihuahuas to secure the sponsorship. Huntington Bank and Gildan were presenting sponsors of last year’s Triple-A All-Star Game, in Columbus, Ohio. The return on investment for MiLB sponsors, both at their mega events and regular season games, continues to grow.

The 2020 Tokyo Games have "generated record domestic sponsorship revenues" of more than $3 billion, "three times more than any previous summer Games," according to Reuters. IOC Coordination Commission Chair John Coates said that local sponsorship agreements "were up to 62 companies for all three tiers of sponsorship arrangements." He noted that doesn’t “include the partnerships with Toyota, Bridgestone, and Panasonic and their contribution to the TOP program,” which have "separate deals with the IOC." Revenues currently stand at $3.1 billion, and the Tokyo Games now have "15 gold partners, 32 official partners,” and 15 “official supporters." Comparatively, the 2012 London Games raised roughly $1.1 billion from domestic sponsors. Regarding the Coca-Cola-Mengniu Dairy tie up, the Wall Street Journal notes Coca-Cola "didn't give a reason" as to why it is partnering with China Mengniu Dairy Company to share the title of exclusive global beverage sponsor, but the "sharply rising cost of sponsorship may have something to do with it." Olympic sponsorship has become more global, more competitive, and more expensive, pushing even the likes of mighty Coca-Cola to look for a partner.

AEG Facilities, a subsidiary of venue and live entertainment company AEG, has signed an agreement with the Raiders to manage the team’s $2 billion, 65,000-seat domed stadium scheduled to open in Las Vegas in August, 2020. AEG Facilities operates the team’s current home, Oakland-Alameda County Coliseum, now known as RingCentral Coliseum. AEG Facilities President Bob Newman would not disclose the length of the deal and its value but said the agreement is for “several years.” AEG Facilities will manage the day-to-day stadium operations, including booking, ticketing, security, event operations, concessions and human resources, Newman said, adding that the opportunity to manage the Raiders’ new home was a unique moment in time for a professional sports franchise. “You have an iconic brand, in an iconic stadium converging in an iconic destination,” he emphasized. AEG Facilities manages 150 venues and stadiums on three continents, including T-Mobile Arena close to the Raiders new Las Vegas home.

Bleacher Report is harnessing the Women’s World Cup to curate brands around soccer. As the FIFA Women's World Cup intensifies, Bleacher Report is using its data to win over brands who want to grab onto soccer's rising popularity in the U.S. According to The Drum, a white paper from Bleacher Report seems to back up the rising popularity of the sport in America. Bleacher Report's brand partners for the WWC include Adidas, Nike, Hulu, Umbro, Powerade and AT&T. AT&T owns Bleacher Report through its acquisition of Warner Media. To win future advertisers, Bleacher Report – which is reportedly on track to grow 50% this year and reach $200 million in revenue – pooled together its first-party data from its app with a U.S. survey of 2,000 people 13-and-older to track soccer fandom stateside. The report found that 52 million soccer fans are in the U.S., to varying degrees. As the USWNT charges on in the World Cup, defeating France 2-1 on Friday, their extended run will continue to show the high value of soccer in the U.S.

The NBA and its players association launch virtual sports betting product NBA Last 90. According to onlinegambling.com, the new service will give gamblers in the U.S. and Europe the chance to bet on simulated games that feature actual game highlights from the league. The product is set to launch sometime during the 2019-2020 season with fixed odds that control the chances that any given bet will win, which means these games can appear even in jurisdictions where sports betting isn’t legal, but other forms of gambling are permitted. The virtual sports betting features real teams and players, and NBA Last 90 allows players to view the final 90 seconds of a simulated NBA game between two real teams. They can then place bets on who will score first, who will win the game, or the total points to be scored. Additionally, real highlights from recent NBA seasons will be used to stitch together a unique finish to each game. As esports and digital screens grab more attention from the casual bettor, the NBA looks to capitalize on a growing virtual betting audience, which netted nearly $1 billion between April 2017 and May 2018.

OTT is King: DAZN app nets 950% year-on-year revenue growth. According to SportsPro, the mobile OTT platform was the world’s top-grossing app in May, 2019 and has experienced exponential growth throughout the past year. Gross user spending across the month shows that the DAZN’s digital app brought in close to $11.5 million in revenue – more than nine times its income for May 2018. U.S. subscribers represented 35% of DAZN’s consumer-based revenue through its mobile app, while Japan made up 6.5% of its market income. The Japanese based service recently set a new viewership record as the men’s national soccer team took on Chile at Copa America and new services have been launched in the U.S., Italy, Spain, and Brazil since May 2018. DAZN seems to keep growing and is now nearly double the total amount that ESPN grosses in a month. With DAZN’s latest acquisition of the secured rights to the Chinese Super League 2019-2020 seasons for its Italian service, it seems that their expanding OTT global empire won't be slowing down.

F1 will host a charity golf tournament in Austin ahead of U.S. Grand Prix. In support of the world’s leading breast cancer organization, Susan G. Komen, F1 will host “Grid to Green” in conjunction with GOLF Magazine to unite the two sports. The tournament, which will take place the afternoon of October 31 at the Tom Fazio designed Omni Barton Creek Canyons Course, will feature a current or previous legend from the world of motorsport in each group. According to formula1.com, Carlos Sainz Jr, Christian Horner , Zak Brown, Otmar Szafnauer, Damon Hill, Ross Brawn, and Danny Sullivan will all partake in the event. F1 is making a push on all ends to find its way into the U.S. market, and by combining golf and philanthropy will find their way into headlines.

#10 #10towatch

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abujaihs-blog · 5 years

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Chicago Finds a Way to Improve Public Housing: Libraries

CHICAGO — Cabrini-Green, the Robert Taylor Homes: demolished years ago, Chicago’s most notorious projects continue to haunt the city, conjuring up the troubled legacy of postwar public housing in America. By the 1970s, Washington wanted out of the public housing business, politicians blaming the system’s ills on poor residents and tower-in-the-park-style architecture, channeling tax breaks toward white flight and suburban sprawl. Now the nation’s richest cities invent all sorts of new ways not to solve the affordable housing crisis. I recently visited three sites that the Chicago Housing Authority has just or nearly completed. These small, community-enhancing, public-private ventures, built swiftly and well, are the opposite of Cabrini-Green and Robert Taylor. With a few dozen apartments each, they’re costlier per unit than the typical public housing developments, and they’re not going to make a big dent in a city with a dwindling population but a growing gap between the number of affordable apartments and the demand for them.

That said, they’re instructive. As Cabrini-Green and other isolated, troubled old mega-sites proved, bigger isn’t necessarily better. These are integrated works of bespoke architecture, their exceptional design central to their social and civic agenda. And they share another distinctive feature, too: each project includes a new branch library (“co-location” is the term of art). The libraries are devised as outward-facing hubs for the surrounding neighborhoods, already attracting a mix of toddlers, retirees, after-school teens, job-seekers, not to mention the traditional readers, nappers and borrowers of DVDs. Co-location is of course not a new idea. Other cities today link subsidized housing developments with libraries, New York included, but Chicago’s outgoing mayor, Rahm Emanuel, has made a point of touting the concept, and seeing it through in ways other mayors haven’t. He leaves office next week with his reputation still tainted by the uproar several years ago following the release of the video of the police shooting of Laquan McDonald. The city’s downtown glistens but poorer residents south and west of downtown struggle with shuttered schools and unending gang violence. These three new housing projects, on the city’s north and west sides, are clearly part of what Mr. Emanuel hopes will be his ultimate legacy. The projects mix public housing units with heavily-subsidized apartments and, in one case, market-rate ones. Mr. Emanuel talked often as mayor about the value of public space and good design. People don’t only need affordable apartments, as he has said. Healthy neighborhoods are not simply collections of houses. They also require things like decent transit, parks, stores, playgrounds and libraries. Mr. Emanuel extended the city’s subway system, network of bike lanes and popular Riverwalk. He completed the elevated, long-discussed 606, Chicago’s version of New York’s High Line; brought marquee stores like Whole Foods and Mariano’s to grocery-starved neighborhoods like Englewood, and parks like La Villita, replacing a former Superfund site, to communities like Little Village. He also commissioned leading local architects to design a string of small, civic gems, including two boathouses by Studio Gang and a new branch library in Chinatown by Brian Lee, from the Chicago office of Skidmore, Owings & Merrill, which I have stopped into on a couple of occasions. It’s a neighborhood linchpin and landmark. Mr. Emanuel’s predecessor, Richard M. Daley, who tore down what remained of Cabrini and began to replace old, debased developments with New Urbanist-style mixed-income ones, gave Chicago Millennium Park and loads of planted flowers. He built cookie-cutter library branches, police and fire stations. I toured the Edgewater library one morning, a two-story, brick-and-concrete box, about as inviting from the outside as a motor vehicle bureau office and ostensibly indistinguishable from one. The cookie-cutter model was conceived to lower building costs and insure a kind of architectural equivalence across diverse neighborhoods. Library officials tell me the one-size-fits-all design invariably needed some tweaking, from site to site, so it didn’t turn out to be especially economical. And the common denominator obviously did nothing to beautify Chicago or celebrate communities with distinct personalities and desires. Mr. Emanuel adopted a different model. Capitalizing on the city’s architectural heritage, he touted striking new civic architecture as an advertisement for the city and a source of community pride. Distinguished civic buildings in underserved neighborhoods constituted their own brand of equity. Good architecture costs more but it pays a dividend over time. The three new housing projects partner the Chicago Housing Authority with the Chicago Public Library system and two private developers, Evergreen Real Estate Group and Related Companies. Working with Eugene E. Jones, Jr., who runs the Housing Authority, Mr. Emanuel persuaded federal officials that public libraries could be co-located with public housing projects without putting federal housing subsidies at risk. That freed up streams of money for the co-location idea, which was partly strategic: the library helped sway community groups resistant to public housing in their neighborhoods. But co-location was also just plain good urban planning. In cities across the country, branch libraries, which futurologists not long ago predicted would be made obsolete by technology, have instead morphed into indispensable and bustling neighborhood centers and cultural incubators, offering music lessons, employment advice, citizenship training, entrepreneurship classes and English-as-a-second-language instruction. They are places with computers and free broadband access. (One in three Chicagoans lacks ready access to high-speed internet.) For longtime neighborhood residents and tenants of the new housing projects, the branches at the same time provide common ground in a city siloed by race and class. A city-run architecture competition in 2016 attracted submissions from 32 local firms. The winners were John Ronan, the architect who did the beautiful Poetry Foundation headquarters in downtown Chicago; Mr. Lee from Skidmore; and Ralph Johnson, who also designed the O’Hare international terminal, from the local office of Perkins + Will. The libraries share real estate with the apartments but maintain separate entrances. The apartment blocks are designed to command views from a distance; the glassed-in libraries, to command the street. Mr. Johnson’s project, the $34 million Northtown Affordable Apartments and Public Library, near Warren Park, is a four-story snaking structure, shaped like a twisty garden hose, trimmed in fluorescent green, backing onto a historic bungalow district, along a stretch of avenue that features a Jiffy Lube and Mobil station. It’s meant to be, and is, a beacon and an eye-catcher. The building’s upper floors include 44 one-bedroom apartments for seniors. They perch atop a bright, glazed, double-height, 16,000 square foot library, which curves around an interior, teardrop-shaped garden, the library’s roof doubling as a terrace for the housing tenants. The apartments I saw looked great, with floor-to-ceiling windows. A community garden in the back helps negotiate the tricky transition between the bungalows and the busy avenue. Mr. Ronan’s Independence Library and Apartments, in Chicago’s Irving Park neighborhood, a $33.4 million project, tells a similar story. Evergreen is again the developer. The apartments, one- and two-bedrooms, as at Northtown, are all subsidized for 44 seniors and the library occupies the ground floor. The six-story apartment block is a vivid, snowy white tower with rounded corners, clad in corrugated metal, punctuated by multicolored balconies. The library juts toward the street. It’s a soaring, two-level affair, with a music studio and makers’ workshop tucked into a corner, towering concrete columns, bleacher seats and a mezzanine facing a big, teak-lined roof deck that is accessible from the apartments. The place is welcoming and richly detailed. Light pours in from three directions. Patterned wallpapers, among other touches of color, soften a vocabulary of exposed and striated concrete, with the corrugated metal on the outside serving as radiant paneling for distributing heat inside. Mr. Lee’s project, the Taylor Street Apartments and Little Italy Branch Library, encountered the fiercest community resistance. The blowback ended up reducing the size of the apartment tower and stepping its mass back from the street.

