MREA: Business Planning Clinic

Transcription

1 Millionaire Real Estate Agent MREA: Business Planning Clinic Mary Weaver A Course for the Millionaire Real Estate Agent Team

2 Preface Notes ii

3 Preface Acknowledgments The author(s) gratefully acknowledge the assistance of the following individuals in the creation of this course: Gary Keller Dave Jenks Bruce Hardie Terri Barz Dick Dillingham Gene Rivers Gary Gentry Marcie Karnish Tammy Kroop NOTICES While Keller Williams Realty International (KWRI) has taken due care in the preparation of all course materials, we cannot guarantee their accuracy. KWRI makes no warranties either expressed or implied with regard to the information and programs presented in the course or in this manual. This manual and any course it s used as a part of may contain hypothetical exercises that are designed to help you understand how Keller Williams calculates profit sharing contributions and distributions under the MORE System, how Keller Williams determines agents compensation under the Keller Williams Compensation System, and how other aspects of a Keller Williams Market Center s financial results are determined and evaluated. Any exercises are entirely hypothetical. They are not intended to enable you to determine how much money you are likely to make as a Keller Williams Licensee or to predict the amount or range of sales or profits your Market Center is likely to achieve. Keller Williams therefore cautions you not to assume that the results of the exercises bear any relation to the financial performance you can expect as a Keller Williams Licensee and not to consider or rely on the results of the exercises in deciding whether to invest in a Keller Williams Market Center. If any part of this notice is unclear, please contact Keller Williams legal department. Material excerpted from The Millionaire Real Estate Agent appears courtesy of The McGraw-Hill Companies. The Millionaire Real Estate Agent is copyright 2003 Rellek Publishing Partners LTD. All rights reserved. All other materials 2004 Keller Williams Realty Inc. All rights reserved. Printed September No part of this publication and its associated materials may be reproduced or transmitted in any form or by any means without the prior written permission of Keller Williams Realty Inc. iii

4 Preface TABLE OF CONTENTS INTRODUCTION...1 Ground Rules 2 Why You Are Here 3 What You Will Learn 4 How You Will Learn 7 Peer Partner 8 CHAPTER 1: THE WHY OF MILLIONAIRE MODELS...10 The Importance of Modeling 11 Begin with the End in Mind 14 The 6 Mythunderstandings 15 The 9 Ways a Millionaire Real Estate Agent Thinks 16 The 4 Fundamental Models 17 CHAPTER 2: THE ECONOMIC MODEL...19 The Three Key Areas 20 The Millionaire Real Estate Agent s Economic Numbers 24 The Economic Model 27 CHAPTER 3: THE LEAD GENERATION MODEL...32 The Three Key Areas 33 Millionaire Real Estate Agent Lead-Generation Ratios 38 The Millionaire Real Estate Agent s Lead Generation Numbers 39 Focus on Seller Listings 41 The Lead Generation Model 42 CHAPTER 4: THE BUDGET MODEL...47 The Three Key Areas 48 Natural Rhythm 53 The Millionaire Real Estate Agent s Budget Numbers 54 The Budget Model 57 iv

5 Preface CHAPTER 5: THE ORGANIZATIONAL MODEL...59 The Path to People Leverage 60 The Hiring Path of the MREA 62 The Organizational Model 64 CHAPTER 6: GOAL SETTING...66 The Millionaire Real Estate Agent s 20% 67 The Eight Goal Categories 73 Setting Your Goals 81 CHAPTER 7: TAKING YOUR NEXT STEP...87 Your Economic Model 88 Your Lead Generation Model 91 Your Budget Model 94 Your Organizational Model 97 CHAPTER 8: FOCUS Focus 102 The CHAPTER 9: PUTTING IT ALL TOGETHER Beyond Earning a Million 119 What You Have Learned 125 Action Plan 126 v

6 Introduction MREA: BUSINESS PLANNING CLINIC Introduction In this chapter, you will [1] Describe the Ground Rules for this class [2] Identify what you will learn [3] Identify why you are here [4] Identify how you will learn 1

7 Introduction Ground Rules 1. Arrive to class on time and return promptly from breaks. 2. Move quickly when you are instructed to form small groups or partner with someone to role play. 3. Limit your side conversations. 4. Turn your cell phones and pages to vibrate or OFF. 5. Feel free to stand and walk around if you find yourself getting tired. 6. Accept the reality of time and participation. 7. Respect the different learning styles and opinions of others. 8. Help each other learn because none of us is as smart as all of us working together to improve our skills and knowledge. 9. Consider everything we discuss confidential. What is discussed and roleplayed behind closed doors stays behind closed doors. 10. Have Fun! 2

8 Introduction Why You Are Here Goals of the Business Planning Clinic 1. To identify your 1 year, 3 year, 5 year, and Someday goals. 2. To create a business plan for your 1 year and Someday goals. What would you like to achieve? Are you ready to begin the climb to your personal summit of achievement? Then, Let s Begin! 3

9 Introduction What You Will Learn About MREA Business Systems The Millionaire Real Estate Agent courses were created to help you and your team design and implement business systems that will increase your productivity. From lead generation to lead conversion, post-closing to managing the office, the systems you put into place will dictate the efficiency of your team. The courses in the MREA curriculum present a comprehensive set of systems to improve and maintain key elements of your business. Used in conjunction with the MREA: Operation Manual and the MREA: Scripts Catalogs, the MREA courses will train each member of your team on how to design and implement the systems that affect their particular duties. Once they are trained on these systems, you can easily incorporate the distinctive elements of your team and local market, such as marketing messages and customer services. Many of the ideas and systems presented in these courses will be a complete paradigm shift for you and your team. The goal is to train your team to go from an entrepreneurial mindset to a purposeful one (E to P). This shift is meant to change you and your team s way of thinking from that of a sales career to that of a real estate business. If you are in the process of building your team, these courses will show you how to leverage others to get the job done better than you ever could have alone. Integrating any one of these systems may necessitate changes in current procedures. However, exercise caution in implementing excessive amounts of change in your business too quickly. Trying to completely rearrange many facets of your business all at once can have disastrous effects on your productivity. These changes should come about incrementally over time. For best results, use the to plan out a progressive incorporation of these systems into your business. And after implementing any changes to your business, you should always play Red Light, Green Light to hold those changes accountable and determine their effect on your team s productivity. 4

10 Introduction What You Will Learn Chapter 1. The Why of Millionaire Models 2. The Economic Model 3. The Lead Generation Model Topics a) The importance of modeling b) Begin with the end in mind c) The 6 Mythunderstandings d) The 9 Ways a Millionaire Real Estate Agent Thinks e) The 4 Fundamental Models a) The Three Key Areas b) The Millionaire Real Estate Agent s Economic Numbers c) The Economic Model a) The Three Key Areas b) Millionaire Agent Lead Generation Ratios c) Millionaire Agent Lead Generation Numbers d) Focus on Seller Listings e) The Lead Generation Model 4. The Budget Model a) The Three Key Areas b) Natural Rhythm c) The Millionaire Agent s Budget Numbers d) The Budget Model 5. The Organizational Model a) The Path to People Leverage b) The Hiring Path of the Millionaire Agent c) The Organizational Model 6. Goal Setting a) The Millionaire Agent s 20% b) The Eight Goal Categories c) Setting Your Goals 7. Taking Your Next Step a) Your Economic Model b) Your Lead Generation Model c) Your Budget Model d) Your Organizational Model 8. Focus a) Focus b) The Putting it all Together a) Beyond Earning a Million b) What You have Learned c) Action Plan 5

11 Introduction 6

12 Introduction How You Will Learn Get ready for some action-oriented training! In order to learn and succeed, you will: 1. Participate in interactive lecturettes. 2. Participate in discussions and exercises. 3. Observe your instructor as he/she demonstrates the desired skills and behaviors. 4. Complete individual exercises. 5. Evaluate yourself with Scorecards. 6. Develop an action plan based on your evaluation. Are you ready to learn how to be as profitable as you can be? 7

13 Introduction Peer Partner A peer partner works with you in a relationship of mutual accountability. In this exercise, you will identify a peer partner. Having gone through the class together, you will both understand the models. You will also have established action plans, and you will hold each other accountable for achieving your mutual goals. Once your Peer Partner is selected, you will establish how you will meet, how often and for how long. (Suggestions: contact by phone, at least every other week, for 3 months.) That information will be filled in on the following page. Directions: Exercise 1. Take out a business card. If you don t have a business card, use a piece of paper and write your name and phone number on it. 2. Write down three hobbies, activities that you enjoy and make you feel good. (Example: Running, bungee jumping, painting, etc) 3. Once you have your three activities written down, mingle with others in the room finding as many people as you can who match your activities. 4. The instructor will direct you from here Time: 15 minutes (continued on the next page) 8

14 Introduction Peer Partner How Will I Stay Accountable? My Peer Partner Who will be my Peer Partner? Name: Phone Number: Address: How frequently will we meet? Where and how (i.e., in person, over the phone, etc.) will we meet? How long will we peer partner? 9

15 The Why of Millionaire Models Chapter 1 MREA: BUSINESS PLANNING CLINIC Chapter 1: The Why of Millionaire Models In this chapter, you will [1] Identify the value of models [2] Identify the 6 Mythunderstandings which hamper high achievement [3] Define how to think like a Millionaire Real Estate Agent [4] Define the 4 Fundamental MREA models 10

16 The Why of Millionaire Models Chapter 1 The Importance of Modeling Definition Model: A pattern of something to be made; an example for imitation; serving as or capable of serving as a pattern to be imitated. Truth Success leaves clues. So does failure. When people produce high levels of success at something they do specific things to produce their results. The same applies to failures. Real Truth People have lived before us! The first habit of self-discipline is to pursue models of excellence in all areas of your life that are truly important to you. Results don t produce results actions produce results. Models are strategic actions based upon someone else s actions who got the desired results you want. If you want results like someone else then just start by following their model. Do what they do!! To me, modeling is the pathway to excellence The movers and shakers of the world are often professional modelers people who have mastered the art of learning everything they can by following other people s experience rather than their own. ANTHONY ROBBINS 11

17 The Why of Millionaire Models Chapter 1 The Importance of Modeling Creativity If you begin with creativity and then try to add a model, or if you try to add creativity to a model you haven t fully implemented, you risk rendering the model completely ineffective. The truth is that when you add creativity to a practiced and proven model, you will always have a much greater chance of achieving your highest possible results. Truth The Millionaire Real Estate Agent, supplemented by the KWU Millionaire Real Estate Agent Curricula, provides you with a set of models that are based on the actual experiences of the very best in the industry. Once you have implemented these models and feel you have a thorough understanding of them, innovate around them to see if you can improve the results. Implementation before innovation! Which Business Has a More Stable Foundation? 12

18 The Why of Millionaire Models Chapter 1 The Importance of Modeling Achievement Truth Natural ability can take us only so far. No matter how gifted we may be, each of us will eventually hit our own ceiling of achievement. There is no if to that assertion, just a when. So when you hit that ceiling of achievement how will you break through? Breaking Through to Higher Achievement Appears on page 39 of The Millionaire Real Estate Agent Even great models will have limitations, so eventually you ll hit a new ceiling. This is when you use creativity to start adapting the model. Once the right amount of innovation is added, you will more than likely experience another breakthrough and move forward. 13

19 The Why of Millionaire Models Chapter 1 Begin with the End in Mind Thinking Big and Aiming High The Millionaire Real Estate Agent is about aiming high. It s really about the fact that most great achievements in life are the result of thinking big and aiming high. Small goals tend to place limits on our potential. What happens is that we tend to slow down once our goals are within reach. Small goals, by definition, are almost always within our reach, so we end up achieving them quickly, but we never get the chance to build up a head of steam. When we pursue big, ambitious goals, we have the chance to build up so much momentum that it carries us right past those small goals in the pursuit of bigger game. Think of the Earn, Net, and Receive a Million formula as your Biggest Goal Your Target. This is the point you aim at that sets the path to pull you through all of your other goals. It ensures that whatever your goal is, you will achieve it. Big Goals pull you through your Smaller Goals. Climbing the Mountain Let s imagine for a moment that you have decided to climb your first mountain. Your goal Mt. Whitney in California, elevation 4,418 meters (14,494 feet). Your target Mt. Everest in Nepal, elevation 8,848 meters (29,028 feet). By setting Mt. Everest as your target, you ensure that you will know all of the systems and skills necessary to pull you easily through your goal (Mt. Whitney). Truth If you set your path towards climbing Everest, and only get half way up the mountain, you will still be in the top.1% highest mountain points in the world. In fact, if you only reached the Everest Base Camp (elevation 17,500 feet), you would still be 3,000 feet higher than any mountain peak in the United States. You would have achieved your goal of climbing Mt. Whitney 14

20 The Why of Millionaire Models Chapter 1 The 6 Mythunderstandings Myth Truth 1 I can t do it Until you try, you can t possibly know what you can or can t do 2 It can t be done in my market Yes it can, but you may need a new approach 3 It would take too much time and effort I would lose my freedom Time and effort are not the deciding factors in success 4 It s too risky I ll lose money Risk is in direct proportion to how well you hold your incremental costs accountable to producing incremental results 5 My clients will only work with me only I can deliver quality service 6 Having a goal, and not fulfilling it is a negative thing Your clients aren t loyal to you; they are loyal to the standards you represent Having a goal and not trying to achieve it is a negative thing 15

21 The Why of Millionaire Models Chapter 1 The 9 Ways a Millionaire Real Estate Agent Thinks How they think Truth 1 Think Powered by a Big Why The Big Why is about having a purpose, a mission, or a need, that in turn gives you focus. High achievers always have a Big Why powering their actions. 2 Think Big Goals and Big Models If you have Big Goals, then to reach them you will inevitably begin a quest for Big Models. Likewise, Big Models will drive you toward the achievement of Big Goals. 3 Think Possibilities Possibilities thinking is supported by a Big Why with Big Goals and Big Models. Big Results Happen! 4 Think Action Possibility thinking must be followed by action for those possibilities to have the chance of being fully realized. 5 Think Without Fear If you never quit trying, you ve never really failed. 6 Think Progress Progress is about quantity and repetition. Success is in the numbers. 7 Think Competitively and Strategically You should approach your real estate sales career like you do a game of Monopoly or Risk PLAY TO WIN! 8 Think Standards When it comes time to grow your business through people, you ll have to clearly articulate and enforce your standards from the beginning. 9 Think Service Top-producing agents have a servant s heart. Service is the heart and soul of their business. 16

22 The Why of Millionaire Models Chapter 1 The 4 Fundamental Models All of the Millionaire Real Estate Agents interviewed follow four key models. These four models are foundational. They represent the four areas everyone must ultimately tackle on the way to high real estate sales achievement. A formula that shows you how to plug in specific numbers you'll have to achieve in specific areas to receive a specific net income. You will need to: 1. Know What Numbers You Must Hit 2. Focus on Appointments 3. Focus on Conversions. Economic Model 1 4 Organizational Model Lead Generation Model 2 The specific staff positions you will need to fill and the job responsibilities they will be given as your business grows. You will need to: 1. When Doing all You Can, Hire Administrative Help 2. Hire Talent 3. Train and Consult 3 Budget Model The specific approach you must take to systematically generate a specific number of leads. You will need to: 1. Prospect and Market 2. Set Up a Database and Systematically Market To It 3. Focus on Seller Listings Taken An outline of the specific budget categories you should track and the percentage of your gross revenue you should spend in each of them. You will need to: 1. Lead with Revenue 2. Play Red Light, Green Light 3. Stick to the Budget 17

23 The Why of Millionaire Models Chapter 1 My Scorecard Exercise We have reached the end of this chapter! Before we move on, take five minutes to assess your mastery of this chapter's objectives. 1. Refer to the My Scorecard sheet. 2. Review the topics for this chapter. 3. Grade yourself on your mastery level of each topic (A - F). Be honest with yourself. At the end of this course, you will use this scorecard to evaluate your weak areas and develop an action plan for complete mastery of the subject matter. Time: 5 minutes 18

24 The Economic Model Chapter 2 MREA: BUSINESS PLANNING CLINIC Chapter 2: The Economic Model In this chapter, you will [1] Define the numbers in the MREA Economic Model [2] Create your Someday Economic Model 19

25 The Economic Model Chapter 2 The Three Key Areas 1. Focus on the Numbers You Must Hit. 2. Focus on Appointments. 3. Focus on Conversion Rates. 1. Focus on the Numbers You Must Hit Appears on page 183 of The Millionaire Real Estate Agent 20

