The Guide to the Best Smartphone Apps

A good smartphone is really a mini-computer in your pocket, capable of doings things that computers even five years ago could not do.  But you’re not getting the most out of your smartphone if you’re just using it for making calls, checking email, and surfing the web.  Those are all good things to do, but if you really want to take advantage of your smartphone you need to learn how to use your apps.

What is an app?  Simply put, it’s a mini-application.  You use applications all the time: Microsoft Word is an application, so is Powerpoint, so is your mail program.  Traditionally, applications are big complicated pieces of software that can cost hundreds of dollars. But Apple pioneered the idea of an application as an “app,” a high-powered but simple application that you can get for free or purchase for a relatively small amount.   Some apps are simply smartphone versions of websites or programs that you can use on your computer, while others were created simply to use the power of your smartphone in interesting ways.

What follows is a very unofficial, incomplete, and totally personal Guide to some of the best apps out there for the iPhone and Droid smartphones.  There are hundreds of thousands of them out there, and lots of places where you can get advice about what to buy, but these are the apps I use all the time.  Amazingly, the Android operating system for Droid phones has caught up with the iOS operating system for iPhone, and almost all major apps are available on both platforms.  I also included iPad apps that are specifically designed for the iPad.  I did not include Blackberry apps, because I have not used them and the Blackberry is still very far behind in establishing its app sales.

You can find iPhone and iPad apps at the  App Store, and Droid apps at the Android Market. Just search for the name and you’ll find them.  This is a work in progress, so if you have suggestions of new apps to add to the list, just email me.

Here is an outline of the organization for the apps that follow

  • Business and Productivity Apps
  • Communication Apps
  • Information and Reference Apps
  • Leisure Apps
  • Entertainment Apps
BUSINESS APPS: Productivity, Social Media

Google (iPhone, iPad, Droid) (free)
The Google app is a must, if only because it gives you quick access to the Google sites you might be using, like Docs, Calendar, etc. Unfortunately, Google does not have dedicated apps for most of its services, so this is the collective “hub” for getting to them without going through Safari.
You can also do a search through the app. Just convenient to have it directly.

Google Voice (iPhone, GV Connect for iPad, Droid) (free or $1)
If you don’t use Google Voice at all, you should check it out.  You can set up a universal phone number that will ring all your phones (i.e., mobile, work, home office) at once, so people can call you at one number and get you wherever you are.  And then Voice can also transcribe your voicemail (although the transcriptions are not great) and save it as an audio file link that you can access with a click.  If you use Visual Voicemail that comes with the iPhone, this is a slight upgrade.  Also great because your text messages are all available on Google Voice wherever you are (any internet computer, and your phone), which can be helpful. For the iPad, Google doesn’t have a dedicated iPad app for Google Voice, but you can buy GV Connect that provides a good app experience to review your messages and texts.

Evernote (iPhone, iPad, Droid) (free)
A terrific notetaking app that can sync your notes between your mobile device, computer, and any other device, accessible anywhere you can get on the internet.

Social Media Apps (iPhone, some on iPad, Droid) (mostly free)
All the big social media sites have apps for your smartphone that are very useful and often better than the computer experience: Facebook, Twitter, Linkedin Foursquare. They’re all free, and what’s great about them is your ability to check out social media updates in your downtime, without interrupting productive work. For example, surfing social media is a fun and easy thing to do when you’re waiting on line, which turns out to be a lot of my day. Not all of the sites are on the iPad with apps (no Facebook app?), but they all have third-party services that let you check out your social media fees (fyi, the best Facebook iPad app is Facely HD).

Dragon Dictation (iPhone, iPad) (free)
People that don’t type well will love Dragon Dictation, a free app that will transcribe what you say into it, turn it into text, and allow you to save it as a note or send by email.  Very effective, and pretty good with transcription.

WordPress (iPhone, iPad, Droid) (free)
Wordpress has a dedicated app for reviewing your WordPress blogs.  You won’t want to write a blog post, but you can review comments, approve them, do some little things.

Real Estate Search Apps (iPhone, some iPad) (free)
The real estate search apps are all pretty good and free.  The best smartphone  are Realtor.com’s and Trulia.  Great for searching on maps, so you can see where the properties are. The best iPad app available right now is Zillow, which I don’t love (seems like the inventory is incomplete) but does provide a big screen experience for home browsing on the iPad.

DropBox (iPhone, iPad, Droid) (free for 2GB storage)
DropBox is an amazing app that allows you to store your big files so you can share them between computers, and now between your mobile devices.  Great way to move big files from one computer to another (like, from work to home), or to keep them available wherever you are.  You can also share files by putting them into a public folder, and sending people the link, which is better than emailing them that 10MB PDF.  It’s a great service, and the apps are terrific. Perfect for moving movie and picture files from computer to computer, and then having access from your smartphone.

COMMUNICATION APPS: Messaging, Calling

FaceTime (on iPhone, $1 app for iPad)
Facetime is not strictly an “app,” because it comes on the iPhone 4 standard and can be found when you pull up a contact, but you should make sure you know how to find it. When you pull up a contact in your phone, you can  click on the number to call the number, the email to email the contact, but at the bottom of the contact are buttons for text message and facetime.  For iPad, you can get an app for about a dollar that works great.  Remember Facetime only works when you’re on a wireless network.  (I don’t know that Droid has anything similar.)

Speed Dial (iPhone) ($1)
A must for the iPhone, which does not have dedicated buttons for speed dials.  There are lots of variations on this.  You can get a free app called “Speed Dial #1,” “Speed Dial #2”, and so on, which gives you a dedicated button for a one-touch dial, but you’ll have to memorize the order.  A better choice is “Speed Dial,” which provides a yellowish version if iPhone’s “Phone” app and leads you to up to 24 programmable buttons that you can label for your speed dials.  Takes about 10 minutes to set up, and then you have two-touch speed dialing: hit Speed Dial, then hit the name you want. Very quick.

Meebo (iPhone, Droid) or Imo.Im (iPad, Droid) (free)
If you use computer-based instant messaging (as opposed to text messaging on your phone number) on services like MSN, Yahoo Messenger, Facebook messenger, Google Chat, or lots of others, you can consolidate all of them on Meebo on the iPhone/Droid or Imo on the iPad and have one site to check for your text messages.  Set up all your accounts, and lot onto all or some of them at any time.

INFORMATION APPS: News, Sports, Reference

Pulse News (iPhone, iPad, Droid) (free)
Zine (iPad only) (free)
Pulse is a great app that aggregates news based on the preferences you put in, and then gives you news feeds that fit your preferences. If you use Google Reader, for example, it pulls in all your RSS feeds. If you don’t understand that last sentence, don’t worry – the basic idea is that it customizes a news feed. If you do nothing else other than set up a real estate news feed on Pulse to keep up with the news, it’s a great use of the app. And looks amazing on iPad.

NYTimes (iPhone, iPad, Droid) (free for now)
A great app for checking out top stories, even if you’re not a subscriber.  You get it free if you’re a subscriber, but soon they’ll be charging heavier users. It’s not clear what the apps will cost, but it will probably allow for some access to top news with payment if you want deeper coverage.

Sportacular (iPhone, iPad, Droid) (free)
For sports updates, Sportacular is quicker than any of the ESPN apps, which are slow and laden with a difficult interface.  Sportacular just gives you the scores by sport, easy to look up.

Wikipanion (iPhone, iPad) (free)
Wikidroid (Droid) (free)
A great app for looking stuff up without having to go to Google.  Wikipedia is a user-generated encyclopedia that is surprisingly effective, and I find myself looking something up on it once or twice a week and always being entertained and informed. Wikipanion and Wikidroid are great apps for getting into Wikipedia in a customized setting without going through the browser.

The Weather Channel (iPhone, iPad, Droid) (free)
The iPhone and iPad come with a very cute weather app, but it doesn’t give you a lot of information.  The Weather Channel app isn’t ideal, but it provides a lot of information for your area with cool graphics.

Google Earth (iPhone, iPad, Droid) (free)
I already mentioned the Google app, but the Google Earth app is so good that I want to highlight it separately.  Google Earth on the computer has been around a while, but the experience on the mobile device is just great because of the location search and just the visual of watching the globe zero down on where you.  A must for real estate people that need to know their terrain and maps.