The $41 million project includes 73 apartments, seven of them market-rate. Related is the developer. At seven stories, clad in Aztec-brick and chestnut-colored panels, the building at once stands out from but also echoes aspects of the neighborhood. There are two floors with glassed-in, single-loaded corridors, the sort of perk you mostly find in high-end residential developments. A double-height library, with a curtain wall and bright orange acoustic baffles, anchors the street. When I stopped by, moms clustered with toddlers in a bright corner of the library. The place was quiet, dignified and cheerful. Upstairs, views onto empty lots suggested more development coming. The area is gentrifying. Like the other two, the project seemed both bulwark and boon. This may not be the only way to solve America’s affordable housing problem, but it’s a start. By Michael Kimmelman Read the full article

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nightmare-afton-cosplay · 5 years

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Grand Frank Lloyd Wright Home Near Chicago Hits Market for $1.2M

realtor.com

Despite having 15 owners since being built in 1893, this Frank Lloyd Wright–designed home in La Grange, IL, is in pristine condition.

If you’re a Wright aficionado, this five-bedroom, 2.5-bath home is your dream pad. Much of the home’s beauty is thanks to renovations that took place two owners ago. The baths and kitchen were updated and pushed this Prairie-style home on a lushly landscaped lot into posh territory.

Referred to by historians as the W. Irving Clark house, the nearly 4,000-square-foot residence is now on the market for $1.2 million, listed with Judy Ellison of Coldwell Banker Residential Brokerage.

“Many, many features in the home are original features,” says Ellison. They include doors to the front of the house and to the vestibule, all hardware, and the light fixtures in the family room and main hallway. Floor tile in the vestibule is also original, and stained-glass windows in the living and dining rooms were also preserved, as were built-ins throughout. Four original wood-burning fireplaces are in working condition, ready to crackle during the next polar vortex.

Front exterior

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Original stained-glass window

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One of the baths

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Vestibule and living room

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Original stained-glass windows on the staircase leading to the second floor are also among the home’s examples of historic preservation. The tall, front gable—with its Palladian window in the center—is a feature also found on Wright’s former home in Oak Park, IL.

Tucked into La Grange’s historic district, the neighborhood’s roots were as a summer-home community for well-heeled Chicagoans. Downtown Chicago is only a 20-minute train ride, but downtown La Grange’s recent renaissance can also be experienced within a two-block walk. Restaurants, upscale shops, and a renovated theater are among the “rejuvenated and renovated” attractions, says Ellison.

Designed for “lush entertaining,” the home was built for an attorney who worked from home. (His clients used the side entrance.) A third-floor ballroom was used as a game and recreation room by the current owners. What used to be the coatroom for guests entering the former ballroom is now a closet.

In keeping in perfect pitch with period details, custom William Morris wallpaper was installed at a cost of $50,000 a few years ago. This was an extensive three-year process.