26 The Economic Model Chapter 2 21

27 The Economic Model Chapter 2 The Three Key Areas 2. Focus on Appointments If you look at the economic model on the previous page, you will note that it has a definite beginning and end. Obviously, your end is the net income that you receive. What causes that net income starts with the beginning activity appointments. There are appointments to have listing consultations with sellers and there are appointments to have listing consultations with buyers. (Please note, in this clinic we refer to listing both sellers and buyers. Seller listings are multiple listing service agreements, and buyer listings are buyer agency representation agreements. We list both sellers and buyers. Truth If you don t have the appointments, nothing else happens; therefore, they become a critical point of focus for your economic model. You should know this Questions How many appointments did you have last year? 1. How many seller listing appointments did your business (you and your team) have last year?. 2. How many buyer listing appointments did your business (you and your team) have last year?. If you aren t sure, make an educated guess. number, because you should be tracking your numbers. If you aren t tracking your numbers, you need to make it a priority going forward. 22

28 The Economic Model Chapter 2 The Three Key Areas 3. Focus on Conversion Rates How many appointments you can convert to seller and buyer listing agreements and then convert to sales will determine just how much income you can actually earn. Converting leads to appointments and converting appointments to listings are huge drivers of your economic success. They are both accomplished by a skilled presentation with a firm grasp of scripts and dialogues. Appointments converted to seller and buyer listings converted to sales equals gross income. 23

29 The Economic Model Chapter 2 The Millionaire Real Estate Agent s Economic Numbers Definitions Gross Closed Income (GCI) an assumed 6 percent total commission with 3 percent for each side. Cost of Sales (COS) the amount of money paid to a listing specialist and the commission split paid to a buyer specialist plus referral fees, royalties and what you pay your company. Operating Expenses all the other costs of doing business, including marketing, rent, salaries, equipment and supplies, advertising, etc. Net Income the amount of profit your sales business earns. Assumptions 1. We assume an average sales price of $250, To do this level of business, you will need leverage. We assume a. On the buyers side: A 50/50 split with your buyer specialist for $1.2 million in GCI has a COS of $600,000. b. On the seller side, for a $1.2 million in GCI, your listing specialist will produce a COS of $100,000 per year. 24

30 The Economic Model Chapter 2 The MREA Economic Numbers Average Sales Price There is a direct relationship between average sales price and the number of units you need to close each year to meet your GCI goal. The Effect of Average Sales Price on Unit Sales Goal = 2.4 Million in GCI Average Sales Price $150,000 $200,000 $250,000 $300,000 Closed Units Appears on page 179 of The Millionaire Real Estate Agent Conversion Rates You must focus on the key activities that lead to closed sales. 1. Buyers and Sellers must agree to do business with us. For this we need written, contractual agreements in the form of buyer representation agreements and seller listing agreements. 2. To get these agreements, we need appointments. If you need 320 closed units to reach our GCI goal, you will need to work backward to determine: 1. The number of buyer listings and seller listings we need to take to net 320 closed sales per year. 2. The number of buyer and seller appointments we need to go on to take the appropriate number of buyer listings and seller listings. 3. The amount of lead-generation activity needed to generate the appropriate number of buyer and seller appointments. The only way to get at these numbers is to track your leadgeneration efforts carefully and get a firm grasp of your conversion rates. 25

31 The Economic Model Chapter 2 The MREA Economic Numbers Factors Affecting Conversion Rates 1. Current market conditions. 2. The effectiveness of your presentation. 3. The quality of the leads. 4. The consistency of your follow-up. Conversion Rate Benchmarks Appears on page 181 of The Millionaire Real Estate Agent 26

32 The Economic Model Chapter 2 The Economic Model GOAL $ 1,000,000 Net Income (before taxes) Gross Closed Income (GCI) divide net by.416 Cost of Sales (29.2 % of GCI) Operating Expenses (29.2% of GCI) Fill in the first line from the calculated GCI: 50% Sellers, 50% Buyers Gross Revenue from Sellers Gross Revenue from Buyers 3% Commission 3% Commission = Seller Sold Volume = Buyer Sold Volume Average Sales Price Average Sales Price = Sellers Sold = Buyers Sold 65% % Conversion Rate 80% % Conversion Rate = Seller Listings Taken = Buyer Listings Taken 80% % Conversion Rate 65% % Conversion Rate = Seller Listing Appointments = Buyer Listing Appointments If you already know your key numbers, then it becomes a simple exercise to convert these numbers to represent your current production numbers. You and everyone on your team must own these essential numbers and know precisely how a change in one affects the others. If you or your team doesn t yet know your numbers, then your immediate mission should be to start tracking them in detail. 27

33 The Economic Model Chapter 2 The Economic Model My Someday Economic Model My Financial Goal My goal is to earn. What My Key Numbers Will Be At That Time (Projection) My Average Sales Price: My Conversion Rate for Seller Appointments to Listings My Conversion Rate for Buyer Appointments to Listings My Conversion Rate for Seller Listings to Closed Transaction My Conversion Rate for Buyer Listings to Closed Transaction My Average Commission (continued on the next page) 28

34 The Economic Model Chapter 2 29

35 The Economic Model Chapter 2 The Economic Model My Someday Economic Model (continued) GOAL $ Net Income (before taxes) Gross Closed Income (GCI) divide net by.416 Cost of Sales (29.2 % of GCI) Operating Expenses (29.2% of GCI) Fill in the first line from the calculated GCI: 50% Sellers, 50% Buyers On the lines where your numbers are required, use what you entered on the previous page. If you do not know your numbers, use the MREA numbers on page 27 Gross Revenue from Sellers Gross Revenue from Buyers % Your Commission % Your Commission = Seller Sold Volume = Buyer Sold Volume Your Average Sales Price Your Average Sales Price = Sellers Sold = Buyers Sold % Your Seller Trans. Conversion Rate % Your Buyer Trans. Conversion Rate = Seller Listings Taken = Buyer Listings Taken % Your Seller Appt. Conversion Rate = Seller Listing Appointments % Your Buyer Appt. Conversion Rate = Buyer Listing Appointments Your Someday Annual Appointments! 30

