Millionaire Real Estate Agent
MREA Admin: Lead
Tracking and Follow-Up
Bryon Ellington
A Course for the Millionaire Real Estate Agent Team

Preface
Notes…
Realtor® is a trademark designation of a member of the National Association of Realtors®. No person
who is not a member of NAR may use the designation Realtor® to refer to themselves.
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 – © 2004 KELLER WILLIAMS REALTY, INC. i

Preface
Acknowledgments
Keller Williams University would like to thank all of the
contributors to MREA Admin: Lead Tracking and Follow-Up. We
would like to give special thanks to the following contributors:
Gary Keller, Dave Jenks, Jay Papasan
and
The Gary & Nikki Team
The Gentry Group
The Goodlife Team
The Hardie Group
The McKissack Group
The Scheffe Group
NOTICES
While Keller Williams Realty International (KWRI) has taken due care in the preparation of all
course materials, we cannot guarantee their accuracy. KWRI makes no warranties either
expressed or implied with regard to the information and programs presented in the course or in
this manual.
This manual and any course it’s used as a part of may contain hypothetical exercises that are
designed to help you understand how Keller Williams calculates profit sharing contributions
and distributions under the M.O.R.E. System, how Keller Williams determines agents
compensation under the Keller Williams Compensation System, and how other aspects of a
Keller Williams Market Center’s financial results are determined and evaluated. Any exercises
are entirely hypothetical. They are not intended to enable you to determine how much money
you are likely to make as a Keller Williams Licensee or to predict the amount or range of sales
or profits your Market Center is likely to achieve. Keller Williams therefore cautions you not to
assume that the results of the exercises bear any relation to the financial performance you can
expect as a Keller Williams Licensee and not to consider or rely on the results of the exercises
in deciding whether to invest in a Keller Williams Market Center. If any part of this notice is
unclear, please contact Keller Williams’ legal department.
Material excerpted from The Millionaire Real Estate Agent appears courtesy of The McGraw-Hill
Companies. The Millionaire Real Estate Agent is copyright © 2003 Rellek Publishing Partners
LTD. All rights reserved.
All other materials © 2004 Keller Williams Realty Inc. All rights reserved.
Printed September 2007.
No part of this publication and its associated materials may be reproduced or transmitted in any
form or by any means without the prior written permission of Keller Williams Realty Inc.
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. ii

Preface
TABLE OF CONTENTS
INTRODUCTION TO MREA ADMIN: LEAD TRACKING AND FOLLOW-UP .......1
1. Ground Rules 2
2. Why You Are Here 3
3. What You Will Learn 4
4. How You Will Learn 6
CHAPTER 1: THE ROLE OF THE LEAD COORDINATOR ................................. 7
1. Job Description 8
2. Goal Categories 9
CHAPTER 2: MARKETING THE TEAM – METHODS ...................................... 11
1. Marketing the Team Concept 12
2. Advertisement 13
3. Direct Mail 25
4. Gifts and Promotional Items 29
5. Sponsorship 33
6. Elements of Marketing 36
CHAPTER 3: MARKETING THE TEAM – STRATEGIES ...................................53
1. Contact Management 54
2. Set up Your Database 56
3. Feed Your Database 61
4. Systematically Market to Your Database 64
5. Maintain Your Database 77
CHAPTER 4: LEAD MANAGEMENT – FUNNEL ..............................................82
1. F.A.S.T. Leads 83
2. Funnel Leads 84
3. Phones 87
4. Internet 93
CHAPTER 5: LEAD MANAGEMENT – ASSIGN ................................................97
1. Assign Leads 98
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Preface
2. Buyer Leads 99
3. Seller Leads 103
4. Lead Assignment 105
CHAPTER 6: LEAD MANAGEMENT – SOURCE ............................................. 108
1. Source Leads 109
2. Referrals 112
3. Analysis of Lead Sources 114
CHAPTER 7: LEAD MANAGEMENT – TRACK ............................................... 118
1. Track Leads 119
2. Lead Follow-up 120
3. Referral Rewarding Tracking 122
CHAPTER 8: PUTTING IT ALL TOGETHER.................................................. 128
1. What Have You Learned? 129
APPENDIX .................................................................................................. 131
1. Path to the 7th Level 132
2. Job Task List 133
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. iv

Introduction
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Introduction to
MREA Admin:
Lead Tracking
and Follow-Up
In this chapter, you will…
[1] Describe the Ground Rules for this class
[2] Identify why you are here
[3] Identify what you will learn
[4] Identify how you will learn
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 1

Introduction
Ground Rules
1. Arrive to class on time and return promptly from breaks.
2. Move quickly when you are instructed to form small groups or partner
with someone to role play.
3. Limit your side conversations.
4. Turn your cell phones and pages to vibrate or OFF.
5. Feel free to stand and walk around if you find yourself getting tired.
6. Accept the reality of time and participation.
7. Respect the different learning styles and opinions of others.
8. Help each other learn because none of us is as smart as all of us working
together to improve our skills and knowledge.
9. Consider everything we discuss confidential. What is discussed and role-
played behind closed doors stays behind closed doors.
10. Have Fun!
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 2

Introduction
Why You Are Here
Goal for the class:
To give team members the knowledge
necessary to create marketing and lead
management systems that support
millionaire-level production
What do you want to learn from this class?
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 3

Introduction
What You Will Learn
About MREA Business Systems
The Millionaire Real Estate Agent courses were created to help you and your team
design and implement business systems that will increase your productivity.
From lead generation to lead conversion, post-closing to managing the office,
the systems you put into place will dictate the efficiency of your team.
The courses in the MREA curriculum present a comprehensive set of systems
to improve and maintain key elements of your business. Used in conjunction
with the MREA: Operations Manual and the MREA: Scripts Catalogs, the MREA
courses will train each member of your team on how to design and implement
the systems that affect their particular duties. Once they are trained on these
systems, you can easily incorporate the distinctive elements of your team and
local market, such as marketing messages and customer services.
Many of the ideas and systems presented in these courses will be a complete
paradigm shift for you and your team. The goal is to train your team to go
from an entrepreneurial mindset to a purposeful one (E to P). This shift is
meant to change you and your team’s way of thinking from that of a sales
career to that of a real estate business. If you are in the process of building
your team, these courses will show you how to leverage others to get the job
done better than you ever could have alone.
Integrating any one of these systems may necessitate changes in current
procedures. However, exercise caution in implementing excessive amounts of
change in your business too quickly. Trying to completely rearrange many
facets of your business all at once can have disastrous effects on your
productivity. These changes should come about incrementally over time. For
best results, use the 4-1-1 to plan out a progressive incorporation of these
systems into your business. And after implementing any changes to your
business, you should always play Red Light, Green Light to hold those changes
accountable and determine their effect on your team’s productivity.
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Introduction
What You Will Learn
You are here.
MREA Admin: Lead Tracking and Follow-Up
Outline
Chapter Topics
1. The Role of a. Job Description
the Lead b. Goal Categories
Coordinator
a. Understand your role in getting the team’s marketing message out.
b. Advertise the team through various publications, the Internet, and signage.
2. Marketing the
c. Market the team through direct mail to your various target audiences.
Team –
Methods d. Market the team through gifts for referrals and promotional items.
e. Sponsor local charities and organizations to build relationships in your farm.
f. Set up systems to maintain the elements of your marketing.
a. Learn about contact management
3. Marketing the b. Discover how to set up your database
Team – c. Learn how to feed your database.
Strategies d. Learn how to systematically market to your database.
e. Discover how to properly maintain your database.
a. Understand the elements of a F.A.S.T. lead management system.
4. Lead
b. Enumerate the benefits of funneling leads through a single point of entry.
Management –
Funnel c. Understand how to handle phone calls leads.
d. Understand how to handle Internet leads.
5. Lead a. Understand how buyer leads are assigned.
Management – b. Understand how seller leads are assigned.
Assign
6. Lead a. Document your team’s various lead sources.
Management – b. Document referring contacts and agents, so they can be properly compensated.
Source c. Analyze your cost per lead for each of your lead generation sources.
a. Understand how lead tracking reveals the effectiveness of your team’s lead
7. Lead management systems.
Management – b. Implement lead follow-up systems to make sure leads are properly handled.
Track c. Track referrals through the various steps of the real estate transaction to properly
reward referring contacts and agents.
8. Putting It All a. Summarize what you have learned in this course.
Together b. Create an Action Plan.
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Introduction
How You Will Learn
Get ready for some action-oriented training!
In Order to Learn and Succeed, You Will:
1. Participate in large group interactive lecturettes.
2. Participate in small group discussions and exercises.
3. Observe your instructor as he/she demonstrates the desired skills and
behaviors.
4. Rate yourself on a report card at the end of each chapter.
5. Problem solve using case studies and applying what you learn to your
own situation.
6. Create an action plan at the end of the class.
Are you ready to learn how to implement systems?
Are you ready to design and implement your systems
for marketing and lead management?
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 6

The Role of the Lead Coordinator Chapter 1
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 1: The
Role of the Lead
Coordinator
In this chapter, you will…
[1] Review the job description of the Lead
Coordinator
[2] Identify the key goal categories
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The Role of the Lead Coordinator Chapter 1
Job Description
The Lead Coordinator handles the entry and routing of leads for the team. The
job responsibilities of the Lead Coordinator are: Some of the
1. Maintains contact database by receiving leads from the team, sourcing activities covered
the leads, assigning them for follow up, and then entering them for
ongoing tracking. in this course may
2. Responsible for tracking and rewarding referrals.
not be listed as
3. Maintains the file of testimonials.
4. Provides lead follow-up tracking, appointments, and conversions reports part of your job
to the Lead Specialists and Team Leader.
description;
however, you will
For more detail on these functions, see the job task listing in the appendix.
be helping to
support the
responsible team
members to make
sure these
activities get done.
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The Role of the Lead Coordinator Chapter 1
Goal Categories
The 80/20 Rule
The Principle of Least Effort
Truth
There is a pattern of predictable imbalance in life. It is called the
80/20 Principle.
Doing a lot of
Discovery
things is never a
Vilfredo Pareto (1848-1923) an Italian economist discovered the pattern
underlying the 80/20 principle in 1906. While studying patterns of wealth and substitute for doing
income in 19th Century England, Pareto found that most wealth went to a
minority of the people. the right things.
-The 80/20 Principle by Richard Koch
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The Role of the Lead Coordinator Chapter 1
Goal Categories
The job description of the Lead Coordinator is both the single point of entry
for team leads and assistant to the Marketing and Administrative Manager. The
key goals of the Lead Coordinator are:
1. Create, Document, Implement, and Manage the Following Systems:
a. Lead Funneling System
b. Lead Assignment System
c. Lead Sourcing System
d. Lead Tracking System
e. Referral Tracking and Rewarding System
f. Marketing Tracking System
2. Ensure the provision of exceptional Customer Service
3. Learning
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.21– © 2004 KELLER WILLIAMS REALTY, INC. 10

Marketing the Team – Methods Chapter 2
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 2:
Marketing the
Team – Methods
In this chapter, you will…
[1] Understand your role in getting the team’s
marketing message out.
[2] Advertise the team through various
publications, the Internet, and signage.
[3] Market the team through direct mail to your
various target audiences.
[4] Market the team through gifts for referrals
and promotional items.
[5] Sponsor local charities and organizations to
build relationships in your farm.
[6] Set up systems to maintain the elements of
your marketing.
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2– © 2004 KELLER WILLIAMS REALTY, INC. 11

Marketing the Team – Methods Chapter 2
Marketing the Team
Concept
Getting the Team Word Out
Buyers buy homes; sellers buy image. Therefore, your marketing will focus on
two general areas: 1) marketing the listings and 2) marketing the team.
Your Mega Agent will be in charge of crafting marketing messages for both
areas. Once those messages have been created, the Listing Manager on the
team will be in charge of getting the marketing materials for your listings out to
the public. As the Lead Coordinator for you team, one of your responsibilities
will be supporting getting the team marketing messages out.
Marketing the team will help you to attract sellers and move you to the number
one position in the minds of consumers, so when they think of real estate, they
think of your team. This is done through a variety of methods. You will focus
primarily on the following four:
1. Advertisement
2. Direct Mail
3. Gifts and Promotional Items
4. Sponsorships
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2– © 2004 KELLER WILLIAMS REALTY, INC. 12

Marketing the Team – Methods Chapter 2
Advertisement
Print Ads
Ad Publications
You will market the team in several print publications. These publications
include:
1. Homes magazines
2. Realtor®/professional magazines
3. Newspapers
4. Newsletters for organizations and allied resources
5. __________________________________________
6. __________________________________________
7. __________________________________________
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Marketing the Team – Methods Chapter 2
Advertisement
Print Ads (continued)
Placing the Ads
When your Mega Agent has crafted a new team ad, they will hand it over to you
for publication.
Before you send it
Before you send a marketing piece off to a publication for publishing, make
sure that you check the following:
Spelling
Punctuation
Consistency
o font
o logo
o colors (if applicable)
Contact information
o phone number
o address
o email
o website
o fax
Call to action
Photo is attached
Information (team stats, etc.) is correct/updated
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Marketing the Team – Methods Chapter 2
Advertisement
Print Ads (continued)
Before they publish it
When your Mega gives you the ad, mail it to the ad department of the
publication. Make sure that you request that the publication send you a copy of
their publication when it is printed. Proof the ad for any errors, and follow up
as necessary.
Also, you will need to check with the publication to make sure that the ad is
placed in the agreed upon location.