Kitchen

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Master bath

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One of the baths

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In 2008, the second-floor master suite underwent a face-lift, taking over space originally used for a fifth bedroom. Now a steam shower and radiant heating bring the suite into the 21st century, and a walk-in closet serves as a convenient update from the sparse closet space normally found in older homes. There’s also a laundry area in the suite, negating the need to walk to the basement to access a washer and dryer.

The kitchen was remodeled in 2012 with quartz countertops and custom cabinetry.

“There would never have been a kitchen this large (at the time of the home’s construction), but it was really done in keeping with the house,” says Ellison.

Another example of successfully bridging the original with the new design is the back door, featuring the same pebble glass as the front door.

“The curved back door was done to match the front door design,” says Ellison.

One of the bedrooms

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Another bedroom

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Garage

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The infrastructure also saw improvements. A whole-house generator, in-ground sprinkler system, and four AC zones were added. With all these updates, the value of this home has only gone up. In 1997, it was sold for $628,000. The last time it went on the market, in 2007, it was sold for $1.15 million.

While other homes on the block are also historic, this one is larger. A second-story apartment above the 2.5-car garage was once living quarters for the stable staff. And a screened porch serves as a stylish and functional extension to the interior thanks to a ceiling fan, wood flooring, and beadboard ceiling.

“The pictures don’t do it justice,” says Ellison. We tend to agree!

The post Grand Frank Lloyd Wright Home Near Chicago Hits Market for $1.2M appeared first on Real Estate News & Insights | realtor.com®.

from https://www.realtor.com/news/unique-homes/frank-lloyd-wright-home-near-chicago/

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ourmrmel · 5 years

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Mel Feller a Texas and Utah Real Estate Investor Details the Definitive Guide to Mobile Home park Investing

Mel Feller, MPA, MHR with Offices in Texas and Utah

Mel Feller Seminars, Coaching For Success 360 Inc. /Mel Feller Coaching

See www.melfellersuccessstories.com and www.melfeller.com

Mobile home parks are increasingly becoming a strong real estate investment opportunity. Very few new mobile home parks are being built at this time. In fact, when you do the research you discover that in the U.S. only around 10 parks are currently being built each year. Despite low growth of mobile home parks, there is a huge upside to investing in mobile home parks in today’s economy. Compared to other commercial property investments, they are low maintenance. In reality, investors purchase the entire mobile home park and the residents rent or own their homes. In essence, the investor leases out the land.

Mobile home parks provide affordable housing that is necessary for the number of low-wage earners in the U.S. I just read a report released in May by the Social Security Administration that notes that 38 percent of all wage earners in the U.S. earn less than $20,000 a year. It then goes on to disclose that roughly 8 percent of the U.S. population, or 20 million Americans, presently live in mobile homes. Interestingly enough, when looking at various states, the state of South Carolina has the most with 16 percent of its population living in mobile homes.

Not only are they in demand, they provide fantastic returns. Mobile home parks have the highest cap rate of any real estate niche, roughly 7-12%. On the other hand, only about 20% of mobile home parks in the country are professionally owned and managed, leaving the remainder of the market up for grabs by smaller investors looking to begin their investment portfolio, diversify their portfolio, or even change direction with a new type investment vehicle.

The "IDEAL" Investment

If you have never heard the ideal investment explained, this is how I explain it.

I = Income: Even enough to live on plus profit

D = Depreciation: At least for 27.5 years!

E = Equity Build-Up: Everyday, our residents go to work for a check (so you do not have to) and they in turn give you a check to pay the bills, and amortize the debt. Big debt is not bad or scary as long as you do not have to pay for it.

A = Appreciation: By buying a property with the right things wrong, fixing those things and increasing the cash flow, you can force appreciation instead of waiting around for it to happen!

