| Summary | National Percentile | Rank vs Metro |
|---|---|---|
| Housing | 43rd | Fair |
| Demographics | 18th | Poor |
| Amenities | 48th | Best |
Multifamily Valuation
| Property Details | |
|---|---|
| Address | 2201 N Fayetteville St, Asheboro, NC, 27203, US |
| Region / Metro | Asheboro |
| Year of Construction | 1996 |
| Units | 112 |
| Transaction Date | --- |
| Transaction Price | --- |
| Buyer | --- |
| Seller | --- |
2201 N Fayetteville St Asheboro Multifamily Investment
Neighborhood-level occupancy is competitive within the Greensboro–High Point metro, supporting income stability for a 112-unit asset; according to WDSuite’s CRE market data, these metrics refer to the surrounding neighborhood, not the property.
Located in Asheboro’s inner-suburban fabric of the Greensboro–High Point, NC metro, the surrounding neighborhood posts a 93.5% occupancy rate with a multi‑year uptick, ranking 89 of 245 — competitive among Greensboro–High Point neighborhoods. Renter-occupied share is 54% (rank 26 of 245), placing the area in the top quartile locally and indicating a deeper tenant base for multifamily demand.
Relative cost dynamics favor lease retention. Neighborhood median contract rent trends on the lower end nationally while rent-to-income sits around 0.17, suggesting manageable affordability pressure and room for pricing power through operational improvements rather than aggressive increases. Median home values are comparatively low for owners; this can introduce competition from entry-level ownership, but also supports steady renter reliance on multifamily housing for households prioritizing flexibility.
Amenities skew practical over destination. Pharmacies index in the top quartile nationally, and grocery and restaurant density sit above national medians; parks and formal childcare options are limited in the immediate area. Average school ratings trail national norms (lower‑tier percentile), which may shape the resident mix toward workforce renters over family households seeking top-rated schools.
Demographics within a 3‑mile radius point to a stable-to-improving renter pool: recent years show a slight population dip alongside a small increase in total households, indicating smaller household sizes. Forward-looking data signal household growth and rising incomes through the next five years, which supports occupancy stability and gradual absorption for value-focused multifamily.
WDSuite does not report a comparable neighborhood crime rank for this area at this time. Investors typically benchmark police and county reports, compare to Greensboro–High Point metro averages, and review property-level incident history to contextualize resident safety and potential operating practices.
Regional headquarters and corporate offices within commuting range underpin workforce housing demand and retention, notably in apparel, diagnostics, banking, tobacco, and consumer goods reflected below.
- VF — apparel HQ (24.8 miles) — HQ
- Laboratory Corp. of America — diagnostics HQ (30.8 miles) — HQ
- BB&T Corp. — banking HQ (33.7 miles) — HQ
- Reynolds American — tobacco HQ (33.8 miles) — HQ
- Hanesbrands — consumer goods HQ (39.1 miles) — HQ
Built in 1996, the property is materially newer than the neighborhood’s typical 1970s housing stock, offering relative competitive positioning versus older assets while leaving room for targeted modernization of aging systems and common areas. Neighborhood occupancy is competitive within the metro and renter concentration is top‑quartile locally, pointing to depth of demand and lease‑up resilience for a 112‑unit community.
Lower relative rents and a moderate rent‑to‑income profile suggest manageable affordability pressure and potential for disciplined revenue optimization over time; according to CRE market data from WDSuite, household counts within a 3‑mile radius are projected to rise, supporting a larger tenant base. Counterweights include more accessible ownership options and below‑average school ratings, which should be considered in marketing strategy and retention planning.
- 1996 vintage provides competitive positioning versus older local stock with clear value‑add paths
- Competitive neighborhood occupancy and top‑quartile renter concentration support demand durability
- Lower relative rents and moderate rent‑to‑income create room for operational revenue gains
- Regional HQ employment base within commuting distance underpins workforce renter demand
- Risks: accessible ownership alternatives, limited parks/childcare, and weaker school ratings may affect family‑oriented leasing