36 The Economic Model Chapter 2 My Scorecard Exercise We have reached the end of this chapter! Before we move on, take five minutes to assess your mastery of this chapter's objectives. 1. Refer to the My Scorecard sheet. 2. Review the topics for this chapter. 3. Grade yourself on your mastery level of each topic (A - F). Be honest with yourself. At the end of this course, you will use this scorecard to evaluate your weak areas and develop an action plan for complete mastery of the subject matter. Time: 5 minutes 31

37 The Lead Generation Model Chapter 3 MREA: BUSINESS PLANNING CLINIC Chapter 3: The Lead Generation Model In this chapter, you will [1] Define the numbers in the MREA Lead Generation Model [2] Create your Someday Lead Generation Model 32

38 The Lead Generation Model Chapter 3 The Three Key Areas Truth Your economic model helps you identify how many appointments you must have to meet your goals. Then, you have to generate the leads necessary to obtain those appointments. Leads are fuel to your Aha You need leads in order to have appointments in order to have sales. And, you can never have too many good leads. Never! economic engine. The 3 Key Areas 1. Prospect and Market. 2. Set Up a Database and Feed It. 3. Systematically Market to Your Database. 33

39 The Lead Generation Model Chapter 3 (continued on the next page) 34

40 The Lead Generation Model Chapter 3 The Three Key Areas Market and Prospect Millionaire Real Estate Agents classify potential clients into 6 groups: General Public, Target Group, Network Group, Allied Resources, Advocates and Core Advocates. Their overall strategy is always designed to generate leads and move people into their inner circle. The diagram below represents the strategy for progressively moving contacts into the inner circles of your Met Group General Public Haven t Met Group Target Group Haven t Met Group Network Met Group Allied Resources HAVEN T MET MET MET (Inner Circles) Advocates Core Advocates ,765 16,000 At large 1 on 1 8 by 8 33 Touch 12 Direct 35

41 The Lead Generation Model Chapter 3 The Three Key Areas 2. Set Up a Database and Feed It Truth At the heart of your lead-generation program is a large, powerful contact management database. Appears on page 143 of The Millionaire Real Estate Agent 36

42 The Lead Generation Model Chapter 3 The Three Key Areas 3. Systematically Market to Your Database Truth Real estate sales is a contact sport. Real estate sales is a close contact sport. Real estate sales is a frequent and systematic close contact sport. The Research For every 12 people in your Met contact database to which you market yourself thirty-three times (33 Touch) you can reasonably expect to net 2 sales. One of the sales will likely be repeat business and the other will likely be referral business. Marketing to your Met contact database is generally the most cost-effective form of lead-generation. For every fifty people you market yourself to twelve times a year, you can reasonably expect to generate one sale. Three General Approaches There are three general approaches when marketing and prospecting to your two main audiences, Met and Haven t Met. All three have a common theme overkill! 1. 8 x 8 Everyone you know or meet (your Met group) first goes into your 8 x 8 program. The 8 x 8 is a high impact, high saturation technique that puts you in the Number One position in the minds of everyone in your contact database within an eight-week period Touch 33 Touches is a systematic marketing and prospecting technique, which ensures year-round contact with all of the prospects, customers, and past customers in your contact database Direct 12 Direct is a systematized method of working the Haven t Met portion of your database. It stands for twelve direct mail pieces mailed out annually (one per month every month). When you market yourself to your audience, it needs to be systematized such that your audience is touched numerous times in a consistent fashion. 37

43 The Lead Generation Model Chapter 3 Millionaire Real Estate Agent Lead-Generation Ratios To People You ve Met 8 x 8 To People You Haven t Met 12 Direct 33 Touch 12:2 Ratio* 50:1 Ratio** * The 33 Touch program should result in repeat and referral business at a rate of one referral and one repeat for every twelve people in the program. ** Your 12 Direct program should generate one piece of new business for every fifty people in the program. The Lead Generation Numbers Game Using the above conversion rates, the Millionaire Real Estate Agent has three options for reaching their annual goal of 320 sales: Appears on page 187 of The Millionaire Real Estate Agent 38

44 The Lead Generation Model Chapter 3 The Millionaire Real Estate Agent s Lead Generation Numbers Lead-Generation Goal If you follow the Economic Model of the Millionaire Real Estate Agent, your annual lead-generation goal is quite clear LEAD GENERATE to net 160 listing sales, which will in turn lead to 160 buyer sales. Strategy Marketing Based Marketing is a leveraged activity. To be able to generate the number of leads you will need, prospecting just won t be enough. Only marketing actively can give you the leverage you ll need to generate a large number of leads. Prospecting Enhanced Prospecting keeps you in an active vs. reactive state. It allows you to keep your hand in proactive customer-creation activities that will be critical to your ability to hit your numbers when the market shifts and you re in a period when attracting through marketing doesn t generate enough leads. Assumptions 1. Lead-generation costs should make up about 10% of your gross income. 2. We averaged the cost of a touch (considering that in addition to mailings, you will also be using the phone and cost-effective s) at $0.50 per touch. Some of the Millionaire Real Estate Agents interviewed in writing The Millionaire Real Estate Agent marketed to their farms for less than $0.20 per touch. Others chose the four-color, first-class mail route and averaged a dollar or more. You need to track your costs so that you can plug in your numbers. 39

