![]() The process took about 3 months per market, and once we had enough commitments to justify an office, we had everyone resign and move their license to us at one time. I found that the most effective way to maximize our chance for success was to align everyone to join us on the same day. If a small handful of agents resigned too early, the word would get out in the market that we were opening an office and our cover would be blown. Once I received a commitment from an agent to join us, I would have them hold off from resigning from their company for the time being. ![]() It was a clandestine operation because if the leaders of our competitors found out that I was meeting with their agents, they would quickly circle the wagons and make my job much more difficult. I would spend a lot of time building relationships with these agents, listening to their growth plans, understanding what frustrated them about their company, and convincing them why our company was the best place for them to grow their business. I would typically work 3 to 4 markets at a time where I would camp out and meet with all of the top agents from our competitors. The cost to open up an office in a new market is significant, so we would never sign a lease until we had a critical mass of agents that had already committed to join us (it was less about the total number of agents, and more about the aggregate volume of their historical sales). In addition to recruiting into existing offices, my responsibilities included opening up start up offices in new markets where we did not have any presence. One of the most exciting yet challenging roles in my career was leading recruiting efforts for one of the largest residential brokerages in the country. Regardless of what their recruiting strategy looks like, companies need to make sure that this activity is embedded in their DNA and is a core component of their culture. Some companies are focused on recruiting as many agents as possible, while other companies are focused on only recruiting top producers. ![]() Agents make up the vast majority of any brokerage's assets, and unlike most industries, their assets walk out the door at the end of each day and there is no guarantee that they will return the next morning. Recruiting is the lifeblood of the brokerage business. There is no doubt that a well run brokerage can help coach agents to grow their business, but the only way to really move the needle is to add new production by bringing on more experienced agents. But I would argue that outside of adding ancillary services (mortgage, title, insurance…), any meaningful revenue growth comes down to 2 activities - Recruiting and M&A. You either succeed with BrokerEngine, or we wear the cost.Real Estate Brokerages have different levers that they can pull to grow their revenue from agent training, to lead-gen platforms, to marketing initiatives. …OR… you’re unsatisfied for any other reason at all (even if you don’t like the colour of the logo)… then we will provide you with a full export of all your data from the system AND provide you with a prompt and courteous refund of 100% of all fees paid to date. ![]() low value tasks that chew up time redused stress levels…) If, within 90 days, you don’t experience: Take a full 90 days to use and evaluate the BrokerEngine platform. And something that would ultimately guarantee improved business results. Something that really held our feet to the fire to deliver results. Or at best, they say, “use our system on a month-by-month basis and if you ever want to stop, just let us know and we’ll shut off your account and you won’t be liable for any more fees…”. You have to try them at your risk and if it doesn’t work out, you wear the cost. Most mortgage broker software providers offer no guarantee whatsoever (we checked).
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |