Realty Executives and the Art of Supporting Professionals

By Maria Patterson

Forty-four years ago, the idea of forming a real estate company based on a 100% commission model was a radical concept-certainly nothing the industry had ever seen before. Today, decades after company Founder Dale Rector revolutionized the industry and put Realty Executives on the map, company President & CEO Rich Rector is keeping that spirit alive by reinventing the company with a fresh approach and a compelling value proposition.

When you’re fundamentally different right out of the gate, it’s hard to settle for anything else. As many companies adopted the 100% commission concept over the years, Rich Rector knew that the founding principles on which Realty Executives was created were something much deeper and more profound than a commission plan. “Our mission is to provide the best possible leadership, environment, support and tools for the Realtor who strives to be a productive professional in their career,” says Rector.

“It should not be news to anyone,” he explains, “that there has been an ongoing revolution in our industry in the areas of information technology, communication and delivery of services. However, one core theme endures, which is that easy access to helpful and relevant information, and guidance from knowledgeable professionals has compelling value to the consumer of real estate services. In 2005, we set about a process of reinventing our core support and communication services to do just that.”

Luckily, being a longtime part of the established company prepared Rector for the task with the gift of perspective. “We revolutionized the industry once before and we needed to make sure we continued to differentiate ourselves in a relevant and compelling way to do it again,” says Rector. “While we experienced significant growth during the last 15 years, I was keenly aware of the dangers of losing our differentiation in the industry as a result of the easy growth we all experienced.” In 2004, Rector challenged his leadership team to refocus and renew the brand.

According to Realty Executives Chief Operating Officer Glenn Melton, who joined the firm in 2005, “When Dale started the company, he built a company that catered to entrepreneurs who were capable of building a business and didn’t need a large bureaucratic burden. At the same time, those people sought low fees and an environment that offered real freedom to operate as they saw fit-and to do so in the company of other professionals.”

As various real estate business models emerged over the years, along with a growing skepticism regarding the role of the Realtor in general, home buyers and sellers, real estate professionals, and the industry as a whole were clearly looking for better solutions.

“We held a meeting with key thought leaders in the franchise community, our regional developers and our broker/owners to ask their perspective on the industry and determine if they were getting what they needed from our franchise,” says Melton. “This is a brand that always made sense from day one and instead of completely rebirthing the brand, we wanted to understand how we could use our founding principles and concepts in a more effective way for today’s business environment.”

Uniting the Masses

As independent contractors, franchisees are often “wildly independent,” says Rector. Succeeding in challenging times, however, called for gathering the troops, sharing the information, and proceeding under one banner. Now was the time to provide direction, hands-on support and proven success strategies.

This was a natural for Realty Executives, says Rector, a firm whose culture embodied idea sharing. “It’s inherent in our system,” he explains. “Because of the collaborative entrepreneurial spirit of our franchisees and the manner in which our system is structured, we are able to excel at the aggregation and sharing of best practices. Many of our competitors’ franchising philosophies are geared toward small territories, resulting in franchises within the same brand that are competing with one another, so they’re more reluctant to share and help each other grow.”

Because Realty Executives territory sizes are bigger and more exclusive, one would indeed argue that the brand lends itself to a more collaborative and sharing environment for agents and brokers alike.

Despite an ongoing atmosphere of communication and idea sharing, Rector observed many inconsistencies from one franchise to the next.

“The idea was to leverage appropriate consistency within the brand,” he explains. “There were tools and systems that needed to be standardized so we set about creating a plan for helping franchisees do just that.”
While the original thought was to offer a selection of tools for brokers to choose from, Melton discovered that was not what the membership really wanted after all. “Our brokers said they didn’t want to pick-they wanted to rely on us, the franchisor, to do the due diligence and make specific recommendations on best-in-class systems, whether it’s a drip marketing system, a website or whatever.

“The key in doing this is that you don’t want to have 30 different regions and 30 different solutions,” Melton continues. “It’s much better to have a central think-tank that’s coming up with the best in cutting-edge solutions that have a high reliability. We decided that tools and programs we rolled out must have economies of scale and must be proven effective.” According to Melton, a key part of Realty Executives’ value proposition is what they call the “big government vs. small government” model. “We wanted to provide integrated solutions for our Executives (agents) and broker/owners in a financially efficient model that leaves the most money possible in their check book to spend in their local market for the benefit of their customer.”

Critical to the success of the tools and systems Realty Executives put together for its constituents was their ability to translate seamlessly to the company’s three different layers: regional developers, broker/owners (or franchisees) and sales associates (known as “Executives”).

To validate what the brand’s standards should be, the senior management team put forth an all-out effort to gather information from its members-a group well worth tapping. As Scott Hurlock, executive director of franchise development, says, “Realty Executives is a model built by productive people, so it made perfect sense to go to our Executive population and ask them what they were using.”

“We were looking for a high-touch relationship through the aggregation and sharing of best practices,” says Melton. “We were uniquely situated for being that conduit for best practices through our quarterly regional developer symposiums, which gather our regional developer population for the purpose of idea sharing and rolling out new programs.”

“Our regional developers are an extension of us,” Rector explains. “They are the ones delivering the support and helping our franchisees and Executives learn how to do their jobs better.”

As a result of its field research, Realty Executives spent two years building an end-to-end suite of tools and support services for its members. “Now,” says Melton, “anyone who is serious about practicing real estate as a professional can get anything and everything they need to grow their business and achieve success.”

In an effort to connect directly with its membership, Realty Executives implemented a new strategy in 2008, and presented regional events across its territories. While typical attendance at an annual event has historically been in the 15-20% range, through its high-touch, regional effort, Realty Executives was able to connect with 85% of its broker constituency in 2008 and will do the same amongst both brokers and Executives to reach the masses in 2009.

“This gives us a chance to get in front of our associates in their home markets,” says Melton. “There is a lot of nuance in terms of what people need from market to market. At the end of the day, it gives us the opportunity to provide real leadership to our membership-real substance and support that will help them provide leadership to their clients.”

An Outsider’s Perspective

In addition to looking closely within, Realty Executives also looked outside of itself to further refresh and hone the company’s approach. By commissioning a nationally recognized branding firm to conduct an exhaustive branding study, Realty Executives was able to uncover the ever-important outsider’s perception of the brand.

“Your brand is how you’re perceived by others, not who you think you are,” says Rector. “A lot of research was done within the consumer realm and we got a read as to who people thought we were as a brand. We leveraged that and made sure we were doing and communicating the right things through our marketing efforts.”

The results of the branding study allowed Realty Executives to hone in on its “four brand pillars” to communicate what underlies the company’s brand. Those four brand pillars represent an innovative entrepreneurial spirit, trusted and effective advocates, a uniquely personalized experience and a connected, caring family. It also led to updating the 44-year-old company’s looks with a fresh design and new approach to its marketing and advertising. Over the last three years, the company’s in-house marketing agency has worked tirelessly to implement new branding initiatives into every corner of the company.

“Frankly, a lot of real estate companies look alike,” says Rector. “We wanted to make sure that we were different graphically, in our communication and in our offering-that’s when you are really positioned to make a move in market share.”

According to Hurlock, a key part of the company’s differentiation lies in its family-owned culture.

“The corporate world drives you in a very different way,” says Hurlock. “It’s about the numbers, not about the people on the ground. Our family culture, on the other hand, starts with the company owners and filters down to the regional developers and broker/owners, then right on down to the boots on the ground-the Executives.”

Prepared for Tomorrow

Looking to the year ahead, Realty Executives believes its renewed focus will serve the company and its members well. With a goal of growth that makes sense and profitability for all, Rector is confident his company is strongly positioned for decades to come.

“I see significant growth for the company, yet, by choice, we are not trying to be the biggest,” says Rector. “We are finding the right people in the right markets to help people understand that they have an opportunity to build something of real value in our company. That is our future.” RE

Realty Executives: From the Broker’s POV

By Stephanie Andre

- Steve Summers, broker/owner, Realty Executives of Kansas City, and regional director, Realty Executives Mid-America Region; with the company for 20 years
- Fafie Moore, co-broker/owner, Realty Executives of Nevada; with the company for 26 years

How does the Realty Executives model fit your needs?

Steve Summers: The model is designed for the real estate agent who wants to be in a truly entrepreneurial environment. At the same time, they want technology and training and support and systems in order to maintain and grow their business. But, they want all of that in an environment that allows them to be in control and have the freedom and flexibility to manage their business as they see fit.

What sets Realty Executives apart from other brands?

Fafie Moore: The core difference is the philosophy and ability as a franchise to allow the broker and agent to have freedom and control, but with tremendous support and materials. It’s unlike other franchises that give you support materials and tools while exacting high franchise royalties and dictating the size of your region.

Our philosophy is that you run your business the way that it will best suit your needs, but with the support and technology from the corporate level. In the past two years, we have exponentially increased the tools available to agents to enhance their businesses. It’s critical at a time when productive agents are looking for differentiation and opportunities to really move their businesses in the right direction with the least amount of additional expense.

How does the company’s family-owned culture affect you and your efforts for the brand?

SS: We all need the opportunity to get a third-party perspective. Sometimes you can’t see the trees through the forest. When people like Rich (Rector) and Glenn (Melton) are accessible to us, you get a broader perspective. Plus, with our model, we’re really able to tap into the ideas of other broker/owners and people like that-those are my resources. The real value proposition of Realty Executives is what you learn from others. Especially today, having to look for new ideas and opportunities, and doing something different-that’s where the information pool really comes in and is more important than ever.

How has the Realty Executives system helped support you and your agents in your local market?

FM: I see three things that are really available to me that no one else has:

• -  Rex 2.0. The marketing materials in this platform are so well designed. They’re not just created by some advertising agency. They were created by experts in advertising and the real estate field-and by people who understand our company and what our sales associates need.
  -  Executive Edge is another fantastic tool. It allows our agents to manage their contacts in a branded environment that offers lead follow-up-all in one arena. As the company’s branding changes, it will automatically change for you. Plus, it’s very cost effective for our agents.
  -  We also have Executive Access, a one-stop portal for all Realty Executives tools, services and information. Many people don’t have time to come into a class and, through KnowledgePoint (which is accessible through Executive Access), they can view and download educational content to help them in their businesses.

Those are the things that are the real differentiators. It makes it so our Executives can be out working with clients, rather than surfing the Internet for technology solutions.

How have the changes at Realty Executives over the past few years impacted your business?

SS: What I’ve noticed in the past few years is that it’s much more of a focus into the regions. They want to give you the tools and systems to grow the individual regions, because each is different and has its own needs. The real focus has been on the broker/owners’ development in the areas of recruiting and enhancing our quality to grow the company. They’ve done that in several ways: in how they have rolled out recruiting-what we call Executive Development-at the regional and broker/owner level.

Our regional meetings have also been vital in bringing greater participation at the agent level. Instead of trying to direct broker/owners and agents to a single point-because of the cost of transportation, etc.-it’s a lot easier if someone only has to drive a bit to participate.

How have the company’s new regional meetings made a difference in your business?

FM: Any time you can interface with your peers is helpful. The regional conferences are good because different regions have different issues. In our region, we usually meet with California. So, right now, both states are in more of a foreclosure market. We’re really able to address that and see how others are handling things.

What are your thoughts on the company’s new branding?

FM: Having the brand freshened gives us a new reason to contact people-so we can show them something new. It’s also very key when so many companies are barely able to stay in business. You think, that’s the kind of company you want to be with in times like this. This model has the flexibility to allow people to survive and prosper.

For more information, please visit www.realtyexecutives.com.

What will matter in 2009…and beyond

By Maria Patterson, Stephanie Andre, and Paige Tepping

The close of the year often begs a retrospective approach to the events that took place-good, bad or otherwise. The sharp edges are often dulled in hindsight, motivated by the desire to put it all behind us and move on to the fresh promise of a new year.

For those of us in the real estate business, however, the look-back at 2008 is not quite so sentimental. Faced with varying degrees of challenge and crisis, real estate professionals from all walks of life have suffered the wounds of a thorny year.

But many forged ahead and will continue to do so…some lucky few are even expecting business to pick up in ‘09. But, then again, it really has nothing to do with luck. It has to do with understanding and adopting the paradigm shifts swiftly taking root in our industry. The game has changed for good and you’d better have the new rulebook.

To close out 2008, therefore, we’re taking a look at the industry’s most significant paradigm shifts. Don’t mistake these for trends-these are long-term, if not permanent, foundational changes to the way real estate will be conducted in 2009…and well beyond. If you haven’t embraced these shifts yet, start now. They are critical to your survival and bounce-back in the real estate business.

1. Accepting Economic Reality

While maybe, deep down, we naively hoped that writing a $700-billion plus check would instantly infuse new life into our failing economy, it’s important to realize that overall economic health is far down the road. And, according to most real estate pundits, the boom years of the early 2000s will probably never be seen again.
Why? For starters, unbridled price appreciation is most likely gone for good. Blamed, in fact, for many of the ills of the housing market and, in turn, the economic mess, skyrocketing housing prices, combined with pernicious loans, led to most of the problems we are feeling today as homeowners, real estate professionals and American consumers in general.

Sure, it’s tough…but it’s not over. There is still success to be had in this business. But that success will only come with a full acceptance of the current state of the economy-a state that stands to stick around for a while-and learning how to operate within the new business model it presents.

“We’re in the fourth year of a market correction following an unprecedented decade-long run-up,” says Alex Perriello, president and CEO of Realogy Franchise Group. “So what do we do now? We have two choices: we can hope, in due time, that the market will recover…or we can roll up our sleeves and accelerate the process of this recovery.”

To stimulate sales, brokers and agents have to restore consumer confidence in the housing industry, says Perriello. Know your local numbers, he says, not just by zip code or city and state; drill the numbers down by price, property type and neighborhood, and share the numbers with sales associates on a weekly basis.

Perriello also recommends going back into client archives and mining the data on those who bought homes prior to 2003: “Mine the clients, pencil them out strategies and create interest in opportunities in the market.”

2. Waning Consumer Confidence

With all the talk about consumers “sitting on the sidelines,” unfortunately, there are many who’ve now moved from the “sidelines” to the parking lot. The economic meltdown that began in late September has left many consumers less worried about selling their homes, and more worried about keeping their jobs and paying their bills.

“We have this mindset across the U.S. that I call, ‘recession, depression, obsession’,” explains Ron Peltier, chairman and CEO, HomeServices of America. “With all of the negative media, consumer confidence is at an all-time low. In business, in general, 70 percent of the GDP (gross domestic product) is driven by consumers. We are in for an extended recession, perhaps even depression, if you talk to some people. And, if we continue to obsess over that, people will hold tight.

“Our job is to make consumers understand why real estate is still a smart investment,” he continues. “We need to take the proper initiative in each market to get to the news media and talk about the very things we know ourselves-yes, the market corrected and yes, values have dropped, but over a five-year horizon, real estate is still a great investment and very safe. If consumers embrace that, we believe that there will be buyers.”

3. The New Lending Landscape

While industry professionals continue to examine the bailout bill and its possible effects on the housing industry and America at large, many lending institutions are taking the problem into their own hands and offering programs and support systems to families across America. “We will work with families who want to save their homes but are struggling to make their payments,” says Charlie Scharf, CEO of Retail Financial Services at Chase, one company that’s being proactive in today’s uncertain market.

With the lending landscape continuously changing, institutions are modifying their practices to best suit the needs of homeowners. In fact, for the first time in 30 years, HUD revised its RESPA rules in order to restore trust in the housing market. “The new RESPA rules seek to bring more clarity and certainty to the real estate market,” says Steve Preston, HUD secretary.

In addition, the government bailout that was approved in October was recently revised. Regulators were given the power to change the plan, hoping to gain the support of all Americans. The plan, as it stands now, is to give money to financial institutions in return for stock, rather than buying the securities that no one else wants. The objective? Get the banks to start lending again.

Whatever the outcome, agents and brokers must step into the role of financial adviser to guide clients through the new lending waters. Make sure your knowledge of the latest bills, restrictions and credit guidelines is encyclopedic.

4. Creative Cost Control

When the going gets tough, budgets get slashed. It’s a basic business fact of life. But for the successful broker and agent, cost cutting is not random, but rather, a highly creative and refined process. Rashly cutting your marketing budget, for example, can diminish your presence in your respective marketplace, stem the flow of leads and give your competitors a chance to step up and reclaim market share.

Look to more creative cost-cutting ideas instead. Begin by removing underperforming, wrong-attitude personnel, but then look to those areas that will save you money without reducing your prowess and reputation. Chad Ochsner, president of RE/MAX Alliance in Denver, for example, devised a clever way for his agents to save money while also giving an important nod to the environment. This past summer, in the face of dramatically escalating gas prices, Ochsner’s agents asked clients to narrow down their home choices online in order to streamline driving time during showings. Agents then charged clients a gas surcharge for any above-and-beyond time spent driving to scope out homes.

Gino Blefari, president and founder of San Francisco-based Intero Real Estate, recently told the audience at RISMedia’s 13th Annual Power Broker Forum that he managed to cut $1 million from his budget. Among the laundry list were seemingly insignificant items, like getting rid of the “exotic coffee machines” and becoming a green operation. If you’re of the mind that the little things don’t matter, remember that every item contributed to Blefari’s $1 million savings-a savings, by the way, that’s allowing him to grow his franchise and open new offices.

5. Green For Good

Over the past months, we’ve witnessed an unheard of amount of information, deliverables and attention paid to green initiatives. Moving into 2009, expect this shift to become even more prominent and permanent as brokerages look to save both money-and the Earth.

Initiatives like NAR’s new Green Designation and the emergence of Ecobroker are quickly gaining popularity.
“It’s our job as stewards of the environment, but also as real estate agents, to educate our clients about what they can do in the homes that they’re buying and/or selling to help this cause,” explains Carson Matthews, a Realtor with Atlanta-based Harry Norman Realtors. “I really kind of preach about greener living, with the hope that others will follow suit.”

“The greening of the industry is no longer just a trend,” adds Chad Ochsner, president of RE/MAX Alliance in Denver. “It’s become an expectation.”

From paperless transaction management software to recommending more energy-conscious products for the home, brokers and agents will push for green living well through next year.

6. Seeing Real Estate Clearly

The wealth of information online is experiencing exponential growth on a daily basis, taking transparency to a whole new level. Consumers want more information-and they want it fast.

Real estate verticals such as Realtor.com, Zillow, Trulia and Point2 have become mainstays by offering the ability to view millions of listings and their photos.

“The bottom line for an agent with a listing is that you want that property viewed by as many people as possible,” says Kaira Sturdivant Rouda, president of Ohio-based Real Living. “Partnering with [listing sites] is the way to do it. Listing data today is ubiquitous. The more credible places your listing appears, the better.”
Be on the lookout for even more transparency from Fidelity National Real Estate Solutions’ Cyberhomes. The company is prepping to unveil its newest offering-Neighborhood Outlook, which lays out a detailed account of market trends such as loan delinquencies, REOs and foreclosures in any given neighborhood.

Another sign of transparency: collaboration. From Realtor.com’s recent agreement to list FSBOs from forsalebyowner.com to RISMedia’s own partnership with Realtown.com, real estate’s top players realize that working together will deliver even more to consumers.

To that end, companies such as Yahoo! Real Estate, Trulia and Zillow have even adopted a new standard data format for the distribution of real estate listings online. With this standard, listing providers will be able to distribute their listings data to several of the leading real estate sites in one common format, making it easier to get critical information to consumers faster and more efficiently.

7. Differentiation That’s Actually Different

Agents have long touted their differentiation in their respective marketplaces. But the reality is, claims of offering the “best service” are prevalent…and getting old-especially in a down marketplace where consumers are seeking serious financial advice.

Truth be told, most consumers view all real estate agents as more or less the same, and for the most part, not very favorably. According to a 2006 Harris poll, in fact, real estate agents ranked last out of 23 professions in terms of prestige!

To truly stand out in today’s real estate marketplace and dispel poor perceptions, agents need to increase their professionalism by becoming an expert resource and provider of consumer-relevant information.

RISMedia’s recently launched Top 5 in Real Estate Network®, for example, offers agents a way to promote their differentiation and elevated status to consumers by providing consumers with the high-level information they crave. While we all love a good recipe, these are serious times that demand serious information.

“A greater commitment among real estate professionals to meet the increasing informational interests and demands of consumers is needed now more than ever,” explains RISMedia President and CEO John Featherston. “Regrettably, many consumers perceive that real estate agents are principally only transaction-to-transaction oriented. It is to the benefit of our entire industry that these perceptions begin to change-this can only take place by strengthening our profession’s commitment to meeting the informational needs of consumers.”

8. Bye-Bye, ‘Back to Basics’-Hello, ‘New Deal’

Disclaimer: Mastery of real estate fundamentals is, of course, very important.

That said, it’s not nearly enough to hang your hat on. Real estate professionals who wish to be around for the long-term must embrace new ways of doing business, starting with the messaging they are sending out in their local markets.

“In 25 years, I can’t recall a marketplace like this,” explains Allan Dalton, president, RISMedia’s Top 5 in Real Estate Network®. “In my travels, I hear, ‘We’ve got to get back to basics,’ but no one describes what that means. We have to be cautious before being that nostalgic. The problems we have are far more pervasive. We don’t need to get back to basics. We need a ‘New Deal.’”

According to Dalton, agents have to change the way they market themselves as an industry. “We have to change the messaging. Never before have consumers been in greater need of being persuaded and never before have so many not been persuading them,” he says. “Our job is to inspire the consumer. We have to put a tourniquet on the bleeding on where the market is going.”

9. Real Estate’s New Face

If you’re among the few who view the multicultural market as a trend, you’re missing the boat-and a wealth of real opportunity.

“Growing your business in the midst of a major economic correction is not the first thing that comes to mind for most organizations, but the customer segment that the industry has traditionally overlooked may now be our economic lifeboat,” says Oscar Gonzales, founder of the Gonzales Group. “Since 2000, we have seen a significant shift in the profile of consumers as the multicultural consumer has grown both in population size and buying power.”

In a real estate market that has us all on our toes, a comprehensive understanding of the rapidly growing multicultural market can only help. Real estate professionals can capitalize on this market segment if they take the time to learn about and understand these cultures.

“What’s been eroded in this industry is trust,” says Robb Heering, founder and CEO of Casa Latino Franchise Corp. “Multicultural consumers need to be educated on how the home-buying system works as well as on the value of credit and banking.”

9. Targeted Technology

It goes without saying that technology is an invaluable tool for today’s real estate professional.

“As we are no longer dealing with a local client, our pathway to everyone begins with technology,” says Carlina Boji, broker/owner, RE/MAX Classic, Farmington Hills, Michigan.

Today’s successful real estate companies have made it their mission to equip real estate professionals with the tools they need to reach consumers. Listing homes online isn’t enough anymore, and VuVista is one example of a technology company offering more in today’s market.

“Our new iVuZoom technology allows us to take the virtual tour concept one step further and deliver an immersive and interactive virtual tour,” says Steve Marques, president and COO, VuVista. “For the first time, you can have a 360- or 180-degree panorama, stop the picture and zoom in to see precise details.”

Also, as cell phones continuously infiltrate the real estate industry, the mobile search concept has taken off and changed the way agents and consumers share information with one another.

Not only are technology companies targeting the Internet, but BlackBerries and iPhones have become a common information-sharing avenue as well. RE

There are those who make things happen, those who watch what is about to happen and the rest who wonder what happened. Some people instinctively know precisely what to do next in order to progress and succeed, and yet the high majority has to be shown the way. The former are the leaders and the latter are the followers. Which one are you?

