PROView - February 2009 - (Page 19) • Reorganizing the firm’s satellite offices into three “performance zones.” What used to be called offices are now called performance centers because that is what Roger needs them to be. • Reforming the functions of the remaining managers who are now known as “performance directors” because that is what Roger needs them to be. • Centralizing the agent recruiting, training, and support functions into one function. Following the model of professional sports teams, the performance directors are now focused upon agent team performance within their performance zone. Agent recruiting, training, conditioning, and retention are handled by a central recruiter. • Implementing an across the board “consumer centricity” program. • Adopting a company-wide value proposition and customer experience program. A new set of customer service protocols is being developed. These steps ensure that the company can send a clear and concise message to the consumer with respect to what they can expect. • Adopting company-wide standards of practice for all essential functions. Compliance with these standards as well as overall online agent support are being provided through a new desktop software system. • Developing an innovation audit program that is being applied to each of its business centers. This program has become so successful that it is now being offered to the lending institutions and developers with whom the company works. • Perhaps one of the most important innovations that Roger has initiated is company-wide accountability for profitability and customer satisfaction. The company has a new system for tracking operational metrics and financial benchmarks. Accountability is now a part of weekly reporting and compensation across the board. Learning continues, even as the actions above prove their worth. • One of the more compelling lessons Roger learned was about how to incorporate auctions into the company’s residential and institutional service mix. The company now has a growing auction unit that is not only becoming self-supporting but is also generating energy and activity for other company units. PINELLAS REALTOR® ORGANIZATION • By attending meetings sponsored by the lending industry, Roger learned that the vast majority of lending institutions were in a “learn as you go” situation regarding distressed properties. He put together an experienced team of experts and offered their services to banks and financial institutions in his region. The “workout team” is now helping the company build productive relationships across the marketplace. • At other meetings Roger learned that very few firms were taking advantage of the growing international market and investor. He learned how to reach out to foreign investors for whom American real estate represents the ultimate protection of their money. ‘International’ is now more than just a glamorous term. • As the business plan began to come together, Roger discovered that, outside of occasional efforts by senior managers, there wasn’t an effective program to drive collaboration within the company. The right hand often didn’t know what the left hand was doing and it became obvious that while this was a mere shortfall in an up market, it could have disastrous effects in a chaotic market. The company now has a “synergy” program that both encourages and measures collaboration. • Lastly, Roger learned that many developers and builders in his marketplace had not upgraded their products to meet the expectations of today’s consumer. He created a company alliance program that is now successfully working with builders and developers to help them understand current trends and how to sell to today’s consumer. Over the past several months the impact of these measures on profitability has been impressive. Yet, more importantly, their impact upon building a more focused company culture has been sensational. This is the one quote Roger would allow for this piece: “The single most important lesson we have learned through this experience is that all of us have to work together to succeed in the new marketplace. We now realize how much time and effort we used to waste as we moved in competing directions. We can hardly wait to see how well our new company works in a great market.” Find the Rogers in your marketplace, join the dialogue, and move to innovate your firm into success moving forward. This is a time of unbridled opportunity. Join the movement. What do you have to lose? Really? February 2009 19
Table of Contents Feed for the Digital Edition of PROView - February 2009 PROView - February 2009 Contents Chairman’s Notes Feature Story PROActive Marketplace Analysis Home Sales Report MLS Update Mind Your Manners Calendar of Events & Programs Brokerage Design Marketing PROView - February 2009 PROView - February 2009 - PROView - February 2009 (Page Cover1) PROView - February 2009 - PROView - February 2009 (Page Cover2) PROView - February 2009 - Contents (Page 1) PROView - February 2009 - Chairman’s Notes (Page 2) PROView - February 2009 - Chairman’s Notes (Page 3) PROView - February 2009 - Feature Story (Page 4) PROView - February 2009 - Feature Story (Page 5) PROView - February 2009 - Feature Story (Page 6) PROView - February 2009 - Feature Story (Page 7) PROView - February 2009 - PROActive (Page 8) PROView - February 2009 - PROActive (Page 9) PROView - February 2009 - PROActive (Page 10) PROView - February 2009 - PROActive (Page 11) PROView - February 2009 - Marketplace Analysis (Page 12) PROView - February 2009 - Home Sales Report (Page 13) PROView - February 2009 - MLS Update (Page 14) PROView - February 2009 - Mind Your Manners (Page 15) PROView - February 2009 - Mind Your Manners (Page 16) PROView - February 2009 - Calendar of Events & Programs (Page 17) PROView - February 2009 - Brokerage Design (Page 18) PROView - February 2009 - Brokerage Design (Page 19) PROView - February 2009 - Marketing (Page 20) PROView - February 2009 - Marketing (Page 21) PROView - February 2009 - Marketing (Page Cover3) PROView - February 2009 - Marketing (Page Cover4)
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