Selling Real Estate Services E-Book

Robert A Potter

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 209

Veröffentlichungsjahr: 2008

Beschreibung

Praise for Selling Real Estate Services "Selling Real Estate Services shows you how to stop being a vendor and start being a partner. Bob Potter's Third-Level concept will help you win more, have more fun, and build greater client loyalty. It's a playbook for success." --Roger T. Staubach, Executive Chairman for the Americas, Jones Lang LaSalle, and founder of The Staubach Company "It's not just about selling; it's about winning. Just in time for one of the most competitive markets in a generation. Be prepared to win." --Robert A. Ortiz, Executive Managing Director - U.S. Operations, Cushman & Wakefield Inc. "Bob Potter's Third-Level Selling offers a progressive, advanced approach to building trust, demonstrating value, and winning. Whether you are new to real estate or a seasoned veteran, it will take your career to the next level." --Craig Robbins, Chief Knowledge Officer, Colliers International "Business development never stops for successful real estate companies. Bob Potter gets it, and his simple strategies and techniques can be implemented immediately across a sales-oriented organization. This book is a gem." --Tom Donnelly, President and COO, ValleyCrest Landscape Development "Rarely do books capture the essence of success in our industry. Third-Level Selling helps one understand how you build long-term committed relationships with clients. This book is a road map to becoming a top producer; I only hope that my competition doesn't read it!" --Dan Winey, Managing Principal, Gensler

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

PART I - It’s About Winning: Why You?

Chapter 1 - Third-Level Selling

VENDOR DIFFERENTIATION VERSUS CLIENT DIFFERENTIATION

LEVEL 1: VENDORS PITCH (AIRBAGS)

LEVEL 2: PREFERRED PROVIDERS POSITION THEIR OFFERING AGAINST THE COMPETITION’S

THIRD-LEVEL SELLING: STRATEGIC PARTNERS DIFFERENTIATE ON THE CLIENT

DELIBERATE PRACTICE: ARE GREAT SALES PEOPLE BORN OR MADE?

Chapter 2 - How (and Why) Clients Choose You

HOW CLIENTS CHOOSE YOU

CLIENT DIFFERENTIATORS

VENDOR DIFFERENTIATORS

STANDARD LIFE INVESTMENTS REAL ESTATE (SLIRE) EXAMPLE

PICK YOUR BATTLES

Chapter 3 - Navigating From Vendor (Level 1) to Preferred Provider (Level 2)

SEARCH PHASE: LEVEL 1 - PITCH TO GET INVITED!

SCREENING PHASE: LEVEL 2 - POSITION VERSUS COMPETITION

POSITION DIFFERENCE, PREFERENCE, AND PROOF

HARVESTING SPECIFIC TESTIMONIALS

RANK AS PROOF

EXPERIENCE IS SIMPLY THE NAME WE GIVE OUR MISTAKES. (OSCAR WILDE)

BEST OUTCOME

CONGRATULATIONS! YOU MADE THE SHORT LIST OF PREFERRED PROVIDERS

PART II - Third Level: From Preferred Provider to Chosen Partner

Chapter 4 - Accelerating Personal Relationships

FIND COMMON GROUND TO ACCELERATE RELATIONSHIPS

THE RELATIONSHIP GAME: THREE TO FIVE QUESTIONS TO UNCOVER “AMAZING STORIES”

Chapter 5 - Accelerating Professional Relationships

“WE RESEARCH THE HELL OUT OF THEM”

RAISE THE FLASHLIGHT

What’s Your Problem?

WHAT’S CHANGED? THE ULTIMATE STRATEGIC QUESTION

LOOKING FOR CID

GIVE-AND-TAKE QUESTIONS

GAINING AGREEMENT TO EXPLORE SOLUTIONS

Chapter 6 - Finding Project/Property Difference

“OUR BROKERS NEED TO KNOW OUR BUILDINGS BETTER THAN WE DO”

“BECAUSE YOU DIDN’T ASK”

START THE PROJECT BEFORE THE MANDATE

Chapter 7 - Finding and Aligning to Client Preferences

PREVIOUS EXPERIENCE

EDUCATING CLIENT CONCERNS

WHAT COULD GO WRONG?

CLIENT VISIONS

YOUR COMPETITION

UNHOOKING AN INCUMBENT COMPETITOR

Chapter 8 - Finding and Aligning to the Client’s Decision Process

Chapter 9 - Third-Level Proposals and Presentations

FROM VENDOR-CENTRIC TO CLIENT-CENTRIC

THIRD-LEVEL PRESENTATIONS ARE CLIENT-CENTRIC

Chapter 10 - Pricing and Third-Level Negotiation

WE LOST ON PRICE?

“WHO WOULD YOU CHOOSE IF PRICES WERE THE SAME?”

THIRD-LEVEL NEGOTIATING

PART III - Winning without Competition

Chapter 11 - Third-Level Client Satisfaction

HIGHLY SATISFIED (VERSUS SATISFIED) CLIENTS TWICE AS LOYAL

TAKE CARE OF IT (SATISFIED) AND TAKE CARE OF ME (HIGHLY SATISFIED)

REFERRAL: THE BEST MEASURE

CLIENT ADVOCATES: TAKING CARE OF YOU

Chapter 12 - Winning in the Invisible Market

INVISIBLE MARKET DANGER: UNQUALIFIED CLIENTS

DOES THIS CLIENT HAVE THE PROBLEMS YOU SOLVE?