L = Leverage: By selling your business for what you could get FAST money instead of waiting to get "what it was worth". In other words, you are able to get enough money to move and end up controlling a valuable asset for less than 10% of its value. The fastest method to do this is to turn a Trailer Court into a Mobile Home Community

The universal law of business success is simple: find a need and fill it. That same principle applies as you look for small communities to purchase. The latest statistics say there are approximately 55,000 manufactured home communities nationwide, and 85% of them are under 100 sites! I personally can tell you that there are basically three levels of communities:

Individual Grade >100 Sites Primarily mom and pop type owners and individual investors

Investor Grade 101-199 Sites Primarily well-funded individuals and regional investors

Corporate Grade 200 + Sites Primarily large national companies with multiple property portfolios

Your level of experience and available capital will dictate the level you will or at least should start out with. In other words, If the big bucks are not interested in the smaller properties, isn't that where we should be focusing? I believe that there is a need to fill with specialized knowledge! Whenever, I look at different properties I have found that there were subcategories, no matter the size of the community:

Manufactured Home Communities: Usually newer, city utilities, paved roads, newer homes, large sites, some amenities, good to excellent management

Mobile Home Community / Park: Usually older, not always city utilities, not always paved roads, older homes, smaller sites, no amenities, little to some management

Trailer Courts: Some folks say they are kind of like a grab bag of offerings, hard to define, but you know it when you see it!

Each property has its own unique characteristics, though they all can have the same types of problems. There are abundant opportunities to move a property up the ladder to the next higher level. FILL THAT NEED!

Small local investors own most of the trailer courts and individual grade communities, usually Mom & Pop that have owned it for years and are probably tired of dealing with it. This is most noticeable by large amounts of vacancy, deferred maintenance and an overall "tired look". There is no curb appeal at all, and in fact, it might be downright scary looking! Many of these older owners just might be willing to give a younger investor a chance so that they can take it easy and enjoy their years of hard work. FILL THAT NEED!

It is also a great opportunity to take what you can learn from a good real estate coach to fill vacancies and to fill another local need by providing financing on homes for people that really need it. By updating a community where those older homes are to be found, you can continue to provide those residents affordable housing and us a great return. More important, you are also helping to make the town or city, and certainly the local neighborhood a better place for everyone. Do not ever think your hard work will ever go unnoticed by city officials and residents. Remember that whatever you put out comes back to you tenfold.

In addition to the ideal characteristics noted above, by purchasing a community, you will now have a long-term cash generator. You are also able to control the home sites and could finally start stocking your new "ranch" with some cash-flow houses!

I can promise you that as an investor, the thing that will make the biggest impression on you is the opportunity to force appreciation by buying a "trailer court" with all the right things wrong, and just by cleaning it up, improving the image and raising the cash flow you can turn it into a neat and clean mobile home community.

As with any income property, the primary thing that determines a manufactured home community’s value is its cash flow, or lack thereof. We want to be able to be driving by a potential acquisition and by getting some basic information and doing some quick, easy calculations, determine if you would like to take a closer look.

Without getting too technical just yet, think of an income producing property like a CD for sale down at your friendly bank. For example, let us say we go to the bank and pay $10,000 to "invest" in a CD. The bank is really giving us a deal and will pay us a whopping 5 % if we act fast and lock in the rate for 12 months, so we go ahead and do the deal. Now at the end of the 12 months, the bank pays us $500. How did the bank know what to pay us? They multiplied the amount invested, (10,000) by the interest rate, (5% or .05) and came up with $500.

What if you needed to generate $500 this year and knew the bank would pay 5 %, could you figure out how much you would need to put in the bank to generate the $500? Sure, you could. We just use the inverse of multiplication, division. In this case you would divide the desired income, $500 by the rate of 5% and we'd get $10,000.

If we look at the math involved, we could say the same thing algebraically by remembering our old buddy I R V, Where

I = Income

R = Rate of return

V = Value of the investment

Let's apply an income property to the CD example above. First, we would substitute V for the CD, I for the $500 and R for the 5%. Thus we could say that an income property that produced $500 of I was basically worth $10,000 of V at an R of 5%. Pick some numbers yourself and play around with them. Practice solving for each variable, write it out on a pad of paper as you do it using the formulas above, to help you visualize the relationships between the numbers. Pay attention to what happens to V when you raise R, or lower I. In this example if we needed a 10 % return, the value of the $500 cash flow would drop from $10,000 to $5,000. If we lowered R to 3%, the value of the $500 cash flow raises to $16,667!