After they publish it
You will need to have the publisher send you a copy of their publication after it
is published to make certain that the ad is correct. If there are any errors, you
must bring them to the attention of both the publisher and your Mega.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet
According to the National Association of Realtors®, since 2001, the Internet
has surpassed newspapers as an information source used in the home search
process. Your team may take advantage of Internet consumers by advertising
the team website(s) on the Internet itself. The goal of your Internet advertising
is to drive traffic to your site and to get that traffic to register on your website
for some service or information. That information is then sent back to your
team for lead follow-up.
The Team Website
More and more people are going online to find the information they need
about buying and selling a home. Internet consumers spend more money and
tend to take less time and effort from an agent in getting their home purchased.
This is why it is so important to get in front of these consumers.
The following items are features of your website that you will be responsible
for updating as needed:
Property search
Ninety-three percent of Internet real estate consumers go online to search for
homes. Therefore, your team website should have an IDX/VOW property
search feature, so your consumers can go to your site to find their next homes.
The property search function of your website is fed and updated by your local
MLS (multiple listing service). Although you won’t actually have to update this
information, you will be responsible for making sure that the link is always
active. This means checking it regularly to make sure it is operational, and it
means making sure that the MLS service is paid if the link is not free. Be sure
to calendar necessary payments and link-checking in your contact management
software (CMS), which we will discuss later.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Team information
Make sure that your team is featured on your website using a “Meet the Team”
page. Give a brief description of each team member, including what their role
is in servicing the needs of the customer. Be sure to include a photo of each
team member. Keep this team information current with respect to awards,
training, and accreditations. This should be checked for accuracy on a monthly
basis and should be calendared in your CMS.
Neighborhood/community information
If your team features information about neighborhoods in your geographic
farms, you will need to update this on a consistent basis. The easiest way to do
this is to ask the neighborhood’s homeowners’ association to allow you to
reprint their newsletter on your site or to link to their site if they have one.
Additionally, you may consider obtaining a newspaper that lists upcoming
events and posting those events on your site. Most major cities have
periodicals that list community events for the entire city. If they have a site,
your Mega may consider linking to it, as long as no other Realtors® are linked
there. If you cannot link to their site or they do not have one, you can take the
major events and list them on your site.
You should set a weekly calendar reminder to update the information on your
site.
Buyer and seller information
If you feature buyer and seller reports on your site, make sure that these reports
are updated with accurate information. Realtytimes.com and Inman.com are
both real estate news sites from which you can obtain all sorts of information
about the real estate industry that you may wish to relay to your clients via your
website. Set a monthly calendar reminder to update your reports.
Allied vendor information
Your allied vendor information will need to be updated on a regular basis.
Make sure that you have their correct contact information and update your site
with any specials that your clients are entitled to through your vendors. This
can be done on either a monthly or quarterly basis.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Buying Effective Domain Names
One of the hallmarks of any popular Internet site is its URL, or domain name.
And since different domain names appeal to different audiences, having more
than one domain name that all point to the same site is a good way to generate
traffic to your website.
To choose domain names that consumers will remember, generate a list of 20
or more potential domain names that leverage the three key elements of great
domain names:
Simplicity
Since 41% of consumers try to guess the URL, keep your domain name simple.
The most memorable domain names are composed of 1-4 words, 2-22
characters long.
Credibility
Data from the eMarketing industry has shown that different consumers
respond to different domain names. It is a good idea to buy the team name as
one of the domain names (i.e., TheGreatHomeTeam.com) that point to your
site, especially for those consumers who can only remember your team name.
However, this should not be the only domain name for your site. Domain
names have come down drastically in price (as low as $5.00 per name per year),
and you can point as many domain names as you want all at one site.
Consider site names that address specific questions and issues that buyers and
sellers often have (e.g., WhatsMyHomeWorth.com, BostonHomeServices.com,
etc.). Individuals who find your site as part of the results of a search engine
query may not find your team name as credible as something like
CharlestonPremiereHomes.com.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Keyword in URL
The more your domain name reflects the nature of your site, the easier it is for
consumers to remember it. The name of your site should answer the
consumer’s question, “What am I going to this website for?” Include the city
or neighborhood name combined with real estate-related terms (i.e.,
DenverHomes.com, MileHighHomes.com, etc.).
Once you have a list of domain names, go to GoDaddy.com, and see which are
available. Don’t be afraid to register multiple domain names and redirect them
to the same website. Instructions for purchasing and redirecting domain names
are available on the KW Support Site at http://support.kw.com.
Marketing Your Site
The most effective method of getting your domain name in consumers’ minds
is to put it everywhere. Every piece of marketing that you create—including your
email signature, email auto-response, newsletters, voicemail message, yard signs,
business cards, and letterhead— should have your website address on it.
And don’t underestimate the power of referral—even to your website. The
third most popular method for finding a website is word of mouth. Ask
everyone you know to visit your website and give you feedback. Offer
incentives for people to visit your site, such as vendor coupons or a prize
drawing for those who offer you feedback.
(continued on the next page)
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Search Engines
Page title
Open any website and you will see a page title in the very top left-hand corner.
Search Engines look at these page titles to see if they match the key words their
users have entered as a search. If your page title is “The Great Home Team”
and consumers are looking up “Colorado homes,” all things being equal, you’re
not going to do well in the search placement.
Meta tags
Meta tags are used by search engines to determine whether or not your website
matches particular searches. When someone goes to Google and enters
“Austin homes,” all things being equal, those websites with “Austin homes” as
a meta tag will be given higher placement than those with only “homes” or
“Austin, TX.” If you have a KW Agent Website, enter all relevant phrases in
the Meta Tag Keywords field under Edit Site Info (on the KW Intranet,
under My Information, My Web Site). If you are using a third-party hosted
site, make sure that they allow you to create Meta tags.
Also, be sure to enter a good description of your site in the Meta Tag
Description field. This description will show up under your Web site link in a
search result on a search engine. It will help consumers distinguish viable
search matches from the rest.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Keywords in text
In addition to searching for keywords in your Meta tags, search engines also
look to see how many times those key words are repeated in the text of your
site. For instance, if a consumer typed in a search for New Jersey homes, and
you had several articles on your site with those keywords—such as “Homes in
New Jersey,” “Steps to Buying a Home in New Jersey,” “New Jersey Home
Builders,” etc.—then, all things being equal, you would do well in the search
placement.
To find those keywords that are used most often in searches relating to your
website, check out Overture’s Search Term Suggestion Tool at
http://inventory.overture.com/d/searchinventory/suggestion/. This tool
allows you to input keyword phrases that you think might be popular. The tool
then tells you how many times people entered that and related search phrases
into search engines in the previous month. This is extremely useful in
determining which keywords you want to bid on for pay-per-click and paid-for
sponsorship solutions.
Site popularity (Cross-linking)
PageRank is one of the factors calculated by search engines like Google to
determine a website’s ranking in search results. A webpage is assigned a
numerical PageRank value based on how many inbound and outbound links it
has.
One of the easiest ways to increase your website’s ranking in search results is to
cross-link your site to affiliated vendors’ websites. It will build your referral
business and offer all of your vendors additional exposure to Internet
consumers and to search engines.
NOTE: If you are going to link to a vendor’s site from your website, you should be the only
real estate agent that your vendors link to on their sites. If they feature other agents’ sites on
their site, do not put their link on yours.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Paid Placement
There are two categories of paid placement:
1. Pay-per-click
This allows you to select keywords that you think consumers would use
to get to your site (for instance, “Atlanta homes”). You then bid how
much per click you will pay for that keyword. The higher you bid, the
higher you get in the search listings for that particular keyword. You
only have to pay when consumers click through the search engine to go
to your site. This is a very effective way of being listed high in the
results, but it can be very expensive for certain keywords.
2. Paid-for sponsorship
This is based on keywords, as well. However, paying for sponsorship
allows you to purchase advertising space that is listed above (Yahoo!) or
to the right of the search results (Google). When you pay for
sponsorship, you are guaranteed to show up for those keywords you paid
for. Where you show up in the order of sponsored ads depends upon
how much you paid and how often people are clicking through the
search engine to your site.
Search Engine Optimization
If you don’t feel comfortable with the more technical aspects of search engine
placement there are several companies that can help you optimize your site.
Should you choose to go with a third-party vendor for your website solution,
make sure that they offer basic optimization tools that will help you with things
like changing Meta Tags, summaries, keywords, page and site titles, and other
aspects of your site for higher placement in relevant searches.
If you are considering paying for search engine placement, you should read
“Search Engines: What You Need to Know and Nothing More” on the KW
Intranet (login is at the bottom of www.kw.com) under Research Projects on
the Resources page.
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Marketing the Team – Methods Chapter 2
Advertisement
The Internet (continued)
Community/Index Sites
Another effective way of promoting your team, your listings, and your site is to
offer your expertise to community sites (a.k.a., index sites). Community sites
are websites that feature a wide variety of community information—movie
times, local restaurants, community events, etc. Some of these sites may allow
you to cross-link to and even advertise on their site to provide their customers
with real estate content (free reports, property searching, etc.).
While national index sites (e.g., Citysearch.com) and large local sites (e.g.,
newspaper classified sites) allow several Realtors® to advertise on them,
smaller local index sites may be willing to feature you as their exclusive
Realtor®, as long as you explain your value proposition to them clearly.
Your Value Proposition to an index site is simply this: you are a professional
real estate team that attracts a steady stream of new customers by marketing
and prospecting to a wide audience. In addition to providing real estate
content to their site by cross-linking yours to theirs, your marketing efforts will
help to generate traffic to their site and thereby increase their sponsorship
revenues.
Also, advertising a local index site on your marketing material gives you more
credibility in the eyes of the consumer. It also gives the consumers additional
content areas that help to ensure repeat exposure to your team’s marketing
message.
There are many sites to advertise on:
1. Citysearch.com (www.yourcity.citysearch.com)
2. Evite.com
3. Local job sites (sometimes hosted by local newspaper; e.g.,
www.austinclassifieds.com)
4. Company websites (locally based companies who use your team’s
relocation services)
5. Community organization sites
6. Homeowner Association/Neighborhood sites
7. ________________________________________________
8. ________________________________________________
9. ________________________________________________
10. ________________________________________________
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Marketing the Team – Methods Chapter 2
Advertisement
Tracking Advertising
Team Advertising Publications
Use the Team Advertising Publications spreadsheet to keep track of all the
costs associated with your team’s advertising—this includes Internet
advertising. If your team places an ad in a particular publication on a regular
basis, calendar the ad in your CMS for the next occurrence. Make sure that you
set the reminder far enough in advance that you have sufficient time for
You should set a
preparation.
Tracking Internet advertising maximum dollar
1. Under “Team Advertisement Title” list the keyword (e.g., “Austin amount with the
Homes”) you are using for pay-per-click or paid-for sponsorship or the
website URL that is being optimized (in the example below, “PPC” is search engine host
used to denote pay-per-click).
for your pay-per-
2. Under “Team Publication Title” list the name of the search engine (e.g.,
Google, etc.) you are using for pay-per-clicks/paid-for sponsorship or
click ads. This will
the name of the search engine optimization company your team is using.
3. For pay-per-click, make sure to include your pay-per-click rate under prevent you from
“Cost.”
exceeding your
A sample Team Advertising Publications spreadsheet is provided on pg.1 of the lead generation
Sample Forms Packet.
budget. Document
this on the Team
Advertising
Publications
spreadsheet under
“Cost.”
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Marketing the Team – Methods Chapter 2
Direct Mail
Farming
Direct Mail Pieces
Your Mega Agent and Buyer and Listing Specialists market and prospect a
given geographic area and demographic populations that are referred to
respectively as your geographic and demographic (sometimes called “people”)
farms. You will help to market your team to your farms by sending several
pieces of marketing to them, such as:
1. Just Sold postcards
2. Seasonal/Holiday cards
3. Special event (community events) cards
4. Newsletters
5. Quarterly market updates
6. ____________________________
7. ____________________________
8. ____________________________
Sending Direct Mail
Your Mega will create your team’s direct mail marketing material or contract a
third-party vendor to do so. When you are given a piece of direct mail:
Be sure it includes:
o Team name
o Team contact information (address, phone number, and email address)
o Team website URL
o A quick reminder and instructions on how to give you referral business
o The team’s USP (Unique Selling Proposition)
o A call to action (e.g., “Call today for your free report on …”)
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Marketing the Team – Methods Chapter 2
Direct Mail
Farming (continued)
Send it to the printer.
Make sure that the printer sends you a proof before printing the entire
order. If there are any errors in the proof, bring them to the attention of
both your Mega and the printer. Repeat proofing process as needed.
If your printer also handles mailing, they need to be told where to mail the
pieces and the date of mailing.
Bulk mail companies and some printers have their own list of addresses for
given areas. If you are purchasing a mailing list, check with your local
vendors to see who is offering the best rate. If you use a bulk mail
company, make sure that the printer sends the pieces to the bulk mail
vendor. Whoever sends out the piece should send a copy to your team for
quality assurance. If there are any errors in the final mailing, bring them to
the attention of both your Mega and the printer.
The pieces should be tracked using the Mailers Spreadsheet. In addition,
it’s a good idea to keep a copy of every mailer that goes out to use when
coming up with future marketing ideas.
Just Sold Postcards
Just Sold cards are postcards sent out to your contacts announcing homes that
have sold and how much they sold for. Because nothing succeeds like success,
your team will take every opportunity to capitalize on every success you can—
not just on yours, but others’ successes, as well.
Your team doesn’t even have to have sold any homes to send out a Just Sold
card. You just have to know how many homes have sold in a given area each
month and what the homes sold for. Another great thing about Just Sold cards
is the fact that they demonstrate your knowledge of real estate in the
neighborhood.