Maps (iPhone, iPad) (installed)
All smartphones come with the Maps app, but it’s worth pointing out just how great it is and how you need to become familiar with how to set your location and get driving (or walking!) directions.  The idea that years ago you bought a specialized device for this service, and now the your phone has it, is just amazing.

LEISURE APPS: Books, Movies, Food

Yelp (iPhone, iPad, Droid) (free)
Yelp is a great business directory website with user-generated reviews, mostly of restaurants but growing.  This is the kind of website that is geared for mobile device, because you can literally be standing on a corner, go on Yelp to look for nearby restaurants, and choose them based on cuisine and user reviews.  Vastly superior to the Zagat app. I use it all the time, and constantly when traveling.

OpenTable (iPhone, iPad, Droid) (free)
My wife swears by this app, which allows you to find restaurants and then make restaurant reservations right from the app.  No phone calls, no waiting on hold, and you can find the right time by yourself.  Has location-based searching, so you can look for restaurants near where you are.

Kindle App (iPhone, iPad, Droid) (free)
If you have a Kindle, this is a must – all your Kindle books can be loaded onto your Smartphone.  You’d think it would be difficult to read on the phone, but once you get used to reading your email, news, and other items on it, books are not much of a reach. And with the iPhone 4, the resolution is so clear that you don’t get eyestrain. The books also look amazing on an iPad.  Tip: you can store your Kindle books on up to six devices (your Kindle, your iPhone, iPad, etc.), which means that you can get just one Kindle account and share your books on multiple devices with other members of your family (i.e., you get a Kindle and an iPhone, your spouse has an iPhone and an iPad, and your kid has a Droid, all sharing the same book account).

Epicurious (iPhone, iPad, Droid) (free)
The best recipe app, with tons of recipes searchable in a lot of ways.  It also lets you create a shopping list, a great use for your mobile device.

Movie Apps: Fandango and “Movies by Flixster” (iPhone, iPad, Droid) (free)
If you like movies, you need these two apps.  Fandango is the app for the website that allows you to buy tickets online for movies, and Flixster has content from the Rotten Tomatoes movie-reviewing site.

ENTERTAINMENT APPS: Music, Video, TV, Radio
Pocket Tunes (iPhone, iPad) ($6.99)
A great app for people that like to listen to the radio.  Virtually every radio station you can think of in very good audio.  Great for getting local news and sports stations on your iPhone, superior to traditional radios because you don’t get static.

SiriusXM Premium (iPhone, iPad, Droid) (free app with subscription)
If you have either Sirius or XM in your car, you can get access to the satellite radio service on your iPhone or iPad and listen anywhere.  Audio is slow, though, if you’re not connected to a wireless network.

MLB.com At Bat 11 (iPhone, iPad, Droid) ($14.99, lite version for free)
If you are a baseball fan, this app is amazing. You can get updates on any game, with highlight videos that look great, and in many cases can actually watch an out-of-market game right on your device.  Fantastic if you’re a fan of a non-New York team and want to watch the games, and better than getting the cable service that provides access to games because it’s more portable on your device and less annoying to the non-baseball fans around you. If the $15 is too pricey, the free version has some great features also.

Slingplayer Mobile (iPhone, iPad, Droid) ($29 plus Slingplayer)
Slingplayer is a device that costs about $200 which connects to your television and lets you watch THAT television from any internet-connected computer.  This app lets you do it from your Smartphone or iPad, great for traveling if you want to watch something on your DVR. A little pricey, but it allows you, as I have discovered, to watch TV in bed with the headphones on and your spouse happily sleeping.

Shazam (iPhone, iPad, Droid) (free, or $5)
Soundhound (iPhone, iPad, Droid) (free, or $5)
The classic apps for people that like music.  Hear a song you like, just hold your device up and it will identify the song for you so you can buy it. Both are free for a limited number of songs per month, and a few bucks to get unlimited use. They also have other features I haven’t tried (like lyrics)

Pandora (iPhone, iPad, Droid) (free)
Last.FM (iPhone, Droid ) (free)
Slacker Radio (iPhone, Droid) (free)
Pandora was the first breakthrough app on the iPhone, the idea that you could create your own personalized radio station based on very specific music or artists you like, and have the station play similar music.  For example, you can tell the app what artists you like (e.g. “Jack Johnson”), and it will create a virtual radio station for you – not just of that artist, but artists with similar styles.  And if you don’t like a song, you can “skip” it or give it a “thumbs down” and the system will learn your taste. Great for finding new artists that fit your taste.  Pandora has started running commercials, so a number of competitors have gained popularity.  They all have positives and negatives, but having one of them is a must (or all of them, then decide if you want to upgrade one of them).

 

Again, if you have additions or corrections, or if you would like to contribute a list of Blackberry apps, I would welcome that. Just feel free to contact me here.

Are Real Estate Agents Worth It? Yes!

NOTE: This is a reprint of a post I made in early February on the Market Intelligence blog that I write for my company in New York.  Since it has some universal application to the industry, I thought I would share it here.  The bottom line: good real estate agents are, and always have been, worth the money they’re paid.

 

The New York Times ran an article on the front page of its real estate section last week describing how some home sellers are starting to consider whether it makes sense to sell a home on their own, or otherwise try to sell without paying a full brokerage commission.  For example, the Times pointed out:

  • · For sellers who have watched the prices on their houses slide in recent months, the idea of eliminating the middleman — a real estate agent and his or her 6 percent commission — can be alluring.

Oh, wait! Sorry, that was actually a quote from an article in the Times from June 2008, which made basically the same point.  Actually, what the Times said was:

  • · This is subversive stuff. Homeowners across the United States are figuring out that they do not need to pay what agents demand and they may not need an agent at all. At the same time, technology is giving consumers tools to nearly circumvent the agent.

Oops.  Sorry, my mistake again!  That was actually from an article in the Times in September 2005, which again made basically the same point.  Let me try again.  Here’s what the Times said:

  • · Highly competitive marketplace conditions coupled with concerns about inflation are encouraging a number of sellers and brokers to look for alternative ways to market homes without paying a full brokerage fee.

Darn it, I keep quoting from the wrong Times article!  That was actually from the Times from 1981 (!) the first of what turns out to be many, many articles from the Times over the past 30 years that keeps forecasting the end of the real estate brokerage industry as we know it.

Indeed, in just fifteen minutes or so of searching, I found that the Times basically has written the same article over and over again for the last 30 years, making the same points that sellers are just about to turn their backs on the industry and turn to the internet, or discount brokers, or selling homes on their own:

And yet, year after year, about 95% of home sales are conducted through brokers.  I daresay that the real estate industry model seems to be in better shape, even after a bunch of down economic years, than the newspaper industry model. (Not to mention the deep irony of the Times writing year after year about how the real estate industry is essentially doomed in a section of the newspaper that would not exist if not for real estate broker advertising….)

So it occurred to me that it might be helpful to set out why I think that the brokerage compensation model has survived relatively unchanged after all these years, even with all the challenges of media hostility, technological change, and alternative business models.  I started putting it together, and it took longer than I thought, so here’s a basic outline of what’s coming:

  • · First, some stipulations to guide the discussion.
  • · Second, a fundamental guide to how the real estate industry works.
  • · Third, an explanation as to why most sellers still choose full-service brokers.
  • · Fourth, a review of what you need to know if you’re going to sell on your own.
  • · Fifth, some conclusions.

If you have any comments you’d like to make directly to me, you can email me. I look forward to substantive comments below, but would ask people to avoid incivility.

I.  STIPULATIONS

Now, it’s always a little dangerous for a real estate broker, which is what I am, to defend the brokerage industry online, because all it does is invite message board “trolls” to swam the post with various diatribes about the industry, their brokerage experience, the massive success they had selling their home on their own, etc.  I fully expect to hear from all of them, which is a wearying prospect.

So let me stipulate to a few points:

First, not all brokers are worth the money.

I agree that many of the players in the industry don’t deserve the commission they charge.  Let’s stipulate that any argument I make below is really only in defense of brokers and agents that actually provide top-notch marketing services, great communication and information services to their clients, and professional assistance in marketing, staging, negotiating, and facilitating a sale.  (But can we also stipulate that if most brokers didn’t do that, at some point the buyer and seller community would have vindicated the Times’s 30 years of doomsday forecasts?)

Second, all commissions are indeed negotiable.

Before I get in trouble with the Justice Department, let me also stipulate that all commissions are indeed negotiable, and sellers are free to try to negotiate the commission on the sale of their home.  It’s just that an individual broker can set his or her fees for the services provided, just like doctors, lawyers, plumbers, hair stylists, or anyone else that provides a service.  The cost of coffee at Starbucks is technically negotiable, and may not be worth what they ask you to pay it, but Starbucks also has the right to set the fee on the services it provides.

Third, sellers can indeed sell their homes on their own.

People often think that real estate brokers are insulted by people who try to sell on their own.  That’s not really the case.  I don’t see FSBO’s as invalidating the industry and what it provides. I understand what they’re doing.  If you really think that you can sell your home and net more in your pocket than you could by hiring a broker, then I certainly don’t begrudge you that choice.  (More on that below).

II.  UNDERSTANDING HOW THE INDUSTRY WORKS

Getting past those stipulations, I wanted to make sure that we understand the basic structure of the real estate brokerage. When I read those articles in the Times, the main thing that strikes me is how little these journalists, one after another, actually understand the industry. They don’t seem to understand how brokerage commissions are split between two sides (the list side and the buy side), they don’t appreciate how much work agents do in a real estate transaction, and they never consider how agents do all that work without a guarantee of getting paid.

First, commissions don’t just go to the listing broker.

The first thing you need to know is that the legendary “6% commission” (and let me stipulate again for the good folks at the Justice Department that I am simply using the figure from the Times) does not mean that your individual real estate agent collects 6% of the sale of the home.

Rather, that 6% commission is usually split between a listing broker and a buyer broker,the brokerage and agent who represent the buyer in the transaction. Hiring a listing broker who is part of a multiple listing system means that the listing broker will make an offer of cooperation to all the other members of the MLS, which usually includes all the other brokers in the county.  You don’t hire a listing broker and only get the services of that broker to sell your home.  Instead, listing with that broker gives you access to all the other brokers and agents working in the county. But those other brokers and agents aren’t going to work for free, which is why the listing broker splits that commission with the successful buyer broker.  You need to incentivize buyer agents to want to show your home.

Second, agents need to get paid for the work that they do.

We can argue all day long as to what the appropriate compensation should be overall, but I don’t think that anyone disputes the basic idea that real estate professionals need to be properly compensated for the work that they do:

The listing side needs to be compensated for the time, energy, and money required to help the seller analyze prevailing market conditions, consult with the seller on setting a sales price given the market, identify priority selling points, prepare the home for sale, ensure compliance with legal requirements for selling your home, document the relevant property data, take pictures of the home, write up descriptions, upload the property to MLS and various internet sites, prepare flyers, put up a sign, prepare a lockbox, coordinate showings, answer questions from potential buyers and other agents, hold public open houses, obtain feedback after showings, communicate with the seller, monitor online traffic for the home, field offers, negotiate offers, schedule inspections, handle remediation requests following inspections, prepare documents for attorneys, coordinate a walkthrough, and help facilitate the closing.

The buyer side needs to be compensated for the time, energy, and money required to consult with the buyer about their needs, help them ascertain their price range, get them pre-qualified by a mortgage lender, do comprehensive searches to determine what properties to see, track down answers to questions that buyers might have about properties, stay on top of the market as new properties come up, schedule showings, preview properties to be showing, prepare show sheets and buyer tours, attend showings, provide feedback to listing agents, prepare, present, and negotiate offers, schedule and attend inspections, handle inspection issues, coordinate with the mortgage lender, provide documentation to attorneys, schedule and attend the walkthrough, and facilitate the closing.

Moreover, all that is just what brokers do in a “clean deal,” not factoring all the work that goes into more difficult situations.   Some listing agents will end up doing a lot more when the home needs significant remediation work, when the home takes longer to sell and requires multiple open houses, or when offers and deals require significant handholding and care. Just think of the time spent doing four or five open houses on a home (not unusual if a home is for sale for six months or more, which is the average time in this market), at four hours per open house.

And we’re glossing over the amount of work buyer agents do in preparing showings, particularly for buyers who often see dozens of properties before they settle on something. The rule of thumb is that the showing of a single home takes about an hour, factoring in the previewing, preparation, travel time, showing time, etc., so a buyer seeing dozens of homes racks up significant agent time.
Third, don’t forget that brokers only get paid a commission on an actual sale.

On top of that, remember the fundamental trade-off in a commission environment – after all that work, a real estate broker doesn’t get paid if the deal doesn’t go through. The listing broker gets nothing if that home does not successfully sell, and the buyer agent gets nothing if the buyer never finds the right place to purchase.  In other words, you get the benefit of the services provided by a real estate broker, and you get that benefit for free if you ultimately do not sell or buy a home.

Now, of course, none of that matters to a seller who actually sells and pays a commission – the successful seller shouldn’t have to think of herself as subsidizing all the work that the agent did for the seller who never actually sold.  And I don’t think that she does. I think that the agent gets fairly compensated for the work done on the deal that actually happened.  But it’s worth remembering that anyone who hires a broker gets those services regardless of whether the home actually sells.

III.  WHY MOST SELLERS AND BUYERS USE AGENTS

With all that in mind, I just want to explain why I think most homeowners make a fully rational choice when they use a broker to sell their home.  Indeed, I think that the industry itself generally does a poor job of explaining its value to clients, which is why the industry is not generally held in high regard and is prone to unremitting attacks on its value.

Here’s why I think most home sellers use a broker to sell their home.

1.  The real estate brokerage industry creates a great market for homes.

The most misunderstood part of the industry is how the brokerage industry cooperates to create a very fluid market for the sale of homes.  Because listing brokers split their commission with buyer brokers, the industry creates an open market in which you can go to any broker in an area to get help to buy virtually any home for sale in the area.

Think of it this way: it’s actually easier to buy a home than it is to buy a car.  When you want to buy a car, you have to go visit dozens of dealerships to find the right car. Yes, you can do some searching online, but if you actually want to go see cars you have to go to individual dealerships, because the dealer can only show you the cars that particular dealer is selling.  So let’s say you’re looking to buy a $30,000 sedan – you have to visit the Chrysler dealer, the Chevy dealer, the Ford dealer, the Hyundai dealer, the Honda dealer, the Nissan dealer, the Toyota dealer, the Acura dealer, the Lexus dealer, the Infiniti dealer, the Mercedes dealer, the Audi dealer, the BMW dealer, and all the rest (I’m sure I’m missing some).  Also, you have to visit multiple dealers for the same brand, since one particular Chrysler dealership won’t sell you a car offered by a different Chrysler dealer.

And you have to do all that without any representation. No one is setting up tours for you, or giving you advice on recent sales, or counseling you on your offer. There’s no “car representation agent” service available to help you choose among the various options, help you weigh those options, or help you negotiate your deal. (If any burgeoning entrepreneurs out there want to start a company like that, I’d like to be your first client, and I’d probably invest!).

Buying a home is different. You go to any broker in the area, and that broker can show you virtually any property for sale by any other broker. You don’t have to go from broker to broker to find out what that particular broker has listed, because brokers cooperate.  But cooperation requires incentives to both sides, which you won’t get if both sides are not cooperated.  If you think that brokers are overpaid, that’s fine, but then you’re really arguing that the real estate industry should behave more like the auto industry, which I don’t think anyone wants.

So that’s one reason why most sellers use a broker, and why virtually all buyers use a broker.  Because the industry creates a fluid open market in which every seller has access to all buyers in the area, and all buyers have access to all properties for sale (including information on other sales for comparison).

2.  Good real estate brokers provide a comparatively good value for their fee.

So now let’s look at the fee itself, and whether it is disproportionate for the services provided.  Let’s say that a broker charges 6% (just an example, for all your fine people at the Justice Department!), and offers out 3% to cooperating brokers.  That means that the listing broker collects 3% for the listing side work, and the buyer broker collects 3% for the buyer side work.

Is that really disproportionate?  Let’s compare that commission to what some other service-providers who are paid by percentages charge:

  • · Attorneys on contingency: Attorneys charge about a 35% contingency fee, not including their expenses, for most personal liability claims.  That’s essentially a 35% fee, but only if they are successful, much like brokers charge their fee only if they are successful.  Unlike brokers, though, attorneys also take their expenses off the top.

  • · Asset Managers: If you hire someone to manage your assets, either in high net worth situation (i.e., a hedge fund) or even in a simple mutual fund, the normal charge is a small percentage (say 1%) of the amount of the assets, but it’s charged every year.

  • · Interior designers: interior designers usually get paid in two ways: a basic fee per hour, and then a percentage of everything they help you buy (which is essentially offset by discounts that designers get you).  So that might be, say, $100/hour plus 30% of the furniture you buy.

You may object that real estate agents do not have the training or expertise of attorneys or asset managers, which is a fair point (although my experience with the performance of most asset managers does not inspire me with faith in their abilities).  But I’m not comparing what brokers do to what these professionals do.

My point is more that a 6% (just an example for all the fine people at the Department of Justice) as a commission, split between the listing side and the buyer side, is not an outsize compensation structure given some of these other services.  Attorneys take 35% of your recovery if they represent you in personal liability issue, or probably $200-500-1,000/hour for their services.  Asset managers keep roughly 1% of everything you invest with them, regardless of whether their investments go up or down, just for the service they provide in managing your account.  And they collect it every year you’re invested in them.  And interior designers routinely get 30% when they advise you about furnishings to buy.

I’m not complaining about any of that. I am an attorney myself, but I hire attorneys all the time to represent me (I don’t trust myself…). I have someone managing my assets.  I have a great interior designer who did a wonderful job when I bought a new place last year.  They all do wonderful work (not so much the asset manager, but at least I have something left), and they’re all entitled to be paid.

But given those structures, I’m not so sure what’s so bad about a real estate industry commission structure that charges 6% (or whatever the number is) for services provided, especially given that:

  • · The commission doesn’t even get collected if the deal doesn’t go though.
  • · The commission is paid one time, regardless of how long you own the home.
  • · The commission is split between a listing broker and a buyer broker, to create incentives for both sides.

If you don’t like those comparisons, let’s then just compare what real estate agents make versus the other professionals involved in a real estate transaction.  Essentially, if you compare the revenue generated by full-time professionals involved in a real estate transaction, the revenue earned by agents participating in the real estate industry is not out of line.

  • · Real estate attorneys.  In real estate situations, attorneys usually charge a set fee for handling everything involved in the transaction.  The fee varies, but generally runs in this area between $500 and $2,000.  How much work is involved? It depends. It could be just a few hours for a simple deal to prepare a contract, review title, and set up and conduct a closing.  But let’s say that an attorney charges $1,000 for a closing and spends five hours on the transaction (an hour on the contract, an hour on negotiation, three hours on the closing).  That’s $200 per hour of work.

  • · Engineering Inspection. Companies that do physical inspections of homes generally get paid about $400-$500 for a service that takes two or three hours, including the physical inspection itself and the report that gets completed.

  • · Lenders. Regardless of whether you use a mortgage broker or a banker, you generally pay about 1.5% to 3% of the mortgage amount for the bank’s services (and of course, for the bank’s money).  The amount of time the lender’s employees have to spend on the file varies widely, but at minimum it takes 20-30 hours to properly process a loan, including consultation, documentation generation and review, underwriting, and clearance.

Although comparisons are difficult if we don’t actually know what the particular charge is or how much time it takes, we can make some assumptions that will help us.  An attorney who does mostly real estate transactions will generally close about 200 transactions a year, and could do quite a few more (or less in a difficult market).  That sounds like a lot, but it means about four closings a week, which is not a ridiculous schedule for a real estate attorney.  An engineer probably does about 300 or 400 inspections a year. And a really good individual mortgage loan originator might close 50-75 loans in year (most close a lot less, that would be a pretty good year for most).

So how does that work out:

  • · An attorney charging, say, $750 for a closing and doing 200 closings a year would generate $150,000 in closing revenue in a year.
  • · An engineer charging $450 for an inspection and doing 250 inspections in a year would generate $112,500 in revenue per year.
  • · A mortgage originator making 1.5% on an average loan of $300,000, and 75 loans for the year would generate $225,000 in revenue per year.

Let me again stipulate that I don’t have a problem with any of that.  Attorneys, engineers, and mortgage professionals provide a great service to clients, and they deserve to get paid.  Indeed, I think that attorneys, for example, are underpaid for the work they often have to do on a real estate closing.

But I also think it’s instructive to compare the revenue generated by the participants in that industry compared to real estate agents.  So let’s compare the revenue generation at the current compensation models.

What do agents get paid?  Really good real estate agent will close about 12 transaction sides a year.  Some agents close a lot more, most close significantly less. Indeed, the average agent in the local MLS participated in about 3.5 sales last year (but that includes a lot of non-full time agents).  As a comparison point, I can tell you that most real estate systems have award programs that start to kick in when an agent closes about 7 or 8 transactions. So 12 transactions is a very good year for a real estate agent, akin to a full-time real estate attorney, experienced engineer, or good loan officer.

So what is that agent making?  Well, if the agent closes 12 transaction sides in a year, with an average sales price of, say, $300,000, and an average commission side of (for example) 3%, that agent would generate revenue of $108,000.  (Note that this revenue gets split between the agent and the broker, much like the revenue earned by a mortgage broker.)

So if we compare what a good real estate agent generates for yearly revenue against an attorney, engineer, or mortgage originator, it doesn’t seem out of line.  Note that we’re just talking revenue, without considering expenses or anything like that.  We’re just comparing the revenue streams generated by the various industries involved in a real estate transaction.  And if you look at it that way, even a 6% commission does not seem out of line with the compensation structures set up for attorneys, inspection engineers, or mortgage professionals, particularly when you consider that the commission is again only collected on a successful transaction.

3.  It takes a lot of work to sell a home.

People who complain about broker’s fees often underestimate the work that goes into selling a home. They take a superficial view that all they have to do is put up a sign, write up an ad for the paper, and handle the transaction yourself.

I’ve already articulated the various services that both a listing agent and a buyer agent provide for the commission paid by a seller. I think that most sellers appreciate the time and energy those services require, which is why most sellers hire a broker.  But if you are considering selling your home without a broker, I can just itemize some of the things that you need to do on your own:

  • · You need to properly price your home. Properly pricing a home requires access not just to properties that are on the market – in fact, pricing your home to the unsold properties on the market is a good way to ensure that your house joins them.  What you need is access to what has actually SOLD on the market, which is not as easy to find.  You also need to know how to read the market.  You could, of course, ask agents to come in and help you, but it requires a certain intestinal fortitude to bring in agents to help you price your home with the intent of using their advice and then selling on your own.

  • · You need to be able to watch the market. Even if you get an agent’s unpaid advice on the initial price of your home, you have to be able to watch the market so you can adjust your price. Again, this requires you to have access to information on homes that have sold, which is not easy to access.

  • · You need to do the fundamental marketing: sign, pictures, descriptions. Assuming you’re going to get your home online, either on your own website or through some FSBO-oriented website, you’ll have to take your own pictures and write descriptions.  That’s not impossible, and some agents do a relatively poor job of it, but really good agents get that way because they know how to write engaging descriptions and take evocative pictures.  Also, if you’re going to put up a sign, put some money into it and get it done professionally. Nothing looks worse than getting one of those hardware store “for sale” signs and stapling it to a stick in your hard.  That’s not going to impress a buyer with the care and dedication with which you’ve maintained your home.

  • · You need to market your home online. When you list with most brokers, you’ll not only be on their website, but all cooperating broker websites, major real estate websites like Realtor.com, Trulia, Zillow, and others, and also media sites like NYTimes.com, lohud.com, and recordonline. Not all brokers are on all the sites like we are, but most brokers provide some online marketing. You can get access to some of those sites as a FSBO, and there are dedicated FSBO sites, but it takes some work and money to upload everything.  But if you’re going to sell your home, you need to be online.

  • · You need to be able to negotiate your own deal. Most people think they are good negotiators, and a lot of them are. Maybe you’ve done negotiating as part of your own job, so you’re confident that you can negotiate a good deal.  That’s very possible, although don’t discount the difficulty of negotiating directly with a counterparty, rather than through an intermediary. It’s sometimes tough to negotiate something on your own without having someone to act as a buffer, if only because having someone negotiate for you can remove some of the “personal” aspects of the transaction.  It’s also tough, by the way, to get good feedback from buyers directly, who might be uncomfortable talking directly to you the way they would to an agent.

