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Leverage Strategies for On-Purpose Growth

Oct 14, 2019 by

Opportunities aren’t lost—they go to someone else. Are your team members maximizing and leveraging the opportunities literally right in front of them? Are they committed to the simplest form of real estate sales—networking, working their sphere and making connections and personal relationships with potential clients, as well as continuing to nurture past clients and referral sources?

It takes a lot more time and financial resources to attract and convert a new client than it does to keep existing ones. In today’s hyper-focused, transaction-based climate, it has never been more important to leverage strategies for growth that both create more referral business and attract new clients to your team—and, most importantly, create long-lasting client relationships. Making sure your agents have an “on-purpose” plan to leverage the hundreds of opportunities in front of them weekly, and then convert them into new client relationships, is key.

Follow these five proven strategies to keep your agents focused on leveraging and maximizing all the potential business in front of them every day:

1. Leverage your current listings for more business.
Your team should be selling three or more new pieces of business from each active listing. Sending out postcards to move-up buyers and the neighbors to invite them to the open house an hour before—and, better yet, calling and notifying people in their past client and sphere about the new listing or open house—creates additional opportunities. Calling the neighbors before the sign goes up can create showings, which will show the seller you do more than put a sign in the yard and slap it in the MLS. Through calling the neighbors or your sphere, you will create new buyer and seller leads.

2. Leverage open houses to convert more leads into listing appointments and buyer clients.
The open house is still the best lead-generation strategy to attract new business—you are literally open for business, where buyers and potential sellers are coming directly to you. Choose the right price point, drive traffic and convert the leads into new client relationships by obtaining appointments during the open house. Watch my exclusive webinar, “Make $ 50K (or More) at Your Next Open House.” This strategy will make you fall in love with open houses again and realize it’s the best face-to-face, new business-generating strategy around.

3. Leverage every opportunity you encounter with people.
When you meet new people, do you strike up a conversation and let them know you sell homes for living?  Do you wear your logo somewhere that says it for you, or do you ask people where they live? I always ask people where they live, then I ask what part of that town/city and what street. (It’s at this point that I say, “Don’t think I’m strange, but I sell houses for a living and I ask everyone this,” to which they immediately tell me what street they live on.) Then, I go one step further and drill down and ask, “Which house?” and they tell me that too, and then I tell them, “I know that house, it’s great and I remember when it was on the market.” Next thing you know, we are now talking about real estate. They inevitably ask me which brokerage I am with, and from there, I will almost always ask them if they know anyone I can help or if they are thinking about making a move in the next 6-12 months.

Additionally, when I meet new people and they ask me if I am a REALTOR®, I immediately say, “Yes, I am—do you need to buy or sell a house?” Eight out of 10 times, they say no—but two out of 10 times, they say yes, or they know someone who does. I made $ 18,000 at the car wash (literally!) with this genuine, sincere request. Try it, and remember to laugh and smile—and expect a no—and you will get a few yeses along the way. You and your team members can maximize every single encounter at the coffee shop, a sporting event, professional or personal dinner or meeting, school or with your neighbors. Anyone, anywhere is a potential new client relationship.

4. Leverage your professional network and vendors.
Remember to include your professional contacts (attorneys, accountants, dentists, doctors, hair salons and retailers) and your vendors with whom you refer business to (mortgage lenders, title companies, home inspectors, painters, contractors, roofers, etc.) to make sure they are referring you and your team’s name to new client opportunities. Keeping them up to date on your marketing, your success and your new listings, and asking them for referrals, should be done to leverage your mutually beneficial relationship for success.

5. Leverage your client database or CRM.
Keeping in front of your client relationship database is the most lost opportunity that agents don’t maximize. Have your team put their clients on a drip campaign so they hear from you regularly (monthly, not once a year) with valuable information about the housing market and home values. Email and send cards like SendOut Cards to help celebrate your sphere and past clients’ milestones or achievements. Customizing the cards makes them personal and keeps your relationship strong.

Make relationships everywhere you go. Add value and be magnetic. When you’re radically differentiating yourself, you’ll be your own lead magnet.

To request a link to my exclusive “Make $ 50K (or More) at Your Next Open House,” click here. To schedule a free strategy call, click here.

Sherri Johnson is CEO and founder of Sherri Johnson Coaching & Consulting. With 20 years of experience in real estate, Johnson offers coaching, consulting and keynotes, and is a national speaker for the Homes.com Secrets of Top Selling Agents tour and the Official Real Estate Coach for McKissock Learning and Real Estate Express. Sign up for a free 30-minute coaching strategy session or visit www.sherrijohnson.com for more information.

