9,99 €
Mehr erfahren.
- Herausgeber: Business Book Summaries
- Kategorie: Religion und Spiritualität
- Sprache: Englisch
The must-read summary of Phil Harkins and Keith Hollihan's book: "Everybody Wins: The Story and Lessons Behind RE/MAX".
This complete summary of the ideas from Phil Harkins and Keith Hollihan's book "Everybody Wins" tells the story of Dave Liniger and the creation of the real estate company RE/MAX. In their book, the authors analyse how the company has since gone on to achieve incredible success, presenting an outstanding case study that represents a model of innovation, constant improvement, determination and passion.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "Everybody Wins" and discover the story behind one of the biggest real estate companies.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 46
Veröffentlichungsjahr: 2013
Ähnliche
Book Presentation: Everybody Wins by Phil Harkins and Keith Hollihan
About the Author
Important Note About This Ebook
Summary of Everybody Wins (Phil Harkins and Keith Hollihan)
1. The Formation of the Dream
2. The Early Days
3. The Early Hurdles
4. Undercapitalized
5. Growing the Dream
6. RE/MAX Today
7. The Key RE/MAX Success Principles
Book Presentation: Everybody Wins by Phil Harkins and Keith Hollihan
About the Author
PHIL HARKINS is CEO of Linkage, Inc., a consulting and executive coaching firm. He is the author of several books including Powerful Conversations and The Art and Practice of Leadership Coaching. Mr. Harkins is a frequent key-note speaker on leadership topics. Prior to founding Linkage, Mr. Harkins held senior management positions at Keane, Inc. and Raytheon. He also served on faculty and as a senior administrator at Boston University. Mr. Harkins is a graduate of Merrimack College and received three advanced degrees from Harvard University.
KEITH HOLLIHAN is a professional writer. He specializes in business and leadership. In addition to numerous articles published in the business press, Mr. Hollihan is the author of The Art and Practice of Leadership Coaching and Enlightened Power.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Everybody Wins (Phil Harkins and Keith Hollihan)
1. The Formation of the Dream
“From the beginning, my dream was to grow the best and the largest real estate network in the world, an organization where everybody wins – our customers, our agents, our owners, our employees, everybody. It took more than 30 years, but that dream has become a reality.”
– Dave Liniger
In the fall of 1972, Dave Liniger was a real estate salesman working for the largest real estate company in Denver, Colorado. He approached his boss with an idea – he wanted to start a new real estate company which would get away from the way the industry was structured and introduce a new business model altogether. Specifically, Liniger suggested the industry practice of real estate firms keeping 50-percent of the commissions earned by their salesmen was flawed. He wanted to start a new firm where the real estate salesman would keep 100-percent of the commission and pay the firm a set monthly fee instead. Not surprisingly, Liniger’s boss dismissed the idea as unrealistic.
Although he was only in his mid-twenties, Liniger was already well established within the real estate industry. He had dropped out of college and gone to Vietnam with the U.S. Air Force. Now married and with three children to support, Liniger had tried a few different fields before getting into selling real estate. Even then, he had actually obtained his real estate license by accident so that he could buy some fixer-uppers for his friends. When he came to sell those houses, he discovered he had a knack for selling real estate and so had decided to give it a try. It was hard going at first, but Liniger stuck with it because he enjoyed the work. He had gradually got better and better at selling real estate. But there was still one thing about the industry that struck him as odd.
“For the past few years, while Liniger was learning how to sell, then selling at top levels, and working for several different real estate firms, he had also been watching the industry closely. Almost every firm operated under the same model – they kept 50-percent and the agent got 50-percent of the commission earned. For most agents, this seemed fine until you realized you were handing over half your income – income produced by your leads, your hard work, and your sales ability – to a firm that really wasn’t giving you that much in return. Liniger knew that real estate agents, like all people with entrepreneurial inclinations, did indeed want to earn as much money as possible; nevertheless they weren’t motivated only by money. They wanted the tools to succeed and the independence and freedom to make the most of the opportunities available to them. The traditional real estate firm didn’t care about a real estate agent’s need for growth and success. It only worried about that 50-percent cut and did as little as possible to earn it.”
– Phil Harkins and Keith Hollihan
Liniger noted that there was one alternative business model which was sometimes used in this industry. Derisively called the “rent-a-desk” concept, freelance agents worked under the banner of a firm that provided some support services and a brokerage license. Nobody had ever taken that idea and applied it to a blue chip firm which had a strong reputation in the marketplace, panache, good training programs and quality control systems. Liniger tried to interest his boss in running with his idea, but his boss thought it was too risky, preferring instead the status quo. In fact, Liniger’s idea was described as being naive and unworkable – which frustrated Liniger still further. It was clear that nobody else liked Liniger’s idea, or believed in his dream as passionately as he did, so Liniger quit to start his own company.