  • · You need to have some free time available. Selling a home requires a lot of availability for showings and open houses.  Realize that an open house generally requires four hours of time, and you might need to do multiple open houses.  That kills a bunch of Sundays.  And you need to be available to show the home, something that brokers do for you either personally or with a lockbox that makes the home available to other brokers. In a market like this, the home needs to be available to show as much as possible.

All that said, it is indeed possible to replicate the work that a good listing agent does on your own.  It takes a bit of research, a little money, and quite a bit of time, but it’s possible.

IV.  SELLING YOUR HOME ON YOUR OWN – THE MARKET CHALLENGES

Even if you have the time, energy, and money to do all the listing work yourself, though, you still are going to have some challenges in selling your home on your own.  Remember that even doing all these things yourself, and doing them well, you’re only replacing the services of a listing agent.  You’re not doing anything that replaces the work of the buyer agent.

Which brings us to the fundamental problem sellers have if they try to sell on their own, above and beyond the work that they have to do if they are acting as their own listing agent — the size and nature of the buyer market that you reach.  Here are the problems:

1.  You’ve got a much smaller buyer base.

If you list with an MLS broker, you get access to all the buyer agents in your market, and all the buyers they represent. If you’re not listed, those brokers might not know you’re even on the market, and the buyers working with them won’t be aware that your home is for sale.

The problem is basic economics.  If you want to sell your home for the highest price possible, you need the biggest buyer market possible.  That means making your home available to every potential buyer in the marketplace.  But you don’t get that if you sell on your own.  You’re limiting yourself just to the group of buyers who are looking for homes on their own, which is a very small group. You don’t incentivize buyer agents and all the buyers they represent, you don’t reach buyers unless they’re looking specifically for FSBOs, and you thereby don’t reach the largest number of brokers possible.

2.  You’ve got a skewed buyer base

Not only is your buyer base smaller, but it skews to precisely the kind of buyers you don’t want.  Most legitimate buyers are working with agents.  Why wouldn’t they, when buyer agents will do all the work for them and get paid by the seller?  The buyers who are not working with agents are doing so for a reason – they’re bargain hunters looking for a deal, and they believe that if they find a FSBO they can save money.

How?  Because they know you’re not paying a commission, so you’ll take less.  Indeed, the buyer will use your FSBO status in negotiation: “well, you’re listed for $400,000, but if you had a broker you’d only net $374,000 after a broker’s fee, so I’ll offer you $350,000.” Show me a buyer who is trolling the classified ads or the FSBO sites for homes, and I’ll show you someone who is looking to get a house on the cheap.  Think of it this way: you’re working without a broker to save money, but so is he!  You think that you’re saving on the commission, except the buyer is going to try to save that money, too, by taking it out of the purchase price.

All that said, you don’t have to accept any offer you don’t want, so you don’t have to let the buyer use your FSBO status against you. But the bottom line is that if you sell your home yourself, you’re attracting the wrong kind of buyers: bargain-hunting buyers who are willing, like you, to do the work themselves to save some money.

3.  Even if you are willing to pay buyer agents to enlarge your buyer base, you cut into your commission savings.

Some sellers who are going FSBO recognize that they still need the services of buyer agents, so they either indicate their willingness to compensate buyer agents or find a low-cost entry into MLS.  Those are viable options, but in both cases it does require giving up some of the savings you were trying to make on the commission, and still doesn’t create quite the same market as listing the property with a broker.

Some FSBO sellers advertise they’ll pay a fee to a buyer agent if the agent finds them a buyer.  That’s fine if that buyer agent finds out your home is for sale, becomes aware of your offer, is willing to work for that fee, has the perfect buyer for your home, and is willing to do the extra work required when a seller doesn’t have an agent (more difficulty setting up showings, handling all transactional details alone).  But you’re not really generating a market for your home, since you’re not attracting the attention of the full buyer brokerage community.  And remember that you’ve now cut your savings quite a bit: you’re only now saving the, say, 3% that the listing agent was going to charge you, since you’re paying the buyer agent (and a fee to the service getting you on MLS).  Maybe you’re still saving money, but not as much, and you’re spending quite a bit of time to do all the listing agent work.

Alternatively, some people selling their own home list their home with an MLS through a discount broker that does not provide seller service but can get you on MLS.  In those cases, at least you do have access to buyer agents, and if you are listed with MLS your home will be available to the brokerage community on some online sites.  But now you’re again cutting your savings, since you’re now paying a fee to the buyer agent, a fee to the discount service, and you’re still doing all the work of the listing agent. And although you will be in MLS, you don’t necessarily get all the internet distribution that most brokers provide.

V.  CONCLUSIONS

This post obviously grew to be a lot longer than a simple response to yet another Times article about the coming demise of the real estate brokerage industry and its compensation model.  My point was to try to explain how the industry works, and in particular how the smooth functioning of the industry and the housing market depends on the compensation model inherent in the industry.

I realize that no one likes to pay fees, and that the brokers and agents in the industry don’t always provide the quality of service that justifies those fees.  The quality of the services brokers and agents provide their clients is something that I’ve written, talked, and worked on a great deal in the last few years, and we’re constantly trying to improve it for the agents in our company.

If you’re currently working with someone at Better Homes and Gardens Rand Realty, and you’re not happy with the level of service you’re receiving, just email me and let me know and I’ll look into what we can do for you.  And if you’re not working with a Rand agent, and would like help in finding someone who does justify that fee, just email me and I’ll set you up with someone who will earn any money he or she is paid.

 

Book Review: Atul Gawande’s The Checklist Manifesto: How to Get Things Right — Achieving Operational Excellence in the Real Estate Industry

Atul Gawande’s The Checklist Manifesto is a  powerful book, one of the best and simplest articulations of how to achieve operational excellence that I have ever read.  Gawande’s message is simple: the world has become increasingly complex, and we need to actively create systems and processes that will simplify the tasks that we have to complete in our everyday lives.  His deceptively modest proposal: use a checklist.

Now, I know that seems almost stupid and simplistic at first glance.  We’re all familiar with checklists, and generally associate them with rote tasks, not with complicated procedures.  And we resist the idea that our professional performance could be improved by something so jejune as a checklist, almost as if a checklist would trivialize the important work we do.

As Gawande points out, though, that’s exactly the way a bunch of doctors felt the first time that a hospital administration tried to incorporate a checklist into one of the most common of medical functions — putting in a central line.  He recounts how a critical care specialist at Johns Hopkins Hospital devised a checklist to try to avoid incidences of infenctions in the placing of a central line.  Doctors all knew the basic steps for central lines: (1) wash hands with soap; (2) clean the patient’s skin for the placement; (3) put sterile drapes over the patient, (4) put on a mask, hat, sterile gown, and gloves; and (5) put a sterile line over the insertion site after placing the line.  Gawande called these steps “no-brainers,” the type of things that doctors know they are supposed to.  But the hospital found that in one third of cases, doctors were skipping at least one of the steps.

So the hospital initiated a simple checklist procedure to ensure that all the steps were taken.   Since the doctors were resistant to the intrusion, nurses were enlisted to ensure compliance with the checklist.  What were the results?  According to Gawande, they “were so dramatic that [the administrators] weren’t sure whether to believe them.”  The ten-day line infenction rate went from 11% to 0%.  Over a fifteen month period, the administrators projected that the checklist had prevented 43 infections and 8 deaths, saving over $2 million in hospital costs.

This was not an isolated result.  After the success at Johns Hopkins, Gawande recounts how hospitals in Michigan initiated a project to use a central-line checklist in intensive care units (ICUs) in hospitals throughout the state.  Here are the results:

Within the first three months of the project, the central line infection rate in Michigan’s ICUs decreased by 66%.  Most ICUs . . . cut their quarterly infection rate to zero.  Michigan’s infenction rates fell so low that its average ICU outperformed 90% of ICUs nationwide.  In the …. first eighteen months, the hospitals saved an estimated $175 million in costs and more than fifteen hundred lives.  The successes have been sustained for several years now — all because of a stupid little checklist.

