ZE: How do you work to attract the best agents?
DMP: We have a different recruiting model. Not only are we careful with who works with us, we’re careful with who doesn’t work with us. It can be hard to say “no” in a recruiting meeting. We’re all competitive, and we know if we turn someone down, they will end up on a competitor’s team. Having the strength to turn people down when they’re not a good fit is a great testament to the success of our brokerage.
ZE: Do you have any recruiting advice for brokerages?
DMP: Pick agents that best fit your business model—ones who take ownership of their own business. We work very hard at providing our agents with an atmosphere in which they can succeed. We believe we can improve skill sets but not attitude, so we hire for attitude; we look to hire people who want to serve the public.
ZE: What are the biggest challenges currently facing your firm and its agents?
DMP: The shrinking market. We constantly have to evolve to succeed in this business. You can’t let any grass grow, so if you’re in a shrinking market, you have to find ways to get your current base to either downsize or upgrade and create a listing. We can’t control a weak inventory, but we can identify issues and solve the problem. The tools and assistance we provide our agents help with their inventory.
PF: We don’t make the product—what we make is service. If we’re not working on our service, we lose. Debra and I both feel strongly about being active toward servicing our associates and making sure they can be successful. The more service we give our agents, the better success they have.
ZE: How are you reaching today’s consumer?
DMP: We have the standard websites and Internet lead tools, but one of the big bonuses, and a big difference between us and the competition, is our Internet-cafe office. People want to be there. We also have listings scrolling on flat-screen TVs inside restaurants and other businesses, and we have interactive window search systems.
However, even with all of the technology, real estate will always be a face-to-face business. Eventually, you’re going to have to talk to an associate. Our research shows that if you want to stay top-of-mind, you need to reach out to someone 28-33 times a year. That sounds like a lot, but break it down to 12 newsletters, 12 postcards or recipe cards, one customer appreciation party invite, one birthday card—it’s not that difficult. Most agents think three times a year is good enough, but buyers are working with every REALTOR® they can get on the phone. You need to exceed their expectations to build the relationship, because people have short attention spans. Teaching our agents to stay on top of clients is really important and will set them apart.
ZE: Where does the greatest opportunity for increased business lie in your market?
DMP: The commercial market—it’s rebounding and we have bigger inventories available than ever before. RE/MAX is coming out strong in the commercial arena. Diversification has always been one of the keys to our success.
ZE: What’s in store for the future of RE/MAX Anchor Realty?
PF: I’m big about footprints—we have to be constantly increasing our footprint. I am always looking to where our next office could be, figuring out how we can meet a need. I am always looking at our next opportunity because it takes a while to plan.
DMP: Moving forward, we just need to keep our eye on the ball. Every office has to stand on its own two feet. It is our job as ownership, management and administration to create the best business platform for our associates’ success. Recruiting and retaining quality agents is our No. 1 corporate goal.
For more information, visit www.remax-anchor-pg-fl.com.