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Marketing the Team – Methods Chapter 2
Direct Mail
Farming (continued)
Your team’s Listing Specialists will send out Just Sold cards for the homes they
sell, but you should also be sending out Just Sold cards once a month detailing
the number of homes that sold, the average selling price, etc. When creating a
Just Listed/Just Sold card:
1. Your Mega Agent will tell you the types of information to include on
your cards.
2. Check your MLS to find out how many homes have sold in your
geographic farming area, what those homes sold for, square footage, etc.
3. Enter the data into your Just Sold card template and attach any photos
before you mail the template to the printers that make your card.
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Marketing the Team – Methods Chapter 2
Direct Mail
Tracking Direct Mail
Mailer Spreadsheet
The Mailer Spreadsheet is for tracking the cost of your direct mail marketing.
Keeping track of the cost associated with your direct mail will allow you to later
determine the cost of leads from those sources of lead generation. If your team
sends a particular marketing piece out on a regular basis, calendar the piece in
your CMS for the next occurrence. Make sure that you set the reminder far
enough in advance that you have sufficient time for preparation.
A sample Mailer Spreadsheet is provided on pg. 2 of the Sample Forms Packet.
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Marketing the Team – Methods Chapter 2
Gifts and Promotional
Items
Gifts
The intent of your marketing is to consistently touch your target audience to
create, not only repeat business, but referrals, as well. And once one of your
contacts begins to advocate your team, you want to encourage this by
rewarding their behavior.
You must be systematic in your approach to rewarding a referral. There are
three things to keep in mind when it comes to doing this:
See “Lead
1. Treat the referral source even better than the referral.
2. Show your appreciation at every stage of the transaction: interview, Management:
consultation, contract, and closing. The important thing is that you
reward them right away, so that they repeat the behavior soon. Track” for
3. Reward the right behavior. Your contacts aren’t in the business of
screening clients before they refer them to you—the act of referral is instructions as to
what should be meaningfully rewarded. That is what you want them to
do again and again. when to send
referral gifts.
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Marketing the Team – Methods Chapter 2
Gifts and Promotional Items
Promotional Items
Promotional items are a good way to keep the team’s marketing message in
front of your clients on a consistent basis. Depending on the item, your clients
may see the team’s marketing message every time they go to the refrigerator
(magnets), have a cup of coffee (mugs), or perform other daily activities.
When and to whom you give promotional gifts will vary. Generally speaking,
you will give these gifts during holidays and at major events (sponsorships).
Also, your Buyer and Listing Specialists will give promotional items away as
they prospect their farms and databases. Using this type of marketing to add Always price the
value and help massage the act of asking for business is a great way of
prospecting. items with at least
When a big promotional event—such as a team-sponsored charity race—is
coming up, check with your Mega Agent to find out about the promotional two different
item they want to give out to participants. You will need to determine:
1. What item?
vendors to get the
2. How many? best price. Check
3. What marketing message?
the KW Intranet
4. What is your budget?
Marketing Page
under “Vendors”
for a list of pre-
approved
marketing vendors.
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Marketing the Team – Methods Chapter 2
Gifts and Promotional Items
Promotional Items (continued)
Gadgets, Goods, and Gear
What items you use for promotions will vary. The following are all examples of
items agents have sent to their contacts:
1. Pens (think quality)
2. Mugs (think big and different)
3. Note cubes (with your name and number)
4. Measuring tape
5. Sewing kits, first aid kits, or tool kits
6. Fire extinguishers or smoke detectors
7. Calculators
8. Magnets
9. Refrigerator calendars
10. Clocks
11. Recipe books (create with a team of agents, vendors, and allied resources)
12. Gift certificates (consider gift certificates from companies such as
Amazon.com as they are quick and easy to order, and you can send them
via e-mail to save postage)
13. Flowers or plants
14. Wine or champagne
15. Gourmet coffee or tea
16. Pumpkins
17. Christmas cookies or candies
18. Independence Day flags
19. _______________________________________________
20. _______________________________________________
21. _______________________________________________
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Marketing the Team – Methods Chapter 2
Gifts and Promotional Items
Tracking Gifts and Promotional Items
Promotional Items Spreadsheet
You will use the Promotional Item spreadsheet to keep track of all promotional
expenditures for the month. If a promotional item is ordered on a regular
basis, calendar the item in your CMS, making sure that the reminder is set far
enough in advance that you have sufficient time for preparation.
A sample Promotional Item spreadsheet is provided on pg. 3 of the Sample
Forms Packet.
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Marketing the Team – Methods Chapter 2
Sponsorship
Seeking Sponsorship Opportunities
When marketing the team, make sure that the team’s marketing dollars are
spent on activities that will reach your target audiences. One easy way of
targeting your geographic farm is to sponsor events held in and around your
farm area. Most communities have several annual events that require sponsor
donations.
Finding local events
To find local events for your team to sponsor:
1. Each Monday, check the local paper for upcoming events in and around
your geographic farm.
2. Call schools in and around your geographic farm. Offer to sponsor
school publications, events, and sports.
3. Speak with heads of any organizations or groups in and around your
geographic farm.
4. Speak with heads of any organizations or groups that your team members
are part of.
Methods of sponsorship
When you find an event, speak with your Mega Agent to find out if your team
will offer to sponsor it. If your Mega agrees to help with the event, call the
organizing body to offer sponsorship. Depending on the event, your Mega
may want to offer:
1. Sponsorship money (in exchange for the positioning in the events
marketing materials, such as posters, t-shirts, etc.)
2. Promotional items
3. Marketing
4. Labor (event setup, etc.)
5. Hosting a booth
6. Seminar/Guest speaking (real estate investing, how to buy your first
home, etc.)
7. _____________________________________
8. _____________________________________
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Marketing the Team – Methods Chapter 2
Sponsorship
Seeking Sponsorship Opportunities (continued)
Sponsoring Organizations
Community involvement is one of the best ways to stand out in your market.
Taking an active role in sponsoring, organizing, or even having booths at local
events helps to build relationships, because you are getting involved with the
things that members of the community care about.
Think about the types of organizations that hold regular events that you can
help to sponsor:
1. Homeowners’ Associations
2. Neighborhood Watch Groups
3. PTO/PTA/School and Districts
4. Builders’ Associations
5. Toastmasters
6. Jaycees or Jaycettes
7. Churches or Synagogues
8. Veteran’s Association
9. Boy/Girl Scouts
10. Knights of Columbus
11. Chambers of Commerce
12. Rotary Club
13. Home shows
14. Building Industry Associations
15. _____________________________________
16. _____________________________________
17. _____________________________________
18. _____________________________________
19. _____________________________________
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Marketing the Team – Methods Chapter 2
Sponsorship
Tracking Sponsorship Opportunities
Sponsorship Opportunities Spreadsheet
Use the Sponsorship Opportunities spreadsheet to track all of the events and
organizations that the team is sponsoring. If an event your team sponsors
occurs on a regular basis and your Mega wishes to continue the sponsorship,
calendar the event in your CMS for the next occurrence. Make sure that you
set the event reminder far enough in advance that you have sufficient time for
preparation.
A sample Sponsorship Opportunities spreadsheet is provided on pg. 4 of the
Sample Forms Packet.
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Marketing the Team – Methods Chapter 2
Elements of Marketing
The Team Message
As mentioned earlier, your Mega Agent will be the one to design your team’s
marketing messages. Within these messages, your Mega Agent may use certain
elements for which you will be responsible:
1. Testimonials
2. Statistics
3. Introduction to the Team
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Testimonials
While telling potential buyers and sellers how successful your team is at finding
and selling homes can be effective, when other people brag for you, it lends the
statements more credibility in the eyes of potential clients. That is why you
should include testimonials in several of your team’s marketing pieces and in
your Buyer and Seller books, as well.
One of the goals for your team is to exceed the expectations of your customers.
The fact that your sellers and buyers will be given more attention from your
team’s dedicated specialists means that you will likely have a good percentage of
your clientele that is so satisfied with their experience that they are willing to
write testimonials about your team for the edification of other potential clients.
To prompt clients to write testimonials—and to improve your team’s service—
the team’s Satisfaction Survey (see MREA: Operations Manual) should be sent
out to team buyers and sellers no more than one week after closing. In
addition to asking for feedback in specific areas, the survey contains a place for
satisfied customers to write a brief testimonial for the team.
When you receive a testimonial, Thank You card, or letter praising the team’s
service, give it to the Mega for review. All testimonials that are approved for
use in team marketing by your Mega should be maintained in a “Testimonials”
file.
Question
What should a good testimonial contain?
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Testimonials (continued)
Seller-oriented testimonials
Testimonials to be placed in marketing aimed at sellers should include
statements that indicate:
1. The client’s home sold quickly.
2. They got all of their asking price.
3. They were impressed by the service.
4. ______________________
5. ______________________
6. ______________________
Buyer-oriented testimonials
Testimonials to be placed in marketing aimed at buyers should include
statements that indicate:
1. The team helped the client find the perfect home quickly.
2. The team negotiated a great price.
3. The transaction went smoothly.
4. They were impressed by the service.
5. ______________________
6. ______________________
7. ______________________
NOTE: It is a good idea to keep a digital photo of the homeowners (either at their sold
home or the home they just purchased, or one of each) on file in the team’s database. Make
sure that you get a release from the homeowner to use their picture in your marketing.
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Testimonials (continued)
Exercise
Design the perfect testimonial
Directions:
1. On the next page is an excerpt from the Satisfaction Survey in the
MREA: Operations Manual. Write a sample testimonial for your team that
features all of the necessary elements of a good testimonial.
2. You may use this as an example when instructing willing clients on how
to write a testimonial for your team.
Time: 15 minutes
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Testimonials (continued)
If your purchasing or selling experience exceeded your expectations, would you
be so kind as to give us a brief testimonial. We would also like your permission
to use this in our advertising and marketing: ______ (please initial).
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Statistics
Teams bring resources to the table that solitary agents are unable to bring. One
of those things is specialization. Because the team has dedicated Listing
Specialists and Buyer Specialists, you are able to offer sellers better marketing
leverage, more buyers to look at their home, and better negotiators. This all
translates to two things that resonate with sellers:
1. Fewer days on market
2. Higher percentage of asking price.
It will be your responsibility to calculate these numbers for the team and to
keep abreast of these stats for your local market. Ask your Mega how often
you’ll be updating theses numbers and calendar a recurring reminder in your
CMS to remind you to get them done.
Days on Market
Days on Market (DOM) is the number of total days a given listing has been for
sale. By averaging together all of your team’s listings’ days on market, you will
get your team’s average DOM, which can be part of a powerful message to
seller leads. If your team’s average DOM is lower than the market’s average, it
tells potential sellers that your team will sell their home quicker than most.
Check your MLS or your local Board of Realtors® to find out what the average
days on market is for your area. For the average days on market for each of
your Listing Specialists you can check the “Listing Detail – All” report for each
specialist on the Reports page of the KW Intranet (login is at the bottom of
www.kw.com). To calculate the average days on market for your team, check
the Listing Detail report for the current year. For each of your Listing
Specialists, take the “Average Days On Market” for that agent and multiply that
number by the “Number of Listings” that agent has taken (closed and active).
When you have done this for all of the Listing Specialists on your team
(including the Mega), add these numbers together, and then, divide by the total
number of listings taken for the team (closed and active) for the current year.
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Statistics (continued)
Formula
( Average Days on Market for your Mega Agent x Number of Listings for
your Mega Agent)
+ (Average Days on Market for Listing Specialist “A” x Number of Listings
for Listing Specialist “A”)
+ (etc...for each Listing Specialist on the team)
Total Number of Listings of the Team
= Average Days on Market for Team
NOTE: To obtain the necessary data for this method, you will need the login and password
to the KW Intranet for each of your Listing Specialists and Mega. Alternatively, your
Transaction Coordinator can record the Days on Market into a “DOM” field in your
database for every listing for the team. This would enable you to sort your database for
DOM, add up all the days on market for all of your listings, and divide by the total number
of listings.
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Statistics (continued)
Percentage of Asking Price
The Percentage of Asking Price represents the amount of money a seller was
able to get for their home at closing as a percentage of how much they
originally listed the house at. The higher this percentage is, the more powerful
this statistic will be as part of your marketing message to potential sellers. If
this number is higher than the market average, then seller leads can see that you
will get them more money for their home.
Check your MLS or your local Board of Realtors® to find out what the average
Percentage of Asking Price is for your market. For the average Percentage of
Asking Price for each of your Listing Specialists and your Mega, you can check
the “Listing Detail – All” report for the Mega and each specialist on the
Reports page of the KW Intranet. For each of your Listing Specialists, take
the “Average Sale Price” for that agent and divide that number by that agent’s
“Average Original Listing Price.” Multiply that number by 100 to yield that
agent’s percentage of listing price. Multiply the percentage times the total
number of listings for that agent. Add this number with the same number for
each of your Listing Specialists. Divide by the total number of listings taken
for your team, and this is your team’s average Percentage of Asking Price.
Formula
(((Avg. sale price for your Mega Agent / avg. original listing price for your
Mega Agent) x 100) x total number of listings taken by your Mega Agent)
+ (((Avg. sale price for Listing Specialist “A” / avg. original listing price for
Listing Specialist “A”) x 100) x total number of listings taken by Listing
Specialist “A”)
+ (etc...for each Listing Specialist on the team)
Total Number of Listings of the Team
= Average Percentage of Asking Price for Team
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Statistics (continued)
NOTE: To obtain the necessary data for this method, you will need the login and password
to the KW Intranet for each of your Listing Specialists. Alternatively, your Transaction
Coordinator should be recording the original list price, the current list price, and the sales price
in your database for every listing for the team. This would enable you to sort your database
for sale price and original list price, add up the two figures and divide the total sale price by
the total original list price, and multiply by 100 to determine your team’s Percentage of
Asking Price.
