Vacation Rentals Are Officially on Sale: Where They’re Worth Buying
Dave:
Vacation markets were some of the biggest winners of the pandemic housing boom, but now a lot of those same markets are starting to look very different. Sellers are cutting prices, buyers have more options, and although some short-term rental operators are struggling, it has made me wonder, could it actually be a good time to get back into the short-term rental market? I’m Dave Meyer, and today I’m joined by Garrett Brown, short-term rental expert and content creator at BiggerPockets. And we’re talking about what’s happening in the vacation rental and short-term rental heavy markets. We’ll get into why sellers of these markets may be more motivated than any other sellers, how to separate real buying opportunities from bad STR deals, and what all this means for investors heading into the next phase of the short-term rental cycle. This is On the Market. Let’s get to it. Hey everyone, I’m Dave Meyer.
Welcome to On the Market. Today, I am joined by my fellow BiggerPockets content creator, Garrett Brown. Garrett, thanks for joining us again.
Garrett:
Always a pleasure. Happy to join anytime.
Dave:
For those of you who do not know, Garrett is an agent, a real estate investor, and although you do different kinds of investing, is our resident short-term rental expert here at BiggerPockets. And so I read this article the other day and immediately messaged Garrett that he had to come on the podcast and talk to me about it. But basically, it was talking about how short-term rental markets are seeing the highest level of motivated sellers anywhere in the country. And although that can spell risk, I was kind of like, maybe this is time. It’s time to start buying short-term rentals again because personally, I like to be a little bit of a contrarian when everyone’s worried about one market, usually that means that’s where the good deals are. So that’s what we’re going to be talking about today. But Garrett, maybe you could just start by giving us a high level overview of what is going on in the short-term rental market.
How would you describe it?
Garrett:
Yeah. So during COVID, and I think a lot of people probably know of this, during COVID, there was a massive influx of supply. I think AirDNA was one of the leaders in data for short-term rentals. I believe during the pandemic, there was about a 20% supply increase into the market of short-term rentals. This
Dave:
Was
Garrett:
A booming market, kind of the gold rush. But now this is a maturing market that is now starting to. Regulations are really starting to line up how they should. And a lot of people heard about the insane cashflow that can come from short-term rentals, which is one of the biggest things to it. But they also didn’t realize that what comes with that insane cashflow is you have to run a hospitality business. This is real estate mixed with hospitality, but demand is still there. That is the one thing that I think COVID, I think AirDNA said it was about 57% in occupancy across the nation. Right now it is at 57.4%. So it’s actually higher than it was during COVID. So I set that to set the table for there is a mass exodus, but the demand has not gone anywhere. So I tend to lean to where you’re kind of thinking of this might actually be the time to make a few disrespectful offers and get back into it at the level that was not seen before.
So that’s kind of my quick overview, but we can dive into data and numbers and talk about the report because they weren’t wrong, but I think there’s some caveats that need to be placed into it to truly understand the data.
Dave:
I think a lot of times what happens is we have these inefficient markets and people react a little late. So people in 2021, 2022 saw, oh my God, there’s all this demand for short-term rentals. I kind of was under the impression that a lot of that demand came from people not wanting to go to hotels and wanting to isolate and sort of effect of what was going on during the pandemic. And rates were super cheap, so it was easy to buy these homes. And then too many people bought them and that there wasn’t enough demand to go around. So what is dragging on the market then if it’s not demand? Because it does feel like short-term rental operators are struggling.
Garrett:
The supply did increase dramatically past what it probably could have kept up with the demand. But the gap in the market, because hotels definitely have bounced back some too, but the gap in
Dave:
The
Garrett:
Market that vacation rentals have truly started to fill, and I tell people this anytime I talk to them on bigger stays or even in the bigger pockets ecosphere, if you’re getting into the vacation rental market, you don’t want to be in the middle where you just have a basic three bedroom, two bath, suburban home that doesn’t add any value to the person that is looking to book that particular style of place. You either need to go big or go small. And the ones that are going big are going small. And what I mean by that is big, like a massive five, six bedroom house that can accommodate family reunions, all that. Those people are winning tremendously. My bread and butter has been building out one bedroom, unique cabins in the woods and doing different style of unique experiences. We’re crushing it. We’re making more money every single year than we ever have before cashflow wise and everything in between.
But the people that are really getting squeezed out of the market are the ones that saw this gold rush. They thoght, oh, I’ll just grab a generic house in Gulf Shores, Alabama where all the demand is going. And then they paid at the top of the market because every single person was trying to buy. So a lot of people just didn’t make good deals either.That’s one thing that kind of underpins it is everybody did not want to get left behind. So people were overpaying and a hundred to 200K over what the actual house was worth. And no rate is really going to save you from that when you have to eventually come back to grips of like, all right, well, what’s my long-term plan with this? The other big caveat, and this leads into why they were overpaying and why they’re crunched now, is they thought that how much revenue you make on a single family home will increase the value of the home, but they don’t realize that you can get a loan based on the rental revenue, but the appraiser that works on that DSCR loan, they don’t care about the rental revenues.
So they still are going to give you a residential appraisal value. So even if the home is making $200,000, if you get an appraiser to come in and say, well, it’s still only worth five or $600,000 based on comps in the area, and you were hoping that it was an eight or 900. Well, what we’re seeing a lot on the market is that people are listing their homes, but they’re not cutting their prices dramatically. And they’re kind of just hoping that they have a pie in the sky buyer come by and we’ll offer them what they think it’s worth because it made $150,000. So there’s a lot of stalemate in the market right there. But the people at the top of the 20% that make revenue in Airbnb, we’re all crushing it. It’s just the people that are at the bottom side of Airbnb are the ones that are really feeling it.