The post Leverage Strategies for On-Purpose Growth appeared first on RISMedia.

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Maintain the Staged Look While Your Home Is Listed

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The hardest part of the selling process may be keeping the house looking flawless for countless showings.
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Business Planning for the Year Ahead: Putting Growth Strategies in Place

Oct 13, 2019 by

This month’s National Association of REALTORS® Power Broker Roundtable discusses planning strategically for 2020.

Moderator

Jim Imhoff
, Chairman, First Weber Real Estate, Madison, Wis., Liaison for Large Firms & Industry Relations, the National Association of REALTORS® (NAR)

Panelists

Drayton Saunders
, President, Michael Saunders & Company, Sarasota, Fla.

 

Diane Glass, COO, Berkshire Hathaway HomeServices KoenigRubloff Realty Group, Chicago

 

Candace Adams, President & CEO, Berkshire Hathaway HomeServices New England Properties, Westchester Properties and New York Properties


Jim Imhoff:
Baseball Hall of Famer Yogi Berra once said, “If you don’t know where you’re going, you might wind up someplace else.” The Yankees superstar, whose quirky use of language was the butt of a thousand jokes, was right on the mark on this one. If you don’t map out your strategy for growth, you don’t stand much of a chance of getting anywhere, much less where you want to be. With 2020 right around the corner, the time is now for savvy brokers—and agents—to get business strategies in place. First question for the brokerage: Do we handle this internally, or do we pay an outside facilitator? Drayton?

Drayton Saunders: Brokers, like agents, are easily distracted by the next shiny penny—or, as some call it, by the next perceived “disruptor.” But if you’re going to grow, you need to stay focused—to keep your eye on the prize. It may be that an experienced outside facilitator can help identify the market trends and specific issues you need to address and map out workable strategies for dealing with them.

JI: I think some brokers are a little scared to bring in a facilitator. They think they can’t justify the cost, because it can run into thousands of dollars. But sometimes it takes a neutral, unbiased eye to see things as they are and identify what we need to do in order to grow. That can be critical for understanding not just the potential risk factors—the environmental scan, if you will—but what is commonly called “SWOT”: our strengths, weaknesses, opportunities and threats. Surveying those factors is the first step to strategizing—and putting down in black and white—how we will navigate through them.

Diane Glass: In the definitive business planning guideline we’ve developed, goal setting is critical. We’re using the MoxiWorks platform to keep us on track to increase profitability, recruitment and retention and to provide our agents with a CRM that leverages their strengths and gives them a working way forward: What should I do more of? What should I do less of? How can I best nurture long-term leads?

Candace Adams:
I think timing is essential. Our company business-planning process begins in late summer and is finalized in October. It goes to managers in early November, and they are charged with making certain every agent has a plan in place before the end of the year. All plans are flexible and modifiable, but everyone—even our top producers—needs to measure their strengths, weaknesses, opportunities and threats, and have a plan in place to aggressively address them.

JI: Who’s responsible for seeing these processes through? And what about accountability?

CA: Managers see that every agent has a formal plan in place, but we know that agents have different skill sets. We work in a very supportive environment, and results speak for themselves, of course—but we do schedule quarterly check-ups, and we adhere to that.

DS: Software like MoxiWorks helps agents stay on track, but accountability is key. Our managers are constantly monitoring. We don’t want to overwhelm our agents, but we do stay in touch. How are you doing? What do you need? What can we do to help?

DG: The value of a formal business plan is that it gives you a framework and a practical, hands-on process that helps you step back and look at what you’ve been doing, how you’ve been doing it, and how you can do it better—no matter the shiny pennies or disruptors.

JI: I think most brokers are diligent about helping agents plan and stay on track. But the path to growth starts with the brokerage. Who keeps us on track? In our company, we do an annual agent survey—a review by our agents to determine how we, as a company, are doing to support and inspire their success. We want them to rate our training programs, our information technology and our face-to-face support. We typically get a response from more than 70 percent of our agents, and they don’t pull any punches. It’s revealing—and it’s a good way to measure our accountability as a brokerage so we can strategize the best ways forward for the company and for the agent.

CA: We all want our agents to be thorough and professional—to go the extra mile and do it the right way, every time—and I agree, that starts with the brokerage.

DS: Which brings us back to the premise: A comprehensive business plan—for both the company and the agent—is the first step toward energizing growth.

For more information, please visit www.nar.realtor.

The post Business Planning for the Year Ahead: Putting Growth Strategies in Place appeared first on RISMedia.

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The Statement Ceiling: A Reason to Look Up!

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