Exercise
What are the stats for this team?
Directions:
Below are some numbers for Listing Specialists on a team. Using the given
numbers, calculate the Average DOM and Percentage of Asking Price for the
team.
Time: 15 minutes
Mega Agent: Cynthia Stout
Listing Specialist: Christopher Robbins
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Statistics (continued)
Listing Specialist: Cindy Who
Listing Specialist: Harold Potter
Average DOM: _______
Average Percentage of Asking Price: _______
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Introduction to the Team
Your team will have several publications, including your team website, that
feature information about your team members. Several of these publications,
including your Buyer Book and Seller Book, will feature a section entitled
“Introduction to the Team.” This document will contain two pages of
information: 1) Team Resume and 2) Meet the Team.
Team Resume
Your Team Resume will be made up of four elements:
Professional Qualifications
1. Membership in real estate organizations (city, state, and National
Association of Realtors®; etc.)
2. Rankings among local, regional, state, and national Realtors® (e.g.,
“Number one Baltimore Realtor® in homes sold 2001, 2002, 2003”)
3. Business experience
4. Professional development organization membership (Buffini, Brinton,
etc.)
5. _________________________________________
Professional Designations
1. CRS
2. CRP
3. eAgent (Eagentc’s free technology certification)
4. ePRO
5. ____________________
6. ____________________
7. ____________________
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Introduction to the Team (continued)
Business Achievements
1. Yearly closed transaction list (you may include production dollars; ex:
“2003 – 200 Closed transaction ($32 million)”)
2. Awards
3. ____________________________
Education
1. Training organization membership (KWU, Floyd Wickman, Dale
Carnegie, etc.)
2. Training designations (Blackbelt from KWU, etc)
3. Collegiate degrees
4. ____________________________
5. ____________________________
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Introduction to the Team (continued)
Meet the Team
The Meet the Team page of your “Introduction to the Team” is where you will
actually introduce each of your team members. Personalizing the team with
potential clients is a good way to proactively deal with objections from
potential clients who may think a large team can’t provide them personal
service. For each of your team members, you should include:
Photo
Each of your team members should have a digital head shot on file. You will
need to resize all of the photos to the same size using photography software.
NOTE: If possible, you should get all of the team’s photos done by a professional. But at
the very least, all of your Buyer and Listing Specialists should have their head shots done
professionally.
Title and Function
You may choose to list the various team members’ titles. However, it is a must
that you list their function on the team in terms of how each team member
supports the client. Titles such as “Transaction Coordinator” don’t necessarily
convey to buyers and sellers the value of having such a team member working
for them.
Biography
Biographies should be a one sentence-long answer to the question, “What’s this
person’s background?” You should mention where they are from and any
higher education or professional designations they may hold (ex: “A native of
Charleston, Cindy settled in Austin after attending UT for a degree in
Marketing.”).
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Introduction to the Team (continued)
Hobbies
Again this should be one sentence long. List sports, games, recreational
activities, etc. (ex: “She enjoys coaching a little league softball team and
running.”).
Contact information
Listing the contact information for each team member allows sellers and buyers
who are working with the team to get in touch with the appropriate team
member without having to go through several different people and without
having to tie up the main line for the team. Be sure to include team members’
direct lines or extensions and email addresses.
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Marketing the Team – Methods Chapter 2
Elements of Marketing
Marketing Files
In order to document and hone your marketing program, you will need to save
and catalog all of the various elements and pieces of your marketing. You
should have a separate storage drawer or file cabinet to house all of this
material. In it, you will keep:
1. An example of each direct mail piece sent out (Just Listed cards,
newsletters, etc.)
2. Your team’s testimonials folder
3. Cut outs of magazine and newspaper ads
4. Copies of bills and invoices from publications and other marketing-
related vendors
In addition to the hardcopy material, you will need to organize a digital
“Marketing” folder on the team’s computer network that houses all of the
various marketing spreadsheets and related materials. In the main folder, you
will have the following sub-folders:
1. Advertising
2. Direct Mail
3. Gifts and Promotional Items
4. Sponsorship
NOTE: You should also create email sub-folders for all of your various marketing activities
in your CMS or email client.
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Marketing the Team – Methods Chapter 2
My Scorecard
Exercise
Directions:
We have reached the end of this chapter! Before we move on, take five
minutes to assess your mastery of this chapter's objectives.
1. Refer to the My Scorecard sheet located at the back of this manual.
2. Review the topics for this chapter.
3. Grade yourself on your mastery level of each topic (A - F). Be honest
with yourself. At the end of this course, you will use this scorecard to
evaluate your weak areas and develop an action plan for complete
mastery of the subject matter.
Time: 5 minutes
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Marketing the Team – Methods Chapter 2
Give an Aha!, Take an Aha!
Exercise
Directions:
1. Look at numbers 1 and 2 below. Think about what concepts you are still
struggling with. And think about any Aha!’s you may have had about
being in the business of lead generation.
2. Your instructor will throw out an Aha! topic. If you have an Aha! about
that topic, raise your hand and share.
3. When you have given your Aha!, you will name the next Aha! topic for
someone else to share. If you are struggling with a particular concept or
would like to hear someone else’s take on it, solicit an Aha! on the topic.
4. Put your Aha! or the Aha! of someone else into action using the
worksheet below
Time: 10 minutes
1. The concept I’m still struggling with:
2. The single most important “Aha!” for me:
3. How I will use this “Aha!”:
4. How I will benefit:
5. What I need to do to make this happen:
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Marketing the Team – Strategies Chapter 3
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 3:
Marketing the
Team – Strategies
In this chapter, you will…
[1] Learn about contact management.
[2] Discover how to set up your database.
[3] Learn how to feed your database.
[4] Learn how to systematically market to your
database.
[5] Discover how to properly maintain your
database.
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Marketing the Team – Strategies Chapter 3
Contact Management
Your Business is Your Database
Truth
The success of your team will be in direct proportion to the
size and quality of your contact database.
Your team’s ability to generate leads—and therefore, grow your business—is
tied to your ability to amass and systematically market to a large database of
contacts. The more contacts you add to your database and the more
efficiently you manage those contacts, the more leads your team’s marketing
and prospecting will generate. This is why we say your business is your
database.
Your team’s marketing strategy will revolve around your database and how it is
implemented. One of your chief responsibilities will be to oversee the
database. If you are not already familiar with the software that your team uses
to run the contact database, you will need to learn it inside-out, since you will
be responsible for the administrative activities of maintaining it. These duties
include:
Setting up your database
1. Creating necessary contact information fields
2. Creating automated plans
3. Creating database groups for targeted marketing and prospecting
Feeding your database
1. Overseeing the entry of buyers, sellers, prospects, and business contacts
2. Checking that contacts are placed in the correct group
3. Checking that contacts are launched on the proper plan
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Marketing the Team – Strategies Chapter 3
Contact Management
Your Business is Your Database (continued)
Systematically marketing to your database
1. Making sure that team members follow through on their assigned tasks
for plans
2. Executing appropriate touches
Maintain your database
1. Update their contact information.
Completing a real estate transaction with the team usually involves
moving. So for all of your clients completing a transaction, you will need
to update their contact information with their new address and phone
number.
2. Keep them on the right plan.
3. Keep them in the correct group.
4. Keep current notes on correspondences.
Multiple team members will be accessing your team’s database and
interacting with clients. To avoid overlap and missed opportunities, it is
important that each team member record their interactions with contacts
in the database.
Some database software will automatically record when you send emails
to contacts in the notes field. However, team members will still need to
record when they speak with contacts over the phone or in person and
when they send letters, Thank You notes, and other personal
correspondence to contacts. Contact notes should be dated, and the
dates in the notes should coincide to some degree with the plan dates.
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Marketing the Team – Strategies Chapter 3
Set up Your Database
Contact Information
If your Mega Agent has not already set up a database, you will need to do so.
Use Contact Management Software (CMS) to set up and use your database
effectively. CMS is more that just an email client (e.g., Netscape, Hotmail, etc.),
because it allows you to maintain, sort, and automate certain parts of your
contact database.
A good CMS will allow you to customize many aspects of your database. You
will need to customize the contact information portion of the CMS with the
following fields:
For all contacts
The following information is a must have for all of your contacts:
1. Name
2. Phone number (home, mobile, office, and fax)
3. Email address
4. Home address
5. Notes on past correspondence
6. Source
7. Database group
8. Active (Are they actively searching or selling or are they prospective
buyers or sellers?)
9. Status level (A, B, or C)
10. Contact type
a. FSBO
b. Expired
c. PTA
d. Women’s Symphony League
e. _____________________________
f. _____________________________
g. _____________________________
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Marketing the Team – Strategies Chapter 3
Set up Your Database
Contact Information (continued)
For your inner circles
The following information is nice to have for all of your contacts, but is a must
have for your inner circles:
1. Birthday
2. Spouse’s/children’s birthdays
3. Children’s names
4. Anniversary
5. Hobbies
6. Job position
7. Company
NOTE: You should calendar all important dates (birthdays, anniversaries, etc.) and set
calendar reminders, so the team remembers to call these contacts on those dates. Usually the
Mega will be in charge of the inner circles of the database. Any birthday or special occasion
reminders for these types of contacts should be assigned to the Mega in your CMS.
Customizable fields
The top contact management software will allow you to create customizable
fields for information you would like to keep on your customers. These fields
allow you to perform quick searches of your database to find contacts of a
particular nature to send out specific marketing messages. Such fields might
include:
1. Name of team’s Buyer/Listing Specialist working with contact
2. Year closed
3. Co-op agent
4. Referring agent
5. Investor
6. Adopted buyer (non-team buyer who bought a team listing)
7. Sales price
8. Description of house
9. Interest rates
10. Type of loan
11. _____________________________________________
12. _____________________________________________
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Marketing the Team – Strategies Chapter 3
Set up Your Database
Grouping Your Contacts
Mets and Haven’t Mets
As part of building your database, you will classify each of your contacts into
categories and groups:
You are generating leads from two categories
1. People you have Met, and
2. A targeted group of people who you Haven’t Met.
These categories yield three types of business
1. New (from Haven’t Met)
2. Repeat (from Met)
3. Referral (most likely from Met)
Subdivide your categories into groups
Your Met and Haven’t Met databases should be further divided into groups of
relevance. Generally speaking, you will divide your Haven’t Met database into
the public en masse and a targeted portion of the public. Your Met database will
be divided according to their relevance to your business.
Use the chart on the next page to guide you in sorting your database into
groups.
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Marketing the Team – Strategies Chapter 3
Set up Your Database
Grouping Your Contacts (continued)
Category Group Definition Lead Generation Strategies
People you haven’t met and who Implement appropriate Marketing and
General don’t know you. Prospecting activities from the two broad
Public prospecting categories and the eleven
broad marketing categories.
Haven’t
Met People you haven’t met and don’t Implement a very specific marketing
know. It differs from the General campaign to this group. Utilize the 12
Target
Public in that you have targeted Direct strategy.
Group
them as people with whom you’d
specifically like to do business.
Individuals who know you because Launch a tighter; more directed marketing
you have met them either in campaign in hopes of building a strong
Network
person or by phone. Might do relationship and generating more business
Group
business with you. per person than from the Target Group.
Utilize the 8 by 8 and 33 Touch strategies.
A very select subset of your Met Market to them in the same manner as your
Group. Individuals in related Network Group. In addition, meet with
fields that you expect either to do them one-on-one for a meal, a visit, or a
Allied
business with or to receive party several times a year.
Resources
business leads from every year—
usually, multiple times. Can and/or
Met have done business with you.
People who not only have done Market to them in the same manner as your
business with you in the past and Allied Resources. Some (the most
Advocates will continue to do so in the future, influential) you would see as often as once
but will actively bring other people a month.
to you to do business, as well.
Not only can and will do business Market to them in the same manner as your
with you, but they are well Advocates. In addition, you should be
Core placed—owner of a sports team, providing some sort of service to them that
Advocates executive at a large corporation, a improves their business as they are
builder, etc.—and will send you a referring people to you to increase your
steady stream of clients. business.
(continued on the next page)
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Marketing the Team – Strategies Chapter 3
Set up Your Database
Contact Information (continued)
The Path to the Inner Circle
Once you have established your categories, your team will systematically target
each of your groups with marketing messages specifically designed for them.
Your team’s goal in marketing to your database is to constantly be moving
people from the General Public, whom you have never met, to the inner circles
of your Met database— your Allied Resources, Advocates, and Core
Advocates. The following diagram illustrates how this would work:
General Public
Haven’t Met Group
Target Group
Haven’t Met Group
Network
Met Group
Allied Resources
Advocates
Core
Advocates
5 50 100 1,765 16,000 At large
1 on 1
8 by 8 33 Touch
HAVEN’T
MET
12 Direct MET
MET
(Inner Circles)
Your Strategy: Generate Leads and Move People into Your Inner Circles
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Marketing the Team – Strategies Chapter 3
Feed Your Database
Entering Contacts
Your team will rely on prospecting and marketing to find and bring in new
contacts for your database. As keeper of the database, you will need to oversee
all new database additions. This means that your team will need to notify you
when:
A new buyer or seller is entered
After an initial Buyer/Seller Interview, the Buyer Specialist or Listing Manager
will enter the contact into the database. Buyer Specialists or the Listing
Manager should make a copy of a completed Buyer/Seller Interview form and
submit it to you. You’ll need to compare the forms to the database entry to
make sure that the information is correct.
After the consultation appointment, you will need to get a copy of the VIP
Questionnaire from the Buyer/Listing Specialist to ensure that their personal
information has been entered and their birthday calendared.
A prospect is entered
Your Telemarketer and Buyer and Listing Specialists will frequently meet good
leads that require special plans (FSBO’s, Expired/Withdrawn Listings, etc.).