But in the end, there’s still a lot of opportunity here and a ton of demand that’s still coming in. All
Dave:
Right, thanks so much, Garrett. Super, super helpful. I got way more questions for you, but we got to take a quick break. We’ll be right back. Welcome back to On the Market. We’re here with Garrett Brown talking about the maybe hidden opportunities in short-term rentals. Let’s jump back in. All that kind of supports this report that I want to talk to you about, which is that there’s a lot of motivated sellers. And it makes me think that what’s getting cleared out of the market are bad operators and that the demand remains where it is and there’s a potential that supply could go down. That that could be a buying opportunity, especially because you’re saying there’s these kind of stalemates and these motivated sellers, you might be able to get a really good deal on these assets. Absolutely. I guess my question though then is based on what you’re saying is, are the things that are selling good assets?
Because if it’s just these sort of middle of the market stuff that a short-term rental operator maybe shouldn’t have bought in the first place, is that just what’s coming up for resale and therefore maybe it’s not an opportunity?
Garrett:
One thing I wanted to point out from their data too that I thought was interesting, 97.7% of the vacation homes that they went through, I think it was 1.5 million homes, they’re not selling. So there’s only two point. So when you look at it from a bird’s eye view, 97 plus percent are still not selling. So obviously there’s still some value into this, but if you nail it on the purchase price, if you nail it on the design and the amenities that fit that area by looking at the data, if you nail it on you understanding that you either need to set up an operation that runs itself for you, or you’re going to be the operation running the hospitality side, and you also get the right tax benefits set up with your CPA and all, if you nail all of those things, this is one of the best assets you can buy in real estate.
So I just want people to look at things holistically and understand that any deal could be the right deal, but there’s several levers that you have to get to. And the first thing is truly making some disrespectful offers. I’ve been a real estate agent for 10 years, and I can’t remember a time that the buyer in my 10 years has had this much power. Obviously I wasn’t in the early 2010s, so I’m sure there was a lot there too, but you need to lean into that, be patient and understand your numbers. Don’t make emotional decisions and take your time. This is also the best time to truly walk slowly through all your numbers. You don’t have to
Dave:
Run
Garrett:
A lot of times and just make a decision at this point.
Dave:
I agree with that. I mean, even though the number of vacation homes listed, you said it’s just a handful. And we’ll link to the article here, but you can see a map. It basically shows where vacation homes are being sold. And even the worst markets, the ones that they have in red are 6% of vacation homes. So it’s not crazy. The thing about it though that I think is kind of interesting is that in certain markets, locals are also selling. So the total number of inventory in that market is going up by more than just the SDRs, second home, vacation homes being sold. But it’s not a ton. But my feeling is that even though it’s 6% of vacation homes, there’s not a lot of buyers for that right now. If you look at any of the numbers, second home, so even people who aren’t investors, people who just want to use it second home, second home purchases are way down.
A lot of people have turned off of SDR because it’s become more competitive, all the things Garrett talked about. So it just makes me feel like if you are one of the few investors who are seeing opportunity here, even 6% of vacation homes being on the market, that’s a lot of offers you can make.
Garrett:
A
Dave:
Hundred percent. In markets, I’m looking at the ones that are in red. Smokey Mountains. I’m not super familiar with the Smokies. I know everyone bought there. I’m a little skeptical about that one. Places I’ve been that I know that are high demand. Palm Springs, California, a lot of sales there. Flagstaff, Arizona, a lot of Colorado, Lake Tahoe. These are places that are awesome, at least the ones that I’ve been to. They’re cool. I would imagine people are going to want to be there. And so maybe it’s the time to get back into it, but how do you do the research here? How do you differentiate a market that is in a correction and has opportunity or one that’s really overbought and is going to face a bigger correction? And maybe it’s just a little bit riskier.
Garrett:
So the thing that I want people to truly look into when they’re looking at this markets right now, besides working with somebody, if you’re not in that area, you need to work with a local real estate agent that understands short-term rentals because there’s several things you’re not going to know going into it, zoning laws. There may be specific ordinances you’re not aware of. Some may just know better areas that tend to perform better. Work with an investor, a friendly agent that truly understands the market and knows short-term rentals. But the main thing I want to harp on is you need to go inside something like AirDNA. B&B Calc is another one that’s very popular that I like a lot. There’s a couple other software engines out there that do short-term rental data. You need to figure out what are the top performing homes in that area doing?
AirDNA and B&B Calc will show you like, oh, the top performing homes in this area are a five bedroom with a pool, maybe a hot tub and some other design amenities. And if you’re looking across the data and 15 of the top 20 homes fit this type of criteria, you probably need to find something very, very close to that and try to compete or do better than those type of homes. There’s two ways you can really get into short-term rentals at this point. You either need a pretty solid budget, and when I say solid budget, besides the purchase, you probably need $100,000 in liquidity to build out the design amenities, all the things that could be successful, and you can truly build an awesome short-term rental. Co-hosting is another way to get into the short-term rental Airbnb world without having to go purchase a home or have $100,000 plus liquid to go and build out the amenities to it.