FINDING AND ALIGNING TO THE SERVICE DECISION

Chapter 13 - Managing Third-Level Selling Skills

TRACK PERFORMANCE METRICS TO DRIVE THIRD-LEVEL BEST PRACTICES

COACHING RESULTS NOT JUST BEHAVIOR

CALL PREPARATION AND MOMENTUM RECOMMENDATIONS

CALL REVIEW AND DIAGNOSTICS

COACHING

PRESENTATIONS AND RECOMMENDATIONS

Chapter 14 - Final Thoughts

GET WITH CLIENTS

ENLIGHTENED SELF-INTEREST

Appendix 1 - BCCI Value Proposition

Appendix 2 - Company Message Acceleration Example

Appendix 3 - Client Profile

Appendix 4 - Client Profile with Questions

About the Author

Index

Copyright © 2008 by Robert A. Potter. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. For more information about Wiley products, visit our web site at www.wiley.com. Library of Congress Cataloging-in-Publication Data:Potter, Robert A., 1955- Selling real estate services : third level secrets of top producers / Robert A. Potter. p. cm. Includes bibliographical references.

eISBN : 978-0-470-45443-5

1. Real estate business-Handbooks, manuals, etc. I. Title. HD1375.P667 2008 3 33.33068’8-dc22 2008016814 .

To Amy, Mike, and Matt: Everything I do is for and because of you.To my clients and students: Thank you for teaching me.To my friends and colleagues: Thank you for your input and support.

PART I

It’s About Winning: Why You?

Congratulations! You made the short list of preferred real estate service providers. The client has decided to design, build, buy, sell, lease, manage, furnish, or finance a property. Now they need to choose the one service provider who will help them get the best outcome with the least risk, effort, time, and fewest surprises. Why should they choose you?

Most sales books and sales training programs teach you how to sell your product or service, but not how to compete and win in the real estate services arena. They teach you how to ask questions, uncover needs, and then position your product or service as a solution. But what happens when the client has already decided to use the products or services that you and your competitors sell, and they are just deciding which service provider to use? They are no longer deciding to use your service. They are simply asking, “Why should I choose you over your best competitor?”

Let’s say you are among three competitors selected to present your case in person and answer the client’s one remaining question: Why you? Whoever answers that question best in the eyes of the client wins. The others lose. How much do you get paid if you finish second in competition?

So what is the single most important advantage that you would like to communicate as to why this client should choose you over your best competitor?

Is it your experience, your people, or is it your process? Is it the way you listen, customize solutions, or add value? Now ask yourself if any of your competitors can say something that the client perceives as similar. If so, then your offer is what I refer to as an “airbag,” an important but undifferentiated offer. Let me explain.

AIRBAG VERSUS DIFFERENTIATOR

If a car salesman enthusiastically told you to buy his car because it had airbags, would you buy it? Certainly not based on that information alone. It is not that airbags are not important. You probably would not buy a car without airbags, but you would not base your choice on something that everybody offers (see Figure PI.1).

Figure PI.1 Are You Pitching Airbags?

You may be surprised to discover that you, too, are pitching airbags, which is making it more difficult for clients to choose you. Most of the words that you use to sell your services are very similar to words your competitors use. It is not that your airbag message about your experience and capabilities is not important. The client would not have invited you to compete without those capabilities. It’s just that those words don’t help the client choose you because they don’t differentiate you from your competitors. You may believe that you are better, but how does the client know that if you can’t communicate it.

If you don’t know or can’t explain how you are different and better, then clients will be less inclined to:

• See you,

• Listen to your pitch,

• Share their problems,

• Value your services,

• Choose you over competition,

• Pay you what you are worth, or

• Recommend you to others.

Do you have a compelling value proposition? The lack of a clear and compelling preference value proposition is the single biggest source of career dissatisfaction. It makes your job more difficult and threatens your success.

As real estate markets mature and competition increases, the perceived differences between you and your best competitors decrease. You are probably feeling increasingly commoditized as clients begin to view you and your competitors as pretty much the same. Your win rate may be decreasing. More decisions are being made on price, and competitors are “buying” the business with low-ball bids. But you also may be the victim of your own loss of identity because your message has not evolved with your client’s increased choice.

Figure PI.2 Nondifferentiated Offer.

But winning goes well beyond a rational message. As the competition advances into its final stages, it’s more the emotional differentiators—trust, confidence, commitment, and passion—that drive choice among finalists.

The objective of Third-Level Selling is to help you find value in the minds of your clients and then align and communicate a client-centric value proposition in order to make it easier for them to choose you.

We will do that by showing how and why clients choose among alternatives and how elite commercial real estate providers build preference and partnership. The bottom line is that you will win and retain more clients.

Chapter 1

Third-Level Selling

When buying your real estate services, do prospective clients view you as a vendor, a preferred provider, or a strategic partner?