Of course there are many things we need to take into consideration besides cash flow when valuing an income property, many of which will help us determine what the R in IRV should be, but for now let's just focus on the basic cash flow equation. Now that we understand IRV, it is time to learn about IRV's friend NOI, which stands for Net Operating Income. This is the "I" we are interesting in determining to plug into IRV. It is the amount of cash flow a property produces before any debt service is paid. As you probably guessed, there is a formula to get to NOI as well:

Gross Income - Vacancy - Expenses = Net Operating Income

Here is an example using a 50-site community:

Sites

Site Rent

Monthly Income

X 12 =

$100

$5,000.00

$60,000

Gross Annual Income

$500.00

$6,000

Less Vacancy @ 10 %

$1,750

$21,000

Less Operating Expenses @ 35 % of Gross Income

$2,750

$33,000

Annual NOI (Net Operating Income)

Let’s take a closer look at each line of this formula.

This is the part that can get tricky when valuing smaller communities. Many times the owner will have added additional revenue sources over the years such as rental mobile homes, mini-storage, laundry, etc. To value the income produced by the community, only use the current (never projected) site rent when determining the gross income. If you must also purchase the other assets, value them separately and add them to the value of the community itself.

Many owners and RE Agents use all income sources when figuring the Gross, which can severely distort the value of the property. Let’s look at a rental mobile home for example. In our area, we can buy a nice used two bedroom 1 bath and get it ready to rent for $8,500 or less. It will rent for $550 per month, giving us a gross of $6,600. For illustration purposes, say that our NOI was $5,000 and that we were looking for a 10% yield from these investments. Using IRV to find out the value suggested by the cash flow, we divide $5,000 by 10% and get $50,000! For an $8,500 mobile home! Can you see how you would be making a BIG mistake if you purchased a community, which included the income from a bunch of rental units? HELLO?

Another area to look out for is such items as late fees, etc. Do not include these in your calculations, those are not constant. You are buying the community for the revenue produced by the sites, so use that income only as your starting point and add in anything else you may have to purchase such as homes, etc. on a case by case basis.

Vacancy

Even if the property is 100% occupied, prudence dictates that we should expect not to receive 100% of the income every year. Depending on the strength of the local market, we should always subtract 3 to 10% of the Gross Possible Annual income to give our numbers a margin of safety. If you are looking at a property that has high vacancy, I suggest adding 3-10% to whatever the actual number is and using that. Say it is 50%, I'd probably use 60% when doing my calculations. This will lower the NOI to give you an accurate picture of what is happening today, and since we are paying for income, if a space is vacant, we are not interested in paying too much for it. This comes into play later as we formulate our offer.

Expenses

This area is very subjective, though it is usually safe when doing your initial rough calculations to figure that a normally operating manufactured home land lease community will have expenses running in the 30-40% range. This can be determined by such things as the types of amenities, landscaping, size and location of community, type of utilities, construction, employees, and many other variables. The only way to accurately tell is to review several years of invoices, bank statements and even tax returns. When in doubt, it is safer to err on the high side.

Net Operating Income

This is what all the fuss is about! Our goal is to purchase the property based on its current NOI. This is where we take a hard look at the income and expenses to see what we can do different than the present owners to raise the NOI. Where is the upside? How can we put something together that will work for both parties?

What is This Thing Called a CAP Rate?

CAP rate stands for Capitalization rate. It is the same as the R in IRV, but said a little bit differently. What is R (return) anyway? It means different things to different investors, but it is a measure of how hard your capital is working for you, and just one of the ways we can use to evaluate alternative investment opportunities. This is where we start to think about risk versus reward.