And what co-hosting, all it is, is just you’re basically a property manager, but at a much lower level. You just help vacation rental owners in the area. And Airbnb even has a platform called the co-hosting platform inside of it where you can just manage these rentals for people that don’t want to do it. It’s something I do inside my business to balance cashflow along with units that I buy on my own. But it’s not just buying a place and then crossing your fingers and putting it on Airbnb anymore. It is a mature market and there’s a lot of really sophisticated players in this game now and institutional money. For sure. So you’re playing with the big boys at this point. All
Dave:
Right. So clearly there are some opportunities if you know how to do this well in short-term rentals. We got to talk markets though and how to pick them. We’ll get to that right after this break. Welcome back to On the Market. I’m Dave Meyer here with Garrett Brown. I’m talking about how to find good opportunities in the short-term rental market. Let’s get back to it. Assuming though that people do want to do this and they know what it takes, because I completely agree with you, this is not a gold brush anymore. It was for a minute. And then people are now realizing that the gold drives up and you have to actually be good at your job. And just assuming that though, you’ve talked a lot about the particular asset, which makes sense to me. That is going to stand out in any of these markets, but how do you assess competition?
Because that to me, at least in my one experience, has been the hard part. I bought a place that in our little subdivision, I think there was five short-term rentals out of 350. Now there’s like 50. And it’s a great asset and we do a good job, but I have more competition. And so I don’t know if I were getting back into this market, if even a disrespectful offer would make me do it. And so that’s kind of what. I mean, I’m sure at a certain price, but it would need to be 30% below list price, which I don’t think people are selling that in this kind of market. So that’s what I’m trying to understand here on top of, yes, got to be good. But where are the sort of inefficiencies in the market where the drops in the discounts that you can get mean that you’re going to be able to rely on your own skill and not be negatively impacted by forces that are sort of outside of your control, which is how much other supply there is?
Garrett:
My main thing I want people to look at when they’re looking at some of these numbers is there’s a few things that you need to be thinking about inside of it. One, tourism demand is always going to be huge. If you’re looking at an area that is not a majorly tourism area, you need to make sure it works as a midterm rental and works as a long-term rental. If you’re looking at a place that is not a traditional tourism place like the Smoky Mountains and things there. The other thing is I can’t harp on it enough of just figuring out what are the top performing ones in that area and what sets them apart. We’ve kind of got something that’s happened in the past few years, and most of us call it the amenities arms race, which it’s basically where everybody’s just adding so many amenities who can out amenitize the next house and all this too.
You got to find the sweet balance of what are the amenities that truly drive guest bookings in that area and not try to overextend yourself the other way? And so if you see constantly in the top 10%, and when I guarantee this is probably pretty prominent in most listings, that a pool or a hot tub is in all these listings, that is something you’re going to have to have inside of your unit to get to that top performing unit. Otherwise, if you can’t afford it, if the unit doesn’t have it, you don’t want to try to figure out another way around it because the market has already told you what people demand. And if all the supply in your area is doing that, and you’re seeing a ton of people that are still making good money, that means that the demand could keep up with it.
But if you’re looking in some markets that are, I’m sure Palm Springs probably fits into the. Flagstaff, I have different feelings on because I know it’s still quite a bit of travel that goes out there, but I guarantee you the people that are floating in the middle or considering it probably didn’t realize what are the one or two amenities that are truly driving the market for them. And it is the same thing as in long-term rentals and apartments, commercial real estate. There’s always going to be supply that you have to be competitive against. You just need to truly figure out what is the lever that you can pull that gets you to that top percentage of the market. And then after that, you can start pulling other smaller levers to keep increasing things. But the cool thing about short-term rentals, even more than long-term rentals though, is you can dramatically increase your cashflow with just a few simple changes.
That’s a little harder on the long-term rental side without spending a ton redoing flooring or bathrooms and stuff like that. On the short-term rental side, that thousand dollar cowboy pool probably increased my cashflow, if I had to guess, 15 to 20,000 for
Dave:
The
Garrett:
Year on just that one property alone.
Dave:
Hey, you’ve looked at this report, you look at this stuff all the time. Are there any markets in particular you like or dislike?
Garrett:
I personally think Houston is a really good market.
Dave:
Really? Okay.
Garrett:
The thing about Houston is it is not like, we call them super properties across the nation where it’s like these crazy properties that have the putt-putt course and the pool and all the ones you see in Asheville, North Carolina, Austin.
Dave:
The one we stayed at in Austin. Yeah, exactly. We stayed at one for BiggerPockets. It had what? Two hot tubs, a game room. It was cool. It was a good job.
Garrett:
There’s not many places in Houston that have built that way yet. And I believe that if you’re doing the super property route, I believe Houston’s a good market. I still believe 30A, I have a lot of friends that operate out there. 30A is a market that you’re not buying for cashflow. There’s a lot of markets that it depends on what your goals are. You can hit a lot of these things, but 30A, for example, you’re probably not getting much cash flow, but that’s an appreciation machine out there where a lot of wealth is buying places out there and will continue to do that. So if you’re looking into an appreciation game, that type of market is great. Cashflow, the thing about it is you can find even short. I mean, AirDNA announced Port Arthur, Texas was their number one market this year, which is a little town on the east side of Texas.
It’s near a bunch of the Louisiana casinos. It’s kind of known for oil and gas and pipelines and all that. But it’s not a ton of tourism demand, but it’s enough that it justifies a potential purchase price out there because they also have lower entry prices than some other areas. I personally wouldn’t buy out there, but I know some people that their goal may be to. They may live an hour away from Port Arthur, and that may be something they like to go over to that area
Dave:
Sometimes.
Garrett:
And you get the lifestyle benefit that they can go stay in it occasionally, get some cashflow out of it. The appreciation won’t be as high because this isn’t as high of an appreciating area. But I say all that to say usually within an hour of you, there might be a market that could be enticing to you. I like that. An hour to two hours maybe. I just don’t recommend somebody buying their first vacation rental, buying it across the country and not knowing what they’re kind of getting themselves into. If you’re an experienced person that does this and understands it, you have all the power to do that. But I really would want people to look around in their area, see if there’s anything that could potentially work, get on AirDNA, look at how many bedrooms and what amenity is working in that particular area. And then just be patient.