45 The Lead Generation Model Chapter 3 The MREA Lead Generation Numbers The Cost of a Millionaire Lead-Generation Program Met (Big Goal = 1,920 People = 320 Sales) 1. Every 12 people in your Met database marketed to 33 times each year (33 Touch) = 2 sales 396 touches (12 x 33) = 2 sales touches x $0.50 (average cost of a touch) = $198 for 2 sales -or- $99 per sale. 3. For 320 sales, you need (320 x 12/2) = 1,920 people in your met database. 4. Cost = 320 x $99/sale = $31,680/yr.* * Note: The cost of the 8 x 8 program is not included. Haven t Met (Big Goal = 16,000 People = 320 Sales) 1. Every 50 people in your Haven t Met database marketed to 12 times a year (12 Direct Mail) = 1 sale. 600 touches (50 x 12) = 1 sale touches x $0.50 (average cost of a touch) = $300 per sale. 3. For 320 sales you need (320 x 50) = 16,000 people in your haven t met database. 4. Cost = 320 x $300/sale = $96,000/yr. Appears on page 189 of The Millionaire Real Estate Agent 40

46 The Lead Generation Model Chapter 3 Focus on Seller Listings Truth If there is a creative angle to your lead-generation program you ll want to pursue, it is to create your message, image, and methods such that they are conducive to generating seller listing leads. Research shows that if your lead-generation program consistently delivers seller listings you can count on the marketing of those seller listings to deliver buyer leads. Keller Williams Realty International conducted a study of more than 10,000 agents with the following results. GCI Seller Listings Sold Buyer Listings Sold $40K 4 6 $80K 8 11 $150K $250K $750K As an agent s business grows, their percentage of listings grows as well. While natural balance is achieved at about a quarter million in GCI, beyond that point the number of buyer listings sold largely depends on the goals and priorities of the agents. A seller listing properly marketed will consistently yield one or more buyer sales. 41

47 The Lead Generation Model Chapter 3 The Lead Generation Model There are two parts to the MREA Lead Generation Model: 1. Identifying the proportion of leads from your Met vs. your Haven t Met databases. 2. Determining the number you need in each database. Identifying the Proportion Based on the ratios identified earlier (12:2 for Met; 50:1 for Haven t Met), you have three options for meeting your closed sales goals: Option 1: Meet your Closed Sales goal people in your Met database. Option 2: Meet your Closed Sales goal people in your Haven t Met database. Option 3: Meet your Closed Sales goal a combination of people from your Met and Haven t Met database. This is recommended. In the exercise below, use the Closed Sales goal of 320 sales. Option 1 Closed Sales Goal x 12/2 = Contacts in your Met Database Option 2 Closed Sales Goal x 50 = Contacts in your Haven t Met Database Option 3 (as an initial calculation, use 50% for each source) Closed Sales Goal x % from Met database = Sales from Met database Met Closed Sales Goal - Sales from Met database = Sales from Haven t Met database Haven t Met Sales x 12/2 = Contacts in your Met Database Met Sales x 50 = Contacts in your Haven t Met Database Haven t Met 42

48 The Lead Generation Model Chapter 3 The Lead Generation Model Choosing your Option GOAL: Closed Sales in a Year Understanding My Options MET + HAVEN T MET Option 1 in database + 0 in database Option 2 0 in database + in database Option 3 in database + in database Choosing My Option Option # MET HAVEN T MET in database + in database Determining What You Need Now you know how many contacts you need in your database, you can compare this number to the number you have. In the table below, the numbers are from a sample agent database. Gap Analysis MET HAVEN T MET Goal Numbers - Current Numbers = People I need to add 43

49 The Lead Generation Model Chapter 3 The Lead Generation Model My Someday Lead Generation Model Choose Your Proportion In this exercise, use the number of closed sales that you derived from your someday economic model (see page 30 Sellers Sold and Buyers Sold). Option 1 Closed Sales Goal x 12/2 = Contacts in your Met Database Option 2 Closed Sales Goal x 50 = Contacts in your Haven t Met Database Option 3 Closed Sales Goal x % from Met database = Sales from Met database Met Closed Sales Goal - Sales from Met database = Sales from Haven t Met database Haven t Met Sales x 12/2 = Contacts in your Met Database Met Sales x 50 = Contacts in your Haven t Met Database Haven t Met Identify the option you will choose: Option # MET HAVEN T MET in database + in database Determine What You Need Goal Numbers Gap Analysis MET HAVEN T MET - Current Numbers = People I need to add 44

50 The Lead Generation Model Chapter 3 45

51 The Lead Generation Model Chapter 3 My Scorecard Exercise We have reached the end of this chapter! Before we move on, take five minutes to assess your mastery of this chapter's objectives. 1. Refer to the My Scorecard sheet. 2. Review the topics for this chapter. 3. Grade yourself on your mastery level of each topic (A - F). Be honest with yourself. At the end of this course, you will use this scorecard to evaluate your weak areas and develop an action plan for complete mastery of the subject matter. Time: 5 minutes 46

52 The Budget Model Chapter 4 MREA: BUSINESS PLANNING CLINIC Chapter 4: The Budget Model In this chapter, you will [1] Define the numbers in the MREA Budget Model [2] Create your Someday Budget Model 47

53 The Budget Model Chapter 4 The Three Key Areas Truth Your Budget Model is about minimizing your expenses to maximize your net income. Cost vs. Investment Most agents just can t get their heads around the fact that a budget is a powerful financial-planning tool. They view the money they spend (expenses) as simply the cost of doing business. Therefore, budgeting remains a chore. However, the Millionaire Real Estate Agent sees every dollar spent as an investment in their future. They approach budgeting with excitement and a high-level of interest. Truth For every dollar invested in a business expense, you should receive some multiple of that dollar back. Dollar for dollar isn t enough. Why? If you were to invest a dollar and get only a dollar back, why would you go to the trouble of spending it in the first place? Just keep the dollar and save the time. However, if you can get multiple dollars in return for a dollar investment, then you know you are not spinning your wheels. When you view budgeting in this manner, where expenses are investments, you ll get excited and see your budget for the powerful financialplanning tool it is. The Three Key Areas 1. Lead with Revenue. 2. Play Red Light, Green Light. 3. Stick to the Budget. 48