A leader in the real estate business in a brokerage is either the managing broker/owner, the top-producing salesperson or an administrator overseeing secretarial. It’s the individual who leads the pack, sets the tone and radiates an absolute sense of conscious competence. In other words, “they know that they know.”

In all expressions of human potential, no matter what the endeavor, energy flows from the high potential to the low potential. That’s simply Physics 101. The ones on top have acquired their knowledge, wisdom, understanding, strategy and timing through book learning, seminars and experience. The ones at the bottom haven’t. Moving from bottom to top is a matter of desire, absorbency and doing what works.

To move from here to there as quickly and effectively as possible requires leverage and momentum. In this regard, it’s imperative to surround yourself with good people and systems that are “state of the art.”

If you are an associate broker, broker/owner or someone who has a deliberate intention of running their own brokerage someday, then consider the following based on what has been said:

1. There are thousands of real estate agents who are Baby Boomers (50s and 60s) who are going to retire in droves over the coming months and years.
2. Like most people in North America, many of them have no pension to speak of and very little savings.
3. The change in market has eliminated a large segment of the cash value in their homes.
4. It’s going to become time for them to retire but they’re probably in a quandary as to how to do so gracefully.
5. If they quit their present brokerage, much- if not all-of their cash flow stops.

These people are between a big rock and a hard place, and old brokerage systems won’t solve the problem.

Let’s examine this further.

An Agent’s Predicament
The real estate industry has always been predicated on the fact that, “you’re only as good as your last transaction,” or in other words, when you stop selling, the money stops coming. From this perspective, it becomes obvious that tremendous indifference concerning a salesperson’s family, future and safety is highly prevalent at all levels of a typical real estate brokerage operation, and runs rampant throughout the entire industry.

The entrepreneurial anthem has continued to be, “you eat what you kill,” and while this is fine and dandy in high-rising, long-lasting, positive marketplaces, it smacks of “who cares” when reality sets in and those so-called disposable salespeople simply cannot pay their bills or feed their kids, let alone have any kind of a lifestyle. From 2006 onwards, the foreclosure fiasco regarding sub-prime mortgages has rendered brokerages, salespeople and administrators in America rather helpless, all things considered. The fish are no longer jumping into the boat. It’s time for a reality check.

A Change in Approach
Change is in the air in real estate. It’s occurring at every level of what we do and what we stand for. For instance, the approach used by many top producers over the last 25 years has been customer-driven, not client-driven. The “Do Not Call List” is starting to change all that. Hunting over the telephone is going to become a thing of the past in real estate, and because of this, the modus operandi of taking listings is going to have to be rearranged accordingly.

Up to this point, it’s been all about the numbers game of “taking the customer off at the knees” with sophisticated closing techniques and then letting the MLS sell the listing. The greater the number of listings, the greater the sell-through and dollar return. This, however, as a system, is going the same way as the dinosaurs. Once you’re on that list, you’ve stopped agents from calling. The methodology is then rendered benign. Again, the indifference of a non-service oriented approach has to be eliminated. It simply isn’t good enough.

The public wants service. Let’s face facts, they’ve already figured out that the MLS sells their listings. After all, how many double-enders have you done all year-5% or less? The industry is going to have to shift over to client-driven methods-a customer buys from you once, while a client buys from you every time. If they were good enough to deal with once, they should be good enough to do business with every time. Agents are actually going to have to develop a reputation for service again. Imagine that. But today, try to find an agent anywhere across the board who really follows up and follows through with people, with systems and services to the point that the customer would recommend them to others, or come in again for another try at a future date. It’s no wonder that the public is unimpressed with Realtors. They find them to be-let me say this one more time-indifferent.

My Own Personal Rant-Maybe It’s Yours, Too
The industry allows just about anyone who can pass the “Pittsburg Glass Test” to have a real estate license. If your breath appears on the mirror, they will hire you. After all, as an example, you can get your license in Brooklyn, New York, with course materials lasting just six days and costing a mere $200. This bottoms out at $100 in some places in Florida.

In other words, there is practically no educational prerequisite of any consequence and no expense factor to overcome in real estate whatsoever, and, these factors can lure in those who are basically unemployable anywhere else. This makes for a loser mentality. This is an embarrassment to anyone and everyone who considers this to be a career and a reputable profession, as opposed to just a job. We all know that you become what you surround yourself with. The result of this is a pathetic state of affairs. Last year, more than 400,000 Realtors, out of a total of approximately 1.4 million, wrote not one nickel of business from selling real estate and they were allowed to keep their jobs. So the question is, where is management? But then again, nothing from nothing is nothing.

If you ever wonder why we took the time to create, develop and build EXIT Realty Corp. International and all that it stands for, you don’t have to go too much farther than this. We learned a long time ago that you can’t soar like an eagle if you’re going to surround yourself with turkeys.

An Interesting Comparison
While getting my hair cut, I asked the manager of the operation how much it costs to get a hair-cutting license, and how long it would take. I’ve known him for years and he immediately responded saying, “You have to attend 220 days of classroom study and pay between $7,000 and $10,000, depending on the school. Now just imagine that-a solid year of participatory training and that kind of cost factor just to cut hair…and today, most use buzzers. By comparison, you can get a license to sell the largest asset a person will probably ever own for as little as $200 and six days of education. Now you can understand, with this “lack of flesh in the game,” why it’s quoted that 68% of all lost business in North America transpires because of indifference. Most of our industry’s participants just couldn’t care less. They’ve got nothing to lose.

So you can see, even with this, that most of the sheep are heading for the cliff. In order to make progress and succeed, it’s imperative to go in the opposite direction.

EXIT Realty is purposefully designed to be different but never indifferent. The “same old, same old” is simply not good enough here.

Prior to EXIT, there were companies that provided straight commission splits, desk fees, deal fees and multi-level marketing and they have not remedied the situation nor the circumstances whatsoever. None of the problems have been eliminated by those systems. They aren’t geared to provide financial leverage in shifting markets, let alone create a future or generate safety for a family. You could literally work there 40 years and retire broke. There are no retirement or beneficiary benefits whatsoever. They all scream out their battle cry, “Me first!”, “It’s all about me!” and “What about me?” and finish broke or broken. Try to find anyone who ever retired rich as a result of selling real estate to customers on one of these systems. I’ve been searching for 32 years and I haven’t found one yet.

The ego-driven attitude of “gimme, gimme” has resounded in real estate for decades. However, when you look at your own life and all of the goodness that has transpired there, am I correct in saying that most of it happened because of giving as opposed to getting? Isn’t empathy what we’re all looking for? Isn’t helping others for their sake important? Isn’t empathy (giving) what you’re trying to teach your kids?

With this in mind, we structured our entire system at EXIT around empathy. People helping other people; it generates a more productive, harmonious and compatible workplace. This far outflanks brokerages that are filled with people simply looking out for themselves. Ours is a safer, sounder and healthier work environment.
Keep in mind that with those 10 signatures in the example above, (agents sponsored in earning $100,000 each), John would have $1 million in the bank in 10 years, generated by someone else’s energies.

Well-what are the chances of you having $1,000,000 in the bank in 10 years based on what you’re presently doing?

Interesting question isn’t it?

Look at this: If an owner of a substantial brokerage with 60 agents, for example, earning an average of $60,000 each, decided to convert to EXIT, some interesting financial benefits transpire. The broker would sponsor all the agents into EXIT at 10%. Well, 60 people earning $60,000 gross would generate $360,000 a year to that broker with no management hassles. Plus the broker could retire and still receive $252,000 a year. Not a bad pension!

If he continues the old way, however, he’ll eventually try to sell the brokerage. Question: For how much and to whom? Will he get all his money upfront, and if not, what and when, etc.? At EXIT, upon retirement, he would generate $504,000 in two years. Try to get that as a sale price on the street on the old system.

This EXIT System is great because it means more…much more of everything. In fact, single-level residuals were so impressive to the Canadian government that they paid us over a million dollars in grants for the development of the software program that pays residuals out through e-business. When your government backs you, you’re probably on to a pretty good thing.

Since the industry lacks education that’s thorough, effective and appropriate for the jobs that need to be done, we at EXIT have again gone the opposite way. We have the most advanced, most highly refined and most effectively taught educational programs in real estate anywhere in the world. Those who have witnessed it will attest to this. We consider all our agents valuable. They’re the assets of our business. And since selling is the only source of income flowing into a brokerage, whereby everything else costs money, we act accordingly. We respect those people and we do everything necessary to get the very most and best out of them accordingly.

Our mission at EXIT is simple and straightforward. We intend to be the very largest and most productively successful real estate company in the world. We are all focused on absolute success and we refuse to be indifferent!

Those who have taken the time to listen to the EXIT Formula of single-level residuals know and understand that our mission will become an absolute reality. It’s just a matter of time.

Those who have been all wrapped up in a busy market, now have the opportunity to revisit EXIT and take a longer look. Those who do so will recognize the opportunity immediately. Those who don’t will have to put up with the industry’s old ways.

EXIT is designed for those who truly want to get the finest return on their invested time from this business. If you’ll explore it, just for a moment, you’ll find a new world of potential that you would have never dreamed possible. We would love to have you join us and become part of this revolutionary movement of progress. If you’re a leader, you will find EXIT irresistible. If you’re a leader’s leader, you will recognize EXIT as a calling, not just a career. RE

Now Look at This for a Moment!

-All of those Baby Boomers previously mentioned, who will eventually be looking at retirement, have a unique potentiality at EXIT.

-During the currency of their stay at EXIT, they can introduce other agents to management and receive a benefit based on closed transactions equivalent to 10% of the gross of the new agent’s production every year the agent stays. This does not affect the new agent’s commission.

-When they retire, this reduces to 7%. This means cash flows in from the efforts of others still working, while they’re in retirement. It’s unlimited.

-An example (in large round numbers) would be as follows: John sponsors 10 agents producing $100,000 gross into EXIT (any place we exist) and Head Office pays him the equivalent of 10% x $100,000 or $10,000 per agent x 10 = $100,000 of extra money yearly. This is in addition to his commission for selling real estate. When John, retires this is reduced to 7% or $70,000 a year.

-Seven signatures equaling a pension of $70,000. Not bad!

-You can’t get that anyplace else. In fact, what is your pension when you retire on your current plan?

-Perhaps it’s a good idea to own a brokerage that provides this kind of opportunity.

-It’s certainly a fine decision to join EXIT in either case.

Steve Morris is the CEO and founder of EXIT Realty Corp.

For more information, please visit www.exitrealty.com.

By Stephanie Andre

Differentiation is a big issue in today’s real estate reality. The past 12-18 months have proven to be quite challenging for many, so there’s good reason to find something-a marketing plan, a consumer incentive, a trusted service provider-that will help brokers and their agents stand out among the crowd.

To that end, HSA Home Warranty has taken its place in the real estate landscape quite seriously, focusing its efforts on nurturing relationships with its current brokerage clients and making great strides to forge new partnerships across the country. Here, HSA Home Warranty President Mike Clear and Gary Lombardo, executive vice president of sales and marketing, talk candidly about the extent of the work that goes into forming such partnerships, the importance of solidifying those relationships and why it’s such a labor of love.

Real Estate magazine: Things have been very busy at HSA over the past year-can you talk about what’s been going on?

Mike Clear: In the last 18 months, we’ve made it our business to go after some new real estate firms. It’s been a lot of work, but definitely worth it. We are embarking on some great relationships that will continue to fuel the success of our company. However, as always, we are also very cognizant of the support our current partners provide. Without companies like Howard Hanna Real Estate, whom we’ve been with for more than 15 years, Shorewest Realtors (20 years), and Metro Brokers/GMAC out of Atlanta, we wouldn’t have the ability to reach out to those additional brokerages.

RE: To what do you attribute these long partnerships and why do you believe your new partners are jumping onboard?

MC: Generally speaking, once you’re a partner with us, you stay a partner with us. Everything we say we’ll do, we do-and that matters. We are constantly working to exceed our clients’ service expectations. Some of our newest partners-Edina Realty, Prudential Fox & Roach and Prudential Georgia (see sidebars)-now know that.

We work by the philosophy that we are the premier choice so we partner with the top companies. We are not a vendor; we are a partner. We are driven by our integrity initiative-if we can’t deliver it, we don’t say it. If we make a mistake, we make it right. Those are the attributes brokerages look for in a partner. Our clients will tell you that.

Gary Lombardo: The most important message we communicate is that there’s another level of personalized, customized service that real estate brokerages can expect from a warranty partner. That goes a long way toward fostering these relationships. What we’ve done through investments in technology and our call center operations is offer a level of customer service that most people don’t expect from a warranty partner. That, in turn, brings us longstanding relationships with our partners.

RE: How do you differentiate yourself from your competitors?

MC: One of the best differences between HSA and others in the industry is that we produce an entire marketing plan with a prospective partner-that is, someone who’s not yet a client. That, to me, measures our commitment.

GL: When we share our customized product, they’re wowed and say, ‘Why hasn’t anyone else taken this approach?’ Well, that’s because it’s a labor-intensive, expensive program to develop; it is a proprietary customer service software package.

It’s also ultimately about keeping promises at the boardroom table. We’ve realized that more than any other industry, this one is ‘local.’ We don’t pretend it’s something it’s not-that really sets us apart.

And because real estate is local, adapting that motto to our relationships is key. No two organizations are alike; that should be embraced-it’s not a bad thing.

RE: How have these new partnerships impacted your company?

MC: We have a very high renewal rate-something that we hope to keep for many years to come. It’s afforded us experience and increased exposure in the industry, overall. Our efforts show that we are willing to invest in a partnership. We’re doing business with reputable companies that have good representatives. Those are the people we want to work with.

RE: What is HSA doing to maintain its existing relationships?

MC: Our clients stay with us because we do a great job of keeping up with their unique needs. We treat every market uniquely; we offer customized products for our partners that are exclusive to their market area. We don’t come in and say, “Here’s our national product.” We have catered and customized our offerings to coincide with the current market conditions. We take the proper time to do the proper things-for example, we spend a lot of time training people in our call center, explaining to them the ‘unique’ attributes and needs of each of our clients.

RE: How do you communicate down to the agent level-oftentimes, the people who need you the most?

GL: We work with our territory managers who are required to develop relationships with agents. Again, that’s not something they’re accustomed to. Traditionally, home warranty has been sold like title and mortgage. We are not traditional.

We’ve taken communication with agents to a new level. We ask them, ‘How often would you like me to update you on our warranty product?’ ‘How often would you like to be notified about claims paid-monthly? Quarterly? Annually?’ ‘How would you like that communicated-dropped off to your office? E-mailed? Faxed? Mailed?’

What all of this does is not allow things to fester and bubble up until they reach the management level. Everything we do at a corporate level now goes to the agent themselves. After all, they are independent contractors.

Developing a relationship at the agent level is the most important part of the partnership. We work hard to help enhance the agent’s personal image with marketing materials and the communication about claims paid, for example. Even beyond the first year, we continue to notify them four and five years out about claims payment. That, in turn, can lead to a follow-up call to those clients and potential new business. And that, for agents, can pay great dividends.

RE: Why is the relationship-building so important?

MC: Relationships are critical. We invest in our relationships-that’s why we don’t like to be called a vendor. We work hard at our longstanding friendships and relationships. Our clients know that they can call my office or Gary’s office at any time. In a time of cutting costs and tightening the belt, that level of partnership is critical and necessary.

RE: How does HSA plan to continue pushing ahead?

MC: Our company is on a rapid growth path; we are gaining more market share. We are working hard to ensure that people realize that a home warranty is a “gotta have it” product-like home or auto insurance. We’re going beyond what people expect for a home warranty.

We’re also working very vigorously on some energy-efficiency initiatives for homeowners. With the economy in such a tough spot, we are delivering top products that will save consumers money and energy in the next 12 months.

GL: The beauty of our industry is that real estate companies and agencies like to replicate successes-they look to each other. We are benefiting from that; there is a buzz coming. I love that, despite the competition, this industry is still made up of independent contractors, yet they are not afraid to share their successes and thoughts.

An Exclusive Plan for an Exclusive Product

Henry Brandis,
Senior Vice President,
Corporate Services, Edina Realty

Deciding to choose an exclusive provider of home warranties was easy for Henry Brandis. One look at HSA’s professionalism, product and willingness to work with his company-Edina Realty-was all he needed.

“We had spoken with them and had had several meetings, and found their willingness to accommodate the special needs of our marketing objectives just right,” says Brandis, senior vice president, corporate services, Edina Realty.

Special needs, indeed. Edina offers its clients a custom-designed program called Edina Home Services Plus, which combines home inspection with the home warranty, and includes additional coverage not included in a traditional home warranty. As part of that plan, those who elect to purchase it will have a home warranty on the home they are putting on the market-or if they’re a buyer, it could be part of the deal when purchasing a home.

“HSA was more than willing to work with us on the program and still have it be private-labeled,” says Brandis. “That was imperative for making this partnership happen.”

For Edina Realty’s agents, it gives them a specific point of distinction in the market, he says-”It shows buyers and sellers a service that is very helpful in making properties more attractive than those of the competition. With the glut of inventory nowadays, this truly helps our agents and their listings stand out.”

Offering the ‘Right Choice’

Dan Forsman,
President & CEO,
Prudential Georgia Realty

For Atlanta-based Prudential Georgia Realty, the decision to sign on with HSA coincided perfectly with another milestone for the company-the launch of its own customized platform suite of services: Right Choice Home.

“We actually used HSA to launch the system,” explains Dan Forsman, the company’s president and CEO. “It’s our vision statement-the right choice. It just made sense to use that name and to launch with HSA’s help.”

The program, which includes a specialized home warranty from HSA, also includes residential appraisal, tech showcasing and a host of other features. Similar to other full-service packages, Forsman’s offering also includes a home warranty that begins during the listing period so any issues on the home can be taken care of before closing.

With HSA for only four months (at press time), Forsman’s quite pleased thus far. “The relationship has exceeded expectations-the capture, coverage and accessibility for clients has been very valuable.”

What’s more, Forsman says he’s put his trust in HSA because of the company’s commitment and focus on winning through the current real estate environment. “Their core values are in line with what we’re doing at Prudential Georgia every day, and it’s why they’re becoming the market share leader in their business.
“They know their business-it’s all they do.”

Expanding on a Good Thing

Steve Storti,
Senior Vice President of Marketing,
Prudential Fox & Roach

Prudential Fox & Roach has had a different sort of start to its exclusive relationship with HSA. Already using the exclusive provider in the company’s New Jersey offices, the corporate team decided it was time to bring HSA’s services company-wide.

“A deciding factor for us was, of course, their flexibility and willingness to work with us to provide exceptional service to us and our agents,” explains Steve Storti, Prudential Fox & Roach’s senior vice president of marketing. “We had great service experiences in New Jersey and decided to finally expand the relationship. It’s easier for us as a company-for the sake of communication and uniformity-to use one provider, and HSA was it.”

Like some of HSA’s other partners, Prudential Fox & Roach does have a customized service network. However, according to Storti, one of the biggest reasons he encourages its use is to protect his buyers and sellers.

“We try to encourage our clients to get the HSA home warranty to control issues of litigation-we use it as a risk management tool,” he explains. “This keeps home sellers and buyers out of trouble when something happens right after the transaction. It eliminates nuance problems with one simple purchase.

“We actually encourage all of our sellers to purchase an HSA home warranty as part of the listing agreement. If they commit to it, they are covered during the listing period-they are covered for free.”

What’s more, Storti’s company also encourages buyers to ask for it. “Make it part of the offer-‘We’re going to offer X for the house, but we’d like a one-year warranty included,’” he says. “Because there’s a lot of product on the market, few sellers refuse.”

Storti says the flexibility that HSA offers has helped the success of the plan. “With the HSA partnership,” Storti says, “we have the ability to ask them to do things that are over and above the typical warranty provider relationship-and that’s invaluable.”

For more information, please visit www.onlinehsa.com.

An insider’s perspective on the creation of Better Homes and Gardens Real Estate

By Maria Patterson

RISMEDIA, August 25, 2008-In real estate, constant flux is a fact of everyday life. The needs of buyers and sellers are always evolving, while the practices used by sales associates rely on a mix of tradition and fluidity. In that vein, we’ve decided to let executives from the new Better Homes and Gardens® Real Estate brand tell their own story of change and how they plan on exceeding the rapidly evolving needs and expectations of the world of real estate. Their charge: to create a global real estate organization built upon a brand known and loved by millions. Their challenge: to do it in only nine months, all in an effort to introduce something new to the industry and its customers.

New Brand, New Experience
By Sherry Chris
President & CEO

Autumn in New Jersey is like life inside a painting-hues of yellow, red and brown are everywhere, while restlessness starts to set in with the return of winter.

It’s October 2007. I eagerly signed on to lead the creation of something big: Better Homes and Gardens Real Estate, a newly licensed Realogy Corporation real estate brand.

During my 27-year career in real estate, I’ve worked in almost every role imaginable. But this-the opportunity to build a powerful brand that resonates in a positive way with consumers of all generations-was truly exciting.

Feeling incredibly inspired while also acknowledging the immensity of the task ahead, I realized that one of the best things about creating a new brand was the opportunity to hand-pick my team. I needed dreamers. Thinkers. Doers. A tight-knit team of people who could bring the brand to life with the eyes of an entire industry fixed upon them. A team with a complementary skill set and passion for what the future of the industry could look like. A team that was not afraid to challenge the status quo.

Once assembled, we all began by thinking through the meaning behind the brand. After all, Better Homes and Gardens meant something to the consumer and we needed to build a bridge between that and the real estate experience.

We asked ourselves the following critical questions:

• What did we want to communicate through our brand?
• What qualities and values did we want the brand to be associated with?
• What is the brand’s personality?
• How can the power of the brand be leveraged to benefit our prospective franchisees in unique and powerful ways?

We had to effectively tap into the power of the Better Homes and Gardens magazine brand and most importantly, its passion for the home. Hundreds of pieces of collateral would need to be created and eventually be put to use by our network. We needed to create an online destination that delivered an experience, not just data.

I had no intention of simply amassing a collection of beautiful images and words, as this would not be a brand built inside a design studio. It needed to deliver usable information to brokers, agents and consumers and, furthermore, it needed to be real.

Getting this right on the Web was especially important. For the past several years, I have spoken at numerous conferences across the country about the importance of technology as it relates to the industry. Building a platform that encompassed Web 2.0 technology standards, as well as a servicing platform to allow our brokers and agents to successfully grow their businesses, was critical. We invested heavily in this area-both in time and money. We also determined that building an online presence prior to launch via blogging was crucial-an important way of demonstrating our Web 2.0 philosophies of transparency and collaboration. In short, we were determined to set a new standard for real estate brand websites, and in the end, I believe we made that happen.

Since October of last year, I’ve been consumed by the passion for creating something new. Something we now get to take out into the world and share with others. The evolution of the Better Homes and Gardens Real Estate brand is a work in progress. Everything does not have to be ready by day one-you just continue to build and be flexible and change.

In the end, I can safely say we’ve only just begun.

A Different Kind of Real Estate
By Wendy Forsythe
Vice President, Broker Services & Product Development

I have found that in business, the most prudent approach to riding the highs and lows is to remain poised. It has served me well over the years. And yet my excitement for this opportunity outweighed my poise during that first meeting with Sherry Chris and Realogy Franchise Group President & CEO Alex Perriello, when I was offered the chance to join the Better Homes and Gardens Real Estate team.

Soon after this meeting, I realized that sometimes it’s OK to let yourself get lost in the moment. But only for a moment. Then it’s time to get to work.

For me, building a new brand meant drawing upon 15 years of experience in this industry and creating exceptional experiences for our franchisees, including a robust website with tools and applications that would enhance our customers’ daily lives.

This has been the goal of my last nine months: supporting our brand’s ability to enhance the lives of those who touch it.