Start seeing some places, work with a good agent, run your numbers, stick to them. And I do believe there’s still going to be more people lowering prices in this market. There may not be a ton of people that are fire selling, but there’s definitely enough that you can put out some offers and the worst they say is no. And then in a few months you circle back and offer again
Dave:
And
Garrett:
They might say yes.
Dave:
Start the process now. Yeah, that’s kind of how I see the market right now. So it’s like build a relationship with someone. Just like you’re going to make something that’s disrespectful, but stick to it, be fair, be kind, be like, “This is what I’m willing to pay. Understand if you’re not willing to accept that, call me if things change and just follow up.” But I like your advice about doing something local. I think it’s really hard in any market, and I do out-of-state investing. In any market, it is very difficult to out-compete local knowledge. So you have to have a different advantage. I think the things I’ve done as an out-of-state rental property investor is I come from a more expensive market and my capital goes a long way. I can buy things, I can offer cash and then refinance them. I can do renovations paying for cash instead of using hard money.
There are things that I can do that give me an advantage. In a short-term rental market, look for your advantage. I think that what you’re talking about, Garrett, is awesome because so much attention gets paid to Palm Springs and Smokey’s, but that’s where the institutional money goes. You’re not going to out-compete them. It’s going to be really hard. There are a lot of entrenched players. There are tons of local spots, even big cities, like you just mentioned with Houston, that you have some advantage of. You understand the exact corner where a great Airbnb would go. You understand that when your friends come to visit, they want to go to these four amenities and you’re going to buy something right in the middle of those four. Or like Garrett said, there’s a place everyone likes to drive. They come visit your market, everyone’s like, “Let’s go do a day trip.” Those are the kind of places that tend to not attract institutional investors because if they’re doing a data query of where the highest vacation demand, it’s not going to be there, but it’s okay because it has to just be relative to the supply.
So that’s the thing to remember is can you compete? Is there going to be a ton of competition? If those answers are favorable, it’s riskier right now, but I kind of like it. I just kind of like the idea of banking on the long-term demand because there is going to be demand. And in general, I am a very conservative investor. I like to underwrite things assuming everything is going to go to shit. That’s the way I like to look at deals. And I kind of feel like we’re in this situation in short-term rentals where a lot of people got mixed up and into bad situations because they were underwriting deals based on real data on occupancy and ADR, but there’s a lag. They didn’t see that everyone else was doing it at the same time. And it’s not that the data was wrong, it was kind of this big mass movement.
I think now underwriting is easy because if your deal works at current occupancy rates, I only think it’s going to get better. I agree. Because if anything, supply’s going to go down. That’s kind of the way I see it. So you’re very unlikely to get blindsided by a supply spike. And in fact, you might get a tailwind. And I like that. I had this friend who used to work at BiggerPockets, he was a software engineer, and he used to buy these old crappy cars. And I was like, “Dude, why do you buy these bad cars?” He’s like, “I like when they hit maximum depreciation. They can’t go any lower. That’s when I buy them.” And I was thinking about that. Not that the values of homes can’t go lower, but the supply issue, I don’t think it’s going to get worse. I think you’ve kind of hit the worst part.
So get the rebound. And don’t count on the rebound, but find something that works today and then maybe benefit from the rebound. I kind of like that kind of investing. Yep. So thank you, Garrett. This has been super helpful. Any last thoughts before we get out of here?
Garrett:
No. Anybody wants to chop shop about short-term rentals, I’m always available to chat and help you guide on the right path to figure out which one of these disrespectful offers might actually work for you. But I agree completely. Supply is down, I think, to about 4% increasing year over year when it was 20% a few years ago.
Dave:
And
Garrett:
The data in the market now is just going to be more reliable because it’s not going to be as skewed as a Black Swan event like we had with COVID too. So I’m excited for people out there to truly see what’s coming next for them, and I’m happy to be a resource any way I can.
Dave:
Awesome. Well, thanks again, Garrett, and thank you all so much for watching this episode of On the Market. I’m Dave Meyer. He’s Garrett Brown. We’ll see you next time.
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The 70/20/10 Rule That Keeps Your Marketing Budget From Going Stale
Opinions expressed by Entrepreneur contributors are their own.
Key Takeaways
- Anchor your marketing budget at 10% of projected gross sales, not last year’s revenue, because you can’t market into the past.
- Split that budget 70/20/10 — 70% to what already works, 20% to promising bets and 10% to true experiments — and rebalance every quarter so proven winners keep climbing into your biggest bucket.
Most marketing budgets are built once and then quietly forgotten. You set the number in January, spread it across the same channels you used last year and check back in December to see how it all went. By then, it’s too late to fix anything. The market moved, your best channel got more expensive and the experiment you were curious about never got funded.
I’ve watched a lot of business owners run their marketing this way, and it almost always produces the same result: a budget that slowly goes stale. The money keeps flowing to whatever worked two years ago, while the opportunities that could actually grow the business sit on the sidelines because nobody set anything aside to chase them.
There’s a better way to think about it, and it comes down to two decisions — how much to spend and how to divide it up.
Start with one number: 10% of projected gross sales
Before you split anything, you need a total. My favorite starting point is 10% of your projected gross sales for the coming year.
Notice the word projected. You’re not budgeting off last year’s revenue, because last year is over and you can’t market into the past. You’re budgeting based on where you intend to be 12 months from now. If you expect to do $2 million in sales, you’re working with a $200,000 marketing budget.