54 The Budget Model Chapter 4 The Three Key Areas 1. Lead with Revenue Truth Make money before you spend it. Companies that successfully minimize their start-up cost and debt before they open for business and start generating revenue quickly have a much better chance of survival. Many real estate agents think that if they spend a lot of money up front or build the infrastructure of a big sales organization up front, the business will come. The beauty of the real estate sales business is that the actual cost associated with getting a single buyer or seller listing is really quite low. With a proportionally small investment, you can generate revenue in your real estate sales business that will, in turn, fund the growth of your business. Truth If you hold to the Lead with Revenue approach, it forces you to lead with lead-generation and sales not expenses. Build your business on its own money. When you continually lead with expenses instead of forcing the business to generate its own income, what often comes is a total loss. 49

55 The Budget Model Chapter 4 The Three Key Areas 2. Play Red Light, Green Light Truth You should never be as concerned with how much money you re actually spending as you are with the results you get by spending it. It takes the careful spending of money to make money, so over time, be prepared to invest money back into your business to build it. Problem It is not the spending of money that is the problem. The problem is holding the money you re spending accountable for results. Keep your fixed expenses as low as is practical and hold your discretionary expenses accountable to appropriate results. Solution Red Light, Green Light Good Money Chasing Bad Business Practices When your costs just creep up with no corresponding increase in results, that is when you really have risk. You correct it by pulling out your stop sign and reevaluating that expense. In terms of insulating your company against unexpected income shifts, you want to concentrate on keeping your fixed costs (like rent, salaries, leases, etc.) as low as possible. If you have higher fixed costs and face a shortfall in revenue, you might be tempted to cut back on variable or unfixed expenses (like lead-generation), which drive your business. This can create a wicked catch-22 situation in which, because of falling revenue, you cut back on investing in the very activities that are likely to increase your revenue. Truth You must determine the time period (with your red light on) required before you re-examine your spending and determine whether or not the green light comes back up. 50

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57 The Budget Model Chapter 4 The Three Key Areas 3. Stick to the Budget Truth No matter what your production is, the percentages of your costs should remain remarkably stable. Sample Budgets at Various Production Levels The following table illustrates some general examples of what budgets at various production levels might look like. Note how, regardless of production level, the expenses remain at the same percentages. GCI (6M) $180,000 (10M) $300,000 (16.7M) $500,000 (26.7M) $800,000 (40M) $1,200,000 Cost of Sales* 21,000 21, , , ,000 Gross Profit Expenses Net Income 1. Salaries 2. Lead Generation 3. Occupancy 4. Technology 5. Phone 6. Supplies 7. Education/Dues 8. Equipment 9. Auto/Insurance 159,000 88% 59,300 33% 99,700 55% 20, % 18,000 10% 1, % 4, % 2, % 1,800 1% 1,800 1% 3,600 2% 6, % 279,000 93% 93,000 31% 186,000 62% EXPENSE DETAIL 36,000 12% 30,000 10% 2, % 4, % 3,000 1% 3,000 1% 2, % 6,000 2% 6,000 2% 400,000 80% 152,500 31% 247,500 50% 65,000 13% 50,000 10% 3, % 7, % 5,000 1% 5,000 1% 5,000 1% 6, % 6,000 1% 550,000 69% 238,000 30% 312,000 39% 100, % 80,000 10% 4, % 12, % 10, % 8,000 1% 7, % 8,000 1% 9, % 850,000 71% 344,000 29% 506,000 42% 144,000 12% 120,000 10% 5, % 18, % 12,000 1% 12,000 1% 12,000 1% 12,000 1% 9, % * Assumes Cost of Sales includes company desk fees or splits, commission, or salaries paid to buyer or seller agents helping you in the business, royalties, and referral fees. ** All percentages have been rounded up to the nearest percent. 52

58 The Budget Model Chapter 4 Natural Rhythm Truth There is a natural monthly rhythm to business, which demands that you examine your books at least once each month. Recommendation Keep a monthly budget. Address it on a weekly basis. Why? Because Leading with Revenue and Red Light, Green Light require you to stay in touch with your spending. Doing the research to determine how the money in your business should be spent and then not following it can be summed up in two words: Sheer Folly. 53

59 The Budget Model Chapter 4 The Millionaire Real Estate Agent s Budget Numbers The Budget Model of the Millionaire Real Estate Agent is a high-level look at your spending. It highlights those areas where your focus and attention will pay the highest dividends. There are two key areas of expenses: Cost of Sale and Operating Expenses 1. Cost of Sale * This is the cost of acquiring the income and includes the salary and commission of a seller specialist and the commission of buyer specialists. Seller Specialists 4.4% $100,000 Buyer Specialists 24.8 $600,000 Total Cost of Sales ** 29.2% $700,000 * Reflects percentage of $2.4 million GCI goal from the Economic Model of the Millionaire Real Estate Agent. ** Cost of Sales also includes referral fees, fees paid to your company, and any additional royalties you pay to be associated with a network. Seller Specialists are responsible for five key activities: 1. Converting leads into appointments. 2. Making listing presentations. 3. Securing seller listings. 4. Handling communications during the marketing period. 5. Negotiating purchase offers. This individual should be paid a salary plus bonuses based on specific criteria such as: 1. Number of listings taken, 2. Number of listings sold, or 3. Net profit of the business. Depending on the market, talent for this position demands between $65,000 and $100,000 a year. 54