Figuring out where to start was probably the biggest challenge. I was filled with ideas, even a few sleepless nights. But I dove in, focusing on building products and services without the constraints of inertia, politics or the incrementalism that befalls too many established companies.

I thought a lot about what a Better Homes and Gardens Real Estate franchisee and agent looked, felt and sounded like. Everything that we would do, build and deliver had to answer the questions, “How does this add value? How is it different?”

The days came and went. At night, whiteboards infringed on my dreams. I’d wake to the scent of dry-erase markers. The highs I felt daily had everything to do with the people I work with-an extraordinary group all focused on the same waking dream and answering big questions like:

• What is the best way to help our franchisees attract top talent?
  How do we develop an extranet that’s simple, yet covers all the bases?
  What tools and technologies must franchisees and their agents have in the era of Web 2.0?

We dove into implementation of the RapidResponse system, which will connect our agents to consumers faster than their competitors. We mapped out corporate inquiry distribution. An electronic marketing center for agents. Talent attraction seminars. Newsletters and business plans. And we focused on career development tools specifically for our agents, such as monthly teleseminar training programs, a sales dialogue wiki, a skills resource library and more.

Starting with a clean slate afforded us the opportunity to question standard solutions and seek avenues for doing things right from day one. But that was not easy either. Let’s face it: the bar had been set pretty high by Better Homes and Gardens magazine. In an industry that sometimes settles, that word was banned from our
process.

But we did it. Nine of the most amazing months in my career. And a prelude to what comes next: bringing the brand into the careers and homes of people hungry for something new in real estate.

Life Outside the Comfort Zone
By S. Nicolai Kolding,
Chief Operating Officer

China is a place where change is visible everywhere you go and the perfect place to receive news that Realogy was going to license the Better Homes and Gardens name for real estate.

I had been leading the mergers and acquisitions (M&A) team at Realogy. As was often the case, I was traveling far from home on their behalf-this was a lifestyle that I knew well and had adapted to. Even though I recognized years ago that there was a shelf life to my M&A days, I enjoyed what I was doing. I had been doing it for nearly a decade and I was in a fairly comfortable place.

So while I knew in my gut this was a once-in-a-lifetime opportunity, I also knew I would be taking myself far out of my comfort zone.

Late that night, from China, I e-mailed Sherry Chris as I was heading back to my hotel. I wanted to be a part of the team.

Our industry is undergoing a big shift. There is tremendous pressure on everyone involved to prove his or her value. The franchisee expects it from the franchisor and the consumer expects it from the broker and agent. Both want a more efficient model and are demanding a more compelling value proposition.

Sherry gets this. And creating the Better Homes and Gardens Real Estate brand could place us at the controls-rather than in the passenger seat-as our industry undergoes this momentous shift.

From day one, we set out to create a model and value proposition that set us apart-and challenge some of our sacred truths-in order to win over the consumer. We wanted to hear each of our three constituents-brokers, agents and consumers-tell us that we listened, that we “get it,” and that they couldn’t envision doing business with anyone but us.

I oversee the brand’s global service platform and internal operations. I see my M&A experience as a clear fit to develop a servicing platform that is focused on the brokers’ long-term strategy and financial well-being. My group is definitely very numbers-oriented, but we understand the industry. We want nothing less than for our franchisees to be blown away by the depth of our passion and innovation.

We set out to build dynamic, but functional tools to help our franchisees operate more profitably. To understand their financials, what their challenges and opportunities are, and to help them plan ahead.
I think the industry has, in general, sold the broker short on analytics, based on the assumption that it’s neither wanted nor understood. I disagree. I think there are many brokers out there that want something different than what’s being offered and I am committed to giving it to them.

This process, however, has been different and goes way beyond the numbers. It’s harrowing when you have to build it yourself, especially when there’s only a few of you in the beginning. In early meetings, some fundamental, directional questions were flying around the room and people looked to Sherry, Wendy and myself for answers on where we wanted to go. No matter who is contributing, all of our planning is about delivering exceptional service to our franchisees. We want to be bold, daring and always challenge ourselves to see the future first.

Not too long ago, we had a meeting with a broker who was trying to decide whether or not to sign a franchise agreement with us. After I explained our service platform, I launched into an impassioned summary of our strategic planning process. Thankfully, I didn’t scare them off too much. I guess that is what happens when you forgo comfort zones and leap into new opportunities. RE

For more information, please visit www.bhgrealestate.com.

ERA Real Estate Broadens Its Worldwide Presence

By Stephanie Andre

RISMEDIA, July 2, 2008-Long before it was in vogue to expand a real estate company’s business beyond U.S. borders, ERA Franchise Systems LLC was international. A trendsetter in global growth for more than 25 years, ERA has been increasing its reach from continent to continent, now amassing offices in 50 countries and territories. And, according to the company’s leader, international growth is still a major priority.

“Our current strategy is to continue to increase our presence-both in the U.S. and internationally,” says Brenda W. Casserly, ERA’s president and CEO. “We will do that by continuously aligning our efforts toward making the international and domestic buying experience easier and more user-friendly.”

Compared with much of the U.S. real estate market, reaching out to international waters is the status quo to ERA. For a number of years now, ERA has had more offices internationally than in the U.S. “We are proud to consider ourselves a true, international franchise,” says Casserly.

At the crux of that success is the business of real estate in its purest form: building relationships, according to Rashard Gathers, director of international service & operations for the Realogy Franchise Group within Realogy Corporation, ERA’s parent company.

“ERA is a relationship brand, and real estate is a relationship business,” says Gathers. “The power of relationships is universal around the world. Our international master franchisees have fostered the professional partnerships and cultural connections in their respective countries, which have helped expand our brand globally.”

To that end, the company has taken on the arduous task of building a new, more dynamic website in which ERA brokers and agents will be able to dynamically exchange active listings data-in the U.S. and abroad-in real time.

Coming Together

The focus at ERA is clearly on bringing together the company’s U.S. and international interests-in one integrated location, explains Casserly.

From its annual convention to its smaller meetings around the globe, the company makes a point to ensure international broker participation in addition to brokers from within the U.S. In fact, at its most recent annual convention held in Florida earlier this year, over 100 international brokers and master franchisors attended. They also regularly take part in the company’s top agent and broker meetings and in brainstorming conference calls, Casserly says. “We participate together and share many thoughts on the business, including marketing ideas,” she explains. “Most countries are eager to learn what we do here in the U.S. and what ERA can do
internationally.”

That said, Casserly says the relationships she’s formed have definitely been reciprocal, as she’s learned much about the methods by which other countries handle the real estate transaction.

“We’ve learned over the years from the international markets we have entered that the way you practice real estate really depends on the country,” explains Casserly. For example, in many countries outside the U.S., exclusive listings are not the norm, however, the franchise model is helping to cause a paradigm shift in the sharing of listings. In some European countries, it is common for customers to just get a key and look at the home themselves. While in other countries, the nature of their financing options requires that buyers put down a large percentage or even enter into 100%-cash buys.

Casserly tells an interesting story about when ERA was expanding its network into Israel. “It was during a time when a lot of bombings were going on in the country,” she explains. “The whole time I was thinking, ‘Through all of that, how do you sell properties there?’ Meanwhile, the new franchise owner in Israel later told me his concern and what he wanted to know from us was, ‘How do you deal with discounted commissions or people trying to recruit your agents?’

“What that demonstrates to me is that real estate is real estate-anywhere in the world,” Casserly continues. “It comes down to your own environment and culture, and the ways in which you can best serve your customers.”

Different Language, Same Strategy

Despite cultural differences and the sometimes-obvious language barriers, ERA’s approach remains the same-”It’s a global Internet strategy,” explains P.J. Martin Smith, senior vice president of marketing for ERA Real Estate. “For example, we currently translate every page of ERA.com into Spanish. That means every listing page, every agent profile-everything.

“Once on the site, we believe it’s all about interactivity for the consumer as we help them find a property,” explains Martin Smith. “They can do so many things-explore properties via satellite and mapping capabilities, complete a floor plan, create a room or even add furniture to that room. Children have the ability to interact in the moving process as well as with ERA Kids. We want to drive consumers to ERA.com. Once there, we want them to find it viable so that they’ll come back.”

What’s more, the company also offers its brokers and agents TeamERA Magazine, in which each issue includes information on international trends and information. “We have found that the most frequently read articles are on how others are doing business in their own countries,” she says. “We always ask five quick questions, just to get a grasp of what the industry looks like in that country.”

On the back end, adds Gathers, the company provides its affiliates worldwide with a host of tools and systems to ensure their marketing message is being heard on the local and regional level.

“They are able to customize those platforms for their local needs, and still convey a consistent ERA-branded message,” he says. “We assist the international master franchisees with composing their value package, which reflects the core competencies of the ERA system and the master franchisee at the same time.”

A Global Gateway

Moving ahead, once the new ERA.com is debuted within a year, consumers will be able to instantly connect from the company site to affiliate brokerages from continent to continent and coast to coast, says Casserly.

“Consumers will be able to search ERA.com for all available listings in a marketplace and then directly link to an ERA broker for help,” she explains. “Ultimately, that’s the goal-for ERA.com to be a destination, but also a gateway to our global network of brokerage websites.”

Another global strategy comes with the company’s listing distribution strategy. ERA’s plan to fully expose its listing base to the entire market began about two years ago, according to Martin Smith. “We started to realize that there are a lot of other places consumers visit to look for real estate,” she says. “It would not be realistic for any real estate company to say, ‘We hope that consumers will only visit our website.’ We wanted to be ahead of the curve and partner with companies such as Google Base, Yahoo! Real Estate, and Land and Farm to give our customers more visibility.

“At the end of the day, it’s still about building relationships, and we are doing that by feeding those listing distributors information every day,” she adds. “We are providing full exposure for sellers so that they have the greatest ability to sell their property.

“The redesign of ERA.com is massive,” continues Martin Smith. “Our new unique systems and tools combined with our ability to search all listings in a marketplace will promote interaction and provide the ultimate experience for the consumer. In addition, the integration of our international listings truly makes us a global site.

“We have a great combination of national and international business expertise for our affiliates in any of our U.S. local markets,” she adds, “but we also have the ability to touch the world with easy and efficient systems and tools.”

Those tools, says Bill Cogan, vice president of interactive marketing for ERA Real Estate, will make for a complete user experience-whether the consumer is looking for property data or community information.

“Anyone can buy community data, but it’s not complete; it’s not authentic,” he says. “The local agent is really the expert in that area. We encourage that ERA.com will continue to provide information on properties, but push consumers to the local agent for local information. They’re the experts.”

More Growth on the Way

“In the next year, we will have a lot of big things going on,” says Casserly. “You’ll see our new website and we’ll be reaching out to new countries and helping them to grow.”

By this year (at press time), ERA had already opened franchises in Morocco, Guadalupe, Italy and Turkey.

Building a Global Organization

To bolster its international growth, ERA Franchise Systems LLC sells Master Franchise agreements through its parent company, Realogy Corporation. These agreements grant select companies and individuals the rights to market branded, franchised real estate brokerages to entrepreneurs around the world.

“The Master Franchise model works well for us, so that the ERA network around the world is distinguished by expertise in individual markets and by strong cultural ties,” says Rashard Gathers, director of international service & operations for the Realogy Franchise Group.

Through these Master Franchise agreements, ERA assists master franchisees with the tools, systems and expertise required to become operational and to start awarding franchises in their country.

Sending a Message

Whether you are trying to reach a customer who speaks English, French, Japanese-or from a list of other languages, ERA offers its affiliates a marketing platform that allows them to market to the world.

“Our new ‘My AdMaker’ tool includes ad templates, ad copy and imagery for a variety of ad mediums,” explains P.J. Martin Smith, senior vice president of marketing for ERA Real Estate. “This tool can be used to build agency-quality ads that raise awareness, highlight programs and services, and make it easy for potential customers to find them. This is just one of the no-cost online tools that help our ERA brokers and agents create consistent, professional quality ads with just a few mouse clicks for local print, TV and radio advertising.” RE

For more information, please visit www.era.com.

In today’s market, data rules-and Cyberhomes^TM believes it has cornered the market in terms of both quality and quantity of information. Hitting the market just last year, the website, backed by Fidelity National Real Estate Systems (FNRES), has gained fast fervor, as an increasing number of real estate firms and MLSs, and franchisors distribute their listings through Cyberhomes. And for consumers, while many other websites provide some of the things you might be looking for in a home, Cyberhomes believes it addresses everything you’re looking for in a neighborhood, too. To capture an even greater audience, Cyberhomes debuts its enhanced site this month, refined to make an even bolder statement in the market. At the helm is Marty Frame, delivering what he believes is the only address the real estate community needs to visit.

The New and Improved Cyberhomes

When Cyberhomes launched in 2007, FNRES understood that the site would hit the market with an impressive supply of information already in hand.

“We started with an enormous amount of our own content that was never seen before by the consumer,” says Frame, Cyberhomes’ general manager. “But we knew we also wanted to license the content of brokers and MLSs in order to give a holistic picture of homes in the marketplace.”

With that mission, Cyberhomes moved quickly and beyond expectations in terms of growth. At press time, Cyberhomes had 2.6 million listings under license and was expecting 3 million by the release of this issue.

Cyberhomes is also resident on approximately 2,000 broker websites-from the very small to the very largest. And that’s without-as Frame says-”bombing the category with PR or advertising-all we did was build a site.”
Russ Bergeron, CEO of the SoCalMLS, was one of the many who quickly identified the advantages of licensing listings to Cyberhomes. “An application like Cyberhomes doesn’t compete with our brokers, but enhances their marketing plan,” says Bergeron.

“The bottom line for an agent with a listing is that you want that property viewed by as many people as possible,” says Kaira Sturdivant Rouda, president of Ohio-based Real Living, which has also syndicated its listings to Cyberhomes. “Partnering with companies like Cyberhomes is the way to do it. Listing data today is ubiquitous. The more credible places your listing appears, the better.”

Prioritizing the creation of “critical mass” in terms of listings and other content was highly strategic for Cyberhomes. As Frame explains, too many sites put functionality before content, which ultimately leads to a frustrated consumer.

“The consumer has a lot of choices for looking at listings,” he explains. “To go to a site for that reason and then not find the listing creates a bad consumer experience. The most deliberate thing we did was to hold off on providing listing search to the site until we had the listings. It seems like an obvious point, but most of our competitors have missed it. Having gotten to critical mass sooner than we thought, it became sensible to give the site a different look and feel in conjunction with the incredible partnerships we have formed.”

Enter Cyberhomes 2.0. According to Frame, the expanded site will include a new look and feel, personalized content and widgets, interactive charts and graphs and the continued “heavy usage” of other Web 2.0 features for which it has been known. In addition to valuations, property data, trends and analysis, neighborhood and school information, and listings already on the site, Cyberhomes will be adding personal finance content and new areas for renting, moving, and home and garden.

As robust and complete as that sounds, however, don’t call Cyberhomes a “destination” site. “I have an issue with the word ‘destination,’” says Frame, “because the ultimate destination in our business is the kitchen table-and we don’t have one of those: we’re here to facilitate the kitchen-table transaction.”

Getting to the Kitchen Table

Even before this month’s site update, Cyberhomes had already made great inroads with consumers in an effort to get real estate professionals to the kitchen-table transaction. With an average-user session that is “well north of 30 minutes” and an average user that returns to the site more than twice a month, Cyberhomes is obviously gaining noteworthy consumer traffic. These figures stand to increase significantly with the current expansion of the site and the commencement of Fidelity National’s consumer push.

“When our company does things, it has a history of doing them incredibly seriously,” says Frame. “We made a deliberate choice not to do a consumer promotion initially, which is contrary to everything I’ve ever done in my career on the Web. But we had a mandate to build it the way it should be built, and then promote the heck out of it.”

Cyberhomes’ stats to-date have compelled many brokers to offer up their listings. “For us, when we look at our partners, we look at sites that attract the kind of traffic we’re looking for,” says Rouda. “It’s about visibility-it creates a new consumer base that we wouldn’t have had the option of getting otherwise.”

According to Frame, consumers are visiting Cyberhomes for a number of reasons.

“Our business model is predicated on interacting with a variety of segments of the population that are interested in homeownership,” Frame says. “They are homeowners who have some questions, anxiety, concerns or confusion about the marketplace. Five to 10 percent are actively looking to buy or sell in the short term. Most of the users are people with questions around homeownership who want to understand how things are changing around them. We want to provide content that gives them the context for these changes-that’s where we’re seeing our repeat usage.”

One of the main attractions at Cyberhomes, therefore, is the home evaluation data, which Frame (and many others industry-wide) believe, is superior to other sites based on the sheer depth of information that is accessed from Fidelity National’s family of companies.

“Cyberhomes has better access to better quality data than other people,” says Pat Lashinsky, president and CEO of Emeryville, California-based ZipRealty, who utilizes both Cyberhomes and Zillow for home valuations. “Most of our agents feel like Cyberhomes valuations in a lot of markets are closer to being on target, but we like to use both in combination. From our perspective, the only way to determine a home’s true value is to have the agent look at the home. Showing both valuation models gives us the chance to say, ‘If you want to find out which price is right, talk to us.’ It creates a discussion point and allows you to have another reason to have a relationship with the client.”

“We’re very focused on having the richest and freshest data,” says Frame. “One of the things that’s different about us is that we don’t let it rest with tax and recorder data. Within our family of companies, we gather all the information we can and append it to our Cyberhomes data. That’s a huge differentiation from everyone else who is just using tax data.

“In the professionally automated valuation world, you’re doing well as a business-to-business provider if you’re in a range of 10 percent over or under at least 80 percent of the time,” continues Frame. “That’s the benchmark we adhere to.”

Happy Sellers, Informed Buyers, Successful Agents

Lashinsky believes that Frame has always been someone who knows how to create products that add value for consumers without hurting the real estate professional. “We started talking to Cyberhomes and then started downloading all of our listings within the first eight weeks,” he reports. “We wanted our sellers to be visible everywhere.”

Lashinsky joins a growing list of brokerages and MLSs that have chosen to syndicate listings through Cyberhomes. These executives realize that the connection with Cyberhomes will make the job of the real estate agent that much easier.

“What we’re always looking to do is build a stable of products and services for our customers,” Bergeron explains. “If we can give them some mass exposure and funnel all the leads back to them, then that’s great service. And it’s not like we’re a middleman saying, ‘Here’s a lead, pay me.’ That’s always been a complaint.”

As changing market conditions and accompanying negative media stories seriously impact consumer thoughts and patterns, Frame believes that Cyberhomes can greatly help the real estate professional’s cause by properly framing the information consumers are receiving.

“Our site helps by providing context around the types of information consumers are receiving about a property or the housing market in general,” he explains. “The more informed the consumer is, the easier, better and faster your job as a real estate professional becomes.”

“We think it’s important to work with Cyberhomes because it provides good information that’s valuable to consumers,” agrees Lashinsky. “We want to be as transparent as possible and share all of that information with our customers. We’re giving consumers access to good information that allows them to be smarter.”

“What makes Cyberhomes attractive,” says Rouda, “is the availability of its community data. What Cyberhomes brings to the table is a really deep knowledge of the real estate industry and consumers. From the service to [Fidelity National's] depth of reach in the industry, they have a lot to offer-and we’re just starting to tap into that. We’re hoping to evolve into an advertising program with our agents so that our agents can enhance their advertising.”

Cyberhomes will take the home-shopping experience one step further this month, by allowing real estate companies to showcase their in-house mortgage operations through the site.

“Real estate companies have actually benefited from the change in the lending environment and now have the best pricing and programs. Cyberhomes will help consumers be the beneficiary of that,” says Frame. “We now have a way of promoting and helping companies monetize their core services for free.”

The Competitive Advantage

With several valuation models and listing aggregators entering the marketplace, Frame believes Cyberhomes stands out for two main reasons, one of which speaks to Fidelity National’s wealth of information: “We just fundamentally have more content from within our family of companies, and access to even more still-like subprime and foreclosure information.”

An even more important differentiator, says Frame, is the company’s focus. “We see a field of competitive sites that, until recently, have all fundamentally been doing the same thing. But now these folks are beginning to differentiate. Certain sites are becoming a paid classified site; certain sites are trying to go more toward the community aspect-where to get the best pizza in town or find a babysitter. Our focus is shifting toward helping the consumer find a lot of different data in a way that makes sense to their objectives and goals, and can help lead to a more frictionless transaction experience. We think we can do that better than anyone else, because of our heritage as a company. And then there’s a punch line that gets you to the kitchen table. We’re leveraging Fidelity National’s technology to take some of the fat out of the process to make it go faster or be cheaper-or both. Ultimately, we want to help real estate companies package different options for consumers, whether they want to buy a home, get insurance, get a loan-all the homeownership services real estate companies have to offer.”

Bergeron agrees that the biggest advantage of Cyberhomes is that it is so much more than a home valuation model, but rather a “complete package.” “What they did with Cyberhomes is smart-they started with the valuation model,” he explains. “Customers can find out what their home is worth but then see what else is out there as well as get brokerage information. Cyberhomes has a full package that is good for our customer and good for the consumer.” RE

For more information, please visit www.cyberhomes.com.

Creating Relationships in Cyberworld

Keller Williams CTO David Therrien explains why Cyberhomes^TM is the perfect solution for brokers and agents.

What’s driving your current initiative to revamp Keller Williams’ tech offering to its agents?
In 2006 and 2007, our focus was on providing the capabilities or platform in which to operate in a cyberworld. Now the focus is on building those relationships online.

Why is Cyberhomes an important part of your Keller Williams Listing System?
The biggest part of our value proposition to consumers is our ability to systemically market their home for sale to as many people as possible who may be interested in purchasing that home. Syndicating listing data becomes paramount in the cyberworld. Cyberhomes is an organization that is consumer-focused and agent-supportive. They’re looking at not only presenting information about homes for sale, but other types of real estate information a consumer would be interested in, such as schools, culture, the environment, and religious organizations.

Why does Cyberhomes stand out from other syndicated listing sites?
Fidelity National has been in the real estate industry for a long number of years. A major portion of the residential real estate transactions that close every year go through their organization, so the depth of their information database is significant. Their ability to provide the consumer with a lot more depth and content is significant.

Why is increasing listing exposure an important marketing tool for agents?
We talk about being service-oriented as an industry and that’s what the consumer is funding when they pay commissions. Marketing is a big part of the selling proposition and it has to be as expansive and comprehensive as possible in order to generate the greatest number of potential buyers and get the seller the best possible offer. Sellers look from one agent to the next and compare them.

How does a product like Cyberhomes help make important connections with consumers?
As a consumer, I want to have involvement in all those aspects of my life that have the potential to be a major, impacting factor in my happiness. Certainly buying a home is one of these events, and the more information I have access to, the better I feel and the more I am able to influence the outcome. Cyberhomes provides me with tremendous resources to acquire and access information that can impact my life and control the process of buying or selling a home.

How can a site like Cyberhomes help agents and brokers do more business in a tough market?
The market is the market. If you’re going to fish, put your bait in the water. If I’m not responsive to the market, then I won’t do business. As an agent, I can look to Cyberhomes to leverage exposure of my listings and provide inquiries about my listings back to me. The day of the agent being the sole repository of information and knowledge is long gone. There is a collective effort of many professionals coming together to bring the real estate transaction to fruition. Those agents that are successful understand this. The leadership in Cyberhomes is a very significant factor in an agent’s success.

Advanced Access, eNeighborhoods, Homes.com and Number1Expert offer tools for tough markets

By Charles Warnock

In real estate, there is no such thing as business as usual. With sales flat and housing prices slipping in many areas, concern for the overall economy continues. At the same time the market slows, innovation in real estate tools and technology sprints ahead. Today, agents have more options than ever, as a host of Web- and technology-driven marketing solutions continues to emerge.