10% is a deliberate number. The U.S. Small Business Administration recommends 7% to 8% of revenue for most small businesses, and Gartner’s 2025 CMO Spend Survey found companies spending an average of 7.7%. I like 10% because it’s a growth number, not a maintenance number. If you want to take market share rather than just hold your ground, you have to be willing to spend a little more aggressively than the company down the street.
If 10% feels like a stretch right now, start lower and build toward it. The point isn’t the exact figure — it’s that you’ve committed to a real number tied to where the business is headed.
The 70% protects what already works
Once you have your total, divide it into three buckets: 70%, 20% and 10%.
The biggest bucket — 70% — goes to what’s already working. These are your proven channels, the ones where you can draw a straight line from dollars in to customers out. Maybe that’s paid search, maybe it’s email, maybe it’s a referral program that quietly outperforms everything else.
Say you run a home-services company and Google Ads brings you a steady stream of booked jobs at a price you’re happy with. That’s a 70% channel. You don’t get cute with it. You fund it fully, you keep it running and you protect it, because it’s paying the bills while the rest of your budget goes looking for the next thing.
The mistake I see owners make is robbing this bucket to chase something shiny. Don’t. The 70% is the foundation on which everything else stands.
The 20% feeds your promising bets
The middle bucket — 20% — goes to the channels that are showing promise but haven’t fully proven themselves yet.
This is where scaling happens. Maybe you ran a small test on a new social platform last quarter and the early numbers looked good. Maybe a content series is starting to bring in leads, just not yet at the volume of your main channels. These are bets worth pressing — pouring a bit more fuel on the fire to see if they can graduate into the 70%.
This bucket is what keeps your budget from going stale, because it’s constantly promoting your best experiments into proven performers. Channels move. The paid platform that prints money today will get more crowded and more expensive over time, and you want a pipeline of contenders ready to take its place.
The 10% funds the experiments
The smallest bucket — 10% — is for true experiments. This is your permission to try things with no guarantee they’ll work.
A new ad format. A platform you’ve never touched. A creative idea that might flop. Most of these won’t pan out, and that’s fine — that’s exactly what the 10% is for. You’re buying information and the occasional breakout winner.
Here’s why this bucket matters even though it’s the smallest: every channel in your 70% started as an experiment. Somebody funded it before it was proven. If you never spend on the unproven, you run out of new things to scale, and a few years down the road your budget is built entirely on aging channels. The 10% is how you keep feeding the machine.
How to keep the split honest
A 70/20/10 budget only works if you actually revisit it. I like to review the split every quarter, not once a year.
Each quarter, ask a simple question of every channel: Is it earning its bucket? A 10% experiment that’s working gets promoted to the 20%. A 20% bet that proved itself moves into the 70%. And anything in the 70% that’s quietly declining gets demoted or cut, which frees up money for the next contender.
Track this with real numbers — cost per lead, cost per sale and return on what you spent. You don’t need a fancy dashboard. You need to know which dollars are producing customers and which ones aren’t.
That’s the whole system. Start with 10% of projected gross sales, split it 70/20/10 and rebalance every quarter so your best experiments keep climbing toward your biggest bucket.
Do that, and your marketing budget stops being a number you set and forget. It turns into a living thing that gets a little smarter every quarter — and so does your business.
Key Takeaways
- Anchor your marketing budget at 10% of projected gross sales, not last year’s revenue, because you can’t market into the past.
- Split that budget 70/20/10 — 70% to what already works, 20% to promising bets and 10% to true experiments — and rebalance every quarter so proven winners keep climbing into your biggest bucket.
Most marketing budgets are built once and then quietly forgotten. You set the number in January, spread it across the same channels you used last year and check back in December to see how it all went. By then, it’s too late to fix anything. The market moved, your best channel got more expensive and the experiment you were curious about never got funded.
I’ve watched a lot of business owners run their marketing this way, and it almost always produces the same result: a budget that slowly goes stale. The money keeps flowing to whatever worked two years ago, while the opportunities that could actually grow the business sit on the sidelines because nobody set anything aside to chase them.
There’s a better way to think about it, and it comes down to two decisions — how much to spend and how to divide it up.
Here’s Why the 2027 Social Security COLA Could Be Lower Than Expected
If you’re hoping for an above-average Social Security boost in 2027, there’s a good chance you could get your wish. The most recent cost-of-living adjustment (COLA) projection from The Senior Citizens League estimates the 2027 COLA at about 3.8%. That’s a whole percentage point higher than what seniors got in 2026.
That said, it’s too early to start celebrating. We won’t know the official COLA until mid-October, and there’s still a chance that changes in inflation could cause the COLA to come in a bit lower than expected.
Image source: Getty Images.
The Social Security Administration calculates COLAs by looking at the change in average third-quarter inflation from one year to the next, as measured by the Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W). The percentage increase becomes the COLA for the next year.
We have all the data we need for 2025, but we’ve only just finished the first month of the third quarter of 2026. We need to wait for the CPI-W numbers for July, August, and September to come in before we’ll know the actual COLA.
The COLA estimates are above average right now because inflation has been high over the past several months. But if that changes as we get deeper into August and September, that could result in a lower COLA than current projections suggest.
Fortunately, you’ll have a few months after the official 2027 Social Security COLA announcement to start planning your budget for the next year. That should give you plenty of time to figure out how far your checks will go and how much of your expenses you’ll need to cover on your own.
A veteran broker on what separates the originators who survive a down cycle
Amir Nurani (pictured top), broker-owner at Left Coast Leaders in San Diego, said the numbers are already pointing in one direction. Originator licenses are renewed every year, which makes the headcount easy to track, and he expects to see that number decline.