These leads should be entered into the database and launched on the
appropriate plan.
A non-buyer or –seller is entered
Frequently, your team members will meet individuals who, though they are not
presently looking to buy or sell a home, would make good additions to your
database. Such an individual might include an Allied Resource, an agent who
referred business to the team, or any number of business contacts.
When team members meet such an individual, they must send you an email
with the name of the individual and a brief description of why they were
entered into the database.
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Marketing the Team – Strategies Chapter 3
Feed Your Database
Entering Contacts (continued)
Contact Follow-up
In addition to verifying their contact information (name, phone, email, etc.),
you will need to scrutinize the notes section for each contact to make sure of
the following:
Groups
Check the group that the contact has been placed in for accuracy. If the team
member has placed them in the inner circles of your database, make sure that
there is sufficient documentation to support this. For example, if they are listed
as an Advocate, make sure that there is something in the notes that indicates
that they referred someone or have at least pledged to refer someone.
Source
Your team will track the source of all of your leads. If the source of a lead is an
individual who referred the lead to the team, make sure that the referring
individual has been added to the database, as well. For the referring contact,
check the notes to see that the proper action has been taken in regards to
rewarding them for the referral. If they have not been entered, the team
member will need to get the source’s contact information from the lead.
Activity
You will want to know if the contact is an active buyer and/or seller or a
prospective buyer and/or seller. If they are an active buyer and/or seller, make
sure that a consultation has been scheduled. If the assigned specialist has not
scheduled a consultation, or the contact is designated as a Prospective Buyer
and/or Seller, the contact should be placed on the appropriate 8 by 8 plan for
prospective buyers or sellers.
Status or Level of Urgency
Your Mega will determine how you will classify the urgency of your prospective
clients. For example, an “A” seller would be someone who is ready to do
business immediately or within 1 month, whereas a “B” seller may be someone
who will not be ready until 1-3 months from now.
(continued on the next page)
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Marketing the Team – Strategies Chapter 3
Feed Your Database
Entering Contacts (continued)
Plan
In addition to the previously mentioned instances, you will need to check the
plan that the contact has been launched on. Make sure that the plan is
appropriate to the contact.
Truth
The easiest way to prevent contact follow-up from
overwhelming your schedule every week is to train your team
members on how to properly enter contacts.
Everyone must use the same procedure in entering clients. Your
Mega will set the policy for how your CMS will be used. They will
define your categories, sources, and status codes, and then you will
make sure that these are used consistently.
Your database procedures will undoubtedly change over time as
your team hones their skills. This is why you should be training
your team at least once or twice a year and as changes necessitate.
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Marketing the Team – Strategies Chapter 3
Systematically Market
to Your Database
Automated Plans
Five Challenges
There are five challenges when it comes to organizing your marketing approach
to your database:
1. You should have a large number of contacts in your database.
2. You should be communicating with each contact frequently.
3. Different team members will communicate with contacts at different
times.
4. Your marketing messages to contacts will be different depending on the
group, activity, etc.
5. Your contacts’ relationships with the team will change over time and so
too will how and why you communicate with them.
Plans
Using a CMS that provides you with customizable automated plans allows you
and your team to overcome these challenges in a systematic way that maximizes
the team’s productivity. Plans are preset to-do lists that you can launch for a
given contact in your CMS. For any given task on the to-do list, the CMS plan
will remind the responsible team member of the task when it is time to
complete it.
Customizable plans are a must have for having a systematic approach to your
database. You will use different plans not only for different groups (i.e.,
sphere, allied resource, etc.), but for different points in the team’s relationship
with a given contact (i.e., prospect, client, past client, etc.). Three general types
of plans that will help you market to your database are:
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
Automated Plans (continued)
12 Direct
For your Haven’t Met database (i.e., purchased address lists), use the 12 Direct
program to market to them and try to move them into your Met database.
8x8
When you or a team member meets someone and gets their contact
information, you or the team member will enter them in your database as part
of one of the groups in your Met database (Network Group, Allied Resource,
etc.). You will then either begin an 8 x 8: General or feed them through a
specialized 8 x 8 specific to their needs, for example an 8 x 8: FSBO plan for
sellers who are trying to sell their own home (For Sale by Owner).
33 Touch
When a contact finishes their 8 x 8 plan, put them on the 33 Touch: General
plan or a 33 Touch plan specialized to their needs—for example, a 33 Touch:
Client for Life plan specifically for your past clients.
NOTE: If a contact begins a real estate transaction with the team, stop whatever lead
generation plan they are on during the transaction. The Listing or Buyer Specialist or
Transaction Coordinator will launch them on the appropriate transaction plan. When they
are finished with the transaction, start them on the appropriate 33 Touch plan.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
12 Direct
12 Direct is a systematized method of working the Haven’t Met portion of your
database. It stands for twelve direct mail marketing pieces mailed out annually
(one every month). Your Haven’t Met database includes your mailing lists for
farm areas and/or any other demographic groups. Typically such lists can be
obtained through either the US Postal Service or a direct mail firm.
You will work with your Mega Agent to create marketing pieces that are
focused on promoting the benefits of working with you and your team and sent
to mailing lists obtained from your local printer or direct mail company.
To save time and money, plan and set up a twelve-month campaign at the
beginning of the year. You can then calendar key events for your 12 Direct in
your CMS, so it can go on automatic pilot for the year. For each month, you
will have several events in a sequence to get your mailers sent out. An example
month might look like this:
EveryMega and
Day 1 Create marketing piece.
singleMAM
touch
Day 2 Send marketing piece to printer MAM should
have a
Day 3 Obtain proof from printer. MAM quick
reminder
Mega and and
Day 4 Give printer feedback and coordinate mailing area with printer
MAM instructions
on how to
Day 5 Check with printer to make sure they sent out piece. MAM give you
referral
Day 6 Check “forwarding address requested” against database. MAM business.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
8 by 8
New contacts, who are not in the process of completing a real estate
transaction with the team, should be placed on an appropriate 8 x 8 plan. The
8 by 8 is a high-impact, high-saturation technique that is designed to put you in
the Number One position in the minds of everyone in your contact database
within an eight-week period. Use the 8 by 8 to jump-start your 33 Touch and
establish a relationship that can be sustained and grown.
Modified 8 by 8
Your Mega will customize your 8 by 8 to fit their style. They may also create
several different 8 by 8 plans to focus on different target audiences:
8 x 8: General
This plan is a non-specific 8 by 8 that is aimed at new additions to your sphere
of influence. The plan is designed to introduce you to the individual and help
you begin a relationship.
8 x 8: FSBO
This plan will be launched when your Listing Specialists or Telemarketer find a
FSBO either in their geographic farm or in the local paper. The plan is
designed to convince the seller that the team could do a better job of selling
their home.
8 x 8: Expired/Withdrawn
This plan will be launched when your Listing Specialists find an
Expired/Withdrawn listing in the MLS. This is an example of a highly
modified plan since it is designed to be completed within two weeks—not
eight—due to the small window of opportunity from expiration to re-listing
with these sellers.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
8 by 8 (continued)
8 x 8: Follow-up for Prospective Sellers
Any seller who does not sign with the team after a Listing Consultation—or is a
prospective seller (other than a FSBO or Expired listing) that is hesitant about
even having a Listing Consultation—is placed on this plan. The plan reminds
those sellers who wish to shop around why the team is ultimately going to be
their best choice for selling their home.
8 x 8: Follow-up for Prospective Buyers
Launched after unsuccessful Buyer Consultations—or for a prospective buyers
that are hesitant about even having a Buyer Consultation—this plan reminds
those buyers who wish to shop around why the team is ultimately going to be
their best choice in finding and purchasing their new home.
Setting up Your 8 by 8 Plans
When your Mega modifies an 8 by 8 plan for the team, it will be your job to
create the new plan in the database. To create a plan:
Set reminders
You will need to set reminders for each activity, such that when an activity
from the 8 by 8 for a particular contact comes due, your CMS tells you that it is
time to perform that task. Depending on the CMS you choose, you can do this
in a variety of ways. The most common is, for each task, to set the number of
days from the date of the plan launch that the task should be performed. For
an 8 by 8, the first activity would take place on the day the plan is launched.
Subsequent tasks would be performed at seven-day intervals.
NOTE: One exception to this is the 8 by 8: Expired/Withdrawn, which has eight
activities that are completed within two weeks.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
8 by 8 (continued)
Designate the team member
Multiple team members will share in the responsibility for executing an 8 by 8
plan. When you set up your plans in your CMS, you must designate which
team member should be notified to perform each task. The CMS will notify
the designated team member when a task they are assigned comes due. Make
sure that team members are making dated notes about the completion and any
related outcome of each task.
Set nine tasks, not eight
When setting up your plans, make sure that you set up nine tasks for each 8 by
8 plan. The first eight will be the eight tasks of the plan. The ninth activity will
be a reminder to you to re-launch the contact on an appropriate 33 Touch plan.
Your 8 by 8 Tasks
You will be responsible for many of the marketing mailer pieces that are tasks
generated by the 8 by 8. On a daily basis, your CMS will generate a list of task
reminders that you must take care of for that day. Many of these will be
marketing pieces that you must send out. When a contact is due for a mailer
piece, you must gather the mailer, print the label for the contact and affix the
proper postage. The mailer pieces should be sent out the same day that the
task comes due in the CMS, unless your Mega specifies otherwise.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
8 x 8 (continued)
8 x 8: General
On the following page is an example 8 by 8. While the tasks will be modified
by your Mega Agent to fit the style of your team, the basic structure will
remain. Every week, some task will be assigned to the appropriate team
member. Not only should they complete the task, but they should also make a
note in the notes section for the contact in your CMS that the task was
completed and on what day. Some CMS’s will automatically note the
completion of certain tasks (e.g., emails sent through the CMS to the contact).
When you are completing your tasks, look back at the notes section to be sure
that all of the previous tasks were completed and noted.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
8 x 8 (continued)
Sample 8 x 8: General
Drop off a letter of introduction, your personal Buyer or
Launch day brochure, a market report, and your business card. Listing
Specialist
7 days after Send an inspirational card, community calendar, or
market statistics. MAM
launch
14 days after Send an inspirational card, community calendar, or
market statistics. MAM
launch
Make a telephone call:
“Hello, this is __________ from Keller Williams Realty.
21 days after Did I catch you at a good time? How are you? Did you Tele-
launch happen to receive the __________? Have you had a marketer
chance to look at it? The reason I’m calling is to find out Every
who you know who might be buying or selling their single
home...” touch
should
28 days after Send one of your free reports. have a
MAM
launch quick
35 days after Send a real estate investment or house maintenance tip. reminder
MAM and
launch
instructions
Send a refrigerator magnet, notepad, or other usable on how to
42 days after giveaway (not throwaway!) with your name, logo, and MAM give you
launch contact information on it. referral
Make another telephone call: business.
“Hello, this is __________ from Keller Williams Realty.
Did I catch you at a good time? How are you? Did you
happen to receive the __________ that I sent you?
That’s great. Did you have any questions? As you can
49 days after Tele-
tell, I really hope you will allow the __________ team to
launch marketer
be your Realtors® for life. And also, let me just give you
a quick reminder that if you happen know of anyone
who might be buying or selling their home, could you
please share their name with me or my name with
them…”
56 days after Re-launch contact on appropriate 33 Touch plan. MAM
launch
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
33 Touch
When a contact completes their real estate transactions with the team or
finishes their 8 by 8 plan, you will place them on an appropriate 33 Touch plan.
The 33 Touch plan is a systematic marketing and prospecting technique, which
ensures year-round contact with all of the prospects, business contacts, and past
clients in your contact database. It cements your relationship with the contacts
in your database and sustains an ongoing communication.
Modified 33 Touch
Your Mega will customize your 33 Touch to fit their style. They may also
create several different 33 Touch plans to focus on different target audiences:
33 Touch: General
This is a non-specific 33 Touch plan that is aimed at your sphere of influence
and other contacts who have not yet done business with the team nor given any
referrals. The plan is designed to help you maintain communication with the
individual and sustain the relationship.
33 Touch: Client for Life
Launched when a client completes a transaction with the team, this plan is
designed to remind the client of the high level of customer service that your
clients receive when they work with you. You will offer them vendor
discounts, send them newsletters, and add value to the relationship in other
ways. The goal is to get them to not only do all of their future business with
the team, but to get them to refer others, as well.
NOTE: If they are already on the 33 Touch: Advocate Appreciation plan, re-launch them
on that plan after they complete the transaction.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
33 Touch (continued)
33 Touch: Advocate Appreciation
Anyone who refers or is willing to refer business to your team will be placed on
the Advocate Appreciation plan. The plan focuses on rewarding the act of
referring by sending those individuals items of value (promotional items, etc.)
in an effort to get them to repeat that act. The tasks in this plan are all
executed in a more personalized manner (e.g., hand-written notes, calls from
the Mega Agent instead of the Telemarketer, etc.).
NOTE: Those contacts who actually do send you referrals should be rewarded for their
efforts separately from their 33 Touch plan. And they should be rewarded at every step of the
referral’s real estate transaction (see “Lead Management: Track”).
Setting up Your 33 Touch Plans
When your Mega modifies a 33 Touch plan for the team, it will be your job to
create the new plan in the database. To create the plan:
Set reminders
Your 33 Touch plans consist of 33 different contacts over the course of a year.
You will need to set reminders for each activity, such that when an activity
from the 33 Touch for a particular contact comes due, your CMS tells you that
it is time to perform that task. Depending on the CMS you choose, you can do
this in a variety of ways. The most common is, for each task, to set the number
of days from the date of the plan launch that the task should be performed.