But which solutions work best for today’s doldrums and tomorrow’s recovery? Top-performing real estate pros know that surviving tough times means adopting long-term success strategies. In other words, when the going gets tough, top agents and brokers step up their marketing efforts.

Now is a good time to work on fundamentals-defining and refining your unique marketing message, and strengthening key marketing channels. Real estate pros need prospects and leads today, but they also need marketing tools that enable them to thrive when the market heats up.

“Those of us who have been through a few market cycles know that slow markets are an ideal time to increase market share. Active real estate professionals have the opportunity to win some business from competitors who have decided to lay low until the market recovers,” says Stu Siegel, Dominion Enterprises’ vice president of strategy. “It’s easy to get sidetracked by current conditions, but those who work on their marketing now will be prepared to ride the momentum that’s coming.”

When sales are booming, it’s easy to lose focus on the fundamentals. Who are your most profitable customers? Can your website be found easily? Are you generating enough leads to sustain your business? Do you have an e-mail marketing strategy? Do you combine print and online marketing channels for maximum reach? How do you make the most of your most important time?

“Real estate professionals need to streamline their business processes and be able to create local, personalized information in a cost-effective way. Relevance and targeted media are essential,” says Peter Ill, president of Dominion Enterprises’ real estate businesses. “Today’s buyers and sellers are demanding, and tomorrow they will want even more information, faster and personalized to their needs.”

And one success factor that won’t change is the need for tools that make successful real estate agents stand out. The real estate businesses of Dominion Enterprises-Advanced Access, eNeighborhoods, Homes.com and Number1Expert-are committed to providing specialized services to the real estate industry. This collection of independent businesses was brought together under the Dominion Enterprises umbrella to provide real estate professionals a range of proven marketing tools.

“If real estate professionals can demonstrate unique value-what they offer clients that no one else can-at the start of the relationship, they will build successful practices. We help agents initiate and build relationships among buyers and sellers with a range of cost-effective solutions,” says Ill.

“Our real estate businesses were not selected with the goal of creating a single, mega-brand,” he explains. “We work as a team with a cooperative spirit, but each of our businesses operates autonomously for maximum creativity and flexibility. That said, real estate professionals should know that all of our brands are backed by an experienced senior management team and the financial strength of a very successful company. Our businesses deliver a range of services that providers of point solutions can’t match.”

“All of our companies are leaders in their fields and show strong growth, even as the market slows,” says Dominion Enterprises’ Executive Vice President Ernie Blood. “We’re joining forces where it makes sense, and we can deliver value for our customers. If we can help our customers improve sales, service levels and profitability with an innovative product or service, we’ll find a way to make it happen.” RE

For more information, please visit www.dominionenterprises.com.

Homes.com

What they do: Some 3 to 4 million home buyers visit Homes.com each month to search more than 1.6 million property listings and find qualified local real estate professionals. The company also provides real estate marketing solutions to agents and brokers, including property listings, local brand advertising, website development, search marketing and local print advertising. Among major real estate websites, the company offers a unique combination of print and online marketing tools.

What’s new: The popular Harmon Homes magazines were re-branded last year with the Homes.com name. With a combined circulation of more than 1.7 million copies each month, Homes.com’s print publications extend local reach and drive online traffic to Homes.com and local AgentAdvantage websites around the country. Homes.com has a growing business in Power Search, a program that helps real estate professionals increase their search engine visibility and lead generation activities.

Perspective: “More listings, better search tools and an expanding range of innovative marketing solutions is our goal,” says Jason Doyle, Homes.com vice president. “Successful real estate professionals don’t become invisible during tough markets. While there is no denying the real estate industry’s challenges, we’re focused on delivering website, advertising and lead generation solutions that make a difference in any market.”

In the trenches: Marketing strategy and results is the name of the game for Denise Broesler and Kathryn McGee.

“Homes.com’s print and online vehicles are consistently progressive,” says McGee, broker, Charles Rutenberg Realty in Orlando, Florida, who’s used Homes.com’s print publications for more than 10 years and whose listings are now posted on the site. “They go out of their way to expose you in the right areas and achieve the most traffic.”

Broesler, with Homes.com for about three years, agrees. For her, it’s all about exposure and results.

“Homes.com’s search engine optimization (SEO) has brought me up to the first page and number-one position on many search engines, which makes sense because the company itself is on the first page and easy to find,” explains Broesler, broker associate, RE/MAX Properties Unlimited in Morristown, New Jersey. “Whenever you associate yourself with that caliber of company, you know the SEO results will come.”

Ultimately, at a time when some suggest marketing and advertising cutbacks, both Broesler and McGee believe differently-put your dollars where they matter most.

“Homes.com has helped my business flourish,” says Broesler. “When I started with Homes.com, I only had 90 leads-that’s total. Now, I’m up to 1,700 leads. That’s results.”

Advanced Access

What they do: With more than 35,000 real estate clients nationwide, Advanced Access is an industry leader in website development, hosting, e-mail and Internet marketing. Through its Affinity Marketing Program, Advanced Access has forged agreements with 13 of the largest state Realtor associations across the country.

What’s new: Advanced Access celebrates its 10-year anniversary in 2008. In addition to its popular Classic Package^TM 4.0 website, the company is introducing a new product called LeadMore^TM that’s designed to drive visitors and capture more leads for Advanced Access clients. In fact, says the company, LeadMore^TM is guaranteed to generate qualified leads to help real estate professionals generate more business.

Perspective: “In the field of website design and Internet marketing, a lot of companies have come and gone in the last decade. We’ve been here from the beginning, and we’re growing every year,” says Justin Davis, Advanced Access’ vice president and general manager. “Through all the advances in technology and design, we’ve maintained the same high level of customer service we founded this company on. We will continue to develop and design new solutions that help agents gain new business and provide higher service levels to their clients.”

In the trenches: According to real estate professionals, what sets Advanced Access real estate sites apart is the fact that they’re staying up-to-date with industry technology needs-so their clients don’t have to.

“Advanced Access gives me the tools and the potential that I need to take my website to the next level,” says Christian Amacker, broker/owner of Beeline Realty & Property Management in Lake Elsinore, California. “You have to be educated and understand the search engine trends and what they’re looking for. Advanced Access puts all the elements right there.

“It’s like they’re my marketing partner,” Amacker adds. “They allow me to focus on the needs of my clients and not advertising, marketing, printing, etc. It’s a huge help.”

Dee Parrish of Prudential Carolinas Realty’s Parrish Team says Advanced Access makes it easy for agents from the get-go, regardless of prior knowledge. “One morning I woke up to a beautiful site and warm leads. Advanced Access always makes me feel that I am a valued client and they are willing to discuss ways to keep my website unique and content-rich,” she says.

NUMBER1EXPERT

What they do: Number1Expert provides websites and white-glove service to an exclusive clientele-real estate’s elite performers. Number1Expert websites are used by top producers around the nation who exceed $5 million in business or 50 transaction sides each year. Real estate professionals who meet those criteria can receive Number1Expert credentials and premium Internet marketing across an expanding network of websites. Number1Expert agent listings receive featured, members-only placement on the company’s network of sites, and agents generate a reported average of 52.1 exclusive leads per month. Agents proudly display the company’s Top Selling Agent^TM credentials because the average Number1Expert outsells the typical real estate agent 8 to 1.

What’s new: While the Number1Expert Premium Advertising Network continues to grow, the company is rolling out two new product enhancements, including Expert Analytics, the company’s bid to provide real estate’s best Web analytics solution. Agents will have exclusive new reporting and analysis tools to optimize their Number1Expert websites and make better marketing decisions. Agents will also be able to incorporate a new IDX solution called Leopard Search^TM, a visual map search that allows visitors to search for listings by drawing shapes on a website’s map interface.

Perspective: “We will continue to generate premium marketing products and services to make sure the Number1Expert brand remains the first choice for top agents and brokers,” says General Manager Terry Fowler. “For over a decade, we have helped buyers and sellers who want to connect with a local, top-selling real estate professional. Our brand means exclusive premium websites and lead-generation tools to help Number1Expert’s agents and brokers master Internet marketing and outpace all competitors.”

In the trenches: In 1997, the real estate industry perceived websites as simply a passing fad. But for Demetria Chadbourne, she liked what she heard, and jumped onboard with Number1Expert, an Internet pioneer at the time. Flash forward 10 years later and it’s hard to imagine her Portland, Maine-based company, Demetria’s Team-The Real Estate Group, without it.

A one-stop shop, as Chadbourne coins it, Number1Expert provides a website template that continues to be updated and customized with every market change. By partnering with search engines and other real estate sites, the entire experience is cutting-edge, content-filled and easy to navigate.

“Since the market is so dynamic, they are staying ahead of the curve. I like a proactive, can-do attitude,” says Chadbourne. “Better yet, we don’t have to do the technology research and social networking-they do it for us.”

In addition to its technology advantages, Rosemary West of the Rosemary West Team says Number1Expert’s exclusivity and reliable leads help to set her business apart. “There’s a minimum amount you have to be selling to get involved with Number1Expert,” she explains. “These high-level Realtors set the bar and Number1Expert brings us to the forefront.”

eNeighborhoods

What they do: Since 1997, eNeighborhoods has provided real estate marketing solutions and data services that leverage the powerful combination of home and neighborhood information. The company recently added eProspecting and Katabat to its portfolio of agent, broker and enterprise services. More than 500,000 real estate professionals in the U.S., Canada and Australia use eNeighborhoods’ technology.

What’s new: eNeighborhoods is moving more toward a Web-services version of its core products to create more “data-enabled” applications, along with an updated website and e-mail marketing/lead generation package. eNeighborhoods powers remax.com and LeadStreet agent websites, and recently announced a partnership with Realogy to deliver a national Internet Data Exchange (IDX) solution. Realogy signed a multi-year agreement to use eNeighborhoods’ Enterprise IDX platform to power the property search for consumers visiting the CENTURY 21, Coldwell Banker and ERA real estate brand websites.

Perspective: “eNeighborhoods was the first to combine home and neighborhood data into an original line of real estate marketing tools, and I think we still do that better than anyone,” says Greg Robertson, eNeighborhoods vice president and general manager. “We’re focused on creating more interactive applications that leverage home and neighborhood data for the agent, broker and enterprise levels.”

In the trenches: According to Phillip Orr, president of relocation and broker for Coldwell Banker Ozark Real Estate Company in Pocahontas, Arkansas, when he first came across the eNeighborhoods program in the mid ’90s, he immediately felt it was something that could “set him apart.”

Providing him with the ability to instantly do a market analysis of any location in the country, the eNeighborhoods product enabled Orr to become a leader in relocation and referral business.

“I use eNeighborhoods for a lot of things,” Orr explains. “I use it to solidify what customers are telling me about their market; I use it to locate brokers in other markets; and I use it to find factual information for a CMA.”

Orr has no interest in entertaining programs with a similar offering. “eNeighborhoods was out there in the beginning,” he says. “Someone may come along with a product that seems better, but will it still be better five years down the road? If I choose a program, I want to work with it long-term. The more successful brokerage firms don’t jump ship every time a new product comes along.”

Tough market or not, the CENTURY 21® System is raising the bar

By Maria Patterson

In a market when many real estate firms are playing it safe, Century 21 Real Estate LLC has actually chosen to raise its standards and perform, system-wide, at an even higher level. Between their symbolic relaunch of the “gold jacket” and their proactive investments in major ad campaigns-watch for April’s “Open House Month” initiative-the CENTURY 21 System is not letting a mere thing like market conditions stand in the way of continued success.

For the CENTURY 21 System’s leadership team, the tough market conditions of late actually represent an important call to action.

“If you look at the broader world around us, there’s great change-from financial issues to political issues,” says Bev Thorne, senior vice president of marketing for Century 21 Real Estate LLC. “There are a lot of different dynamics going on, and in times of change and uncertainty, there’s a scarcity of trust. We think it’s paramount during this time of uncertainty to have proof positive, to show and demonstrate quality and high standards; this creates a sense of trust during tough times. So often, organizations are defined by how they respond and react to times of transition and uncertainty. That’s what we’re focused on doing with our brokers and agents in this market: redefining the standards of excellence.”

This higher level of quality is referred to as “The Gold Standard” at Century 21 Real Estate LLC, and the company takes great effort in getting this message across frequently and consistently. The company is dedicated to making sure that home buyers and sellers understand exactly what the CENTURY 21 Gold Standard is all about.

Defining the Gold Standard

One very obvious way the company is telling the world about its Gold Standard is through the reintroduction of the famous CENTURY 21 gold jacket, which started about a year ago. “The great thing about the gold jacket,” Thorne explains, “is that it’s one of, if not the most, recognized icons in the real estate industry. It is a universal language that crosses cultures and clearly represents our Gold Standard. It’s better than a business card and instantaneously provides recognition and a link to trust.”

More important than the iconic jacket, of course, is the message it represents: a higher level of professionalism. The Gold Standard carries a three-pronged meaning: a standard of performance; a standard of value; and a standard of insight and wisdom.

Thorne stresses, however, that the standard of value is determined by the consumer. “Value could be from a financial point of view, as in ‘you got me the right price at the right time,’ or value could mean ‘you sold my house in one week.’ It is value as the client defines it; the agent must understand what the goal of the client is and then deliver that goal.”

Upholding the Standard for Those in Need

The concept of “The Gold Standard” is one that permeates every aspect of what the company and its system members are charged with, including its longstanding commitment to Easter Seals.

“Easter Seals is a part of our brand culture and has been since 1979,” says President and CEO Tom Kunz. “It is part of being the Gold Standard that we so often speak to. We work hand-in-hand with Easter Seals at the national and local level to keep them involved and engaged with our brokers and agents, and in turn, within the communities that we both serve each day. There is obviously a great need for the services that Easter Seals provides and the CENTURY 21 System is proud to help in the organization’s mission to provide people with disabilities greater independence.

“We have representatives from Easter Seals at all of our national events and, whenever possible, at our regional and local events as well,” he continues. “When you see the amazing accomplishments and pride that the recipients of Easter Seals services have, you can’t help but be moved and motivated to want to be a part of that and help the Easter Seals cause.”

According to Kunz, CENTURY 21 brokers and agents are truly inspired by the courage, determination and perseverance of the men, women and children that Easter Seals helps each day. As Kunz says, “They are the true heroes and motivators in this case.”

Despite a transitioning market, the CENTURY 21 System has once again risen to meet the Easter Seals cause, raising more than $3.8 million for the charity in 2007. Needless to say, Kunz is overwhelmed by the outpouring of generosity.

“I can’t remember a time when I have been prouder of this organization and this longstanding partnership with Easter Seals,” says Kunz. “I know what a challenging year 2007 was for everyone in the real estate industry and for consumers as well, so to achieve more than $3.8 million in contributions is mind-blowing. Since 1979, the CENTURY 21 System has raised just over $95 million on behalf of Easter Seals and stands as the organization’s all-time leading contributor.”

But Kunz is not stopping there. Just as the CENTURY 21 System continues to raise the bar in its real estate endeavors, it has set a new goal to be met for Easter Seals this year as well: $5 million in order to bring the company to an overall contribution of $100 million since 1979.

“Just about $5 million away from the seemingly impossible $100 million milestone, the CENTURY 21 System has challenged itself to raise $5 million for Easter Seals in 2008 to reach that $100 million mark,” says Kunz. “This is a challenge that I believe we can achieve. It is a great rallying cry for our System to wrap their hands and hearts around. It is something that any office, broker or agent can take ownership of and bring to life in their market.

Whether longstanding supporters of Easter Seals like CENTURY 21 Town & Country, CENTURY 21 Judge Fite Company and CENTURY 21 Red River Realty, or a single agent from Anytown, USA who is inspired to work on behalf of their local Easter Seals affiliate, the dream, the goal, the pride is theirs to own and leverage. This time next year, as we celebrate our 30th year of support for Easter Seals, I know that we will be celebrating two monumental milestones.”

Proactively Courting Today’s Consumers

The CENTURY 21 System is also actively taking its Gold Standard to the streets, so to speak. Not only is the company ensuring that the Gold Standard is infused into everything done by brokers and agents system-wide, it is broadcasting the news to consumers nationwide through important initiatives like April’s “Open House Month.”

The goal of Open House Month is a fairly simple one: to bring buyers and sellers together with agents. “There’s so much media coverage out there right now that talks about the bad market and what a bad time it is to buy real estate,” says Thorne. “Open House Month is a nationwide emphasis on all doors being open and bringing consumers in so they can find out ‘what’s right for me.’ What better environment than inside a home to have those types of dialogues?”

Open House Month is a multimedia, nationwide effort that provides Century 21 Real Estate LLC with a way to marry the national support of the brand with the local efforts of System members. Launching in April, the traditional start of the spring buying season, the campaign will highlight the availability of open houses and encourage consumers to work with their local CENTURY 21 agents to buy or sell a home. The open house campaign will begin with television advertising the middle of this month running through April.

Why such a strong push for a concept whose value is increasingly debated? Because, says Thorne, the open house plays an important role in today’s market. “We’re in a multitasking environment, and open houses provide the opportunity to begin that conversation; they remain an important conduit for sellers to expose their home and for buyers to begin that dialogue about what works for them. While preparation and promotion are essential in advance of the open house, Thorne stresses that follow-up afterwards is equally as critical.

Open House Month will be promoted through a series of national radio and television ads in order to create a nationwide umbrella. This will be matched with a grassroots effort through local CENTURY 21 offices. The program, as with all CENTURY 21 initiatives, will serve to assist all System members, no matter what size the company may be. The campaign will position all CENTURY 21 associates as the “professional champions” to help consumers “find the golden pathway home” in today’s challenging marketplace.

Smart Marketing, not Less Marketing

Given today’s market conditions, it’s understandable why many firms would choose to cut back their marketing spend. But for the CENTURY 21 System, cutting back seems somewhat of a knee-jerk reaction. Now, instead, is the time to speak up.

“I hope that the media continues to have an open and balanced dialog about the real estate industry that includes insight and perspective from real estate professionals,” says Kunz. “That being said, we, (the real estate industry) must be active participants in the news and how it is reported. We need to be proactively communicating the positive news stories that are happening in and around our businesses. We need to be sharing consumer success stories and demonstrating how the knowledge and experience of our full-service real estate brokerages and professionals are truly making an impact for consumers, and how we are navigating them through the ‘golden path home.’ That is exactly what we are challenging our CENTURY 21 System members to do, especially at the local level.”

That’s why it is more important than ever to look closely at how each firm is utilizing its marketing spend.
“Whether it’s cut back or increased, it’s really about optimizing your spend and looking for more effective and efficient means of reaching your target customers,” Thorne explains. “Independent of external economic factors, you have to have a constant understanding of how media plays in the market-like the use of social networking. That’s something we wouldn’t have even looked at five years ago. It’s critical for us, in tough economic times, to sharpen our pencils to find the greatest efficiencies in our spend. We’re constantly realigning our advertising spend against our target audience, regardless of economic conditions.”

For a company like Century 21 Real Estate LLC, while it’s critical to deliver a strong, consistent message on a national level, it’s equally as important for System members to get the word out on the local level. “I would suggest real estate professionals focus on consumer confidence issues that are relative to their local market,” says Thorne. “Real estate is more than local, it’s personal. We encourage real estate agents to do what they do best-and that is to establish and strengthen relationships and communication. They have to be honest and truthful with their customers and position themselves as the trusted advisor to help home buyers and sellers through a very complicated process.”

According to Kunz, now is the time for brokers and agents to be proactive. “Real estate professionals need to continue to prospect and engage consumers in positive dialogue about the opportunities that may exist for them specifically in the current market,” Kunz explains. “The CENTURY 21 System has and will continue to take an aggressive lead within the real estate industry to help bolster consumer confidence. It’s a matter of really getting back to the fundamentals of this business-building and maintaining relationships and being that ‘professional champion’ that consumers need and want now more than ever.” RE

For more information, please visit www.century21.com.

Setting a New Standard for Easter Seals

The idea of raising the bar permeates every facet of the Century 21 organization, including its longstanding commitment to Easter Seals. The company collectively raised more than $3.8 million for Easter Seals in 2007, despite a softer real estate market.

Topping the list was John Kersten, broker/owner of Century 21 Town & Country in Rochester, Michigan, donating over $900,000 to Easter Seals in 2007. To recognize Kersten’s generosity year after year, John, and his wife, Elizabeth, were honored with the first annual John and Elizabeth Kersten Award for Philanthropy at the Easter Seals Presidents’ Council dinner. The dinner honors those who make annual gifts of $1,000 or more to support Easter Seals’ programming. The award was presented by Easter Seals’ President/CEO John Cocciolone and Ken and Lana Gabriel, Presidents’ Council co-chairs.

The John and Elizabeth Kersten Philanthropy Award is expected to be given annually to an honoree who embodies the spirit of the Kerstens’ commitment to Easter Seals.

During the 2008 Easter Seals of Southeast Michigan Presidents Council Dinner, John and Elizabeth Kersten received the First Annual Kersten Philanthropy Award from local Easter Seals ambassador Nicholas Kinnaird.

Lowe’s puts agents at the forefront with its success-ready program for REALTORS®

By Stephanie Andre

While the real estate market is certainly weathering its first cooldown in over four years, industry experts say this is exactly the right time to turn up the heat on marketing and branding efforts to stay ahead of the competition. Enter the Lowe’s Program for REALTORS®, a marketing platform borne out of the home improvement giant’s strong relationship with the NATIONAL ASSOCIATION OF REALTORS®. Friendly to both the computer novice and tech-savvy agent, the Web-based program includes free, highly customized, direct mail pieces targeting home buyers and sellers, exclusive 10%-off coupons redeemable at Lowe’s, and tons of helpful information for the home that Realtors can pass on to their clients.

Launched just three years ago, the program has numerous success stories, mounds of fans and a genuine admirer in broker/owner Kendra Todd, winner of NBC’s “The Apprentice,” season three, and host of HGTV’s “My House is Worth What?” Here, we talk with Mark Malone, vice president of consumer marketing for Lowe’s, about why the company decided to launch the program, why it’s been so successful, and why 2008 will bring many more opportunities for Realtors to brand themselves and differentiate themselves from the competition through NAR’s Realtor Benefits Program.

Real Estate magazine: From an overall company perspective, what is Lowe’s trying to achieve with its Program for Realtors?

Mark Malone: The foundation of the program is built around a partnership between Lowe’s and NAR. For us, it’s about serving as a true partner to the Realtor community and helping agents stand out from their competition in what we know to be a competitive marketplace. From helping agents pass along savings to their clients with a free, direct-marketing tool, to providing how-to advice and trends for the home, we truly view this program as a working partnership. After all, home buyers and sellers are our customers.

RE: There are so many direct mail offerings available for real estate agents-what about this program makes it unique?

MM: Well, it’s absolutely free, which is certainly unique these days. Plus, it’s exclusively available through NAR’s Realtor Benefits Program; you have to be an active member of NAR to enroll in the program. Also, because Lowe’s is a home improvement retailer, we know what consumers want relative to the home. We aim to make this experience holistic from both the agent’s perspective and the consumer’s, from education about home maintenance and increasing the value of a home, to special savings delivered through customized direct mail pieces. Who knows more about home improvement than Lowe’s?

RE: You also tout the program as a way for Realtors to brand themselves-how so?

MM: It allows agents to stay in front of their clients more often and positions them as a real hero. All direct mail pieces can be customized with head shots, company logos, contact information and client information. In April, Realtors will also be able to set up a monthly e-newsletter allowing them to keep in touch with past and present clients. It’s important to remember that there are so many life changes that cause families to move-new child, downsizing, purchase of a second home. This new tool is a great way for Realtors to stay in front of their clients and continually share information and helpful project ideas for the home.