“I think we are going to see a minimum of a 10% decline in renewed licenses for mortgages,” Nurani told Mortgage Professional America. “The volume is still contracted, and I think this is the normal part of the cycle. The cycle for mortgages is always the same. When rates drop, every lender in the United States starts a hiring frenzy. Then rates start going up, lenders go to layoffs, originators stop renewing their licenses, and you start to see a downtrend.”
AI-driven downsizing
Nurani said the decline is not just about demand. AI is already compressing the workload that used to justify larger originator teams, and if every originator can handle twice the volume with demand staying flat, the math points to fewer originators.
He noted that the same dynamic is playing out across financial services. Last week, Visa announced it was cutting 7% of its staff. Earlier this week, Zillow and Google announced additional layoffs of their own.
“AI is already hitting white-collar jobs,” he said. “Mortgage is not insulated from these types of shifts. AI expands the reach of the originator, but at some point it hits the demand cap. If it took 100 originators to meet the demand in a certain environment, and now every originator can do 2x the volume with demand staying static, the natural order of things is going to reduce that headcount.”
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GUARDD Meets With SEC To Discuss Secondary Trading Of Tokenized Exempt Securities
GUARDD, founded by Sherwood Neiss who is also the co-founder of Crowdfund Capital Advisors (CCA) and one of the authors of the JOBS Act which approved online capital formation, recently met with the Securities and Exchange Commission (SEC) to discuss secondary trading of tokenized exempt securities.
Exempt securities would include securities issued under Reg A, Reg CF and Reg D. Public securities are moving in the direction of becoming digital securities or tokenized assets and private securities are heading that way as well.
Tokenized securities struggle a bit with semantics but the SEC currently defines these assets as: “a financial instrument enumerated in the definition of “security” under the federal securities laws that is formatted as or represented by a crypto asset, where the record of ownership is maintained in whole or in part on or through one or more crypto networks.”
GUARDD is a Fintech platform that helps private companies raising funds under Reg A+, Reg CF, or Reg D, to publish standardized ongoing disclosures so their securities can trade on Alternative Trading Systems (ATSs) while complying with state “Blue Sky” laws. Securities law in the US leans heavily on disclosure.
GUARDD met with the SEC Crypto Task Force to discuss how the SEC’s crypto rulemaking and secondary trading of tokenized, exempt securities through a Qualified Disclosure Publisher.
GUARDD explained that exempt securities offerings “inherit the same structural trap” even if they are tokenized. The proposal is:
“How QDP-published disclosure can anchor uniform national secondary trading — preempting inconsistent state manual-exemption requirements while preserving state anti-fraud authority — and how this interacts with the CLARITY Act’s taxonomy if enacted.”
In a letter sent to the Commission in June, GUARDD lamented the current environment where currently there is an on-ramp but no exit, regarding to exempt securities, specifically addressing difficulties for securities issued under Reg CF.
GUARDD explained:
“Regulation Crowdfunding provides a decade-long natural experiment in what happens when a primary market is built without secondary infrastructure. Per CCLEAR transaction-level data: more than $2.95 billion has been raised across 10,899 offerings by 9,300+ issuers since 2016 — yet less than 1% of issuers have achieved meaningful secondary liquidity. The largest secondary marketplace for crowdfunded securities has quoted only 25 companies, with roughly $1.4 million in total trading volume, against billions raised in the primary market. One issuer spent more than $90,000 and over a year attempting state-by-state compliance solely to enable lawful secondary trading for its investors. Meanwhile, 257 of these companies went on to attract $5.04 billion in institutional follow-on funding — success their earliest retail investors cannot sell into. Tokenized securities issued under new exemptions will inherit precisely this trap unless the proposing release builds the exit alongside the on-ramp.”
Today, investors in private securities typically understand they may hold limited liquidity opportunities beyond an IPO or an acquisition. Yet markets have developed for Reg D securities that have opened up access for early shareholders to sell shares, if they choose to do so. The environment for Reg CF issuers remains underdeveloped.
GUARDD sees an avenue for boosting liquidity via rulemaking to make disclosure standardized to make it easier for secondary transactions to take place.
GUARDD states:
“Disclosure-based secondary market infrastructure is where those goals converge: it protects investors through current, standardized, verified information, and it makes U.S. venues viable by making U.S.-issued tokens tradable.”
Heightened liquidity is a characteristic of crypto markets that have boosted its popularity for investors (speculators). A tokenized asset or digital security, including those which are private, could benefit from improved options for sellers as well as buyers.
GAO Report: Education Dept. Left Student Loan Servicers Scrambling On Major Changes
The Government Accountability Office spent nearly two years auditing how the Department of Education instructs its student loan servicers, and the headline finding is something any functioning leadership team already knows: talk to the people doing the work before you change the work.
The new GAO report found Education routinely skips early coordination with the companies servicing federal student loans, which together manage over $1.6 trillion for about 43 million borrowers.
GAO reviewed 68 change requests (the formal documents Education uses to direct the contractors it pays to service federal loans) issued between March 2020 and December 2024. All four servicers interviewed said instruction would improve if Education looped them in before, or immediately after, requesting a change.
Education acknowledged early coordination has value, then rejected GAO’s recommendation to set formal criteria for when to do it.
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Why This Matters
When Education and its servicers spend months clarifying what a change actually requires, borrowers absorb the delay. One change request triggered six rounds of questions and answers over a 2-month period. Another — a marked-up rewrite of a servicer’s original 300-plus page contract — took more than a year and a half to implement. Borrower advocates told GAO the fallout showed up as long hold times and undertrained customer service reps, exactly when borrowers needed answers most.
In one case, Education gave servicers a single business day’s notice before publishing IDR payment counts on StudentAid.gov — leaving call centers unprepared for the wave of borrower questions that followed.
The Numbers
Five student loan servicers manage the portfolio:
- Nelnet – 12.07 million borrowers
- Aidvantage – 9.21 million borrowers
- MOHELA – 6.73 million borrowers
- Edfinancia l- 6.52 million borrowers
- CRI – 2.93 million borrowers
- 36% of change requests from fiscal years 2023 through 2025 were designated “emergency” or “quick pace”, which are rush classifications. In fiscal year 2025 alone, it was 42%.
- Emergency status can cut a servicer’s response window from 10 days to 2.
How This Connects
This is the same agency GAO recently flagged for halting its servicer oversight reviews and that the Inspector General found had cut 40% of its staff. The timing is not great: servicers are in the middle on the largest repayment overhaul in decades, including the court-ordered end of the SAVE plan and the launch of the Repayment Assistance Plan under the One Big Beautiful Bill Act.
Education says formal coordination criteria would slow it down, but the GAO is keeping the recommendation open. The real test is how cleanly servicers execute the repayment changes that took effect in July 2026 and whether the 2028 deadline to move off sunsetting plans arrives with fewer surprises than the last transition.
Education did hold a multi-day summit with servicers in September 2025 on the new repayment plans, so someone is reading the memos.
Don’t Miss These Other Stories:
Department of Education Bumps Autopay Interest Discount to 1% — Here’s Who Wins
GAO: FSA Halted Student Loan Servicer Reviews
The post GAO Report: Education Dept. Left Student Loan Servicers Scrambling On Major Changes appeared first on The College Investor.
Is artificial intelligence making us more productive? What the UK industry data show – Bank Underground
Sandra Batten
Unlike previous waves of automation, machine learning and generative AI (Gen AI) technologies can perform non-routine cognitive tasks, such as those involving written or spoken language, and have the potential to affect a wider range of occupations. By augmenting or replacing workers in these tasks, these technologies promise to deliver significant productivity gains. AI adoption, while still limited, seems to be linked to productivity gains across industries in the US, although it can only explain a small fraction of the aggregate pick up in US productivity. This post examines the emerging evidence from UK industry data and finds some indication that AI is contributing to productivity growth following a similar pattern to previous key technologies.
Key technologies, industrial revolutions and productivity growth: a historical perspective
New technologies differ in their economic impact: some ‘General Purpose Technologies’ (GPTs) have a central role in economics because they tend to have a large and long-lasting impact on productivity growth. They are characterised by (a) Pervasiveness: they are widely used and spread to most sectors; (b) Improvement: they are capable of ongoing technical improvement; and (c) Innovation spawning: they make it easier to invent and produce new products or processes. Each past Industrial Revolution was associated with a new GPT: the First Industrial Revolution (Britain, 1760s–1830s) with the creation of steam engine, the Second (US, 1870–1914) with the invention of electricity and the Third (US, 1960s–2000s) with the introduction of Information and Communication Technologies (ICTs).
In addition to a new GPT, each Industrial Revolution was also accompanied by the ‘Invention of a Method of Invention’ (IMI), a significant change in the way new ideas are generated, which raises the productivity of the technological process itself. In the First Industrial Revolution, the new method was based on systematic empiricism and experimentation. In the Second, the IMI was the creation of the industrial R&D laboratory. In the Third, rapid developments in computers (ICT) provided a new method for innovating. Importantly, GPTs and IMIs are different concepts, and ICT is the only example of a previous technology that was both a GPT and an IMI.
Artificial intelligence as a ‘revolutionary’ technology and its impact on productivity
Many authors agree that AI, more specifically Gen AI, has the characteristics of a GPT: it can be used for a very broad set of tasks and therefore has the potential to spread widely across the economy; it generates innovation, for example in user interfaces or product design; and its capabilities have been expanding dramatically since its introduction. It also enhances the research process, confirming it is also an IMI.
Gen AI seems to be advancing at an unprecedented pace, with potentially large impacts not only on productivity but also on human labour. For these reasons, it is crucial to monitor its diffusion and impact on the economy. This post introduces a possible framework to think about the impacts of AI as a supply-side shock in the first instance. It then examines the evidence of AI impacts on UK labour productivity, measured as output per hour worked. A change in labour productivity can come either through higher output or through fewer hours worked, possibly due to lower employment. The current evidence on AI impact on labour demand is presented in a companion post.
Figure 1 depicts two broad transmission channels of the impact of AI on the macroeconomy.
Figure 1: Transmission channels for AI macroeconomic impacts

Sources: Author’s figure based on Acemoglu and Restrepo (2019), Aghion et al (2018), Bresnahan and Trajtenberg (1995), Crafts (2021), Brynjolfsson et al (2025), Baily et al (2025) and Haskel et al (2025).
The efficiency channels increase workers’ or capital’s productivity, as automation expands the set of tasks that can be executed by capital. Through this channel, AI predominantly affects the labour market, by either substituting labour (extensive margin automation), complementing it (task complementarity) or creating new tasks. AI can also make already automated tasks more productive (deepening of automation).
The innovation channels boost productivity growth by changing the nature of the scientific process, are related to the role of AI as a GPT and an IMI and affect the technology parameter (A) in the production function.
These two channels represent the initial impact of AI on the (real) components of the supply side of the economy: the overall effect of AI on the macroeconomy will ultimately depend on general equilibrium effects through the demand side of the economy. For example, changes in employment or wages could affect household consumption and changes in the desired level of capital stock could boost business investment. Expectations about future returns or income from AI could affect both consumption and business investment.