The first activity would take place on the day the plan is launched. Subsequent
tasks would be performed at set intervals.
The 33 Touch differs from the 8 by 8 in set up not just in the number of
activities and length of time, but also in how you set up reminders for the
activities in your database. Some of the 33 Touch tasks are birthdays and
holidays, which are not dates you can easily set from the launch date. So you
will need to first determine how many of the 33 touches your Mega wants to
set aside for personal observances (birthdays and anniversaries) and holidays.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
33 Touch (continued)
Use the contact’s information to set reminders about personal observances in
your CMS. And on holidays, you will do scheduled mailings to your database
based on groups (e.g., for Christmas, your sphere may get cards, while your
Advocates get fruitcakes). Once those are set aside, you will create a database
plan for the remaining touches and set reminders for them.
Designate the team member
Multiple team members will share in the responsibility for executing a 33
Touch plan. When you set up your plans in your CMS, you must designate
which team member should be notified to perform each task. The CMS will
notify the designated team member when a task they are assigned comes due.
Make sure that team members are making dated notes about the completion
and any related outcome of each task.
Set thirty-four tasks, not thirty-three
When setting up your plans, make sure that you set up thirty-four tasks for each
33 Touch plan. The first thirty-three will be the tasks of the plan. The thirty-
fourth activity will be a reminder to you to re-launch the contact on an
appropriate 33 Touch plan.
NOTE: Before re-launching a contact on a 33 Touch, make sure that the contact belongs in
your database. Read the notes section for the contact. If they have not done business, referred
business, or at least promised to refer or do business, bring the contact to the attention of your
Mega Agent. The Mega may decide that the contact should be removed from the database.
Your 33 Touch Tasks
You will be responsible for many of the marketing mailer pieces that are tasks
generated by the 33 Touch. On a daily basis, your CMS will generate a list of
task reminders that you must take care of for that day. Many of these will be
marketing pieces that you must send out. When a contact is due for a mailer
piece, you must gather the mailer, print the label for the contact and affix the
proper postage. The mailer pieces should be sent out the same day that the
task comes due in the CMS, unless your Mega specifies otherwise.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
33 Touch (continued)
33 Touch: General
Your Mega Agent will determine how many of your touches will be calendared
as holidays and personal observances and how many and what types of tasks
should be part of the actual automated plan. They will also set the interval at
which you will be executing these touches. Below is a sample 33 Touch:
General program.
14 A combination of fourteen mailings, letters, cards, e-mails,
or drop-offs (which might include your business card) and
may be one of the following: letter of introduction, your
personal brochure, market reports, Just Sold/Just Listed
cards, your personal newsletter, recipe cards, property
alerts, real estate news or articles, community calendars,
invitations, service directories, promotional items, etc.
8 Thank You or Thinking of You cards
3 Telephone calls
4 Personal Observance Cards (birthdays, anniversaries,
mother’s day, father’s day, graduation, anniversary of their
home purchase, etc.)
4 Holidays (Thanksgiving, Fourth of July, etc.)
33 Touches Total
Every single touch should have a quick reminder and
instructions on how to give you referral business and
identify the benefits of working with your team.
NOTE: In this example, there are 4 personal observance cards and 4 holiday cards. This
leaves a total of 25 touches left to be calendared in your CMS. You would then schedule these
25 touches into a plan similar to the 8 by 8 plan.
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Marketing the Team – Strategies Chapter 3
Systematically Market to Your Database
33 Touch (continued)
Below is what might be entered into your database for the example plan on the
previous page.
Buyer or
Drop off a letter of introduction, your personal brochure,
Launch day Listing
a market report, and your business card.
Specialist
14 days after MAM
Send newsletter.
launch
Buyer or
28 days after
Make a telephone call. Listing
launch
Specialist
Every
42 days after MAM single
Send Just Sold card.
launch touch
should
Etc. Etc. Etc. have a
quick
Etc. Etc. Etc.
reminder
and
320 days MAM
Send newsletter. instructions
after launch
on how to
Buyer or give you
334 days referral
Make a telephone call. Listing
after launch business.
Specialist
Buyer or
348 days
Thinking of You card. Listing
after launch
Specialist
362 days MAM
Send newsletter.
after launch
365 days MAM
Re-launch contact on appropriate 33 Touch plan.
after launch
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Marketing the Team – Strategies Chapter 3
Maintain Your Database
Updating Your Database
You will be in charge of updating your database. This is an easy process if it is
done as a continuous process rather than putting it off to “someday.” Every
time a contact completes a transaction or finishes a plan, make sure:
Their contact information is updated
Every time a contact completes a transaction, their contact information should
be updated in the CMS
Additionally, use your direct mail pieces each month to help keep your contact
information up-to-date. By paying additional postage for return service, the
post office will notify you of undeliverable mail and provide a forwarding
address when available.
They are in the correct database group
If they have given any referrals, make sure that they are in the Allied Resource,
Advocate, or Core Advocate groups, depending upon how many referrals
they’ve given.
They are on the correct database plan
Check the notes to determine what a contact’s relevance to the team is. Based
on whether they give a referral, do a transaction with the team, are a FSBO,
etc., make sure that they are on the appropriate plan.
Their notes are current
Because so many different team members are communicating with a contact,
keeping track of personal details is impossible if their notes are not kept
current. The database should reflect notes for every time the team contacted
them. If the notes for a contact are missing or not current, get with the team
member who was responsible for the last touch on the plan to find out why the
notes have not been updated.
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Marketing the Team – Strategies Chapter 3
Maintain Your Database
Cleaning Your Database
Although team members should be held accountable to updating the database,
inevitably, it will be necessary to do an annual “clean-up.” This is best done
before a major mailing event (such as a calendar mail-out) to help cut down on
unnecessary expenses.
1. Assign team members letters of the alphabet and coach them on what to
look for.
“What do I do if…?”
The contact… Label them
…has sparse notes that indicate a lack Follow-up
of response to the team’s marketing.
…has asked not to be emailed or Do not contact
phoned
…has asked to be taken off of the Do not contact
mailing list
…only has a few fields entered (e.g., Follow-up
name and phone number, but no
address nor email)
2. Team members should bring a list of “Do not contacts” to the Mega
Agent. Those contacts on the Follow Up List with phone numbers
should be given to the Telemarketer, so they can call all of those
individuals. You will email those who have listed only their email
address.
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Marketing the Team – Strategies Chapter 3
Maintain Your Database
Opting Out
From time to time, contacts will ask to be removed from your database. It is
important that you and your team understand that such requests are to be taken
very seriously. Not only is it a waste of your time, money, and effort to
continue to contact those who do not wish to be contacted, but because of the
new anti-SPAM and Do Not Call legislature, it is illegal to do so in many
instances. Penalties can range from being kicked off of the Internet by your
ISP (Internet Service Provider) to fines in excess of $11,000.
At anytime during a plan, if the contact asks to be removed from your database:
1. Any team member who receives such feedback from a contact should
immediately notify you.
2. You should stop their plan immediately.
3. You should then bring the contact to the attention of your Mega Agent.
NOTE: While it might seem intuitive that such contacts should be deleted from the
database, this is not always the best course of action. By keeping contacts who do not wish to
be contacted labeled as such in your database, you can prevent someone on your team from
accidentally adding the same individual after deletion and contacting them again, against their
wishes.
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Marketing the Team – Strategies Chapter 3
My Scorecard
Exercise
Directions:
We have reached the end of this chapter! Before we move on, take five
minutes to assess your mastery of this chapter's objectives.
1. Refer to the My Scorecard sheet located at the back of this manual.
2. Review the topics for this chapter.
3. Grade yourself on your mastery level of each topic (A - F). Be honest
with yourself. At the end of this course, you will use this scorecard to
evaluate your weak areas and develop an action plan for complete
mastery of the subject matter.
Time: 5 minutes
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Marketing the Team – Strategies Chapter 3
Aha! Scratch Out
Exercise
Directions:
1. Think about what you just learned that will help you to set up your
marketing systems.
2. Get into groups of about four-five. Each group will share Aha!’s about
the material just covered within the group and choose five of their best.
The group will write their five Aha!’s on a piece of paper from the
flipchart.
3. When all teams are finished, compare the papers. Duplicate Aha!’s are
scratched out and the team with the most number of Aha!’s left wins.
4. If you hear or think of a great Aha!, use the worksheet below to put it
into action.
Time: 15 minutes
1. The single most important “Aha!” for me:
2. How I will use this “Aha!”:
3. How I will benefit:
4. What I need to do to make this happen:
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Lead Management – Funnel Chapter 4
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 4: Lead
Management –
Funnel
In this chapter, you will…
[1] Understand the elements of a F.A.S.T. lead
management system.
[2] Enumerate the benefits of funneling leads
through a single point of entry.
[3] Understand how to handle phone leads.
[4] Understand how to handle Internet leads.
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Lead Management – Funnel Chapter 4
F.A.S.T. Leads
Funnel, Assign, Source, and Track Leads
Funnel
referrals
sign calls emails Leads are funneled into a single
point of entry for the team
Assign
Leads are assigned to the
appropriate team members
Source
Leads are sourced in order to
calculate the return on investment
for various marketing and
prospecting activities.
Track
Leads are tracked in order to ensure that
customers are properly serviced and
converted into clients.
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Lead Management – Funnel Chapter 4
Funnel Leads
Single Point of Entry
Funneling leads means channeling leads from all of your various lead
generation sources through a single point of entry into the systems of your
team—the Lead Coordinator. This not only avoids confusion and mishandling
of leads, but it is the most effective way to then assign, source, and track your
leads, as well. It is also the most effective method of lead management in terms
of holding your team accountable for lead follow-up and conversion.
Benefits of funneling
Funneling leads through the Lead Coordinator allows the team to:
1. Determine which lead generation sources are bringing in the leads
2. Determine which lead generation sources are more likely to yield leads
that convert to business
3. Track whether or not leads are being followed up on
4. Track conversion rates of Buyer and Listing Specialist
5. Reward referral sources
Unity in Marketing
One of the implications of funneling is that all of the team’s marketing must
feature one email address, one website, and one phone number. The Lead
Coordinator is in charge of all three of these and will act as the team’s funnel
for all of the leads that come in. Some of the marketing items that will need to
feature the same contact information are:
1. Signs
2. Sign riders
3. Flyers
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Lead Management – Funnel Chapter 4
Funnel Leads
Single Point of Entry (continued)
4. Ads
5. Direct mail pieces
6. Promotional items
7. Business cards (for all team members) Buyer and Listing
8. Email signatures (for all team members) Specialists should
9. Website(s)
10. _______________________________
not market or
11. _______________________________ prospect to your
12. _______________________________
database using
their private email
addresses and
telephone
numbers.
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Lead Management – Funnel Chapter 4
Funnel Leads
Logging Leads
The Daily Lead Log is your way of documenting new leads that come into the
team, where they came from, and to whom they are assigned. Every new lead
that calls into the team will be recorded on the Daily Lead Log. At the end of
the day, the Lead Coordinator and Lead Buyer Specialist will turn in their Daily
Lead Logs to the Marketing and Administrative Manager.
A sample Daily Lead Log is provided on pg. 5 of the Sample Forms Packet.
(continued on the next page)
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Lead Management – Funnel Chapter 4
Phones
Answering the Phones
Truth
The phone in your office should never ring more than twice.
Customers don’t like to wait. That is why you must have systems
in place that ensure the phone is always covered. Answering the
phone is the responsibility of everyone on the team.
Phone calls are the most important thing to the life of the team’s business and
should be accorded that respect. Before they leave their desk for any reason—
even if it’s just for a moment—you (or anyone else in charge of the phones at
the time) must make sure that they have explicitly asked someone to cover the
phones. And whoever they ask to cover the phones must make sure that they
ask someone else to cover the phones should they need to step away from their
desk—even if it’s just for a moment.
If any team member is the only person in the office, it is their responsibility to
answer the phone. And no one should assume that someone else is going to
answer it. Make sure everyone on the team knows that, if the phone is not
answered by the second ring, they must pick it up.
Establish a chain of command
The simplest way to deal with the “Who answers the phone if...?” question is to
establish a chain of command for answering the phone:
If ________________________ has to step away from their desk/are not in,
then ________________________ will answer; if they have to step away from
their desk/are not in,
then ________________________ will answer; if they have to step away from
their desk/are not in,
then ________________________ will answer; if they have to step away from
their desk/are not in,
then ________________________ will answer; if they have to step away from
their desk/are not in
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Lead Management – Funnel Chapter 4
Phones
Answering the Phones (continued)
Who’s in, who’s out
The team should have a Sign In/Out sheet at the front of the office. When any
team member enters or leaves the office, they should sign in or out, so the Lead
Coordinator (or any other team member on phone duty) knows they’re not
available to answer the phones.
First Impressions
The Lead Coordinator is usually the first person on the team to speak with a
customer. However, everyone on the team should receive training on how to
answer the phones. As the saying goes, “You only get one chance to make a
first impression.” That’s why everyone on the team must be trained to go out
of their way to make the customer feel welcome the moment they answer their
call.
Before you even pick up the phone
Smile before you pick up the phone. It is almost impossible not to sound
happy when you are speaking through a smile. And happiness is infectious. As
an exercise sometime, try smiling and nodding your head while saying
something to someone. After a while, they will begin smiling and nodding as
they listen.
First words
The first words you speak are the customers first indication as to how they will
be treated as a customer of the team. Greet the client with:
“It’s a great day at Keller Williams. Thank you for choosing
the __________ team. This is _____________. How may I
help you?”
(continued on the next page)
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Lead Management – Funnel Chapter 4
Phones
Answering the Phones (continued)
If the call is a personal call, transfer the individual to the appropriate team
member.