RE: It seems like the program is easy to use for just about anyone enrolled, true?

MM: It’s a pretty intuitive program. Plus, we offer an online tutorial and have an active help desk hotline available at all times to assist agents with the process. We understand that real estate professionals’ time is limited. We also realize that if the program isn’t user-friendly, it won’t be used-no matter if it’s free or not.

RE: Can you talk about some of the new initiatives the program will be offering in 2008?

MM: One of the first things we’re doing is enhancing and improving the creative of the “Buyer” and “Seller” cards, including a “create your own card” option where Realtors can tailor the direct mail pieces with tips and photography that resonate with their clients’ needs.

Additionally, through our partnership with HGTV, Realtors can now send out e-mails to view the latest videos from HGTV and also send an invitation to download exclusive savings from Lowe’s. Plus, as I mentioned already, we’re launching a monthly e-newsletter that Realtors can automatically send out to their entire client base-whether they’re a past client, someone they’re working with now or someone they hope to work with again in the future. They will be able to use it as a helpful tool to educate their clients about innovative products and projects around the home that yield the highest return on investment, and important home maintenance tips-in addition to a project of the month that will include links to Lowe’s how-to videos and special savings at Lowe’s stores.

We’re also working on new ways for registrants to be notified when a direct mail piece has been sent out on their behalf, so the agent can contact his or her client and remind him or her that a special offer is on its way. We’re really excited about what’s ahead for the program in 2008. RE

The Broker’s P.O.V.:

“It Just Makes Sense”

For David S. Fanale, broker/owner of Century 21 Fine Homes & Estates in Hasbrouck Heights, New Jersey, it took just one stop at the Lowe’s booth during a 2006 trade show for him to immediately incorporate the Lowe’s Program for Realtors into every transaction or prospective transaction he has.

“I immediately knew that I wanted everything to go out with the Lowe’s company logo on it,” he recalls. “I needed to be branded that way.”

According to Fanale, the soup-to-nuts program “makes so much sense-for both buyers and sellers. Plus, it’s another way for us to put ourselves out there in a way that makes us a bit more unique than the average agent.”

Adds Lynette Wyrick, principal broker with RE/MAX Equity Group in Tualatin, Oregon: “It’s an easy and cost-effective way to provide a little something different and a little something extra that a consumer would not normally be expecting to receive from their real estate professional.”

For buyers, says Fanale, it’s an opportunity to offer customers some helpful and informative information that builds loyalty-even if they’re not quite ready to buy just yet.

“You’re offering them useful home improvement information-whether it’s for their current home or a future one,” he says. “Plus, the coupons put you front-of-mind. Lowe’s is a big name and that name is a big advantage-and something I’m proud to be affiliated with.”

“[The Lowe's Program for Realtors] is a great way to provide my clients with an item of value on a regular basis-and at literally no cost to me,” says Wyrick. “It was a no-brainer decision to incorporate the program into my existing marketing.”

In fact, Wyrick uses a two-pronged approach:

-As soon as she knows a customer is getting ready to put their home on the market, she inputs their contact information with Lowe’s to have a “Seller” card sent to them.

-Once the buyer has closed escrow, she inputs their information into the online program so they receive their “Buyer” card from Lowe’s, which includes coupons and other helpful information.

“I use it in the before, during and after segments of my business as a way to continue to remain in touch with them,” she says.

For Fanale, he says the program’s helped him change his sales approach.

“I now have a bona fide reason to call them and say, “did you get the Lowe’s coupon?’” he says. “It’s a way to say thank you. It also then opens the door toward getting a referral.”

Adds Wyrick: “NAR statistics tell us that if we stay in contact with our clients, we have a better than 80 percent chance of having a repeat client. We also know statistically that if you do not touch your clients every 21 days, you will not remain ‘top of mind’. This keeps you there-without any of the work.”

Becoming a Trusted Source

Count Season Three “The Apprentice” winner Kendra Todd among the many fans of the Lowe’s Program for Realtors.

“One of the things I promote to any entrepreneur, agent, or anyone in business, is having an online presence and having some sort of e-mail marketing to your database,” says Todd, broker/owner of The Kendra Todd Group in Delray Beach, Florida, and host of HGTV’s “My House is Worth What?”

“What’s great about this program is that it helps you get started by sending out e-mails with home improvement tips from HGTV. It also solidifies an agent’s relationship with their clients, with discount coupons, etc., and fits right into a great business philosophy-cultivating relationships and communicating on a regular basis.”

According to Todd, the biggest plus of the Lowe’s program is that it allows the agent to become the trusted source and expert on home improvement-something that she believes will bring back business for a long time to come.

“The program helps empower clients,” says Todd. “Also, it helps the agent create a level of trust that will bring those clients back. It shows that their agent truly cares about his or her clients.

“The most powerful thing you can offer people is information,” adds Todd. “Plus, you’re branding yourself with Lowe’s, HGTV and NAR-that, in itself, is a wonderful opportunity.”

A Different Kind of Marketing Tool

“I always order Lowe’s gift cards in $5,000 increments,” says Chris Jones, broker/owner, Jones and Company in Rutherfordton, North Carolina. That’s right, $5,000. “I go through that order in about a month- and-a-half and spent roughly $70,000 in gift cards in 2007.”

Jones says he uses the gift cards mostly as a closing gift, but also utilizes them for his own company use-he not only sells homes but also works in new-home construction.

“The cards are really valuable to me because I can use them in so many ways,” says Jones, who’s been enrolled in the Lowe’s Program for Realtors for a year or so. “With the new-home construction I do, buying the gift cards at a five percent discount saves me a ton of money on supplies and even equipment.”

According to Jones, the gift card feature of Lowe’s Program for Realtors sets a standard that distinguishes him among his competitors. “It’s become something of a marketing tool for me with my clients,” says Jones. “Lowe’s does something with this program and these cards that no one else does; I don’t know a single other retailer that offers a program like this.

“Lowe’s does all the work, yet the personalized letter and the gift card both come from me,” he continues. “I look forward to seeing what’s coming next.”

For more information, visit http://www.lowesrealtorbenefits.com.

The statistics tell the success story of GMAC Home Services

By Maria Patterson

Five years. That’s all the time it took for one company, GMAC Home Services, to reinvent the very meaning of the much-used, but often misused phrase, “customer satisfaction.”

In 2002, when John Bearden became the company’s president and CEO, he took a long, thoughtful look around the real estate industry. He didn’t care much for what he saw: an industry beset by plunging commission rates and consumers growing more fickle by the day.

Bearden was equally disturbed by what he didn’t see: not a single national real estate company providing comprehensive and meaningful customer service on a consistent and predictable basis.

Bearden decided that company would be GMAC Home Services. Simply put, he was looking for a way to serve up a consistently better service experience for the consumer, to help his brokers build the financial net income of their businesses, and to help agents cultivate more loyal and profitable customer relationships. In other words, to help differentiate GMAC Real Estate as a brand that stood for something tangible: day-to-day, transaction-to-transaction excellence in customer service. The kind of service that pleasantly takes customers by surprise and brings them back for future home-buying and selling needs, along with their friends and family members through positive word-of-mouth referrals.

Today, close to six years later, his team has completely integrated a customer-focused business plan and an unprecedented culture of customer service throughout the company’s four operating units, including GMAC Real Estate Franchised Operations, GMAC Real Estate Company-Owned, GMAC Global Relocation Services (see sidebar) and GHS Mortgage. The results have forced more than a few industry observers to sit up and take notice.

When Bearden and his team embarked on creating a new model for customer service, they were keenly aware of the challenge of accurately and thoroughly measuring quality service in the real estate and relocation industries. Quantifying customer satisfaction for many years had been a concept, but not a practice.

“Agents are notoriously independent, and that’s what makes them so successful and enjoyable to work with,” Bearden says. “But trying to persuade tens of thousands of these independent-minded entrepreneurs is very challenging at best. Looks good on paper, but reality is a much different story.”

Bearden and his executive team at GMAC Home Services knew that if they truly wanted to establish the company as the national leader in customer service, it would require an initiative like none other.

Premier Service: A New National Model

Thus, in 2002, Premier Service¨ was born.

“Through Premier Service, we set an extremely ambitious goal for GMAC Home Services,” Bearden explains. “And it was that we would become the sole leader in providing customer service, and the only national real estate company willing to measure, and then recalibrate as necessary, our performance by using an independent, third-party company to survey the customers we serve. We also set a goal of establishing Premier Service as the most comprehensive and effective customer-service initiative offered by any real estate company, bar none.

“There was a fair amount of skepticism in the industry about our plans, and especially about our claims for what we would achieve through Premier Service.”

Results That Speak (Loudly) for Themselves

When you look at the national awards the company has racked up over the past three months, it appears that GMAC Home Services might be getting the last laugh, and customers couldn’t be happier.

Indeed, with more than 500,000 customer internal surveys already conducted, the company posts an extraordinary 94% customer satisfaction rating (with 82% of customers “very satisfied” and 12% “satisfied”).
What’s more, for the past two years, GMAC Global Relocation Services has received a perfect 100% customer satisfaction rating following a comprehensive survey of global clients that gave the company a Premier Service rating of excellent, very good, or good for “value received.” Also for the past two years, 100% of clients surveyed said they would recommend GMAC Global Relocation Services to prospective clients.

In addition, GMAC Global Relocation Services ranked “Highest in Transferee Satisfaction with Relocation Companies,” according to the J.D. Power and Associates’ 2007 Corporate Relocation Transferee Satisfaction StudySM.

There’s more. Through the company’s Premier Service program, GMAC Real Estate sales associates: Serve as their customers’ “trusted advisors” and partners in the truest sense of the phrases Seek, in all they do, to be their brokers’ partners in success As a result of a national survey released in 2007 conducted by the independent research firm Quality Service Certified (QSC), it found: In 2007, 94.2% of sellers were either very satisfied or satisfied with their GMAC Real estate sales associate. Also in 2007, 94.8% of buyers were either very satisfied or satisfied with their GMAC Real Estate sales associate. 850% of GMAC Real Estate sales associates have achieved 100% customer satisfaction (with every client being very satisfied or satisfied). Nationwide, two of the top three real estate companies for 2007, as judged by consumers participating in post-transaction customer satisfaction surveys, were GMAC Real Estate franchisees: Real Estate Professionals GMAC in Redding, California, and Vanguard Realty GMAC in Jacksonville, Florida.

One of the Industry’s Best-Kept Secrets

The company’s growing ranks of exceptionally satisfied customers might disagree, but Bearden says GMAC Home Services is one of the North American real estate industry’s best-kept secrets.

“Are we the biggest? No. Are we the best-known? No. Are we the best, especially in terms of satisfying customers and pointing the entire industry in a new, more positive direction for the future?” he asks.

“You’d better believe it. And next up will be phase two of our rollout plans for helping to transform the company and industry even more,” he says.

With the customer service component clearly in place and generating bona fide results, the second part of Bearden’s four-part plan to reinvigorate and push the industry into new areas includes: The launch of a new technology infrastructure like no other the industry has seen. The implementation of the technology desktop will make it easier for agents to manage their businesses, effectively track and manage leads and close more transactions while providing an unequalled experience for consumers. Additionally, the technology desktop has been specifically developed to provide leads to other service providers (such as mortgage, title, etc.), thereby creating new revenue streams. Less reliance on “brick and mortar” since Bearden believes real estate offices will have a greatly reduced role in the way real estate business is conducted in the future. As Bearden says, “If we know that 80 percent of consumers today are using the Internet to do their research, we need to be developing technology to work with them on their terms, not dazzle them with fancy and expensive offices.”

Bottom line: GMAC Home Services, whether in real estate, relocation or mortgage, is best in quality across the board. RE

CENTURY 21® works toward restoring consumer confidence with a new message and a new-more positive-attitude

By Stephanie Andre

Consumer confidence has been shaken over the past 12+ months. With inventories up and transactions down nationally, there’s understandably some concern. Listing times have gone from minutes, to days, to months. Now, the question is, how do we begin to rebuild trust in the market? How do real estate professionals bolster consumer confidence? The CENTURY 21 System believes its leadership is on the right path toward finding a solution. Here, Century 21 President and CEO Tom Kunz takes an honest look at some consumers’ lack of understanding and faith in the real estate market, highlights his four key fundamentals that dictate the market’s strength, and explains why there’s no time for self doubt.

Real Estate magazine: Do you believe the media has wilted consumer confidence?
Tom Kunz: I think that as an industry, we have allowed factual, yet incomplete stories about the real estate industry to run unchallenged in the marketplace. The less-than-positive stories that have permeated our national and regional news media of late are based on facts, but do not provide a complete picture.

There is a lot of business being conducted in this market, and behind every transaction is a consumer success story that we as an industry need to do a better job of sharing with the media and consumers. The media is, and should always be viewed as, one of our most powerful allies in reaching and connecting with consumers.

RE: What do you think it will take to change people’s opinions on the real estate market?
TK: I think that consumers need to see and hear stories about people just like themselves who are successfully completing real estate transactions in this market with the help and guidance of their real estate professional. Whether that story is about a next-door neighbor, someone from across town or someone from a city or town across the country from them, consumers need to see real-life examples of people making it in this market.
We need to remember that most people decide to purchase or sell a home based on major life events such as marriage, birth of a child, job relocation or divorce. For most folks, homes are ultimately bought and sold for shelter. The national market should not dictate a consumer’s housing needs. As people plan on starting a family and want a larger home to accommodate children, then they have a real need, and market conditions take a back seat to their individual needs.

RE: You have four fundamentals that you believe determine the strength of the market…
TK: Yes, I’ll explain:

-Near-full employment: The bottom line is that consumers need a job in order to secure the necessary financing to buy a home. The employment rate is at about 95%, which means that the nation is virtually at full employment.
- Increases in income: In addition to near-full employment, the economy of the U.S. remains very strong, wages are increasing, including an uptick in the minimum wages that consumers receive.
-Interest rates/cost of capital: Interest rates are still in the single digits and historically speaking, remain at extremely low levels. Being in this industry as long as I have, I remember when interest rates were 17% or more and people still bought and sold property then.
- Inventory: The current state of the housing market has left a great deal of inventory on the market. Inventory has increased and homes are staying on the market longer. People have the opportunity to comparison shop and really choose a home that they want rather than feeling they have to accept a home that doesn’t quite meet their needs just to get into the market.

RE: What can brokers do in their own regions/areas to restore confidence in the market?
TK: Much like the process of prospecting their market for business, they need to be engaging consumers and providing real insight into the opportunities that exist in this market. It’s not going to be a “great time to buy or sell” for every consumer. Our agents and brokers need to help consumers realize that they owe it to themselves, at the very least, to investigate their own unique situation. Now might be the perfect time for consumers to make a move in their neighborhoods.

I think the best way to accomplish this is to stimulate dialogue and share the real-life stories of families or individuals in their marketplace that have succeeded and gotten into the home of their dreams or who successfully upsized or downsized to meet their changing family dynamics.

RE: What is Century 21 doing to help bolster confidence in the market?
TK: The CENTURY 21 System has chosen not to participate in the pity-party that so many people, including some in the real estate industry, have gotten sucked into. I really think that part of the issue with helping consumers regain confidence in real estate is realizing that the “bad market” becomes a self-fulfilling prophecy if you allow it. We decided earlier this year to not be part of that process anymore, and since then, we have been very aggressive in sharing the other side of the story that many of the national and regional media stories about our industry have overlooked.

RE: You have a number of brokers who are making a difference both in their local markets as well as on Capitol Hill. What are your thoughts on their efforts?
TK: These are absolutely the kinds of things that our entire industry should be doing at the local and national level. The CENTURY 21 System’s Walk on Washington this fall was an expression of our unity and strength within the real estate industry. While the CENTURY 21 System is proud to once again take such a strong leadership position by helping to educate consumers and strengthen their confidence, this is the responsibility of everyone who calls him or herself a real estate professional or Realtor.

RE: What does the re-launch of your Gold Jacket campaign mean to the company?
TK: The Gold Jacket is one of the most recognized icons in the real estate industry. The CENTURY 21 System has benefited from the power of the Gold Jacket since our inception as a franchise organization in 1971. We’re bringing it back in a new and contemporary way, with a new design.

We are prominently featuring it in our advertising, on our Web site and we’ve got new momentum and energy all around the world. It’s a symbol that we are proud to embrace, because it speaks to our professionalism, to our strength and our commitment to our customers.

RE: It seems like the Gold Jacket is such a standard for success in the market. What do you think it means to consumers’ faith in the market?
TK: Not just a standard, but…the Gold Standard. At a time when consumers may have lost faith in the market, when they meet with a CENTURY 21 agent who is wearing the Gold Jacket, they have confidence that they are dealing with a professional, one with unsurpassed market intelligence and insights. That Gold Jacket symbolizes stability and knowledge to help them in one of the most important decisions of their lives.

RE: Why do you think being a part of the CENTURY 21 System is such an advantage in the current market?
TK: While the individual consumer remains at the center of the real estate transaction, advances in technology, transportation and communication are helping to make the world a smaller place, moving the real estate industry to become a truly global marketplace. The notion of being able to purchase or sell a home anywhere in the world has never been more real for consumers. Wherever life takes them, you can bet that a CENTURY 21 real estate professional will be there to help see them through the process and help them make an informed decision. By coupling their local market experience and knowledge with the global footprint and marketing presence of the CENTURY 21 brand, brokerages are able to better serve their clients while growing their business. RE

From Grass Roots to Grassy Hills

While many metropolitan areas are experiencing a decline in their real estate market, there are many brokers who are taking CENTURY 21 President and CEO Tom Kunz’s lead and pushing a positive message.

For Alan Olson, broker/owner, CENTURY 21 Vista in Fergus Falls, Minnesota, it’s all about aggressively marketing and reaching out to the community-whether that be by newspaper editorials, press releases or mass direct-mail campaigns.

“We’re working the market hard to aggressively stress what’s going on here in Ottertail County,” says Olson. “While our market is different than the metro areas of Minnesota, we’re still dealing with the negative headlines in our local and statewide newspapers.”

Olson’s plan seems to be working. “We are on par for the past 11 months [at press time] compared to the same period a year ago,” he says. “My office is actually up eight percent over last year-with six fewer agents.
“We have major control of the listings here-20 percent of the marketplace. Our next closest competitor has 10 percent,” explains Olson. “While our full-service brokerage services come at a premium, home buyers and sellers are coming to us and want to do business with us because they believe we’ll be here for them through the entire purchase or sale process and beyond.

“If there’s a downturn in the market, that’s when I spend some money and get the most press,” he continues. “I write a lot of press releases to all media and I also write a paid editorial in our local real estate guide each month. We talk about what the market is doing and how our county is different from what they see on television. We really try to pound that home.”

Reaching consumers goes back to telling them what’s really going on in his county-just being honest. “We always have our MLS statistics available,” he says. “It’s important to educate buyers and sellers about where we are in the county and in the market; it helps tremendously in managing buyers and sellers expectations.”

Getting Political

Jim Bigg, broker/owner of CENTURY 21 HSV Realty in Hot Springs Village, Arkansas, also believes that consumer confidence has been shaken through the media’s portrayal of the real estate industry. He’s taken his fight to Capitol Hill, where he and nearly 60 other CENTURY 21 System representatives recently met with their respective members of Congress to discuss the current challenges and opportunities in their local real estate markets during the CENTURY 21 National Brokers’ Communication Congress in Washington, D.C.

“In most instances real estate professionals live in the areas that they service and are responsible and active members of those communities,” says Bigg. “It’s good for all businesspeople to get involved in some form of politics: sometimes, it’s the only way to get local government attention to key issues facing your community.
“Our local lawmakers are aware of the real estate industry’s issues,” he adds. “They’re trying to get the word out that the real estate world isn’t crashing. There are pockets in the U.S. that are experiencing difficulty. But for a good number of areas, we still see a normal, healthy real estate market.”

“It is not the responsibility of our lawmakers, local government or the Federal Reserve to fix consumer confidence,” says Bigg. “When the Fed cut the rates again in October, our local market responded positively. However, some people are still standing on the sidelines hoping prices will drop. Restoring confidence in the market will take time and perseverance.”

What’s Gold is New Again

Consumers need to feel secure and confident about the real estate market; they need to have faith that a constant standard will always remain. Enter the CENTURY 21 System, and its symbol of excellence-the Gold Jacket. Now, the company is reintroducing its iconic jacket.

“This reintroduction of the Gold Jacket is very much recognition of our roots and strong heritage, and we’re now just drawing out that heritage,” says Bev Thorne, senior vice president of marketing for Century 21 Real Estate.

“Gold is-and has always been-an iconic color for the CENTURY 21 System. It’s truly part of our brand DNA and who we are.”

The re-launch is also drawing great attention to the company’s service and excellence in a unique and different way. “Regardless of whether you live in the U.S., China or Turkey; if you’re a real estate investor looking to purchase income property; if you’re a single female; or a young or senior family, the CENTURY 21 System is still here setting that standard of excellence,” she says. “All of those people have different life circumstances. This reintroduction of our Gold Jacket highlights our ability to work with all consumers and their unique customer needs.”

Here are a few highlights:

-The new Gold Jackets are custom-made by Geoffrey Beene exclusively for Century 21 and represent a contemporary take on a classic real estate industry icon.
-The gold jacket is an internationally recognized brand identifier linked to core elements of: “professionalism,” “unity” and “the highest level of achievement.”
-A contribution will be made to Easter Seals, the official corporate philanthropy of the CENTURY 21 System since 1979, in the name of the purchasing agent/broker, their affiliated office and the CENTURY 21 System with each new Gold jacket purchase.
-New jackets will be officially unveiled in 2008 at the Century 21 International Convention being held in Orlando, Florida, from February 28 to March 2.

QuantumMail.com becomes QuantumDigital and sheds new light on integrated direct marketing solutions

By Maria Patterson

A lot of companies are really good at batting about the vernacular of the day. After all, the right jargon helps businesses appear ahead of the curve and in tune with consumers-and the real estate industry is no exception. How many times have you heard the term ‘integrated solution,’ for example? Probably a lot; yet in reality, how many companies are truly capable of delivering one? QuantumDigital believes it has that ability, and its new name says it all.

When Quantum Systems first opened in 1986, it relied on a Compaq 486 and a line printer to fuel a fledgling direct-mail business. Twenty-one years, a few name changes and 75,000 endusers later, company President & CEO Steve Damman is redefining the Austin, Texas-based firm as QuantumDigital. QuantumDigital’s name change will better reflect the evolution it has experienced in both technology and deliverables to customers. Effective December 18, 2007, the change, combined with a heightened marketing strategy, signifies not only how far the company has come, but where it is headed long-term.

Revealing its True Identity
“We switched to QuantumDirect (from QuantumMail.com) a couple of years ago to be a little less specific in our company name,” Damman explains. “People had preconceived ideas of what we were all about, when in reality we did much more than just print and mail.”

The company recently felt the need to further refine its name in order to pull its diverse functionality under one umbrella. At the end of 2006, Damman engaged the services of a national advertising agency, which ultimately suggested gathering the company’s three brands-QuantumDirect, QuantumMail.com and QuantumPrint.com-into one brand known as QuantumDigital.

“We feel that name is appropriate,” says Damman, “because we live in a digital world here-we are a digital print company that offers digital custom direct marketing solutions. The name QuantumDigital accurately represents what we are doing and where we are headed and will be appropriate for the foreseeable future.”

If you trace QuantumDigital back to its 1986 origins, it’s clear that the company began with a technology focus and has grown along that same path for more than 20 years. The rebranding to QuantumDigital is really a reflection of the company’s ability to keep up with the pace of technology.