Is Gen AI improving UK productivity?
The experience of previous GPT eras – particularly the ICT revolution in the US – can help answer this question. In the first phase of the ICT revolution, the ICT-producing sector – semiconductors, hardware, software and communication equipment – contributed strongly to labour productivity growth, whereas in the second phase labour productivity was driven by industries outside of the production of information technology, particularly the highest ICT-using industries.
Chart 1 compares industries’ contributions to UK labour productivity growth for two different time periods: the ‘post Gen AI’ period (2023–25) and the ‘Pre-Covid 19’ period (2010–19). Chart 1 shows that the major contributor over the most recent period has been the ICT sector, the ‘AI-producing’ sector in the UK. While the ICT contribution was higher in 2010–19, this was driven mainly by technology improvements in the telecommunication industry in that decade, for example increased coverage and broadband speeds, reflected in a quality adjustment in published statistics.
Of the AI-using sectors, expected positive contributions come from Administrative and support activities and Manufacturing. Financial and insurance activities, instead, show a negative contribution, despite being large and a strong AI adopter. Possible explanations include output mismeasurement and other negative factors offsetting positive AI impacts.
Chart 1: Industry contributions to labour productivity growth

Note: Average contribution to year-on-year output per hour growth in percentage points.
Sources: ONS output per hour and author’s calculations.
Productivity in the AI-producing industry
AI-producing activities are not explicitly identified in the current Industrial Classification (SIC 2007). Of the five layers of the AI supply chain – hardware, cloud computing (AI infrastructure), training data, foundation models and AI applications – UK AI activity is concentrated in AI infrastructure and AI applications.
Cloud computing services are included in ‘Data processing, hosting and related activities’ (SIC code 63110). AI applications include both AI products – the development, customisation, and licensing of AI-powered software (‘Business and domestic software development’, SIC code 62012) and AI services – the provision of expert advice and technical services (‘Computer consultancy activities’, SIC code 62020).
Chart 2 shows that the contribution of both AI-producing industries stands out: ‘Computer programming, consultancy and related activities’ (SIC 62) increased its contribution to annual productivity growth tenfold, from 0.01 percentage points to 0.10 percentage points between the two periods, and ‘Information services activities’ (SIC 63), which was dragging on productivity pre-Covid, switched to a positive contribution of 0.06 percentage points.
Chart 2: Contribution of the ICT sector to aggregate productivity growth, by section

Notes: Average contribution to year-on-year output per hour growth in percentage points. The telecommunications sector is excluded, since its quality improvement in the pre-pandemic decade greatly affects the contribution of the ICT sector summarised in Chart 1.
Sources: ONS output per hour and author’s calculations.
The increase in the contribution of these two industries suggests that AI might be already boosting the productivity in the GPT-producing sectors, similarly to what happened during the ICT boom.
Productivity in the AI-using industries and across sectors
Is there any indication that AI-using industries are also becoming more productive? The second highest contributor to recent labour productivity growth shown in Chart 1 is ‘Administrative and support services’. Within these, ‘Office administrative and business services activities’ have contributed the most to aggregate productivity growth most recently, while dragging on growth in the past (Chart 3). Business service activities seem to be highly exposed to AI automation, and therefore these findings suggest that AI might have started to improve productivity in these (AI-using) areas.
Chart 3: Contribution of the administrative and business services sector to aggregate productivity growth, by section

Note: Average contribution to year-on-year output per hour growth in percentage points.
Sources: ONS and author’s calculations.
What can be said across a wider cross section of industries? Chart 4 shows the change in the contribution to aggregate productivity growth between the two periods across industries, relative to their AI adoption rate.
The regression line has a positive slope, and, although adoption only explains a small part of the variance, it is suggestive of an association between higher AI adoption and an increase in the industry’s contribution to aggregate productivity.
Chart 4: Industry contribution to productivity growth and AI adoption

Notes: Change in the average quarterly industry contribution to annual labour productivity growth over the period 2023–25 relative to 2010–19 by AI adoption. AI adoption is the percentage of companies in the industry that used any form of AI up to December 2025. Fitted line y = 0.105x – 1.3918 (slope coefficient p-value=0.065; R-squared= 0.1028).
Sources: ONS output per hour by industry; ONS Business Insights and Conditions Survey and author’s calculations.
This work was undertaken in the Office for National Statistics Secure Research Service using data from ONS and other owners and does not imply the endorsement of the ONS or other data owners.
Conclusion
The previous General purpose technology era – the ICT era – was characterised by an improvement in productivity of the GPT-producing sectors, followed by faster growth in the GPT-using sectors, following widespread adoption of the technology. Similarly, with AI as the new GPT, we highlighted some evidence of an increasing contribution of AI-producing industries to aggregate productivity growth. We also showed a tentative association between AI adoption and an increase in the contribution to aggregate productivity across industries. This is of course only suggestive of a correlation, not causation. To help us understand whether AI is indeed causing productivity improvements it will be important to continue monitoring these productivity indicators, as well as developments in labour markets and in the measurement of AI adoption, together with additional and more granular analysis.
Sandra Batten works in the Bank’s Structural Economics Division.
If you want to get in touch, please email us at bankunderground@bankofengland.co.uk or leave a comment below.
Comments will only appear once approved by a moderator, and are only published where a full name is supplied. Bank Underground is a blog for Bank of England staff to share views that challenge – or support – prevailing policy orthodoxies. The views expressed here are those of the authors, and are not necessarily those of the Bank of England, or its policy committees.
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