If the call is a past or existing client, transfer them to the Listing Manager if
they are sellers, to the appropriate Buyer Specialist if they are buyers, or to the
Transaction Coordinator if their file is in the contract to close phase. The
name of the assigned specialist will be in your CMS if the client does not
remember.
If the call is a lead, you will ask them a series of questions to get their contact
information and reason for calling:
“So that I know who to transfer you to, I need to get a little
information from you…”
Name
To get the callers’ name, ask, “May I ask who’s calling?” or “May I let them
know who’s calling?”
Property & Buyer/Seller
To determine if the call is a lead and what type of lead they are, ask, “Is this in
regards to a particular property?”
You will be able to determine whether they are a buyer or seller simply by
asking them if they are calling because they are interested in a team property. If
the lead is a seller, make sure that you get the address and zip code of the
property in question.
Lead Source
To determine the source of the lead, ask, “And how did you hear about the
_________________ team?”
(continued on the next page)
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Lead Management – Funnel Chapter 4
Phones
Answering the Phones (continued)
Number & Email
To get their phone number and email address, ask, “OK, I’m going to transfer
you. ___________ (their name), what is your number? Just in case we get
disconnected, can I have ____________ (specialist) call you back? And your
email address?”
Once you have obtained the necessary information, transfer customer calls to
the responsible parties (see “Lead Management: Assign”) and record the name
of the agent assigned to the lead on the Daily Lead Log.
Exercise
Completing the Daily Lead Log
Directions:
Watch as your instructor and a volunteer demonstrate the script above. Then
find a partner and role-play—take turns, so you both have the opportunity to
play the Lead Coordinator. Use the Daily Lead Log in the Sample Forms
Packet as a guide to ask for the caller’s pertinent information.
Time: 10 minutes
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Lead Management – Funnel Chapter 4
Phones
Past a certain time
Voicemail of night, Lead
Coordinators will
Voicemail System
not be expected to
Calls will come into the office after work hours and on the weekend. It is
essential that someone gets back to these customers in a timely manner before answer voicemail
they take their business elsewhere. If your team has a voicemail pager system,
the Lead Coordinator must keep the voicemail pager with them at all times pages. Talk to
after work hours. Voicemails from buyers/sellers will activate the voicemail
pager. These after hour voicemails should be checked and dealt with as soon as your Mega Agent
they are received.
to determine an
appropriate cut-off
Personal voicemails time.
Transfer personal voicemails to the appropriate parties.
Lead voicemails The Lead
If the voicemail is from a customer, get as much client information as you can Coordinator should
and fill in the Daily Lead Log.
Transfer the customer voicemails to the responsible parties and record the have extra copies
agent assigned to lead (see “Lead Management: Assign”) on the Daily Lead
Log. Follow up with the assigned agent to gather any necessary information of the Daily Lead
for the Daily Lead Log not given in the original phone message.
Log with them
after hours.
(continued on the next page)
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Lead Management – Funnel Chapter 4
Phones
By specifying a
Voicemail (continued)
time when they
will return calls,
Setting Voicemail
your specialists
The team’s voicemail should give the team’s days and hours of operation,
website, email address, and emergency contact number. In cases of holidays,
make sure that you also specify what days the office will be closed and
have set customer
reopened.
expectations.
The team’s voicemail message should also ask the caller to leave all of the
information needed to complete a Daily Lead Log entry. Phone calls should
Team members should change their voicemails every day. Their voicemail
messages should inform clients of when they will be returning calls. For be returned during
example:
“Hello, this is __________ with the
the time they
___________ team. Today is Thursday,
September 12. I am away from my desk at the specify on their
moment. I will be returning calls between 11:00-
1:00 and 2:00-3:00 today, so please leave me a voicemail.
message at the beep.”
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Lead Management – Funnel Chapter 4
Internet
Email Leads
Buyers often go online to search for houses, mortgage rates, and information
about buying homes. And sellers often want to find information about selling
their homes, relocation, and what their home is worth. Provided your team
website gives consumers what they want, it will generate many leads.
If your team website has lead capturing technology, buyers and sellers can
submit their information via an online form to get the information they are
searching for. A typical lead capture form will ask for name, contact
information, and questions specific to the type of information they are looking
for (e.g., buyers would be asked questions about what type of home they are
looking for). It will also allow the lead to type in any specific questions or
comments. When the lead completes a form, an email with all of the lead’s
information is sent to the team’s email address.
Personal and past
Team Email client emails sent
Many customers choose to make inquiries through email, because it allows to the team email
them some measure of anonymity. However, they still expect a quick response
from the team. And you should treat these as you would any other lead. should be
Check the team’s email account as soon as you get to the office and at least
once an hour for the balance of the day.
forwarded to the
Handling email leads
appropriate team
When you get a lead by email, fill out the Daily Lead Log just as you would any
other lead. If the lead lists their phone number, be sure to record them. If they member.
do not give a number, record their email address.
Pass the lead on to the responsible party (see “Lead Management: Assign”) and
record the name of the agent assigned to the lead on the Daily Lead Log. Follow
up with the assigned agent after they have spoken with the lead to gather any
necessary information for the Daily Lead Log not given in the original email.
(continued on the next page)
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Lead Management – Funnel Chapter 4
Internet
Email Leads (continued) By specifying a
Auto-responders time when you will
Team members should set auto-responders for their email and the Lead respond to emails,
Coordinator should set the auto-responder for the main team email address.
Auto-responses should inform the client of when team members will be you have set
responding to emails. For example:
“Thank you for writing the ________ team. The customer
appropriate team member has been notified of
your email and will respond within one hour. If expectations.
you need immediate assistance, please call (555)
555-5555.” Emails should be
responded to
during the time
you specify in your
auto-responder.
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Lead Management – Funnel Chapter 4
My Scorecard
Exercise
Directions:
We have reached the end of this chapter! Before we move on, take five
minutes to assess your mastery of this chapter's objectives.
1. Refer to the My Scorecard sheet located at the back of this manual.
2. Review the topics for this chapter.
3. Grade yourself on your mastery level of each topic (A - F). Be honest
with yourself. At the end of this course, you will use this scorecard to
evaluate your weak areas and develop an action plan for complete
mastery of the subject matter.
Time: 5 minutes
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Lead Management – Funnel Chapter 4
KW Team Feud
Exercise
Directions:
1. The class will be divided into two equal groups. Each side will choose a
representative for the initial question of a new category. The
representative from each side will then join the instructor at the front of
the room for the question.
2. The first representative to provide a correct answer to the question wins
the opportunity for their team to guess the other possible answers to
the question. The team must give all possible answers without
answering incorrectly. After an incorrect answer, the question goes to
the opposing team. If they provide the remaining correct answers, they
win. However, if they give an incorrect answer, the first team wins.
3. This is a closed book exercise.
Time: 20 minutes
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Lead Management – Assign Chapter 5
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 5: Lead
Management –
Assign
In this chapter, you will…
[1] Understand how buyer leads are assigned.
[2] Understand how seller leads are assigned.
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Lead Management – Assign Chapter 5
Assign Leads
Overview
After leads have been entered in the Daily Lead Log, they must be assigned
properly. The process of assigning leads differs depending on whether the lead
is a buyer or seller:
Buyer Leads Seller Leads
Buyer leads go to the Buyer Specialist on Seller leads go to the Listing Manager.
floor-time. The assigned Buyer Specialist The Listing Manager will conduct the
will conduct the Buyer Interview and set Seller Interview and set up a listing
up a buyer consultation appointment. appointment. The Listing Manager will
then assign leads to the Listing Specialists
based on the geographic location of the
lead.
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Lead Management – Assign Chapter 5
Buyer Leads
Floor-time
After you have completed the Daily Lead Log you will transfer the lead to the
Buyer Specialist who has floor-time at the time of the call or email. Each day
phone duty is divided into several shifts of floor-time. The Lead Buyer
Specialist will determine the floor-time schedule, create a floor-time calendar
for the month, and bring it to the Marketing and Administrative Manager for
approval.
You may decide to
Creating the Calendar divide up the day
The calendar for the upcoming month should be created and distributed to the into more shifts
Buyer Specialists at least one week before the month begins. Your team will
need to divide days into shifts according to the number of Buyer Specialists you than this, but this
have on your team. Weekdays can be divided up into three equal shifts.
Saturdays and Sundays should be divided into two shifts each day. will limit the
Add up the total number of hours of floor-time for each Buyer Specialist for
the month to make sure that each Buyer Specialist gets their fair share of floor- number of leads
time. Also, make sure that each Buyer Specialist is getting shifts at various
times of the day. Any changes in the shifts must be signed off on by the Lead that come in per
Buyer Specialist and changed on the calendar.
NOTE: If a new Buyer Specialist joins the team, the Floor-time Calendar should be shift.
changed to add the new Buyer Specialist. However, allow sufficient time for the new Buyer
Specialist to train floor-time with the Lead Buyer Specialist before they are given any floor-
time of their own.
(continued on the next page)
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Lead Management – Assign Chapter 5
Buyer Leads
Floor-time (continued)
Referencing the Calendar
Look at the sample Floor-time Calendar provided on pg.6 of the Sample Forms
Packet.
When a buyer calls in, check the Floor-time Calendar to see which Buyer
Specialist has floor-time at the time of the call. Voicemails and Internet buyer
leads go to the Buyer Specialist on floor-time at the time the lead left or sent
the message.
If the agent on floor-time does not answer their phone or is busy, the lead
should be routed to another available Buyer Specialist based on who’s next on
the floor-time schedule. If the next Buyer Specialist on the floor-time Calendar
is not available, then the lead goes to the next Buyer Specialist on the Floor-
time Calendar.
(continued on the next page)
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Lead Management – Assign Chapter 5
Buyer Leads
Floor-time (continued)
After-Hours Leads
As mentioned earlier, the Lead Coordinator will be expected to listen to and
assign voicemail leads up to a certain cut-off time. This time will be established
by your Mega Agent.
Before the voicemail pager cut-off time, the Lead Coordinator should be
assigning the lead and forwarding the voicemail message immediately. These
leads should be forwarded to the Buyer Specialist with the first floor-time shift
the next morning. This specialist gets the lead, because if they are not able to
reach the lead that evening, they will need to follow up the next day. Since they
are on floor-time first, they will most likely be the first in the office the next
day, so they will not keep the lead waiting.
Leads that come in past the cut-off time will most likely not be checked by the
Lead Coordinator until the next morning. In this case, the lead should again be
forwarded to the Buyer Specialist with the first floor-time shift that morning.
(continued on the next page)
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Lead Management – Assign Chapter 5
Buyer Leads
Floor-time (continued)
IVR Leads
Interactive Voice Response (IVR) systems are telephone systems that allow you
to record detailed voice descriptions about all of your listings that potential
customers can listen to at any time.
The system assigns each listing a unique identifying phone number that you
then place on all of your marketing materials for the listings (sign riders, flyers,
websites, etc.). When customers call to listen to the information about the
property, their phone number is captured by the system and sent to the team
via a pager. The system not only identifies the phone number of the lead, but it
also tells you what property they originally called about and what source they
obtained the IVR phone number from (e.g., newspaper, yard sign, etc.).
Your Buyer Specialists can then call the lead immediately after their inquiry and
use the IVR Calls scripts (see the MREA: Scripts Catalog – Lead Generation) to
convert the lead into a buyer consultation. Buyer Specialists will fill out a Daily
Lead Log for all IVR calls they take during their floor-time. They will use the
Talking Ad List to determine the property that the lead was calling the system
for information on. At the end of their shifts, Buyer Specialists will turn their
Daily Lead Log sheets in to the Lead Buyer Specialist, who turns them in to the
Lead Coordinator.
With some IVR systems, the lead is prompted to press a phone button at
anytime during the recording to speak with a live person. These calls should be
routed to the Lead Coordinator. In such cases, the Lead Coordinator should
treat it as any other lead, fill out the Daily Lead Log themselves, and assign the
lead to a Buyer Specialist.
Floor-time on the go
The beauty of the IVR system from a lead management perspective is that the
system automatically assigns the lead to the Buyer Specialist with floor-time.
This is because the Buyer Specialist with floor-time will take possession of the
IVR pager when they begin their floor-time shift. Some systems allow the team
to purchase multiple pagers, so Buyer Specialists don’t even have to physically
hand off a pager. With this type of system, a Buyer Specialist coming onto
floor-time simply calls the system and activates their pager, which also
deactivates any other Buyer Specialist’s pager. This technology, in tandem with
a phone system that allows the Lead Coordinator to transfer buyer calls directly
to a Buyer Specialist’s mobile phone, gives your Buyer Specialist the freedom to
conduct their floor-time duties while out in the field, if necessary.
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Lead Management – Assign Chapter 5
Seller Leads
Geographic Area
Seller leads are assigned to a Listing Specialist by the Listing Manager, not the
Lead Coordinator. When the Listing Manager receives the lead, he or she will
go through the Seller Interview (see MREA: Operations Manual) with the lead.
Once they have all of the necessary information from the seller, the Listing
Manager will schedule a listing consultation for a Listing Specialist.
Typically, the Listing Manager will assign the lead to a Listing Specialist based
on the geographic location of the listing. In this style of assignment, Listing
Specialists specialize in certain neighborhoods, zip codes, or parts of town (e.g.,
northwest, southeast, etc.). This allows Listing Specialists to become
thoroughly familiar with their local markets.
(continued on the next page)
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Lead Management – Assign Chapter 5
Seller Leads
Geographic Area (continued)
Anomalies Make sure that
There may be instances in which a seller wants to meet at a time when the you follow up with
appropriate Listing Specialist is already booked on their calendar. In such
cases, if the seller cannot reschedule, then the lead should go to the Listing the Listing
Specialist whose territory is geographically nearest to the listing.