60 The Budget Model Chapter 4 The MREA Budget Numbers Buyer Specialists are responsible for six key activities: 1. Convert buyer leads to in-office presentation appointments. 2. Make presentations. 3. Secure buyer listings. 4. Show houses. 5. Negotiate purchase offers. 6. Handle communications from contract to closing. Typical commission splits range from a low of 35/65 to a high of 60/40 (or possibly beyond depending on any unique circumstances). Be careful though, going higher than 50/50 can have an extremely adverse effect on your Economic Model. 2. Operating Expenses This is the cost to generate leads and run the business. Key categories are: 1) Salaries 2) Lead Generation 3) Occupancy 4) Technology 5) Phone 6) Supplies 7) Education 8) Equipment 9) Auto/Insurance % of GCI % of expenses 12.0% 9.2% 2.0% 1.5% 1.0% 1.0% 1.0% 1.0% 0.5% 41.1% 31.5% 6.8% 5.1% 3.4% 3.4% 3.4% 3.4% 1.7% $ for an MREA $288,000 $220,000 $48,000 $36,000 $24,000 $24,000 $24,000 $24,000 $12,000 Total Expenses 29.2% * 100.0% $700, There is no miscellaneous category. Account for all expenses. 2. Of the 9 categories, two account for the lion s share of your operating expenses. We call these the big two. If you can hold these two accountable to results, your budget will be a healthy one. 3. Your actual costs change over time. Our research indicates that no matter where you are on the continuum of costs, the percentages remain stable. The Big Two budget items translate to two important areas of focus for you: staffing productivity (leverage) and costeffective leadgeneration. 55

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62 The Budget Model Chapter 4 The Budget Model In the following table, you will be able to compare your current budget with the MREA budget numbers. Multiply the percentages in the % of GCI column with Your GCI. Enter the result in the column $$ based on model. This provides a picture of what you would be spending if your expenses followed the model. Your Someday GCI: Cost of Sales Operating Expenses MREA $$ based $$ % of GCI on model 1. Listing Specialist(s) 100, % 2. Buyer Specialist(s) 600, % 3. Other COS minimal Total COS 700, % 1. Salaries 288, % 2. Lead Generation 220, % 3. Occupancy 48, % 4. Technology 36, % 5. Phone 24, % 6. Supplies 24, % 7. Education 24, % 8. Equipment 24, % 9. Auto/Insurance 12, % Total Operating Expenses 700, % Total Expenses 1,400, % 57

63 The Budget Model Chapter 4 My Scorecard Exercise We have reached the end of this chapter! Before we move on, take five minutes to assess your mastery of this chapter's objectives. 1. Refer to the My Scorecard sheet. 2. Review the topics for this chapter. 3. Grade yourself on your mastery level of each topic (A - F). Be honest with yourself. At the end of this course, you will use this scorecard to evaluate your weak areas and develop an action plan for complete mastery of the subject matter. Time: 5 minutes 58

64 The Organizational Model Chapter 5 MREA: BUSINESS PLANNING CLINIC Chapter 5: The Organizational Model In this chapter, you will [1] Define the numbers in the MREA Organizational Model [2] Create your Someday Organizational Model 59

65 The Organizational Model Chapter 5 The Path to People Leverage The following diagram illustrates how your organization might grow following the Organizational Model of the Millionaire Real Estate Agent: The ultimate business goal is to have a successful business run by other people. This is the 7 th Level Business which is explained in Receive a Million Appears on page 201 of The Millionaire Real Estate Agent 60

66 The Organizational Model Chapter 5 The Path to People Leverage Question When or how will you know when it is time to hire your first assistant? If You Don t Have a Maid, You Are One Knowing when to hire your first assistant is like knowing when to hire a contractor or maid. We could easily do most of the work that needs to be done around the house, but at a certain point in our lives we realize that our time could be better spent on other things. We start to look for help at home in a very natural way. When you don t have anyone to do that work for you, it is like a second job. On Thursday nights, you are a housekeeper. On Saturdays, you re the lawn man. In other words, if you don t have a maid, you are one. If you don t have a lawn man, you are one. And in business, if you don t have an assistant, you are one! Truth There is no job too small to sub-contract. At the beginning of your real estate career, you are a lead generator, a showing agent, a seller listing agent, a bookkeeper, a runner, a call coordinator, and many other things all in one. You don t have enough arms and legs to do everything all the time. The leverage that hiring someone can bring to your business is the fastest, surest way to continue up the path to becoming a Millionaire Real Estate Agent. 61

67 The Organizational Model Chapter 5 The Hiring Path of the MREA Step 1 First hire administrative help. Depending on your personal production limits, your first, second, and possibly even your third hire will be talented administrative help. The idea is eventually to reach a point where you are wholly focused on lead generation, listing, and selling while your administrative team handles everything else in your business. Many make the mistake of hiring sales help right after hiring their first assistant. If they do, then their administrative support gets overloaded. Therefore, it is important to follow the Path to the 7 th Level. Step 2 When you find you have more sales-oriented work than you can handle alone, add a Buyer Specialist. A Buyer Specialist will be able to handle many of the time-consuming tasks and processes of working with buyers. Some Millionaire Real Estate Agents opt to make the Buyer Specialist a graduated hire and begin with a licensed Showing Agent. As you increasingly devote your energies to listings, you may need more than one person on the buyer side. In the end, you will need a talented Lead Buyer Specialist who will eventually manage your other Buyer Specialists and Showing Agents. Step 3 If your full administrative infrastructure is not already in place, this becomes your next area of focus. Your Marketing and Administrative Manager who may have been your very first hire is now managing your entire administrative team. This person will help you fill your other administrative needs: Transaction Coordinator, Telemarketer, Listing Manager, Lead Coordinator, Assistant Transaction Coordinator, and Runner. These hires should be added incrementally as your business grows. 62