“We’ve always viewed ourselves as technology providers,” explains Freddie Baird, executive vice president at QuantumDigital. “Other names we’ve had speak more to our specific services, but this new name communicates a forward-thinking company that embraces the technology push. The new brand will better reflect our DNA and better describe all the services we now offer.”

As Damman says, “The name QuantumDigital speaks to technology. Those are our roots, and I don’t see that changing. We have always used technology to remain efficient in our production and better service our customers. I’ve been here for 15 years, and every year we’ve taken technology to the next level, and we will continue to do so.”

Not Just a Name-A Strategy
More than a new name, QuantumDigital speaks to the enhanced value proposition the company now brings to its customers.

According to Eric Cosway, the company’s vice president and chief marketing officer, a new, integrated marketing solution is being rolled out to accompany the new QuantumDigitial brand. “We’re initiating a brand new online direct marketing service, and this ties in well under the new QuantumDigital label,” he explains.

This improved strategy, which was driven by feedback from clients, now integrates an important eMarketing function into Quantum’s direct mail and on-demand digital printing services. The eMarketing piece will enable customers to incorporate e-mail marketing and more into their existing print and mail campaigns. While Quantum previously offered customers on-demand digital printing and 24-hour turnaround, adding the eMarketing component will allow customers to respond even faster to new opportunities, all while maintaining control and streamlining accountability.

And accountability is a critical piece of the puzzle, says the QuantumDigital leadership team.

“What we’ve heard from current customers is that they use us for print and mail services but then have to go somewhere else for eMarketing,” Baird explains. “Now they can have it all in one neat package. With one Management Dashboard, they will be able to view campaigns and see what salespeople in the field are doing. The eMarketing gives us instant feedback on direct mail through personal URLs and landing pages we’ve created. Customers can now track metrics on who responds, which are things we hadn’t done in a big way before.” This is part of a continued effort to build out more sophisticated reporting measures around campaign effectiveness.

“The eMarketing service allows us to get heavier into metrics and allows customers to track the direct-mail progress,” adds Cosway. “We continue to put more tools in front of them as we redesign our entire Web transaction and Web order process. We know that our customers want both offline and online direct marketing programs to better increase prospect response rates, further drive customer loyalty and build higher retention.”

The tracking capabilities of QuantumDigital’s eMarketing program are critical to real estate professionals, says Baird. “Particularly in today’s market, how you spend your marketing dollars is very important,” he explains. “We’re trying to educate folks that while you can spend direct mail dollars anywhere, why not spend them with a company that can show how effective your investment is? Then it makes it easier to spend that money instead of feeling like your marketing is getting lost in a black hole. In this market, you’re competing for dollars. Sales transactions are down, but you still have to market yourself-why not do it in a way that is effective and measurable?”

This new, integrated marketing platform from QuantumDigital is catching the eye of non-real estate businesses as well, such as AT&T and Sylvan Learning Center. With more than 1,100 franchises in the United States and Canada, Sylvan Learning Center brought in Quantum’s marketing system at the end of last year. Sara Costello, director of direct mail and conversion marketing for Sylvan, was looking for a company that offered variable digital printing so that Sylvan’s franchisees could customize materials accordingly. “We needed a company that could handle our dispersed community,” adds Costello. “A solution that would run itself and a company that had a team in place to work with our franchisees. We wanted a state-of-the-art integrated marketing solution.”

“In addition to customization, we needed a vendor who could provide a fast turnaround,” she explains. “We had a problem with companies that offered a six-week turnaround on our marketing campaigns.”

Why Integration is the Smart Choice
While many companies tout a complete solution, QuantumDigital believes that true integration is hard to come by, though it is the smartest way to go.

“Integration is something that’s measurable if you do it properly,” says Damman. “With integration, the direct mail, Web and e-mail components of your marketing campaign become measurable. People click on links and visit sites, allowing Realtors to track the activities of their potential or current customers. We have leveraged today’s technology to develop personal URLs so it is possible to tell specifically who responds. This allows you to build a database about the customer and speak directly to them. Now, the program becomes a great CRM application as well.

“This all gives you a better handle on the results of your campaign and marketing efforts,” Damman continues. “It closes the loop to some degree. We’re getting smarter about valuable technologies and speaking in more personalized ways to our prospects and customers. Our multi-channel marketing allows our customers to have a deeper interaction with their buyers.”

Integration makes a good investment for real estate professionals as well. “A lot of marketing services were traditionally bought a la carte,” says Baird. “By buying an integrated solution, Realtors will save money and cut down on the number of systems and vendors they have to manage. We also think that e-mail and direct mail work more effectively when combined.”

According to Damman, integrated marketing solutions are a new paradigm for the real estate industry. “There are those in the real estate industry who are pretty tech savvy and have a good idea where a service like this can take them. A number of our large real estate customers have been recently asking for the types of services we are now developing. With their input and feedback, we are working with them to develop more automated custom systems that will meet the specific needs of larger real estate brokerages.”

That said, QuantumDigital will continue to serve the needs of its varied real estate consumer base, no matter how big or small. If a customer prefers to utilize just one aspect of the marketing program, says Damman, then the system is set up to handle that, too. “This is a suite of services that blends well together, but if you just need one part of that service then we can accommodate that as well.”

According to Baird, the flexible functionality of the program allows real estate professionals to also target communications according to customer preferences. “People have different preferences,” he says. “Some people hate getting what they consider spam, while others are just the opposite. Our eMarketing system gives Realtors multiple ways to get to a customer, yet we’re driving it all through one system.”

Leveraging Technology for Customers
Leading technology is at the root of any successful integrated program. QuantumDigital powers its marketing suite with six Xerox iGen3^TM digital printers that guarantee both quality and lightning-fast turnaround time. QuantumDigital’s data customization uses highly personalized and integrated mailing lists that leverage customer data, third-party lists or fully scrub-bed lists from their national database.

“It’s part of our culture to stay on the cutting edge of technology in terms of production and printing systems,” says Damman. “It’s an ongoing process to find out what the best practices out there are and adopt those so that our customers always have the advantage. Our pricing to the real estate industry is a perfect example-the price has basically stayed the same for 15 years.”

At the center of QuantumDigital’s technological advances are its customers. “From our perspective, it’s all about understanding our customers and their needs and then taking time to learn what they’re trying to accomplish. This allows us to establish a custom solution that will best accommodate their needs,” says Damman. “A lot of companies will build an out-of-the-box, one-size-fits-all solution, but that’s not our experience with the real estate industry. There are so many differences between one real estate company and the next, by virtue of market size and ad budgets. There are so many things that come into play that we need to be able to accommodate their needs on all levels and build a marketing program that works for them.”

Quantum’s customers attest to receiving an extraordinary level of service-something that doesn’t always go hand-in-hand with a company of QuantumDigital’s magnitude. Customer service has been a cornerstone of the company from the get-go.

“I’ve always felt personal contact with our customers is paramount,” says Damman. “I’m from a hospitality background where customer service will make or break you. That’s what I brought to Quantum, and we’re continually raising the bar in that area and looking for more opportunities to have personal contact with our customers.”

“QuantumDigital is a unique combination of technical superiority and capability combined with an excellent approach to customer service,” confirms Sylvan’s Costello. “We used a selection committee that included some of our franchisees; it was imperative that they were confident they’d get the support they needed.”

What’s more, working with a wide variety of industries ultimately benefits QuantumDigital’s real estate customers. “We can bring the best practices from multiple industries to the real estate industry,” says Cosway. “This cross pollination of ideas and best practices is key.”

Looking ahead, Baird explains that QuantumDigitial will continue to evolve in accordance with the changing needs and challenges of its clients. “We will continue to investigate direct marketing channels beyond e-mail and print to things you’re seeing today through Web 2.0 technology, such as blogging, videos, social platforms and marketing directly to PDAs. We’ll be growing in a strategic way.”

“Our customers can be confident that they’re dealing with a company that is progressive and looking out for their best interests at all times,” adds Damman. “Our experience in other industries will improve the user experience in the real estate industry.” RE

For more information, please visit www.quantumdigital.com.

Top-Level Marketing
What makes QuantumDigital so unique in the marketplace is the deep level of customization and individual attention it provides for its clients, say its customers.

This month, QuantumDigital will unveil a unique customized solution it recently created in tandem with Move, Inc.’s Top Producer: the CMA Farming Edition.

“Top Producer is one of the premier customer contact, prospecting and database systems for the real estate industry,” says QuantumDigital president & CEO, Steve Damman. “We have a natural fit for what they’re trying to accomplish and can provide a solution that helps their users effectively communicate with past customers and prospects in an easy, economical and professional manner. Our new integrated system makes that extremely simple.”

According to Realtor.com Vice President of Marketing Frederick Herot, the implementation teams at Realtor.com, QuantumDigital and Top Producer did a remarkable job in working together on this project. With the power of QuantumDigital behind it, the CMA Farming Edition provides the perfect complement to the Top Producer program.

“Agents get busy, but they still have a need to prospect,” Herot explains. “So far, they’ve been able to buy products that do prospecting, products that do mailings, and products for the Web that do CRM and follow-up. My goal was to make all those things work together without having to pull a lever on each one. I wanted to take components from online, offline and follow-up, and put them in motion so that they automatically start to self-actuate in a synchronized and coordinated way.”

This type of integrated marketing is a critical way for Realtors to keep the communication relevant and consistent with consumers, says Herot. “The consumer has to get the knowledge,” he explains. “They hear scary stories about what’s going on in the market. Our mailings can reassure consumers by showing accurate market conditions and build a relationship with the agent.”

Herot adds that the CMA Farming Edition will enable Realtors to hone in on specific neighborhoods to generate new business. “The agent who buys this product can do micro marketing in particular neighborhoods where they want to do more business,” Herot says. “Every week, new properties are going on the market in particular neighborhoods, and even the most organized agent wouldn’t have time to get the word out to their customers.”
One of the most important features of the CMA Farming Edition is automated follow-up. According to Herot, “When Realtors are prospecting, it might take a while for them to get back to the customer, and it’s uncertain how the follow-up will continue. This program automatically follows up with customers; even when agents are on vacation or out on an appointment, they can be certain that something relevant will go out regarding market conditions and listing information.”

The bottom line? According to Herot, it’s all about connecting with consumers.

“If you look at the fundamental needs of consumers in real estate, people who are buying a house want to know what they can get for the amount of money they can spend, and people selling a home need to fundamentally know what their house is worth. When you inject a third element-the press-which is full of information about change in the market, that is sometimes unnecessarily alarming. Agents can now provide assurance and a solution where consumers can get up-to-date, real-time information about what’s going on-and consumers will have more interest in the Realtor who supplies that information.”

An Interview with Founder and CEO of EXIT Realty Corp. International, Steve Morris

By Laura Henley

Since its real estate debut in 1996, in Toronto, Canada, EXIT Realty Corp. International has sold 1,200 EXIT franchises throughout North America, and has recruited over 40,000 salespeople into its system. Branded for its competitive residual income program, the company is also well known for specializing in effective teaching, training and coaching. In this exclusive interview with EXIT Realty Corp. International’s Founder and CEO, Steve Morris, he discusses his company’s happenings from top to bottom-from nearly losing his home twice, to paying out over $120 million in residuals since 2000.

As a franchise operation, when did EXIT Realty officially open for business?
Steve Morris: It all started on September 3, 1996, in Toronto, Canada.

What has been accomplished over the last 11 years?
SM: We have sold more than 1,200 EXIT franchises in North America and recruited over 40,000 salespeople into the system.

Have residuals made a difference?
SM: Yes, beyond my expectations. Over $120 million have been paid out to our associates since the year 2000 for sponsoring salespeople into EXIT.

Is this benefit a supplement to their sales commission?
SM: Yes, they are paid 70/30 on their first $100,000 of gross and 90/10 on the balance earned annually plus residuals.

Are these residuals multi-level?
SM: No, they are single-level and are paid out at a rate equivalent to 10% of the gross production of the salesperson sponsored into EXIT as their transactions close. This is all deal-driven, not profit-driven.

Does this amount vary?
SM: Yes, it reduces to 7% when the sponsoring agent retires and later to 5% as a beneficiary benefit.

Can you give me an example of how this works?
SM: John sponsors Mary into EXIT and she is recruited, by management, as a sales associate. Mary produces $100,000 gross per year. John’s benefit is equivalent to 10% of this or $10,000 annually. Over 20 years, he would receive $200,000 in bonuses. If he retired the first day she started, he would receive $140,000 over that time frame. If he passes away in that same example, his beneficiary would receive $100,000.

Who pays out these residual benefits?
SM: EXIT Realty Corp. International, in Toronto.

Is this legal?
SM: Yes. It is approved at all governmental levels in all states and provinces.

Why is it legal?
SM: Independent contractors are allowed, by law, to have a part-time job. EXIT’s head office simply acts as a secondary employer in the recruitment of its sales force. It has absolutely nothing to do with the public or a transaction in real estate.

Is it mandatory for EXIT agents to sponsor?
SM: No, it is simply financially beneficial.

Where does the 10% come from?
SM: Sponsoring is an assistance program to management in the recruiting process. In this regard, the monies are drawn from the broker’s portion of the commission on each transaction by head office.

How fast do associates receive their benefit?
SM: Residuals are immediately forwarded to the sponsoring associates by e-business once the sale has closed.

Is the sponsoring limited in any way?
SM: The broker of the office has the last say as to who is recruited for quality control. Other than that, our associates can sponsor salespeople into any office in the entire system and receive the benefit.

How long is it paid?
SM: For as long as the individual sponsored in stays in the system and produces business.

So in other words, it’s financially prudent to sponsor in the better salespeople?
SM: That’s absolutely true because they earn more and stay longer.

What about the rookies?
SM: Every one of us remembers what it’s like to get started. It was all about survival. EXIT is totally proactive in this regard.

How does EXIT differ from traditional companies in this regard?
SM: EXIT specializes in effective teaching, training and coaching that is specifically designed to burn out the inhibition of dealing with strangers. We specialize in self-image modification and reinforcement, canvassing and negotiations, presentations and public relations. All this is taught by experts. It’s all motivating, educational and strategic.

Do these methodologies solve the problems in the industry?
SM: There is no problem at the broker level that cannot be solved by good recruiting and there is no problem at the salesperson level that cannot be solved by more good listings. Sponsoring and excellent training cure both situations perfectly.

How does your company’s growth compare to other real estate firms?
SM: The top desk-fee company in the industry took 10+ years to create a sales force of 5,000. In that same time frame, EXIT recruited just under 30,000.

What about copycats?
SM: Negligible to non-existent.

How come?
SM: There is no copycat syndrome in the real estate industry because no one wants to be known by anyone else’s formula. We started with centralized control from the very first moment with EXIT when it came to paying out single-level residuals internationally throughout a salesperson’s entire sales career, retirement and beyond their death. You simply cannot re-tool an existing corporation to suit these requirements and make the payouts that EXIT does without causing a revolution or an internal meltdown. And, it’s a little late in the day to be an “also-ran.”

So, EXIT is one of a kind?
SM: That’s pretty much it. Seldom imitated and never duplicated.

Has anyone assisted?
SM: Yes, the Canadian government has granted EXIT $750,000 for developing the software necessary to pay out single-level residuals internationally right past death. They claimed that they had never seen anything as entrepreneurial and beneficial to the individual and one’s family. They have promised an additional $250,000 each February right to the end of the decade. You know you’re on to a good thing when your government backs you.

And you weren’t rich when you started?
SM: No, I was broke. Lunch money only. Almost lost my house twice.

Was there a defining moment?
SM: It was just before the turn of the century. The money exchange between Canada and the United States was $1 for a $1.50. In other words, as a Canadian, every time EXIT sold a regional franchise in the United States, we received $1.50 on our $1.00. This was a fabulous window of opportunity and it stayed this way for seven straight years. That was truly an advantage for our company. The truth of the matter is, that if I had been an American under these circumstances we never would have made it.

So your main focus was the United States?
SM: Absolutely. The financial return on our invested time was irresistible. The downside, however, was that the Canadian operation, to a great degree, was sacrificed in the process. There were only a few of us and we had very little money to work with. We had started right after the recession of the 1990s and the banks were not interested in a new, un-tried idea in the real estate business. We had to concentrate on what was most important next and many other considerations had to remain on the back burner.

Selling is all about getting appointments and making presentations. How did you launch into such fast growth?
SM: “60 Minutes With EXIT.”

That sounds like a presentation.
SM: Yes, it is. It really made a big difference.

You mean group presentations?
SM: Exactly. Hundreds of them. Right across the country. I have personally put on 520 one-hour presentations to groups of Realtors with audiences averaging 225 and in some cases topping the 550 mark.

Has this been successful?
SM: Totally! From day one, we had three things on our minds: sell regional/state rights; sell franchises; and recruit salespeople. We have averaged an 18% sell-through in this regard. We supply the fabulous food, drink and obligation-free environment, and I simply tell my story in one hour.

How is the reception?
SM: The reaction has been outstanding. I have had countless 30- and 40-year veterans tell me upon leaving that they had heard more truth in the last 60 minutes than they had heard in the past 20 years in the business, and that the only thing wrong with the system was that I hadn’t introduced it 25 years ago so that they could have taken real advantage of it and retired rich as a result.

Are you the only one putting on this presentation?
SM: Not anymore. My two presidents, Tami Bonnell in the United States and Joyce Paron in Canada, do absolutely outstanding “60 Minutes With EXIT” presentations. Between them, they will do over 100 a year, to huge audiences, and I’m talking about standing ovation experiences. It’s exciting!

Is there time in the day for senior executives to go right to the front lines in this manner?
SM: Absolutely. It’s part of our business plan. These presentations are strategized six to 12 months in advance. In fact, it has been so successful that we are now targeting to increase those presenting to 12 people over the next six months and then 18 by 2008 year-end. Our goal is 500 group presentations a year, every year.

So all of the key ingredients of this unique EXIT formula are in your “60 minutes with EXIT” presentation?
SM: That’s correct. It is a totally engaging format that clearly outlines the phenomenal potential of single-level residuals. It’s simply irresistible.

I see you enclosed a “60 minutes with EXIT” CD as a special gift to the readers of Real Estate magazine.
SM: Yes-and it’s probably the most important message of their entire career in real estate. The EXIT Formula captivates everyone who listens to it. EXIT is not so much about changing your brokerage. It’s more about the possibilities in the real estate industry that are simply not available anywhere else and never have been.

What’s next?
SM: EXIT is designed to become the very largest and most productively successful real estate company in the industry. Everything we do is tailored specifically to this desired result. We are all dedicated to creating a more empathetic environment with efficient systems, controlled input with a keen focus on absolute success. It’s all about getting the best possible return on the time spent by all of our people. Our salespeople are the assets of this corporation and they always will be. The enclosed CD tells the rest of the story. It’s for those who truly want the very best. RE

By Maria Patterson

While adoption rates of home warranty sales in the real estate community have been increasing over the years, there’s still a wealth of opportunity that many brokers and agents are passing by. As consumers become more informed and more aware of the benefits provided by a home warranty, they are now taking matters into their own hands and buying home warranties from an increasingly varied array of sources-even the local electric company. In this exclusive interview, Mike Clear-president of Madison, Wisconsin-based HSA Home Warranty-explains why real estate professionals need to provide home warranties to clients, before they get them somewhere else.

An interview with Mike Clear, President, HSA Home Warranty

Maria Patterson: First of all, in your opinion, how has the home warranty evolved over the years?
Mike Clear: One of the ways it’s evolved involves price and coverage. Essentially, the price has been the same since the existence of the home warranty business-around $400 for more than 25 years. During that time, however, home warranties have evolved to provide more coverage and have removed some of the limitations. This has forced the home warranty industry to find better and more efficient ways to manage the business from an operations standpoint. We’ve also had to find better, more efficient ways to get things repaired in the home and develop better vendor relations. When you look at it in terms of dollars taken in, there is a much higher percentage going out to claims now than 25 years ago. So all in all, the home warranty is a much better product for consumers today than it was 25 years ago.

MP: Why are home warranties gaining popularity among consumers?
MC: Home warranties are a great deal for consumers. We’re trying to get things streamlined for consumers so they feel like they can make one phone call and we’ll take care of their home-repair needs from there. We’ve also gotten very smart about our supply chain. We can get things fixed cheaper, which allows us to keep our price point on the home warranty low. HSA is able to get things fixed quickly and inexpensively because we supply a lot of customers to these vendors; it’s just a much easier process for consumers. Consumers are informed and educated and can talk about you online and rate you. We take the power of open information very seriously and we embrace that-it gives us the chance to prove that we’re a top-notch company.

MP: If consumers aren’t learning about home warranties from their real estate agents, where are they purchasing them?
MC: Consumers are demanding the product and are not just buying home warranties through traditional companies anymore. Consumers Energy, for example, in Michigan, sold 160,000 home warranties to their customers. Consumers are much more in tune to the home warranty. We believe, however, that there is no better time to purchase a home warranty than at the time of the home sale. It’s a no-brainer. The penetration rate should be much higher throughout the real estate community.

MP: Is perception a challenge when it comes to selling home warranties?
MC: When I came from the insurance industry to the home warranty industry, I wanted to legitimize this product called a “warranty.” When you tell people about a home warranty, they tend to think of the negative connotations associated with the word “warranty.” They think of the “60 Minutes” piece on Sears and Best Buy, where companies make more on the sale of a warranty than the product. As opposed to electronics and appliances, with every home warranty contract, there’s a good chance that you’re going to use it to fix your kitchen faucet or when your air conditioner breaks down. Unless the consumer sees the value in home warranties, we as an industry are not going to survive. At HSA, we’ve put more pressure on ourselves to make sure that the consumer sees the value-for a $400 home warranty, they’re receiving coverage on many items in their homes.

MP: What makes a home warranty different from warranties in other industries?
MC: I’m not trying to diminish the warranty industry. I saw all sides of the warranty business when I worked in the insurance industry. I audited all types of companies-auto, electronic, appliance. Compared to warranties in those industries, though, I know that the home warranty for consumers is a very good product. And the consumer now knows it, too. Today’s consumers are the driving force behind many things. If we don’t provide value to the consumer, we’re not going to be around.

MP: Why is the real estate professional the most logical person to sell warranties to consumers?
MC: The real estate industry has the best shot at selling to the consumer. In California, the adoption rate
of home warranties is 91%. It’s 20-30% in the Midwest and 10-20% in the East. Independent surveys have shown that if an agent recommended a home warranty, 82% of the time, people would buy it. The problem is that agents are not always recommending it, so consumers are getting it elsewhere. My question to agents is, “Why not provide that service to clients? Why not be the one to guide them in making this decision?” We want to keep the consumer in our portfolio for the next 20 years-this is a great way to help do that.

MP: Is the risk management aspect of home warranties still an important factor for agents to consider?
MC: Yes. It’s the only proven risk management tool that an agent has to protect themselves against post-sale issues that may arise in the home. Without a home warranty, if something goes wrong with the mechanical systems or appliances in the home, the consumer is left without any alternatives but the legal community. If a home warranty is in place, the consumer turns to HSA for resolution instead of the agent. The consumer could then look at the agent and say, “thanks.” Home warranties help manage those risks and they will play that role forever.

MP: Home warranties go beyond risk management for agents, however. Can they actually serve as a business-building tool as well?
MC: Home warranties play a big role in building referrals for agents. Every home warranty company notifies the agent when their client calls in a claim. This provides the agent an opportunity to have a valuable conversation with their client versus mailing a postcard to them. Additionally, beyond the first year, we are more successful today than ever before in renewing contracts for multiple years. We continue to have claims payments each successive year, giving the agent additional opportunities to communicate with their client and gain referral opportunities.

