01
Compare responsibility, not only the management fee
A management percentage is difficult to compare without knowing what it covers. Ask whether the scope includes listing setup, channel distribution, pricing review, guest messages, booking administration, arrival information, turnover scheduling, consumables, maintenance coordination and owner statements. Identify setup costs and work charged separately.
The proposal should also state owner responsibilities. Examples include insurance, compliance, major maintenance, rates, utilities, furnishing decisions and approval of work above an agreed limit. Clear responsibility reduces gaps and duplicate effort.
02
Ask how the guest journey and property condition connect
Guest communication and property preparation are not separate outcomes. Accurate listing content affects expectations; arrival information affects access; turnover standards affect reviews and maintenance detection. Ask how the manager records readiness, exceptions and follow-up rather than treating cleaning as a standalone booking task.
For a new property, request a preparation plan covering presentation, inventory, access, safety information, house systems, guest instructions and local supplier readiness. A launch date should follow readiness, not force it.
03
Define approvals, incidents and communication
Set the amount and types of work the manager may approve without contacting the owner, who is called for urgent decisions, and how non-urgent work is quoted and recorded. The process should distinguish an immediate guest or property risk from routine improvement work.
Ask what happens outside normal hours, how a booking-specific guest reaches support and how owners receive updates during a material incident. Avoid assuming a general email address is an emergency service.
04
Verify reporting and local operating reach
A useful owner report should connect reservation activity, adjustments, management fees, separately charged costs and unresolved property matters for the same period. Ask when statements are issued, what source records support them and how questions or corrections are handled.
National branding does not prove local delivery. Confirm the manager can support the property’s location with appropriate turnover, maintenance and escalation coverage. If the location is new to the operator, ask what must be established before the first guest and which conditions could stop the launch.