Skip to content
Real Estate Intelligence
ASSOCIATES

The Role of a Property Management Company and When to Change One | How Management Outsourcing Works and When Owners Should Review It

This article organizes the roles and flow of money among management companies, property owners, and brokerage firms, and explains from an owner’s perspective when a management company should be changed and what risks to consider. It also introduces how to assess management quality.

Last updated: About 3 min read

In apartment and condominium rental management, selecting the right management company is a critical decision that affects profitability and the preservation of asset value. Even if you feel reassured because “the management company is handling it,” it is not uncommon for vacancies to continue or for responses to be delayed. In this article, we will organize the respective roles and relationships of management companies, property owners, and brokerage firms, and then explain the timing and points of caution to consider when reviewing a change in management company.

What Are the Roles of Management Companies, Property Owners, and Brokerage Firms?

Multiple players are involved in rental management, and understanding each party’s role and scope of responsibility is the starting point for appropriate management.

The Role of the Management Company

A management company is a professional service provider entrusted by the property owner to handle the day-to-day management of apartments and condominiums. Its main responsibilities include the following.

  • Recruiting tenants, screening applicants, and handling contract procedures
  • Collecting rent and following up on delinquencies
  • Responding to equipment problems and arranging repairs
  • Providing the first response to complaints and neighborhood issues
  • Attending move-out inspections and confirming restoration work

By outsourcing to a management company, owners can significantly reduce the burden of responding to tenants. Some management companies also offer rent delinquency guarantee services and handle eviction litigation on the owner’s behalf. Companies with high management quality also actively recruit tenants to help maintain full occupancy.

The Role of the Landlord (Owner)

The landlord is the owner of the building. This may be either an individual or a corporation. Key responsibilities include deciding policies for building maintenance and repairs, bearing repair costs, planning renovations, and setting management policies for parking and bicycle parking areas. Even when management is outsourced to a management company, the owner makes the final management decisions.

The Role of the Brokerage Firm

A brokerage firm (real estate company) serves to connect tenants and landlords. It handles property advertising, viewings for prospective tenants, contract procedures, renewals, and move-out settlements. Many companies also combine brokerage services with property management.

How Does the Flow of Money Work Among the Management Company, Property Owner, and Brokerage Firm?

Understanding the flow of money in rental management is essential when assessing whether costs are reasonable.

  • Tenant → Brokerage firm: Brokerage fee
  • Tenant → Management company: Security deposit, key money, and monthly rent
  • Management company → Property owner: Rent (after deduction of management fees), security deposit, and key money
  • Property owner → Management company: Management outsourcing fee and advertising fee
  • Management company → Brokerage firm: Advertising fee

The typical market rate for a management outsourcing fee is generally around 3–5% of the monthly rent. To confirm cost transparency, we recommend reviewing the terms of your agreement with the management company on a regular basis.

Can You Change a Management Company? Timing and Risks Owners Should Consider

It is possible to change a management company, but making that change casually involves risks. Please use the following criteria as a reference.

Situations in Which You Should Consider a Change

  • Vacancy has continued for more than three months, yet no improvement proposals have been presented
  • Management costs exceed 3% and feel expensive even though the property conditions are favorable
  • Responses to complaints and repairs are slow, and there is a high level of tenant dissatisfaction
  • Income and expense reporting lacks transparency, making it difficult to build a relationship of trust

Why Casual Changes Should Be Avoided

Management costs and management quality tend to be correlated. Even if you switch to a lower-cost management company for the purpose of reducing expenses, there is a risk that long-term income will decline due to lower occupancy rates or deteriorating response quality. If there is no clear problem, prioritize maintaining the current arrangement.

Risks When Making a Change

  • Management may become thin between the cancellation notice and the completion of the handover
  • It may take time before the new management company produces results
  • There is a risk that tenant delinquency guarantees, sublease guarantees, and construction warranties may expire

If you decide to make a change, it is important to carefully coordinate the timing of the cancellation notice to the current management company and the start date of the contract with the new management company so that there is no gap in coverage.

Frequently Asked Questions (FAQ)

Q. Should I use the same company for management and brokerage services?

A. Working with a company that handles both management and brokerage can make procedures smoother. However, separating management and brokerage between different companies can also create competitive pressure and lead to more proactive tenant recruitment. Please decide based on your property’s circumstances.

Q. What is the typical market rate for a management outsourcing fee?

A. In general, the market rate is 3–5% of monthly rent. It is important to compare cost-effectiveness together with the scope of services, such as patrol frequency, reporting frequency, and emergency response arrangements.

Q. If I change management companies, do I need to notify tenants?

A. Yes. You are required to notify tenants in writing of information that directly affects their daily lives, such as changes to the rent remittance account and emergency contact details.

Q. Which is more advantageous: self-management or outsourcing management?

A. If you have only a small number of units and stable tenants, self-management can reduce costs, but it requires time and effort to handle issues directly. As the number of units increases, the benefits of outsourcing management tend to grow.

Q. How much notice is generally required to terminate a management company contract when making a change?

A. In general, a cancellation notice three to six months in advance is required. Please review the contract carefully and proceed only after securing a sufficient handover period.

Daisuke Inazawa, President & CEO of INA&Associates Inc.

Author

President & CEOINA&Associates Inc.

President & CEO of INA&Associates Inc. Leads real estate brokerage, rental leasing, and property management across Greater Tokyo and the Kansai region. Specialises in income-property investment strategy and advisory for ultra-high-net-worth individuals.

Daisuke Inazawa is the President and CEO of INA&Associates Inc., a Japanese real estate firm headquartered in Osaka with a Tokyo branch. He leads the company's three core businesses — real estate sales brokerage, rental leasing, and property management — across the Greater Tokyo Area and the Kansai region.

His areas of expertise include investment strategy for income-generating real estate, profitability optimisation of rental operations, real estate advisory for ultra-high-net-worth individuals (UHNWIs) and institutional investors, and cross-border real estate investment. He provides data-driven, long-horizon advisory to investors in Japan and overseas.

Under the management philosophy "a company's most important asset is its people," he positions INA&Associates as a "people-investment company" and is committed to sustainable corporate-value creation through talent development. He also writes and speaks publicly on leadership and organisational culture in times of change.

He has passed eleven Japanese professional qualification examinations: Licensed Real Estate Broker (Takken), Certified Real Estate Consulting Master, Licensed Condominium Manager, Licensed Building Management Supervisor, Certified Rental Housing Management Professional, Gyōseishoshi Lawyer (administrative scrivener), Certified Personal Information Protection Officer, Class-A Fire Prevention Manager, Certified Auctioned Real Estate Specialist, Certified Condominium Maintenance Engineer, and Licensed Moneylending Operations Supervisor.

  • Licensed Real Estate Broker (Takken)
  • Certified Real Estate Consulting Master
  • Licensed Condominium Manager
  • Licensed Building Management Supervisor
  • Certified Rental Housing Management Professional
  • Gyōseishoshi Lawyer (Administrative Scrivener)
  • Certified Personal Information Protection Officer
  • Class-A Fire Prevention Manager
  • Certified Auctioned Real Estate Specialist
  • Certified Condominium Maintenance Engineer
  • Licensed Moneylending Operations Supervisor