In anything we do in business, if it is not meaningful to the customer and client, it can actually be offensive. I always put myself in their shoes and ask myself, “Would I want this or would this just get on my nerves?” If someone called and had something meaningful to say that related to my circumstances, I’d appreciate their call.

MP: Please explain what you mean at HSA by a “Contract of Convenience.”
MC: In today’s society, everyone’s schedules are busy and when a failure occurs in their home they don’t have time to search for a service contractor or get multiple bids for repairs. With a home warranty in place, they make one quick call to HSA and we dispatch a service contractor to take care of them. If something breaks in the home that wasn’t pre-existing, we’re excited to pay that claim. We want to help that consumer and provide service quickly and conveniently. That’s the Contract of Convenience.

MP: Why are home-related repairs more convenient through a home warranty than other avenues?
MC: When air conditioners break, for example, they usually break in mass when there’s a heat spike. Everybody then calls the local heating and cooling vendor and you get placed on this long list and may have to wait days for repairs. With HSA, we have a lot of relationships and provide a high volume of demand to the heating and cooling companies. We can get someone out there much quicker than the consumer just calling on their own.

Also, when people relocate, they don’t know who to call. They can simply make one phone call to us and get someone to the house faster than they could ever do it on their own. That’s the Contract of Con-venience-the ability to make one phone call and have it done. This helps the agent, too-it makes the agent look good by providing this very high level of customer service.

MP: How does HSA help ensure that this high level of customer service is delivered on behalf of agents?
MC: We’re not in the business of trying to find ways not to pay the customer. We want them to get the service they need and deserve, and to be happy. We use every measure we have to ensure outstanding service-from the speed in which the problem is treated to when the claim is paid. We invest a lot of time and energy-and significant dollars-toward customer service. The last thing we want is to cause an agent to lose a client. We also have a vested interest in keeping the consumer happy-we want to keep that customer forever!

MP: Where do you see the home warranty business headed in the future?
MC: The biggest companies are going to survive and be able to leverage their intellectual property, their supply chain and their business to be more competitive. That’s why we embrace technology in creative ways to get consumers’ repairs fixed as quickly as possible.

We have two clients: our real estate partners and our customers, the homeowners. They are both customers and both clients. We have to make them both happy. Everything we do is to make our product more valuable to clients and customers. When I came into this industry, my goal was to make home warranties a well-liked product. The real estate industry has the best home warranty product out there-it’s designed to make real estate professionals look good. RE

HSA Home Warranty: At a Glance

A privately-owned home warranty company based in Madison, Wisconsin, HSA Home Warranty offers comprehensive home warranty plans and Error & Omissions insurance to the real estate industry throughout the country. HSA’s home warranty plans provide valuable protection for homeowners, safeguarding them from the expense of mechanical and appliance failures in their home.

According to HSA, the company’s success over the past 23 years is based largely on the long-term partnerships they’ve formed with their clients, and the company’s ability to provide flexible, personalized service to each and every warranty customer. This success is reflected in HSA’s impressive sales growth: 25% each year on average for the past four years.

The HSA Success Plan:

Philosophy
HSA believes in creating clients for life by providing long-term value for homeowners. When something breaks down in their home and they experience, first-hand, the relief of getting the problem taken care of promptly and reliably, the value to homeowners becomes clear. Their positive experience leads to the renewal of their warranty contract year after year. It also means more business for the agent in the form of referrals from these satisfied homeowners.

Technology
HSA employs a group of creative and innovative developers who work continuously to stay one step ahead of the industry and provide customer-centric solutions. Between a state-of-the-art call center and a custom database application, the company has the flexibility and innovation to incorporate new technology on demand. Customer expectations are changing as quickly as technology is. Today’s homeowners are more dependent on electronic communication than ever before. In order to continue to meet customer expectations, HSA is committed to constant improvement in order to create customers for life.

Products
HSA makes every effort to provide the best possible home warranty products on the market. Comprehensive coverage allows the company to pay claims and keep homeowners satisfied. This, in turn, keeps clients satisfied and reliant on HSA as their source for home warranty products and services, including resale and new construction warranty programs, E&O insurance coverage and risk management education.

Service
Customer service is the top priority at HSA where great lengths are taken to provide outstanding service to both its partners in the real estate industry and to contract holders. HSA customer service representatives are available 24 hours a day, seven days a week. Each one is highly trained and held to a series of high performance standards.

For more information, please visit www.onlinehsa.com.

By Stephanie Andre 

Over the past five years, the real estate industry has seen many things: the best market ever; a progression to a more balanced, more competitive market; and a rush of newbies greater than anyone’s seen before. To that end, this year’s crop of Realtors on the Rise winners reflects a sizeable showing of quality agents who have entered the market within the past five years.

From their impressive sales figures, to their innovative marketing strategies, to their community involvement, Real Estate magazine’s editors have chosen 50 Realtors on the Rise, selected from hundreds of candidates. We congratulate this year’s winners on stepping up, pushing forward and committing to the real estate marketplace. 
 
Sandie Acord
Liz Carter & Team Realty
Katy, Texas

Starting ’em early: Acord began working at Liz Carter & Team Realty at age 18. A family affair: Acord is the third generation of broker/owner Liz Carter’s family to work on the team. Multitasker: Acord is also the contract negotiator for the team and has “gotten our list price-to-sell-price ratio for our sellers to 99.3 percent,” says Carter.

Acord is the third generation of broker/owner Liz Carter’s family to be part of the Liz Carter & Team Realty. She started as the company’s “runner,” then progressed rapidly to listings manager, contract negotiator, and two years ago, became a full-time listing agent and prospector for new business. She still does all the negotiating for the team on every file.

Diana Beam
RE/MAX Leaders
Indianapolis, Indiana

In real estate: More than 20 years Fight for their rights: Beam is an advocate for seniors and their families. “These clients need a broader range of services than other demographics and are much more likely to rely on someone they trust. I never wanted to say no when asked for additional help.” Self proclamation: Beam proudly admits she is a “card-carrying member of AARP.”

Two years ago, Diana Beam launched a senior resource site, www.SmoothMovesForSeniors.com, to help older adults and their families handle the challenges of later life. These “RightSizing” services help prepare the senior for their next phase of life—whether that means aging at home, buying a smaller home, or electing for more assistance-intensive living quarters.

Miguel Berger
TechValley Homes Real Estate, LLC
Albany, New York

Career span: 22 years in real estate Known as: “The New York technology real estate broker.” Quotable: “I love what I do…We are just beginning to see the market here start to bloom and I find that exciting.”

Miguel Berger is a leader in his region and in his industry through professional and community board service, speaking engagements, interviews, generous donations of time and resources, and hands-on work with charities and projects. He uses cutting-edge technology, including: 360-degree virtual tours; podcast listings; and on-call agent after-hours.

Brandon Buckley
Vanguard Realty Inc./GMAC
Jacksonville, Florida

Early drive: During high school, Buckley attended antique auctions, catching the attention of some mentors who helped him learn the trade, while profiting from his discoveries. These experiences were the foundation of his negotiation skills. Sole traveler: The summer before he began college, Buckley took a trip by himself across the U.S.; for 53 days, he explored the East Coast for antiquities. Merry Christmas: Last December, Buckley traveled to Brazil where he dressed up as Santa, and delivered food, toys, and clothing to the homes of two families he adopted.
 
Some may not perceive Brandon Buckley as a traditional Realtor. He says his business model is based on relationship development and customer service, rather than the traditional methods of the real estate business. Buckley does not personally market himself through the customary means of advertising—his business is only through referrals; he bucks the current trend by not having a large Internet presence.

Ken Butler
Billy Isom GMAC
Oxford, Alabama

In real estate since: January 2006 Double duty: Butler works “part time” in real estate as well as full time as an electronic technician. Movie magic: Butler advertises at his local movie theater on 12 screens.

At times, Ken Butler says it seems overwhelming working two jobs, both of which are essentially full time. “Even though I am considered part-time at my real estate office, there is nothing part-time about real estate. I work seven days a week and still have to balance my family (wife and two children) and two jobs.”

Shannon Byrdsong
MetroBrokers/GMAC
Atlanta, Georgia

In real estate since: 2006 Multimedia presence: Byrdsong hosts a radio program, has a Web site dedicated solely to that radio show and has an Internet simulcast and downloadable podcasts of each program. Speaking engagement: Byrdsong has been invited to join MetroBrokers/GMAC’s speakers bureau and is a regular guest speaker and mentor for PHD (Partners Helping Develop Good Business Practices).

As president and CEO of Byrdsong Marketing, Shannon Byrdsong knows the importance of effective sales and marketing practices. Byrdsong utilizes multiple mediums to promote her business and generate and pursue leads: an e-mail marketing plan to promoting her listings; her radio show and her appearances at special events; and an automated voice-messaging system for promoting upcoming events.

Fortunato Campesi
RE/MAX Real Estate
Oradell, New Jersey

In real estate since: 2005 First-hand knowledge: Before ever getting involved in real estate, Fortunato Campesi was an investor, purchasing a total of five homes. In control: Campesi decided to leave his Corporate America job two years ago.

After watching his sales commission rate get cut two years in a row, Fortunato Campesi decided it was time for a change. “Since I wanted more control over my income and my career’s fate, I decided to pursue real estate full-time.” Now, still new to the industry, Campesi is ranked number 94 in the state of New Jersey for 2007 in gross commission earned.

Robert Commodari
RE/MAX Elite Realty
Baltimore, Maryland

In real estate since: 2001 Word of mouth: Commodari does business only by referral. Speaking engagement: Commodari recently visited a prison to speak to some pre-release prisoners. “It was an event where I did a presentation and the inmates had to evaluate me. The message was all about hope for a brighter tomorrow. It was a phenomenal experience.”

Robert Commodari says some of his success can be attributed to the fact that “I show up as me. I do not put on a false mask in hopes of trying to impress people.” Commodari says he focuses on educating people about the process of buying and selling. He adds that he doesn’t look at the client as a transaction, but more as a relationship for life. “I listen and I care.”

Brian Copeland
Village Real Estate
Nashville, Tennessee

In real estate since: 2006 Good job: Copeland received the Greater Nashville Association of Realtors “Rookie of the Year” in March. Tennessee first: He launched the state’s first real estate video Web casts of his homes, showing not only the home’s features, but full videos of the surrounding areas and the home’s daily life intersections.

Brian Copeland focuses on children in the home-buying process. He has designed and developed a kid’s interactive scavenger hunt for each day out in the buying process. Little girls receive a garden watering bucket with seeds and information on “green” living. The scavenger hunt also includes a kids’ guide to buying a home, which Copeland developed with the use of some savvy 9-year-olds. Not to forget the boys—they have a pirate chest complete with pirate’s hat and scope.

Andy Dubino
Vanguard Realty Inc./GMAC
Jacksonville, Florida

Packing/unpacking: Dubino is the son of a Navy Commander, so growing up, his family relocated often. Start in real estate: Dubino first began in commercial real estate. Free time: Dubino is an usher at an 8,000-member church.

Andy Dubino prides himself on giving customers the personal touch. “I always try to initially meet with my customers personally and take the time to listen to them as carefully as possible. Listening enables me to provide the best possible match and make the best possible recommendations.”

Mary Beth Eisenhard
Long & Foster Realtors
Gainesville, Virginia

In real estate: Close to 14 years Repeat business: Because of her husband’s work transfers, Eisenhard has started her own real estate business three times. Family business: Eisenhard’s daughter joined her in the business two years ago.

Mary Beth Eisenhard started a network group three years ago—the Prince William Business Referral Group. “The purpose of our business referral group is to build business success through quality referrals. We are dedicated to maximizing the use of our time, energy, and resources to give and receive good business referrals.”

Joshua Gonzalez
Realty Executives Phoenix
Phoenix, Arizona

In real estate since: 2004 Prior to real estate: Gonzalez had more than 10 years of small-business ownership and management experience. Double duty: In addition to his real estate business, Gonzalez is working on a consultant level to research, develop and implement a new initiative for the Realty Executives International franchisor that will launch sometime in 2008.

While recognizing—and embracing—the importance technology plays in real estate, Joshua Gonzalez finds it is more valuable to emphasize the importance of taking a “hands-on” approach with his clients. He acknowledges that with technological advances he is able to efficiently service his clients’ needs but that the real opportunity to make an impression lies in taking time to personally meet with each client to assess their specific needs.

Bryant Green
Prudential Georgia Realty
Atlanta, Georgia

In real estate since: 2002 Prior to real estate: Green served for 33 years with BellSouth Telecommunications, retiring as assistant vice president of operations. Area served: North Georgia and Northern Metro Atlanta

The success Bryant Green has achieved in five years in real estate is a classic example of achievement in a prior career transferring to success in real estate. “The experience and training I received during my corporate career has been invaluable in building a successful new career. The interpersonal and leadership skills have been the most important…I wouldn’t trade them for anything.”
 
Amy Hall
Metro Brokers/GMAC
Atlanta, Georgia

In real estate since: 2004 Prior to real estate: Hall worked as a U.S. Army Drill instructor for Metro State Prison. First-year numbers: In her first year, Hall’s sales volume was $3 million.

Some time ago, Amy Hall had to have emergency surgery. “I never realized what an impact I had in real estate until I was admitted into the hospital,” she says. Despite both arms having IVs and other medications attached, Hall still managed to oversee all of her deals. “Almost 90 percent of my clients came to visit me—even those from out of state—and most of those still wanted me to put in contracts for them while I was lying in my hospital bed….I love real estate.”

Carolyn Heckman
John L. Scott Real Estate
Seattle, Washington

In real estate since: 2003 On track: Heckman is on track to produce over $20 million in sales this year. Giving back: Heckman donates both her time and money to the John L. Scott Foundation for Children’s Hospital in Seattle.

Carolyn Heckman is always looking for new and creative avenues to promote her business. She specializes in the luxury home market. In promoting her listings, Heckman’s marketing campaign is impressive, and includes her exclusive custom Web site—www.LifeByDesignInc.com.

Dave Henderson
Coldwell Banker Residential Brokerage
San Diego, California

In real estate: More than 20 years Summertime ritual: Every summer, Henderson sponsors free “Concerts in the Park” for families to come together and enjoy great music and community involvement. Philanthropist: Henderson and his family are actively involved with Scripps Ranch Community Assn., Children’s Hospital Auxiliary and Dingeman Elementary School in the San Diego area.

Beginning in 2005, Dave Henderson was an early adapter for using video home tours as a major component of his marketing strategy. The video home tours help him showcase a property in the best possible way, 24 hours a day, seven days a week, by having the home both visually shown and audibly explained to the viewer. Additionally, to load and deliver the video home tours quickly, Henderson replaced his Web site with a real estate Web television (reWebTV) broadcast channel.

Donna Hogan
Metro Brokers/GMAC
Atlanta, Georgia

In real estate since: 1987 Personal motto: “A smile is a light in the window of the soul indicating the heart is at home.” A day that she’ll remember: Hogan experienced Sept. 11 firsthand, fumbling down 36 flights of stairs in the dark at World Trade Center and witnessing the second tower crash. “It was too much to comprehend.”

In 2005, still witnessing military men holding rifles outside of her New York office and orange alert threats were constantly being implemented, Hogan and her husband decided to move. Hogan admits that, “No matter how much you achieve in your career, there comes a time when you must balance out your spiritual journey, your career and your life.” In October 2005, they moved to metro Atlanta.

Kevin Hyde
Gasparilla Properties
Boca Grande, Florida

In real estate since: 2003 Prior to real estate: Previously, Hyde worked in telecommunications. A big move: In 1992, Hyde and his family relocated from Florida to Alaska. “We moved to Alaska for the adventure of it,” Hyde says.

The small community of Boca Grande, Florida, is not an easy place for a new agent to break into. Everyone knows everyone and while a new face and talent is welcome, Kevin Hyde quickly learned he had to build trust and become a familiar face. To that end, Hyde takes the company’s team philosophy to another level. No matter how small the request, if someone walks through Gasparilla Properties’ doors, Hyde may likely be one of the first to offer up directions, recommend a restaurant or hand out a map.

Tim Judge
Judge & Associates
Greenwich, Connecticut

In real estate since: 1992 A large presence: The eighth child of 11, Judge’s large family taught him how to negotiate, be competitive and still give back to the community. Special cause: Judge is most proud of his work with Habitat for Humanity. With other members of his family, he has raised nearly $30,000 in the past five years.

A tech savvy broker to say the least, Tim Judge says, “My goal is to develop a site that offers direct access to the most important asset in the real estate business—the listings.” Using his site, HomeSearchTV, visitors can have listings sent to them via e-mail as they come on the market. Says Judge: “The key to the site will be the video.” 

Traci Kasparian
Real Living Lifetime
Northborough, Massachusetts

Claim to fame: Kasparian opened the first Real Living franchise in the Northeast. Great intellect: In addition to being a broker, Kasparian is also a doctoral level psychotherapist. In her spare time: Kasparian donates her time working in the mental health and substance abuse field, lecturing on substance abuse and treatment and caring for a child or family member with mental illness.
As the owner of the first Real Living franchise in the Northeast, Traci Kasparian brought an entirely new brand to real estate in Massachusetts. She approached the decision to open a company of her own with a “no-risk, no-reward” attitude that failure was not an option—something that has always been a mantra for her personally and professionally.

Karen Lambert
Weir Manuel Realtors
West Bloomfield, Michigan

In real estate since: 2004 Sphere of influence: Lambert’s real estate business comes from her extensive and diverse networks, which include everything from her interest in motorcycles to her involvement with charitable organizations. Making it personal: Lambert says she develops a personal relationship with her clients and takes a personal interest in their families, friends and whatever is happening in their lives—“The personal relationships are so important.”

Like many in Michigan, Karen Lambert and her husband were facing numerous financial challenges when she first joined Weir Manuel Realtors. Rather than adopting a “poor me” attitude, she embraced this challenge with energy and enthusiasm, became skilled in the business and adopted a work and service ethic that attracted clients.

Dawn Laneis
Professional Realty Group
Las Vegas, Nevada

Double duty: In addition to her full-time work as a broker, Laneis is also founder of the HOPE (Housing Opportunity Programs and Education) Program. Award-winner: Laneis’ company recently received a Congressional award for their work with the HOPE Program. Educating the masses: Laneis’ brokerage holds several home-buyer workshops throughout the year to help educate consumers on the home-buying process and the many government programs available to assist them in financing.

After 15 years in an abusive situation, Dawn Laneis found the courage to leave the place that kept her captive physically and emotionally. Homeless and living in her car, Laneis gained strength from her situation. She developed a program that would help people who never thought they could buy a home. By helping them, she says she helped herself. Over the past three years, Laneis and her partner, Cynthia Bologna, have helped more than 300 families buy homes in the Las Vegas area.

Lucas Lechuga
Real Living Properties
Coral Gables, Florida

In real estate since: 2005 After graduation: Prior to getting involved in real estate, Lechuga worked as an on-floor options trader at the Chicago Board of Options Exchange. Finding your niche: Lechuga found his specialty by working with out-of-state investors; he was able to clearly convey why they should or should not buy a certain property.

Lucas Lechuga not only works with investors, condominium foreclosures, pre-foreclosures, short sales and pre-construction, but also local buyers. What’s more, by using video in his marketing practices, Lechuga has been able to close transactions where the buyer has not physically seen the property. His expertise in videography is self-taught. Lechuga produces, narrates and edits all his property videos.

Jimmy Littlejohn
Vanguard Realty Inc./GMAC
Jacksonville, Florida

In real estate since: 2004 Prior to real estate: Littlejohn spent 13 years in the grocery business. As a rookie: In 2005, Littlejohn sold 23 sides and achieved $3.99 million in sales volume.

Jimmy Littlejohn attributes much of his success to his length in retail management, customer service experience and Vanguard GMAC’s team mentorship program. He goes the extra mile for his customers—“people don’t realize how much stopping at the hardware store and picking up a door stopper for a seller can mean. Little things take five minutes, but they save a seller a whole lot of time and frustration.” About 90% of Littlejohn’s business comes from a referral base of past customers and contacts.

Neal Mansfield
Excite Realty
Seven Points, Texas

In real estate since: January 2007 Prior to real estate: Mansfield worked in the information technology industry. You may not know: Mansfield serves as a sixth-grade substitute teacher.

In his first week in the office, Neal Mansfield built his own Web site—CCLake.biz. His site has received more than 9,000 visits in the last 90 days. On the listing front, Mansfield finds every opportunity to provide exposure for his client’s listings—he posts them on seven other Web sites. He also works with the agents in his office to improve their success with the Web.

Sally Masters
Coldwell Banker R/E
Naples, Florida

Proud to be an American: Masters became a U.S. citizen in May 1999. Balancing life and work: Masters uses coaching through Buffini and Company to help her balance her life. Giving back: Masters helps her local high school with donating and raising funds for their JV and varsity soccer teams.

“Above and Beyond” is how Sally Masters says she treats all of her clients—from making sure their cable is hooked up, to making a doctor’s appointment for one client who was traveling into Naples for three days from Africa. Masters also has a program called the “care program,” includes small gestures such as personal notes to stay in touch, popping by with a gift to say hello when I’m near their home and phone calls to see how they are doing.

Brian Murtha
HER Real Living
Pickerington, Ohio

In real estate since: 2006 Personal motto: “People do not care how much you know until they know how much you care.” Spare time: Murtha coaches a youth baseball team.

When Brian Murtha first began working as a Realtor, he didn’t have many listings so he tried developing business the old-fashioned way—knocking on doors, contacting FSBOs, networking just about everywhere. By the end of his first year, Murtha generated $5 million in sales.

Stephen O’ Hara
RE/MAX Real Estate Services
Monarch Beach, California
 
In real estate since: 1976 Leader of the pack: O’Hara ranks 14th among RE/MAX’s 119,000 associates. First taste of success: At age five, O’Hara operated his first business—a Kool Aid stand.

These days, you’ll find Stephen O’Hara helping other agents understand and utilize the Internet as he provides opportunities for qualified agents to become a certified Local Partner of the Parent Relocation Council, a company O’Hara recently launched, and that went national this year with Local Partners in over 11 states. The PRC Web site (www.parentrelocationcouncil.org)
links to a Realtor program that gives agents the opportunity to utilize the PRC business model to position themselves as the “go-to” person in their community for real estate-related services.

Leo Pareja
TPI Real Estate
Herndon, Virginia

Age: 24 Life-changing story: After reading Rich Dad, Poor Dad, Pareja decided to delve into real estate. Young entrepreneur: While still in college, Pareja purchased his first investment property.

Following the lead of his principal broker—and while still in college—Pareja jumped into real estate investing on his own and bought his first condominium. He moved into the condo and rented out the extra rooms and soon discovered that the rental income more than paid for his monthly mortgage payment.

Maribeth Peters
Ellen Terry Realtors
Dallas, Texas

In real estate since: 2003 Award-winner: Peters was named one of D magazine’s “Best Realtors of Dallas” for 2005, 2006 and 2007. Love of the arts: Peters has been involved with the Dallas Museum of Art for the last 10 years, actively involved in the Museum’s Junior Associates.

Maribeth Peters is an agent who believes in mentoring new agents and is always generous in sharing her knowledge to the real estate groups who invite her to speak. She is especially eager to share her knowledge on the use of technology which she uses extensively to better serve her clients and expand her real estate business.

Jonathan Polino
Highland Real Estate
Winthrop, Massachusetts

In real estate since: Age 19 Having faith: Polino is a Eucharistic minister, which allows him to participate at mass regularly. Giving back: Polino is active with Habitat for Humanity, helping in New Orleans after Hurricane Katrina.

