Salescoach - With 25 years in the real estate industry, provides a range of specialist services to help you make more sales.
THE LISTINGS YOU'VE GOT
So you have got plenty of listings
One of the essential ingredients of a successful real estate business
is the size and quality of your listing bank. Undoubtedly there are
other key factors such as:
Your focus, competency and consistency
The quality and number of your sales force
Your training and coaching skills
The quality and consistency of your marketing programmes
but as I travel I see business success linked directly to the
quality and quantity of the office listings bank. This applies equally
to individual sales people as it does to the business. When I talk
of a listings bank, I mean Controlled listings: Sole Exclusives, Auctions
and Tenders. I dont intend to discuss the value of Joint
or General Listings as from a business perspective they
require a marketing investment generally paid for by the business,
with no control over the sales process. Such a behaviour is financially
irresponsible and demonstrates a lack of skill required to be successful
long-term in this business.
Consequently we see a lot of training and marketing focused on the
obtaining of controlled listings. The ever- perennial Listing
Presentation training session is conducted over and over and
hopefully the office-listing bank grows. This does not appear to be
followed by equally required training in ensuring these listings sell.
Unless you are one of the minor percentage of offices that has developed
the skills and culture of Vendor Marketing Contributions the office
is committed to an ever increasing marketing cost as the listing bank
So it is vital that the office maintains a high clearance rate of
these listings to sales. Once you obtain an Exclusive Listing you
are committed to providing a range of services in an attempt to turn
this listing into a sale and therefore retrieve a fee and pay for
the expenses. The market last year showed several instances where
the clearance rate fell below 40% of listings taken in some offices.
When you look at the cost of holding a listing and realize that some
offices lose 60% of their listings, and therefore the marketing investment
made in them, you can understand the many closures that we have witnessed.
Quite clearly when the market slowed in many areas over the last couple
of years the average office lacked the skills and systems to ensure
that their listings met the new market levels and attracted the buyers.
What we saw was lots of listings creating expenditure and no income.
Lets take a look at the possibilities for a new listing.
The above chart shows the clear consequences of not managing the listings
correctly. Firstly lets take the dotted line that charts the
path of a poorly managed listing. For a period of 90 days someone
has performed all the marketing and service actions but at no time
has any adjustment been attempted to educate the seller as to market
reality. The key is to understand the high cost of allowing such a
high percentage (in some cases over 60%) of listings to bring no return
on your investment in time and money. All you do is educate the seller,
through their frustration, ready for the next agency that reaps the
reward of your investment.
The green arrow points to the typical listing that sells. From the
listing presentation through to the eventual sale, this sales person
is gradually providing the seller with sufficient information to adjust
their pricing expectations. Consequently a sale eventuates within
the agency period.
Once again, from a business point of view this is not the most efficient
return on the investment of time and money.
Clearly we see her the impact of a well-run auction campaign where
the strategy is to achieve a sale in a shorter timeframe. Thats
not to say that any listing cant sell in the first few days!
My point is that too many listings are not selling at any stage and
the costs of that are too high, especially if you are a traditional
office where the marketing is company or sales person funded.
So having trained your people to list more properties and understanding
the consequences of them not selling how do you change things for
If you are working in a market where values are down or have eased
it is vital that your sales people have a strategy to help their sellers
understand the change in the market place.
Traditionally in New Zealand you could buy a house one year
and sell it the next for about 10% more than you paid. Some of you
will remember the great price increases in the early seventies when
house prices really escalated. We all remember too, the busy weeks
in February and March 1996, when some days the Fair Market Value jumped
beyond even the Vendors Expectations. My how it has changed.
Lets demonstrate that in a graphic form.
Every property has at least three prices.
1. The Price the Vendor would love We hope to get Price
2. Fair Market Value
3. The price an Investor or Speculator would pay.
Traditionally you could put your property on the market and eventually
TIME would get you your price.
has happened in some areas is that the market is undergoing a correction
and prices have eased. That means that if we hold out for a price
that is already above market value the odds are, that the position
will get worse before it gets better.
we use this information to ensure our people are educating their sellers
to the new market realities?
Firstly, evaluate the quality of you listings.
1. Put all the listings you feel are priced or positioned correctly,
that you are certain will sell in the next 30 days. This is where
you focus your immediate efforts. Track these listings and if they
dont sell in the time-frames suggested, you need to assess the
skills of your people, the quality of your marketing or the sellers
reason for being on the market.
2. Now list all the properties where the seller has a real need to
sell but their expectations of price are unrealistic. This is the
fastest place to generate extra fee income. These are the people you
need have your sales team make an appointment with and go and demonstrate
the ideas displayed above. Only by giving the seller enough information
to change their expectations will they adjust. Remember Evidence
defeats Disbelief. Careful monitoring of the appointments and
the results of these visits is required. Ask yourself why you should
continue to spend your money marketing properties where the pricing
expectations are way above market value.
3. Now list the properties that are simply taking up space. These
are the listings that you dont actually know why you have them.
These are the ones that will probably never pay you. Make a decision.
Are they going to be converted into one of the above categories or
Certainly, if you are still funding the marketing of your controlled
listings you need to make another decision. How long will you continue
to fund the marketing of a property that fits in the last category?
Indeed why would you fund it at all?
So now monitor and follow-up these appointments to educate sellers.
The key is to focus your efforts on increasing your clearance rate
of listings sold compared to listings taken. If you dont know
that figure, then its important you make an accurate assessment
and set in place a strategy to improve it. Its frightening to
see companies running clearance rates at less than 50%. Others assume
rates of 80% and are often horrified that that is not the case. In
some highly competent companies we see success rates quoted at over
80% and more, for their auctions over a 90 day listing period. Just
imagine the impact on your business if you could continue to list
the numbers you currently list but sell over 75% of them. Not only
would you have a queue of recruits at your door, but you would have
a lot less competitors. That is already happening in some markets.
You need to check that your business has a strategy and focus on ensuring
your clearance rate is improving. Otherwise you run the risk of being
the office that is losing people and market share.
Take a look at your current performance and see what changes you need
to make to protect your business from the gradual in-roads being made
by those that have already implemented such a plan.