Normally, we want to be compensated commensurate with the amount of work and effort involved with a project. Is this a property we are going to have to put a lot of time, money and talent into? If so, we should expect a higher rate of return. Maybe it is a trophy property with no problems. Are we willing to accept a lower return in exchange for little or no hassle and low or no risk?

How then does one go about determining a CAP rate? It is instructive to understand how our credit markets work, however that is beyond the scope of this article. In many cases, investors look at their options for putting their money to work and, as I said earlier, they will need a way to compare alternatives. The answer boils down to what we have a choice of putting our capital to work in and how hard we expect it to work. By doing some investigation, we can find out what kinds of rates other investors are expecting for different types and grades of properties. By looking to see what one of those trophy properties is selling for, we can start to see the low range of returns where we might be working. In areas of high desirability, such as the sun belts, some of these properties sell in the range of 7-9 % cap rates. This means a property with an NOI of say $100,000 would fetch $1,111,000 at a 9% cap and $1,428,571 at a 7% cap. Remember the inverse relationship between R & V? Higher Rates of return mean lower values.

Keeping in our niche of smaller communities, you probably won't be looking at the trophy properties out there, so how do we determine a Cap rate for the property we are looking at? My rule of thumb is to start out at 10% and see it the property makes sense at that number. This $100,000 NOI is worth $1,000,000 at 10%. We need to "run the numbers," based on what we expect to see and then play around to see what make sense to us. Even though the cash flow may be the same, a property that requires a lot of work should be worth less than one that needs little or nothing. For example, what if you found a community with the same $100,000 NOI as before, but it was 30% vacant, and required new sewer pipes, new roads and new residents? You look at it and decide that you will not work for anything less than 20% return on your investment. At that point, the $100,000 NOI might be worth $500,000 to you.

Mel Feller a Texas /Utah Personal Development, Business, Real Estate, Realtor Trainer, Branding, Business Funding and Finance Coach. In addition, Mel Feller has served in a variety of executive leadership roles for medium and large organizations, including multiple Fortune 500’s. He is a charismatic leader who has facilitated change and growth in all sized organizations, including non-profit and Board development. Mel Feller has successfully led organizations in the areas business development, marketing, real estate and Realtors, sales, team building, operations, and the like.

Mel Feller is committed to serving. In the Texas / Utah community, he chairs several organizations. Mel Feller volunteers his leadership at two churches in a variety of ways, including serving on council, bible study facilitator, and more.

Mel Feller has been a featured speaker for career professional is groups, business leaders and continuing education sessions, and aspiring business startups.

When he is not coaching, you can find Mel Feller reading, listening to podcasts, exercising, fishing, or with his kids and grandkids exploring the greatness God has gifted us all.

Mel Feller states, “An effective coach is someone who tells you what you may not want to hear, helps you navigate around your blind spots, and helps you identify opportunities…so that you can be who you’ve always known you can be” Mel Feller

Mel Feller’s purpose is to add tremendous value to those business owners/entrepreneurs by helping them reach their potential.

Mel Feller is an effective, charismatic and powerful speaker, corporate advisor, and best-selling author. In 1998, Mel founded Coaching for Success 360 to help professionals worldwide design subtle changes in their presentation, attitude and leadership style that increases their personal and professional effectiveness and subsequently their financial status. This also includes both real estate as an agent and/or investor. See www.melfeller.com and www.melfellersuccessstories.com . Now with offices both in Texas and Utah.

As a business, executive, personal development, and real estate coach, I work with a wide range of professionals and offer a highly personalized approach tailored to each individual in concert with the organizational environment. In a supportive atmosphere, I work to build trust and support the professional in the attainment of goals and measurable outcomes.

Mel Feller offers sessions, both in-person and virtual. We will start with an initial assessment to clearly define your short and long-term goals, everything from communication skills to personal acceptance. We will use these goals as a foundation to create a strategy and build the path for attaining these objectives. Change is typically a major component of reaching goals and sustainable change becomes more likely in a coaching partnership.

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