Long before graduating from business school, Jonathan Polino says he knew exactly where he wanted to apply his background in finance—to his father’s real estate company. Licensed at 19, Polino decided to join his family’s business after his first year of college. “By using my sphere of influence and spending many hours following, observing, and modeling the top-producing agents in my firm, I was able to close five transactions in my first three months as a real estate professional.” The following summer, Polino upped that number to seven.

Tina Potter
Prudential Georgia Realty
Atlanta, Georgia

In real estate since: 2003 Parental influence: Potter credits her parents’ successful retail businesses for giving her an early arena for learning business and customer service. Who’s number one: Potter was the number-one agent for Prudential Georgia Realty in 2006

Tina Potter has a definite faith-based center in her life and she makes no apologies or excuses for it. “I believe that life is all about serving others. It seems the more that we help others and do for them, the more we are blessed ourselves. By serving others, we unleash a limitless potential in ourselves. Everyone at Prudential knows where my priorities are. After God, my relationship with my family is first.”

Stefanie Pratt
Coldwell Banker Devonshire Realty
Champaign, Illinois

In real estate since: 2003 Award-winner: Each year, Pratt has made the President’s Circle for Coldwell Banker, ranking in the top 10% or higher for sales internationally. Giving back: Pratt donates $100 to a local not-for-profit organization for every home her team sells over $100,000, “which I started in 2006 to honor Coldwell Banker’s 100th anniversary.”

Stefanie Pratt uses a variety of methods for marketing: a monthly billboard; monthly seed packets—postcards with either recipes or funny cartoons; and at least twice a year she works with local businesses to send out coupons to past sellers and buyers. “I am currently doing a radio promotion called the Ultimate Open House, which consists of hosting three different types of homes open, with over 12 vendors promoting their services for homeownership.”

Ron Reed
First Weber Group
Madison, Wisconsin

In real estate since: 2006 Slogan: “Everything I touch turns to sold.” Quick study: Reed was named member of the President’s Club Top 25 for January 2007, a monthly club of elite First Weber agents.

Ron Reed was named semifinalist for the Real Estate Apprentice Foundation’s fifth season, winning grant funding and real estate products and other communication tools. “Ron distinctly understands the significance of a strong brand and continues to use marketing and public relations to his advantage—this alone is a key ingredient to successful real estate practices,” says Tom Weber, a manager with First Weber.

Michal Rhodus
Real Living Team One
Tampa, Florida
In real estate since: 1997 Philanthropist: Rhodus participates in Relay for Life for the Susan G. Komen Foundation Keys to success: Rhodus says she listens and captures her customers’ needs, which helps her determine the best method to reach their goals.

Michal Rhodus dreamed of owning a real estate business and how it might look. One of the first things she did as an owner was to ensure the name embodied what she is about—team. Thus, Real Living Team One. The name states the vision for all to embrace. This impacts how she markets her company, works with her agents, and shepherds her clients. Her team concept results in the highest level of professionalism between agents, clients and affiliates.

Andy Sachs
Coldwell Banker
Newtown, Connecticut

In real estate since: 2006 On referrals: “It is the ultimate thank you.” The most important advice he’s received: “Provide truly remarkable service.”

After a brief career spent traveling around the country and commuting for three hours a day to New York City from Connecticut, Sachs’ wife turned to him and said, “Quit. Find something that makes you happy.” “I did just that,” says Sachs, “and over the last year I found and fell in love with real estate.” Sachs says he and his company approach marketing and technology holistically. “It is the sum of the parts that creates an effective marketing plan we have implemented to promote our business and sell our client’s property. The knowledge that a buyer can come from any corner of the earth requires a comprehensive plan to capture them.”

Janna Scharf
Keller Williams Realty of Northern Colorado
Fort Collins, Colorado

In real estate: Three years Giving back: Scharf hosts the Gingerbread house table at her church bizarre where she pre-creates accessories, brings candy and accessories for participants to make Gingerbread houses.

Janna Scharf took over the entire advertising and marketing responsibilities of her office because the office’s image was “at best blasé.” She negotiated print media contracts, improved the overall image in print and Internet exposure, giving the company a positive and impressive image.

Jace Schmitz
JACE The Real Estate Company
Port Angeles, Washington

In real estate: About 20 years Eye on education: Schmitz teaches college-level real estate courses. Giving back: Schmitz founded the local “Everything But Food Drive,” that collects non-food items like shampoo and toothpaste for distribution throughout the community.

Community service is paramount to a life of balance and Jace Schmitz’s includes sponsoring local youth sports teams and hosting the end-of-the-season parties with gifts, pizza, and sweets for the young athletes. Recently, Schmitz sponsored a two-month show at the local Fine Arts Center.

Tim Seibold
RE/MAX All-Stars
Austin, Texas

In real estate since: 2005 Multitasker: Seibold attends college full time and works as a Realtor full time. High goals: Seibold plans to make RE/MAX’s 100% Club for 2007.

Tim Seibold became licensed in Texas in March 2005—at just 21 years old. Still a full-time student at Texas State, he will graduate at the end of this year with a degree in business management. In his first nine months in real estate, Seibold sold about $1 million, still attending school full time and changing brokerages after just six months.

Hal Sheeler
Century 21 Energy Shield Realty
Hanover, New Hampshire

In real estate since: 2001 Prior to real estate: Sheeler was a music educator. World traveler: Sheeler’s music career took him all over the world, helping him develop an appreciation for relocating people.

As a former educator, Hal Sheeler has successfully applied the people skills learned in the classroom to his new occupation as a New Hampshire and Vermont Realtor. Over the past few years, Hal has often been the top producer for his company, Century 21 Energy Shield Realty in Hanover, New Hampshire.

Sharon Silva
Palm III Realty
Fernandina Beach, Florida

In real estate since: 2004 Family affair: Silva recently took over custody of two of her grandsons.

Since coming on board full time at Palm III Realty, Sharon Silva’s broker says that working with her is like “watching a freight train on full steam, full speed ahead.” Silva has created three Web sites and invested in several lead-generating tools. “You can be successful and happy as a Realtor—even in the slow market.”

Vanessa Simmons
HER Real Living
Columbus, Ohio

In real estate since: 2005 Before getting into real estate: Simmons interviewed five brokers before signing up for her first class. Educator: Simmons conducts first-time home-buyer seminars for the Urban League and Columbus Housing Partnership.

Vanessa Simmons is a founding member of OFIS (Ohio Foreclosure Intervention Specialists), a group of Realtors that come together from various brokerages to help address Ohio’s foreclosure problem. The group has been very successful and has collectively been able to share information and resources to serve many customers and clients who may have fallen to foreclosure.

Kimberly Sperling
Edina Realty
Lakeville, Minnesota

In real estate since: 2004 For the future: Sperling holds a fundraiser each year (in her deceased father’s name) to provide a college scholarship to a hardworking graduating high school senior.

Kimberly Sperling says she stays ahead of the trends and offers clients added value items that other Realtors don’t. Last year, she became accredited in staging and now offers consultations and staging services to sellers as well. She carries inventory that clients can use in their home and has furnished entire, empty homes for quicker sales.

Jon Terry
Realty Professionals of America
Golden, Colorado

Started as an associate broker: In 2006 My other job: Terry is also an attorney. Sales this year: So far, Terry has closed more than $4 million.

Jon Terry is building his business with the goal of generating at least four referrals from each client he helps to close a transaction. In short, as both a Realtor and an attorney, he provides comprehensive market knowledge and legal expertise, and he takes the worry out of buying and selling real estate. 

Claudia Tringale
M&M Real Estate and Mortgage
Elk Grove, California

Working as a Realtor: Since 2005 Multitasker: Tringale also serves as a senior loan officer. Motto: “Quality vs. Quantity”
 
According to Claudia Tringale, “the secret to being a good real estate agent is being a very good loan officer first. Pre-qualify your clients, show them their financial picture, be realistic about their goals and then go look for their home in their budget.” She says this saves a tremendous amount of time searching for homes.

Wayne Turner
Wayne Turner Real Estate Company
Hendersonville, Tennessee

Learning from your mistakes: Turner says that he truly believes that looking back on the challenges you had earlier in life influence who you are and will become. By the numbers: 44% of his business is from repeat business and referrals.

According to Wayne Turner, if you are helping people get what they want, then you’ll be taken care of and have abundance in your life. This is Turner’s philosophy every day. He values integrity, honesty and practicing what he preaches. Friends and colleagues will also say that “he is always willing to lend and share a hand.”

Shelley Watkins
RE/MAX Affiliates
Menomonie, Wisconsin

In real estate since: 2001 Great sales: Watkins is now showing a 381% increase in volume, compared with last year. For the community: Watkins and her husband are building a full-size hockey rink with locker room facilities on their own property to provide ice time to local youth.

Shelley Watkins is devoted to her children and supports their development in sports and social activities. There is rarely a day where Watkins isn’t attending a game or event with one or both of the children, and often this requires long drives, but she still meets the demands of the real estate customer, including showings at night and early in the morning.

Renee Weinberg
Prudential Douglas Elliman
Long Beach, New York

In real estate since: 1998 Top of the class: Weinberg is in the top 2% of all Prudential Douglas Elliman agents. Survivor: Weinberg is a two-time cancer survivor and is now a strong advocate for Memorial Sloan Kettering and raises funds for them whenever she can.

Renee Weinberg has doubled her business from all of 2006. To that end, she was the first Realtor in Long Beach to form a team of five because of her high demand. In this year alone, she has sold 33 units and still has five pending contracts (at press time). She manages approximately 25-35 listings at a time and sells about 75% of them on her own. She estimates that 90% of her business comes from referrals and word of mouth.

Jamie West
RE/MAX of Naperville
Naperville, Illinois

In real estate since: 2004 Desire for more: After 10 years in the computer industry, West decided he wanted a more flexible schedule and greater control over his own earning potential.

Jaime West keeps his online approach simple. Rather than relying primarily on his own Web site, he concentrates on leveraging the power of the most popular national and regional sites, such as www.Realtor.com, www.remax.com and www.illinoisproperty.com. West finds that when consumers search the major Internet sites, they note which agents have multiple listings in a given area, and are most likely to give those agents a call.

Katrina Williams
John L. Scott Real Estate/LML
Lynnwood, Washington

In real estate since: 2004 Projections: Williams predicts $34 million in gross sales for this year. Number-one priority: Spending time with her two children.

Katrina Williams firmly believes that the buying or selling of a home does not need to be filled with stress for the client. So, she goes out of her way to ensure that the client has an exceptional experience. “My goal is for each and every one of my clients to walk away from their transaction with a ‘whew, that was easier than I thought’ and know that the skill and professionalism demonstrated by my team is what made this all appear and feel effortless.” RE

Coming Soon…The Power Team Report & Survey

Don’t forget to watch out this December for RISMedia’s first annual Power Team Survey. Similar to its annual Power Broker Report & Survey ranking the nation’s top 500 brokerages, the Power Team Report & Survey—scheduled for release in February 2008—will rank the nation’s leading agent teams according to closed transactions and sales volume. Results of the survey will be published in Real Estate magazine, RISMedia’s Power Team Report and online at www.rismedia.com.
Power Team Surveys will be available online for agent teams to complete in December of this year. Teams will be asked to provide third-party verification of all financial information reported. The survey will also poll agent teams on the key trends and issues most affecting their business. To receive the Power Team Survey directly when it becomes available, please e-mail Executive Editor Maria Patterson, maria@rismedia.com.

By Maria Patterson

(Real Estate, April 2007)–You’d be hard pressed to find anyone in the real estate industry who hasn’t caught wind of the buzz surrounding Dominion Enterprises. A well-established provider of technology and media solutions for a diverse number of industries, including employment and automotive, Dominion Enterprises has taken an assertive acquisition path over the past two-and-a-half years that has dramatically increased its presence in the real estate market. Recently unveiling a new home office building in Norfolk, Virginia-complete with a 6,000-square-foot, state-of-the-art technology center-Dominion Enterprises is making its plans for continued growth quite clear. Make no mistake, however. Dominion Enterprises’ goal is not all about corporate prowess and profits. It’s about providing real estate professionals with the tools they need to connect with consumers.

Expanding on History
While their presence in real estate is certainly growing rapidly through a recent series of acquisitions-Advan-ced Access, Pullan Communications (now eProspecting), and Katabat-Dominion Enterprises is far from a new player in the real estate space.

“Dominion Enterprises, and before that, as Trader Publishing Company, got into the homes business in 2000 with the acquisition of Harmon Homes,” explains Dominion Enter-prises Senior Vice President Peter Ill. “Harmon Homes has a 30-plus year history of serving the real estate industry. Our current acquisitions are a natural outgrowth of our continuing efforts to serve real estate agents and brokers. Our gameplan is to bring a one-stop, full-service marketing strategy to real estate professionals.

“This is a story about serving the real estate industry with comprehensive and integrated marketing solutions,” explains Ill. “As the industry and media landscape change, Dominion Enterprises is changing, too, providing the necessary tools and services.”

Longtime industry veteran Ernie Blood came to Dominion Enterprises around the time of the Harmon Homes acquisition and now serves as executive vice president of Dominion Enterprises’ real estate businesses.

For Blood, the objective is crystal clear: “Our mission is to provide print and Internet advertising, marketing and business services to help consumers, real estate agents, brokers, and affiliated companies buy, sell, and operate more effectively and successfully.”

The Dominion Acquisition Plan: Selective and Strategic
Receiving a healthy share of press recently due to its acquisitions, Dominion Enterprises wants to make it perfectly clear that this strategy is not about growth for the sake of growth, but rather growth for the sake of brokers and agents.

“Our broad goal is to bring buyers and sellers together,” explains Ill. “We realized that we needed to enhance our Internet solutions with better tools to build Web sites, offer lead-management capabilities and data distribution. We realized that these were additional services that we needed to develop-or we needed to acquire companies already providing these services.”

Dominion Enterprises’ acquisitions, therefore, are about efficiently and cost effectively creating well-rounded and robust marketing solutions for real estate professionals.

“Everything that we invest in ties back to our mission statement,” says Blood. “Our acquisitions are always about providing better service for consumers, agents and brokers in order to help them operate more effectively and successfully.

“Our goal is to help drive down costs for brokers and agents whose margins are slim and becoming slimmer in a tougher market,” Blood adds.

According to Ill, Dominion’s acquisitions are driven by the quality of a company and its people.

“We are big believers in individual company autonomy,” says Ill. “We look to each company to improve, but we are very careful about not disturbing what they’ve already built. We acquired them because we believed they were special. The last thing we want to do is muck that up. We don’t want to impose. We want to work with each company to set goals and help them achieve those goals.”

The Technology Objective: A Print and Online Solution
Supporting Dominion’s mission to connect real estate professionals with consumers is an extremely strong technological backbone.

Joe Fuller is vice president and chief technology officer for Dominion Enterprises’ real estate Internet businesses. Fuller is responsible for the company’s overall technical operations-including building, deploying and maintaining products-and the technological infrastructure that hosts all of the company’s online-based products, along with some 60,000 Web sites for real estate agents.

Needless to say, Fuller’s technological team has grown dramatically over the years. “When I started 10 years ago, I was the fifth technical Internet employee. Now, if you look across all Dominion’s companies, there are over 1,700 people involved in our Internet and technology services.”

According to Fuller, Dominion’s technology strengths are many, one of them being data distribution. “We make it easy for the customer to distribute their data to multiple outlets. We can send data to MSN, Google Base, Yahoo!-any portal, any advertising outlet, any search engine they want.

“At the foundation of much of this is our data-aggregation ability,” adds Fuller. “We are aggregating data from over 300 distinct MLSs every day. We are getting the data, scrubbing it, massaging it and taking great pains to ensure that we follow the complex IDX listing display rules.”

Dave Mangold, vice president of business development for Harmon Homes, heads up the marketing and technology departments for the large real estate publisher. He is the mastermind behind AdNet, a unique online ad submission software program that allows brokers and agents to simultaneously post their listings online and in print.

“We saw this program as an important niche for our customers,” says Mangold. “They can go into the AdNet system at a seller’s home, prepare the listing for print advertising and at the same time immediately start marketing it on Homes.com and HarmonHomes.com. The ad is created right in front of the seller. And the advantage with AdNet is that these listings can appear before they’re even entered into the MLS.”

While the Internet is central to Dominion Enterprises’ gameplan, it is by no means a one-sided strategy. “In order to meet the needs of the segmented consumer population, and to meet the needs of brokers and agents, you have to meet consumers where they are, which is both print and Internet,” says Blood. “It all begins with the consumer. They need to have a good experience both online and offline. Brokers and agents need to offer a blended media solution that maximizes both print and Internet to reach the segmented consumer. Neither print nor Internet by itself will accomplish this-they need both.”

Fuller agrees. “First of all, demographics dictate that younger people want to receive data on their phone, older people want e-mail, and still more traditional people want the printed word. We think that print is a browsable medium that is very effective. It’s portable and it doesn’t run out of batteries. When we tie the two together it becomes a very solid advertising system for our customers.”

According to Blood, print is and always will be a critical part of online marketing due to the power of direct navigation. “We believe that print is providing the mechanism and the motivation for consumers to use the Internet.”

Dominion Enterprises is now on a path to round out its total marketing offering with an array of technology solutions, including Web sites from Advanced Access, e-mail marketing from eProspecting (formerly Pullan Communications), search engine marketing from Homes.com and lead management from Katabat. The recent introduction of the new Homes.com portal will provide even greater search capabilities for consumers (see Homes.com sidebar).

Bottom line, says Blood: “The industry wants more efficient and easier tools to use in order to get that home to market faster.”

The story always comes back full circle to the consumer, however. “Consumers are absolutely expecting to be exposed across all the media,” says Fuller, “and both print and online are integral parts of that. Consumers find comfort in thinking that a picture of their house will be in a grocery store in a free publication that anyone can pick up. They also know that everyone is doing Internet research. Having both is a requirement today.”

The Resources to Get the Job Done
Dominion Enterprises is certainly investing heavily to support its businesses and customers. Housed in its new Norfolk home office is a state-of-the-art technology center that will enable Dominion to deliver on its technology promises.

“Dominion Enterprises has invested over $6 million in a new data center,” says Ill. “Our technology solutions require state-of-the-art hosting capabilities and other technology resources that give us the ability to update and make changes, and test new capabilities, such as video.”

“This is a world-class, 6,000-square-foot data center with totally redundant power systems,” Fuller explains. The data center can handle 10 times the capacity of Dominion’s current companies allowing plenty of room for growth.

“What has impressed me about Dominion Enterprises is that they realize the importance of getting the infrastructure right. The backup and redundancy systems are all first class; we are investing a lot of money in duplicating data centers,” says Fuller.

This very fact is a huge plus to many of the companies that Domin-ion Enterprises has acquired. “These companies are great operations, but they didn’t have a second operation so that they’d still be in business in the case of a natural disaster,” explains Fuller. “We’ve invested millions of dollars to duplicate these environments. Dominion is taking an extremely long-range view with its acquisitions.”

Meeting the Needs of Real Estate Professionals
Dominion’s strategy is expressly designed to help real estate professionals meet the demands of today’s marketplace.

“Because of our vast products, when it comes to helping the real estate professional, we can consult with them on what their goals and objectives are and match them to the solution we have in products that will give them the most affordable and fastest way to reach these goals,” Blood explains. “What we bring to the industry is a bundled media mix of great product brands and an affordable solution to help grow their business.”
According to Dominion Enterpris-es, they are giving real estate professionals exactly what they want. “We did a survey of our customer base and discovered that they were tired of going to 15 different vendors for 15 different things,” says Mangold. “They want one source.”

“Our assessment of the market is that there are lots and lots of vendors providing lots of individual tools and products and pushing them hard,” says Ill. “Our goal is not to provide any particular tool or technology. Our goal is to interpret that technology and provide a solution to help Realtors and brokers sell more homes. With the breadth we have running anywhere from print magazines to portals, to a series of Web services, we can come to the table with someone and assess their needs and then provide solutions that best meet their needs.”

Taking a Long-term View
For Dominion, this is only the beginning. The company plans to continue to grow its businesses in order to better connect real estate consumers with agents and brokers.
“We are very optimistic about the real estate industry going forward and think there’s a lot of potential,” says Ill. “There are many ways in which we can help agents and brokers take advantage of media changes and new technology tools that will allow them to become more efficient and sell more.

“We’re a private company and we have plenty of capital to develop additional products, invest in our businesses and continue to acquire companies that fit our long-term strategy,” Ill continues. “Our motivation in the past, that we expect to continue into the future, is that we buy and hold. We’re approaching this with a long-term commitment. There will absolutely be more acquisitions. We are actively looking for the right companies to join our team.”

Dominion’s long-term plan ties back over and over again to consumers.

“Dominion Enterprises has a great team of hard-working people committed to bringing the best products and cutting-edge technology to the customers we serve,” says Blood. “That results in the best solutions for the consumer, the agent and the broker. We want any broker or real estate agent to know when they do business with one of Dominion’s companies that they are going to get the best service and best solution for the best price of any vendor they are using in the industry.” RE

Sidebar: Homes.com Unveils New Portal

Homes.com, Dominion Enterprises’ primary real estate portal, has experienced a 200% increase in monthly traffic since its acquisition in October 2004. With over 2.5 million home buyers and over 50 million pageviews each month, the company is ready to position Homes.com as the best place to search for homes for sale.

This month, Dominion Enterprises is launching a new and improved Homes.com portal. Not only is the new user interface more intuitive, but the “smart” searching tools make it easier for house hunters to find homes that meet their search criteria.

“The overall goal of the new portal is to improve the user experience and increase leads to our agent customers,” states Homes.com Director of Product Development Stevan Cirkovic.

“We’ve completely revamped the entire Web site, added a new search interface, better mapping and bigger photos so that home buyers stay on Homes.com longer, come back more often and make Homes.com their primary real estate destination,” explains Cirkovic.

The new portal is designed to increase visits with features such as:

-Multiple views incorporated into the search results pages, such as a “photo” view with larger images and a “map” view to see where a home is located
-A series of sorting options on the search results page that allows visitors to quickly filter through search results
-Community information around the property such as maps, schools and neighborhood demographics
-A home value search that highlights recently sold properties

According to Cirkovic, the new portal was created with the house hunter in mind, but ultimately the goal was to make it easier for them to find a home and contact the real estate agent, thus creating new opportunities for Homes.com agent customers. Next up in development is the integration of video on Homes.com to make the user experience even stronger. Stay tuned.

Sidebar: A Growing Family

The Dominion Enterprises family of companies has grown steadily to strengthen the company’s position in real estate marketing.

2000 Harmon Homes - Publishes residential real estate magazines distributed free from display racks at 168,000 supermarkets and prime retail outlets across the country. This print advertising mechanism works in tandem with its online counterpart, HarmonHomes.com

2004 Homes.com - A leading provider of online real estate services, including property listings, Web site development and marketing solutions for brokers and agents. The newly enhanced Homes.com portal (see sidebar) promises to provide easier functionality and improved features for consumers and agents.

2005 Katabat - Designs custom Web sites and provides lead-management applications for real estate brokers.

2005 Number1Expert - Real estate agents who exceed $5 million in annual sales are eligible for Number1Expert credentials and premium advertising opportunities.

2006 RPiS - Offers a range of data-centric software solutions and services, specializing in MLS listing data.

2006 Advanced Access - A leading Web site design company, offering hosting and Internet marketing for real estate professionals.

2007 eProspecting (formerly Pullan Communications) - Provides real estate marketing solutions, including Web site development and e-mail marketing services, to real estate professionals nationwide.

RISMedia welcomes your questions and comments. Send your e-mail to realestatemagazinefeedback@rismedia.com.