These are among the powerful illustrations of the effect of checklists on operational performance included in The Checklist Manifesto.  In addition to the medical field, Gawande shows how pilots use checklists to ensure safe operation of aircraft (including an engaging description of how checklists impacted the famous “Sully Sullenberger” flight that landed in the Hudson River in 2009).  And he demonstrates how hedge fund investors use versions of the checklists to protect against making poor investments, including one vivid illustration of an investor turning down an opportunity when a checklist item turned up that the company’s owners had been divesting their personal holdings.

So how does this impact the real estate industry?  I think that our industry could learn a lot from The Checklist Manifesto about operational excellence.  The role of the real estate agent is significantly task driven, but those tasks can sometimes be overwhelming.  Just getting a listing on the market can require dozens of discrete operations: taking pictures, uploading pictures, writing descriptions, checking paperwork, ordering signs, inputting property data, double-checking taxes, etc.  We need to do these things every single time, but rarely do we see a company articulate a simple checklist to ensure that every listing gets that quality service.  The same holds for the far more complicated but necessary task of maintaining ongoing listings, when agents tend to get lost in the frenzy of daily activity and neglect the day-to-day communication and updating responsibilities they have to existing clients, leading to poor client experiences.

For the last year, my company has been working on identifying the “best practices” in the industry — the practices that ensure a quality client experience for both buyers and sellers,  with the idea of coordinating those practices into a series of checklists and a comprehensive  ”Project Plans” that cover particular aspects of the real estate transaction.  The goals is to provide with a set of plans that can guide them through the transaction.  The point is not to limit them — people can always do more than is on the plan.  Neither is the point to demean their professionalism– it’s not that we think they’re NOT doing some of these things, but we believe that in a given case they might not be doing ALL of these things because of the overwhelming complexity of the entire task.

Most importantly, we think that these kinds of checklists make a job easier, by simplifying our lives.  Just like computers, we have only a certain amount of “RAM” in our heads.  Computers gain efficiency if they can move information from “RAM” to hard drive memory.  Similarly, most of us become more efficient if we don’t have to store tasks in our memory, but can reduce them to a hard copy that we can refer to anytime we need them.  An agent with a 30-item checklist for getting a listing on the market is going to be more efficient than an agent who has to remember all 30 tasks and whether she’s already done them.  (And it’s definitely more efficient for the agent sitting at the desk next door, who keeps getting a tap on the shoulder asking, “hey, what am I supposed to do next?”)

Finally, real estate professionals should recognize that if checklists can improve execution and performance in life-and-death situations involving surgery and airline flight, and in million or billion-dollar financial investing decisions, then they certainly can be used in the much less urgent field of real estate.  A real estate agent who feels that checklists are “beneath” her should be at least a little chagrined that pilots and doctors are using them to great effect.

Essentially, I think that The Checklist Manifesto should be required reading for real estate professionals; indeed, I would recommend the book for anyone who cares about achieving operational excellence in his or her field.  If you need proof, I’ve already purchased 50 copies of the book at my company’s expense for distribution to our management team, and have saved others as gifts for colleagues in the industry.  It’s a great book.  You should read it.

If you’re interested in some other information about the book, here are some links:

Atul Gawande’s home page for The Checklist Manifesto

144 Reviews (average 4.5 stars out of 5) on Amazon.

Steven Levitt, the author of Freakonomics

Malcolm Gladwell, author of The Tipping Point, Blink and Outlier.

New York Times review

Washington Post review.

Interview in Time Magazine.

Gawande interviewed on the Daily Show with Jon Stewart.

The Safe Surgery Checklist illustrated in a terrific clip from NBC’s ER.

What’s the Best Way to Build Marketshare? Make Your Clients Happy.

I was asked to speak on a panel this week at the RIS Social Media Summit in New York, with several other brokers about how to generate marketshare in a competitive market. It was a great panel, moderated by the peerless Allan Dalton of RIS Media and Top 5 In Real Estate, and I tried to make the argument that the best way to generate greater marketshare is to do something simple: provide a better experience for your clients.

My point was to try to get away from the three traditional methods of building marketshare, all of which were adequately covered by other panelists: (1) build a bigger army by recruiting or acquisition; (2) build a better army through agent development and training; and (3) generate more clients directly through company initiatives and programs.

And it’s not as if my company hasn’t been doing those things.  We’ve had some of the biggest acquisitions in our history in the last year, and a few of the most productive recruiting results (we just recruited one of the top agents in Orange County this week).  Moreover, we’ve run a few really innovative programs to attract clients, including the Home Buyer Tax Credit site we put up in January. As a result, our marketshare has gone up, probably by about 20% across the region.

Nevertheless, though, I think that the strongest way to build marketshare is simply by doing a better job for your clients, which requires a focus on actually improving the client experience and agent competence. I’ve been beating this drum for over a year, in my own company and on this blog, but I’m amazed to the extent that the training industry in real estate simply ignores the fundamental issue of client experience.  Training is all about lead generation, and not what you do when you actually attract a client.

That seems backward to me.  If you do a great job with that client, that client is going to work with you again in the future.  That might not do much in the next few years, since most clients wait 6-7 years between transactions, but in the meantime that client is going to refer you business.  And write about you online. And be a great reference.  All those things will do more to generate new business (and marketshare) than a fancy personal ad campaign or a prospecting plan.

I firmly believe that the best companies in the next ten years are going to emerge because they simply do a better job for their clients.  But I don’t see anyone scampering to take that hill right now.

The Real Estate Broker of the Future?

I was at a conference this week and one of the issues we discussed was the “Real Estate Brokerage of the Future,” a topic that has come up a lot in discussions at industry conferences in the past year. Unfortunately, much of the discussion drifted, as it tends to do, to a simple application of technology, particularly the effect of technology on facilities. The idea is that the brokerage of the future tends to be perceived as a less office-intensive enterprise, leveraging technology to free agents from an office, or at least from a specific desk in the office.

I have no particular problem with this thought. My company has 23 offices, with 23 leases, and hundreds if not thousands of desks, phones, copiers, etc. Any sort of evolution in the industry that allows us to reduce our cost footprint without impacting the services we give to agents or clients would be a good thing.

But I do think that I’ve been part of that “broker of the future” discussion a half-dozen times now, and it seems we always end up talking about facilities. Every single time. It’s sort of like a framing limitation to the discussion, that all anyone can think about is how brokers of the future will be freed from their obligations to pay for office space.

It seems to me that the “broker of the future” issue is larger than that, that facilities are but a small part of it. Indeed, I think technology is a relatively small part of it, and that people tend to overestimate the effect of technology on the industry. Of course, the internet and mobile technology has had a significant impact on the real estate industry, just like all other industries. Consumers are more empowered with information, and do most of their shopping online rather than in person. And agents have myriad more tools to market properties and attract clients than they did ten years ago. But all that technology hasn’t really changed the dynamic of the industry. People still list with brokers, they still go out with agents to look at properties. Agents now market properties on the internet, rather than the newspaper, but the basic methodology is just an improvement on the old process, not a whole new process.

Will that change? Maybe. Certainly, lots of people are spending lots of money and going to lots of conferences to talk about how the industry is doomed (i.e., the travel agent example), but those people have been saying that for a long time. I’d be curious to pull out an Inman conference agenda from, say, 2002, and look at the list of presenters who predicted the death of the traditional brokerage industry back then, and how many of those presenters are still working for that same company and whether that company still exists. They were wrong then, but it may just be a matter of time before these predictions of inevitable decline play out. Maybe.

That said, I do in fact believe that the industry will change, and that technology will have its impact. But if I were to guess what the “Real Estate Broker of the Future” would look like, I am less interested in talking about the superficialities of facilities, website display, commission models, or agent compensation models. If there is going to be a transformative moment, I think it is going to be something more foundational and simple:

Essentially, I think that the real estate broker of the future is going to be the brokerage that finds a way to deliver a better experience for the client, and a way to add value to the transaction.

It’s that simple, and that hard. I have no idea what the broker of the future will look like, whether it will be a virtual office or a single big office with 200 desks and no private offices or a broker that essentially acts as a landlord for agents rather than a partner. All those things are possible. But what I think it inevitable is that the only real estate brokers who will thrive in the next ten years are those that find ways to go beyond the traditional service offerings of the industry.

There’s not a company in the country that doesn’t pay lip service to service through various platitudes and slogans, but there’s also not a company in the country that I’ve seen successfully implement a service ethic that creates a different experience for the client. Better information. Better care. Better communication. Right now, brokers do not differentiate themselves on the actual service experience they give.

Why? Because they haven’t had to. Clients are just not that choosy. They pick the agent they meet at an open house, or answers their call on a sign, or responds to their internet inquiry. Some choose an agent by referral, or work with the agent who helped them last time, but even to this day a plurality, if not majority, of agents are not particularly choosy in selecting an agent. And because of that, they end up with the experience they bargained for: sometimes good, sometimes not so good.

That’s going to change. One thing that’s going to happen in the next few years is that clients are going to be more selective about their agents, and one of the selection methods they’re going to use is the experience of past clients, and the statistical performance of the agents. Agents who burn their clients, who are good at prospecting but not at delivering service, are going to find that a difficult transition. Agents who take a lot of listings, and never sell them, are going to find this a challenge.

So the brokerage of the future, to me, is the one that actually finds ways to improve the qualify of the service experience delivered by its agents. I don’t care how that happens, whether its technology or compensation or commission or whatever, but the companies that create better client experiences are going to thrive as brokerages of the future. And the companies who ignore the client experience are going to become brokerages of the past.

The Real Estate Convention of the Future: What do Real Estate Agents Want in a Convention?

March is usually convention season, so at this time of year I’m generally planning trips to Las Vegas or San Diego or any of the other traditional convention venues, and coordinating itineraries for the agents who will coming from our company. Our company has always been big into conventions — we encourage agents to go, even provide convention stipends as part of the commission schedule — and we generally bring a larger percentage of our agents to conventions that other companies.

But not this year.  This year, most of the large franchise brands canceled their conventions, reasonably judging that the industry had been so difficult that most agents could not justify the expense of a three-day trip on their budgets.  A few franchises kept them for 2010, but most were postponed (smartly) for next year. So now I have March to get some work done.

But that raises a question in my mind — will the conventions come back, or will they be a casualty of the market correction of the past few years?  For example, one of the silver linings in the significant retrenchment of the past few years is that brokers were forced to eliminate costs that were not directly contributing to revenue.  If we were spending money on things that were not helping us sell houses, attract clients, or develop agents, we couldn’t afford them anymore.  For example: for years, brokers tried to break agents of the addiction to print advertising, usually failing based on the agent perception that sellers demanded print.  We all knew it didn’t work, but most brokers kept doing it because agents felt it was necessary.

In the last few years, though, brokers have been forced by the market correction to drop all or at least some of their newsprint advertising, ultimately finding that agents understood particularly as clients came to realize that print doesn’t actually sell homes.  So the silver lining?  Even when the market turns around, those costs probably aren’t coming back, and brokers can invest their money in more effective ways rather than just to satisfy a perceived rather than real need.

Well, what about conventions?  Once agents have broken the habit of spending three or four days socializing with agents from across the country, hearing some famous people say things, and getting some half-day “informercials” on vendor products, are they going to pick the habit back up?  Are they going to budget upwards of $1,500 for a badge, flights, hotel, expenses, etc., and take three or four days off from their business?

I have my concerns, and I say that as someone that thinks a properly conceived convention can be valuable for team-building, education, making connections, and all the other reasons people get together like that.  But I do think that the large franchise brands would be smart to reconceptualize what they do at conventions.

What do I mean by that?  Well, here’s where I thought our previous franchisor went wrong in the conventions we went to in the past few years:

  1. Minimization of award recognition. Clearly, people that don’t get awards were giving feedback that they hated sitting through award presentations.  So at more recent conventions, award winners were given extremely short shrift.  Rather than walking across the stage and being able to say their name into a mic, they were either ignored or given a brief moment to stand as one in the audience and be recognized. It was a little embarrassing. Conventions recognize award winners. If you don’t recognize achievement, you don’t have a real convention.
  2. Empty speakers. I like a good generalist as much as anyone, but we had too many empty speakers like Bob Costas, Sarah Ferguson, Larry King, and the like.  Even remarkable people like Rudy Guiliani or Norman Schwartzkoff might have been inspiring, but the effect dissipated quickly. More significantly, the speakers all had disconnected (or even discordant) messages — just empty calories.
  3. Endless infomercials. There’s nothing as unhelpful as an educational session that is really a general introduction by a vendor for his product. I don’t care how great the product is, I always felt that I’d gotten a bait and switch when instead of learning something, I got a vague overview of a problem and then a fifteen minute informercial on how the product would address that problem.

So how would I fix all this?  The first thing I’d do is recognize that we have examples of successful “conventions” even in our own industry.  Mike Ferry for years was able to get thousands of people to his Superstar retreats.  Brian Buffini currently gets a larger group coming to his yearly “Mastermind” meeting in August than any of the franchise conventions.  In both cases, those trainers were dealing with a smaller group of potential attendees, but they outdrew the franchise conventions.  Why?  Because they delivered an integrated experience that promised agents they would come out of the conference with a new plan for improving their life and business.

That’s what I would try to emulate: the experience of going to a conference designed to improve my life in a significant way, with an action plan for putting the ideas I got at the conference to work.

What are the basic ideas?

  1. Have a BIG IDEA. Every convention I’ve ever been to has some sort of empty theme, really just a catchphrase.  The speakers might pay lip service or offer platitudes about the theme, but it never went anywhere. If I ran a convention, I’d want one BIG IDEA, something that would be a huge draw either because it’s an evergreen need (personal development, time management) or a hot topic (distressed sales, social networking).  Take that one BIG IDEA, and make the whole convention about it.  Make a deep dive into that area: all the speakers on the main stage address it, all the educational programs revolve around it.  People would come if they wanted to learn about it, and they’d leave with a much greater understanding of that area.  Think about a convention established around “personal power” and self-improvement, with a dynamite lineup of speakers, and how that would draw agents.
  2. Integrate the general sessions and breakouts. If you did have a purpose to the convention, you’d eliminate anything that doesn’t go to that purpose.  Every speaker, every educational session, would build that idea, which if it was broad enough could encompass a variety of applications.  Get rid of the informercial educational sessions, replace them with specific explorations of the general idea.
  3. Have follow up. If the convention is not going to be just an empty experience, you need followup.  People who walk out of the convention should have specific ideas, plans, materials, and whatever that they can use in their business, with opportunities to follow up to put all that to work.  Schedule webinars after the convention for attendees, give attendees actionable materials that they can use in their business.  Moreover, lead up to the convention with a series of previews of what’s coming, to whet appetites and give agents materials to review in the weeks before the meeting.  This would also, of course, require the franchisor to actually have a program to launch at the meeting, something that built the theme and necessitated a follow up.
  4. Tighten awards, but give them. Also, I’d find a way to meaningfully recognize award-winners without taking too much time or sapping the energy out of the convention.  Part of the problem in our past conventions was the repetitive nature of the awards, the same people winning over and over (volume, units, top of this region or that region, etc.). I’m not sure how to solve that, but there should be a way to balance proper recognition of people who deserve it with “awards fatigue.”
  5. Provide REAL training. Even if you didn’t buy into the idea that every breakout has to connect to the theme, any training at the convention should be an actual dive into a subject agents want to learn, not just an infomercial for a vendor. If the vendors need to demo products, and make their financial support contingent on that, offer those sessions as well, but don’t build the breakouts around them.
  6. Meaningful networking. Most conventions have empty networking, the idea that agents are going to meet agents from other parts of the country and generate referral sources.  But, really, how often is it that an agent in Des Moines is going to meet an agent in Tulsa, and those two agents will just happen to have a potential referral from Des Moines to Tulsa (or vice-versa) to share.  If you want to create networking opportunities, identify the recipient markets for referrals (Florida, Vegas, retirement areas, etc.) and give agents from those places opportunities to “host” meet and greets with agents from other parts of the country.  And if you want agents to network for idea sharing, then give them breakout sessions dedicated to small discussion groups (of the “twenty tables, each a topic, three sessions in 90 minutes variety) so they get to meet and talk.

I’m not saying that the convention wouldn’t have some other stuff in it: a review of franchise performance, new commercials and marketing campaigns, and so on.  Of course that would remain part of the general session.  But the problem with conventions in the past is that they were full of empty calories — information that would not stick with you, all delivered in an incoherent jumble.  The old saw that “it’s worth it if you get just one good idea out of it” really doesn’t work anymore, not when conventions can cost $1,500 to $2,000 and a great idea is one Facebook post away.  You need more than just a parade of big names. You need a BIG IDEA, integrated in virtually every session, meaningful education and networking, and a followup program.

Indeed, if you want the biggest idea possible, focus on the idea that’s been permeating real estate management conferences for the past year, this “broker of the future.”  But for an agent-oriented conference, focus the BIG IDEA on “the real estate agent of the future” — what tools, training, information, skills does an agent of the future need, and then deliver a conference based on building them.

Just my thoughts on the matter, free advice probably worth what you paid.  But that’s what I’d do.

Five Things to Stop Doing in 2010

This past week, I gave a presentation at the Inman Connect Conference in New York with the great Steve Harney on “10 Things” real estate agents should do in 2010. My feeling was that agents are already doing too much, so I decided to talk about five things that agents should STOP doing.

Given that the conference is largely about technology, and that one of my main points was that agents should stop embracing technology, I thought it went rather well….

There’s also a short clip of Camilla Sullivan of Better Homes and Gardens Real Estate interviewing me about the Five Things to Stop Doing in 2010 here.

1. Stop Annoying People, Start Helping Them.
Stop annoying people on social media like Facebook and Twitter. In the last year, real estate agents (and other salespeople) got into social media in a big way, on the theory that this new frontier of networked communications would help them break through the barriers that clients have put on phones, email, or direct mail marketing. But all that agents have managed to do is provoke their contacts to create those same barriers in social networks, the same barriers that people put up to emails of listings they’re not interested in, or phone calls. They are deleting (or even worse blocking) your emails, and they’re using call screening to avoid your calls, because they don’t see the value in what you’re offering — random listings that they don’t care about. No one cares about your new listing that you posted on Facebook, any more than they cared about it when you emailed it around. All you’re doing is annoying people, who are now blocking you or using new tools to screen you out. If you want to be effective in social media, listen to people and respond to them, and provide them with information they actually need. Don’t barrage them with marketing nonsense they could care less about.

So what should you do instead?
• Get the real estate agents out of your Facebook account. If you need to, set up two Facebook accounts, or master the new techniques they’ve created to provide different “faces” to the world.
• Read what your clients are saying, and respond to it. People like it when you post comments on their postings.
• Post minimally, and only when you have something people would want to read.

2. Stop thinking about sales, and start thinking about service.
How many people here would list their home with more than 50% of the agents in your market? That’s amazing. We’re in a business where even the sales professionals don’t have a high regard for the people in the industry. It’s amazing to me that sales training is still so focused on sales techniques that were developed 50 years ago or longer. Sales training should be all about service training. We all need to do a better job for our clients, because in the future clients are going to choose us based on the service experience of our past clients, not based on our marketing pitch or our ability to talk fast and use personal power to influence them. If you do a great job for your clients, you’ll be rewarded. If you do a lousy job for your clients, all the sales tricks in the world aren’t going to save you.

How do you get there? Establish a set of bedrock best practices for how you will run your business, everything from a checklist for what you need to do when you get a listing to a set of protocols for how to communicate with clients. And apply that to not just your transactional clients, but your sphere. Everyone needs a great real estate agent, even when they’re not buying and selling.

So what should you do instead?

• Set expectations for your clients, and then meet those expectations.
• Find out what your clients want, figure out how to give it to them, then execute.
• Look for opportunities to “Bring the Wow” to your clients – opportunities to blow them away with one particular bit of service attention.

3. Stop talking, start listening
Whether you’re online on Facebook, or sitting in someone’s living room, you need to stop talking. Natural salespeople like to talk, because they’re good at it. But we all need to listen more. The biggest complaint I hear from sellers is about agents who come in with a canned presentation and talk for 45 minutes without stopping for a breath. The first thing you should say to every client you meet is, “tell me about yourself, and what you would like me to do for you.” Just like you enjoy talking, so do they, and there is nothing more flattering or engaging than a person who asks you about yourself. Stop thinking about your client meetings as “presentations” and start thinking of them as “consultations” in which you’re going to ask questions, and they’re going to tell you what it is they want. The more they talk, the more they confide in you, the more you’ll naturally build credibility with them. You can’t manufacture “rapport” – it comes naturally by showing a genuine interest in people and what their concerns are.

So what should you do instead?
• Approach any meeting with a client with questions, not statements. Stop presenting, start consulting.
• Anyone you meet, in any situation, find out what their needs are, and then figure out what you can do to help them.
• Post less, comment more.

4. Stop doing things that provide the false security of productivity without actual productivity
In real estate, we measure productivity by whether the activity has the tendency to generate opportunities for you to obtain a new client or better service an existing client. Business development activities are productive. Going to see the inventory is productive. Taking a class is productive. Reading a book that teaches you something about the business is productive. But blogging about your experiences as a real estate agents is not productive. It might be fun, and you might enjoy it, and you might be able to justify it because it gives you pleasure, which is fine, but don’t fool yourself that it’s productive. And stop telling yourself that you’re blogging about the joys and miseries of real estate because you might get referrals. If you work in Manhattan, or retirement communities in Arizona or Florida, you might generate referrals. But the chances of you writing about your real estate career in Des Moines, Iowa or Monroe, New York is going to generate a referral – the idea that someone reading your blog in Utah someplace is going to happen to have a client moving to Des Moines Iowa is just too remote to justify the time expenditure. Don’t do things that give you false senses of security – look how much I did today – without actual productivity. Agents talking to each other is not anymore productive when it’s online than when it’s in the coffee klatch.

I constantly hear from agents in my company who have this great idea of how to develop their business. They all have one thing in common: they eliminate the need for the agent to actually pick up the phone and call someone. Why? Because calling someone is uncomfortable, and hard, and people don’t want to do it. That’s fine. Accept the fact then that you don’t want to do anything hard to build your business. But don’t fool yourself that you can be successful in the real estate business without courting rejection. And don’t finish up your day feeling like you accomplished something when you didn’t do anything to generate a real opportunity to obtain a new client or service an existing client.

So what should you do instead?

• Identify the activities you engage in that actually generate new business for yourself, or help you service existing business.
• Lock in times in your schedule to engage in those activities. I don’t care if it’s an hour, or three hours, or whatever, but lock it into your schedule just as if it were an appointment with a client.

5. Stop embracing new technologies unless they help you do something you’re already doing.
New technologies are exciting and seductive, but they can also be massive time- and energy-suckers. Here’s the rule: if a new technology allows you to do something you were already doing, but to do it faster, cheaper, or easier, then it’s a great technology and you should learn how to use it in your business. Examples are voicemail, emails, facsimile, scanning, digital photography, GPS. All those things allowed us to do things we were already doing, but to do them better. So what’s a bad technology: one that seduces you into doing something that you never did before. You have to ask yourself – why is it that I never did this before. If you used to send out reports on the market that you’d write yourself, then blogging technology is probably great for you, because it allows you to do something you were already doing, but to do it better. But if you’re not a natural writer, if writing is hard, and if you’re not particularly good at it, then why all of a sudden are you blogging? Why are you using a new technology to do something that you never did before? The fact that the technology exists isn’t a good enough reason.

For example: Facebook. Facebook is a great way to connect with your network. But we’re already seeing people mis-use it , and my experience the bloom is already off the rose. You join, you link up with people you haven’t seen in years, you exchange some emails, but then you quickly realize why you lost touch with them, and now you don’t communicate anymore. A lot of fun, but if you’re making some massive time commitment to Facebook, you’re probably being seduced by a technology you shouldn’t be.

I know people hate it when trainers talk about getting back to basics, so I’m not going to say that. But we need to do a better job with the technologies we already have. We all know that most brokers do a TERRIBLE job marketing their listings just on the fundamentals: bad pictures, old pictures, not enough pictures, incomplete descriptions, abbreviations from the classified ad days, incomplete information. Put it this way, if you’re not writing good, solid, appealing descriptions of every one of your listings, you have no business spending time on Facebook.