Also, leads may come in from zip codes that are not currently assigned to team Manager before
Listing Specialists. If this occurs, the lead should be given to the Listing
Specialist whose territory is closest to the lead. you finalize the
Daily Lead Log to
Listing Territories make certain who
The Listing Manager will be in charge of maintaining the Listing Territories list has been assigned
that assigns zip codes to Listing Specialists. Territories should be assigned such
that an even distribution of seller leads is achieved. If any Listing Specialists the lead.
begin to get a disproportionate amount of leads or a new Listing Specialist is
hired on, the Listing Manager may need to reassign territories. Territory
assignments must be approved by the Mega Agent for your team.
A sample Listing Territories list is provided on pg. 7 of the Sample Forms
Packet.
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Lead Management – Assign Chapter 5
Lead Assignment
Other Methods
Exercise
What are other ways of assigning leads to Buyer and Listing Specialists?
Directions:
Use the space below to document everyone’s responses as your instructor leads
this brainstorm.
Time: 15 minutes
Floor-time for Listing Specialists
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Lead Management – Assign Chapter 5
Lead Assignment
Who Gets the Lead?
Exercise
Assigning the lead to the correct specialist
Directions:
1. Look at the sample Daily Lead Log, Floor-time Calendar, and Listing
Territories list in your Sample Forms Packet.
2. Use the Floor-time Calendar and the Listing Territories list to fill in the
blanks on the Daily Lead Log and assign each of the leads to a team
specialist.
Time: 15 minutes
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Lead Management – Assign Chapter 5
My Scorecard
Exercise
Directions:
We have reached the end of this chapter! Before we move on, take five
minutes to assess your mastery of this chapter's objectives.
1. Refer to the My Scorecard sheet located at the back of this manual.
2. Review the topics for this chapter.
3. Grade yourself on your mastery level of each topic (A - F). Be honest
with yourself. At the end of this course, you will use this scorecard to
evaluate your weak areas and develop an action plan for complete
mastery of the subject matter.
Time: 5 minutes
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Lead Management – Source Chapter 6
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 6: Lead
Management –
Source
In this chapter, you will…
[1] Document your team’s various lead sources.
[2] Document referring contacts and agents, so
they can be properly compensated.
[3] Analyze your cost per lead for each of your
lead generation sources.
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Lead Management – Source Chapter 6
Source Leads
Where Leads Come From
At the millionaire-level, your team will be lead generating through a variety of
methods. Without the ability to determine which of those methods are
bringing in leads—and how many leads each method is yielding—your lead
generation activities would be the equivalent of playing darts blindfolded. Not
only will you not know your score, but you won’t even know if you have hit the
board at all.
Sources
Determining which sources are worth the team’s resources and which sources
are not bringing in the necessary leads to justify their cost begins with knowing
what your lead generation sources are.
You will deal with leads from a variety of sources:
1. Past client referral
2. Agent referral
3. Advocate, Core Advocate, or Allied Resource referral
4. Sign calls
5. IVR calls
6. Website
7. Magazine ad calls
8. Newspaper ad calls
9. ________________________________________
10. ________________________________________
11. ________________________________________
(continued on the next page)
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Lead Management – Source Chapter 6
Source Leads
Where Leads Come From (continued)
Determining a Lead’s Source
Knowing the source of a lead is so important that you should have a system of
checks to make sure that the source is recorded accurately. When a lead comes
in the Lead Coordinator and Buyer and Listing Specialists will each determine
the source of the lead and record it in the Daily Lead Log and the CMS,
respectively.
Check
The Lead Buyer Specialist and Listing Manager will turn in copies of all
Buyer/Seller Interviews conducted that day. On the Interview forms, under
“Referral Source” check to make sure that the referral source recorded is the
same as recorded on the Daily Lead Log under “Lead Source.”
Double-check
At the end of everyday you will check to make sure that all leads have been
inputted properly into the CMS by the assigned specialist. You will cross-check
the Daily Lead Log sheet to the CMS to ensure that the source is correct before
they give you the Daily Lead Logs for the team for the day. If the lead source
listed in the CMS is different from that of the Daily Lead Log, you will need to
follow up with the Buyer Specialist or Listing Manager to determine the cause
of the discrepancy. Make sure to correct the Daily Lead Log source if it is
incorrect, as you will use this to input data into the Lead Source Spreadsheet.
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Lead Management – Source Chapter 6
Source Leads
Sourcing Your Team’s Leads
Lead Source Spreadsheet
It is also necessary to compile the list of lead sources for each month in a Lead
Source Spreadsheet for marketing accountability. When the sources for all
leads are known, it is easier to calculate the cost effectiveness of any particular
marketing method’s ability to generate leads. Because your team’s lead
generation activities are aimed chiefly at bringing in seller listing leads, you will
track buyer leads and listing leads separately to determine which lead generation
activities tend to bring in more seller leads.
At the beginning of every week, you will take all of the Daily Lead Logs for the
previous week and tabulate the leads on the Lead Source Spreadsheet. When
you are finished, file away the Daily Lead Logs.
Your Lead Source Spreadsheet should contain:
1. The total number of leads for each source for a given month
2. The total number of leads for each source for the year
3. The percentage of total leads for a each source for the year
4. Lead source categories (with a legend of ease of reading)
Two sample Lead Source Spreadsheets for buyers and sellers are provided on
pgs. 8 and 9 of the Sample Forms Packet.
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Lead Management – Source Chapter 6
Referrals
Rewarding Referrals
Referral Reward Form
In addition to placing those contacts who refer business to the team on the 33
Touch: Advocate Appreciation plan, you will reward them during the
transaction process with their referrals. When the Buyer Specialist or Listing
Manager completes the Buyer/Seller Interview, they will complete a Referral
Reward Form if the lead source is an individual (as opposed to a sign call). If
the referring individual is not a contact in the team’s database, the Buyer
Specialist or Listing Manager must ask the lead for the individual’s contact
information, so the team can properly reward them. When you receive a
Referral Reward Form, make sure that you enter the information into the
Referral Reward Tracking Spreadsheet.
NOTE: Those referring business who are not part of the team’s database should also be
entered into the CMS and launched on the 33 Touch: Advocate Appreciation plan.
A sample Referral Reward Form is provided on pg. 10 of the Sample Forms
Packet.
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Lead Management – Source Chapter 6
Referrals
Referring Agents
Referral Information
In addition to rewarding them as you would any referring contact, referring
agents are also entitled to a referral fee should their referral complete a When completing
transaction with the team.
NOTE: As part of your team’s referring agents’ rewards program, you’ll want to send the the Disbursement
referring agent a hand-written Thank you note. And be sure that every agent who sends you
a referral is properly marked as an Advocate in your CMS to ensure that some form of Authorization, be
regular contact (e.g., email, phone call, etc.) is made specifically to those individuals in your
database. You may even want to further designate them as “Referring Agent” to be even sure the Transaction
more specific in your marketing messages to that group. They should then be launched on the
appropriate plan. Coordinator includes
In order to ensure that these agents are compensated at closing, the Buyer the referral fee and
Specialist or Listing Manager who completes the Buyer Interview or Seller
Interview for an agent referral will circle “Yes” next to “Referral” and record referring agent’s
the referring agent’s name next to “Referral source.”
information.
Additionally, the Buyer Specialist or Listing Manager will complete a Referral
Information form and turn it in to you. When you receive Buyer/Seller
Interview forms with “Yes” circled next to “Referral,” check to make sure that
you also have a Referral Information form for that agent.
The referring agent may send the team a Referral Information form before you
actually speak with their referral. In such instances, make sure that their
information has been properly filled out—if not, you will need to complete
your team’s information on the form and fax it back to them to get their
information.
When they have faxed the form back to you with all of their information, you
will place it in the Buyer Folder or Seller Folder.
A sample Referral Information form is provided on pg. 11 of the Sample
Forms Packet.
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Lead Management – Source Chapter 6
Analysis of Lead
Sources
Red Light, Green Light
Cost per Lead It may be difficult
Every quarter, you will calculate the cost effectiveness of your team’s lead to determine the
generation efforts and submit a report to you Mega. You should calendar this
quarterly event in your CMS.
effectiveness of
In “Marketing the Team: Methods,” you saw how to track your marketing costs
for Advertisements, Direct Mail, Gifts and Promotional Items, and your marketing
Sponsorships using various spreadsheets. These spreadsheets are vital to being
able to track your team’s cost per lead. Once you have determined the cost of efforts in just a
any given lead generation method, you can then determine the cost per lead
generated from that source by tracking where your leads are coming from. few months.
Some forms of
marketing can
take six months to
a year to show
results.
(continued on the next page)
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Lead Management – Source Chapter 6
Analysis of Lead Sources
Red Light, Green Light (continued)
Exercise
What is the cost effectives of this team’s lead generation methods?
Directions:
Take a look at the Team Advertising Publications spreadsheets and the Lead
Source Spreadsheet for both buyers and sellers in your Sample Forms Packet.
Using the given data, calculate the cost per lead for various sources to answer
the questions on the following page.
Time: 15 minutes
Example: What was the cost per lead for advertising the team in Homefinder
in the month of July? (The information has been circled in the spreadsheets
below)?
(continued on the next page)
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Lead Management – Source Chapter 6
Analysis of Lead Sources
Red Light, Green Light (continued)
Example answer:
$125 for ad / 2 leads (1 buyer & 1 seller) = $62.50 per lead
1. What was the cost per lead for advertising the team on the Internet for
the month of June? Be sure to add in all pay-per-clicks and SEO.
(Assume 25 clicks per search phrase.)
2. What was the cost per lead for advertising the team in Prestige Properties
for July?
3. What was the cost per lead for advertising the team on benches for July?
Take a look at the sample Mailer Spreadsheet in your Sample Forms Packet.
4. What was the cost per lead for sending direct mail pieces to Sphere for
June and July? Be sure to add in personal referrals which come from
your marketing efforts to your sphere.
5. What was the cost per lead for sending direct mail pieces to Past
Customers for June and July? Be sure to add in past customer referrals
which come from your marketing efforts to your past customers.
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Lead Management – Source Chapter 6
My Scorecard
Exercise
Directions:
We have reached the end of this chapter! Before we move on, take five
minutes to assess your mastery of this chapter's objectives.
1. Refer to the My Scorecard sheet located at the back of this manual.
2. Review the topics for this chapter.
3. Grade yourself on your mastery level of each topic (A - F). Be honest
with yourself. At the end of this course, you will use this scorecard to
evaluate your weak areas and develop an action plan for complete
mastery of the subject matter.
Time: 5 minutes
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Lead Management – Track Chapter 7
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 7: Lead
Management –
Track
In this chapter, you will…
[1] Understand how lead tracking reveals the
effectiveness of your teams lead
management systems.
[2] Implement lead follow-up systems to make
sure leads are properly handled.
[3] Track referrals through the various steps of
the real estate transaction to properly reward
referring contacts and agents.
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Lead Management – Track Chapter 7
Track Leads
How Effective Are Your Systems?
Tracking a lead begins the moment the lead hits your system. You will track
leads as they enter the team, are sourced, and are assigned to various team
members. Tracking your leads will allow you to:
1. Determine the effectiveness of your team at converting the leads into
appointments*
2. Determine the effectiveness of your team at converting appointments
into signed clients*
3. Determine the effectiveness of your team at converting signed clients
into sales*
4. Determine which lead sources are more likely to yield solid leads that will
generate sales**
5. Reward referring contacts and agents at every step of the transaction
process**
*These are key training and consulting points for the Buyer Specialists, Listing Manager, and
Listing Specialists. If the ball is being dropped, you must know where and by whom so that
they can be trained and consulted properly.
**These will help you and your Mega Agent determine where your lead generation efforts and
money are best spent.
You will be following up with the Listing Manager and Buyer and Listing
Specialists to ensure that leads are properly followed up on and converted.
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Lead Management – Track Chapter 7
Lead Follow-up
Listing Leads
Once a seller listing lead has been handed to the Listing Manager, you will need
to track its progress to make sure that everything is done to convert the lead
properly.
Seller Interview follow-up
When the Listing Manager gives you a copy of the Seller Interview that they
performed for a lead, check to see that they have scheduled a listing
consultation. The time of the appointment will be in the “Date” and “Time”
blanks at the bottom of the page. If there is no appointment scheduled, check
the CMS notes field to see why the Listing Manager was unable to schedule the
consultation.
If you do not use a
Once a listing consultation has been arranged, the Listing Manager will record
the appointment on the Listing Appointment Spreadsheet. The appointment Current Listings
should also be scheduled in the CMS for the assigned Listing Specialist. You
should double-check both of these to ensure that the assigned Listing Specialist Whiteboard, you
does not overlook the appointment.
Listing Consultation follow-up
should be using a
After the listing consultation, the Listing Specialist should give a copy of the
spreadsheet to
Listing Agreement to the Listing Manager. The Listing Manager should then
place the listing on the Current Listings Whiteboard in the office. track the listing
If the Listing Specialist fails to get a signed Listing Agreement, check the CMS information.
notes to determine the problem, and make sure that Listing Specialist has
launched the seller on the 8 by 8: Follow-up for Prospective Sellers plan.
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Lead Management – Track Chapter 7
Lead Follow-up
Buyer Leads
Once a buyer lead has been assigned to a Buyer Specialist, the Buyer Specialist
will perform a Buyer Interview and give the completed form to the Lead Buyer
Specialist.
Buyer Interview follow-up
When you receive a completed Buyer Interview from the Lead Buyer Specialist,
check to see that the Buyer Specialist assigned to the lead has scheduled a buyer
consultation. The time of the appointment will be in the “Date” and “Time”
fields at the bottom of the page. If there is no appointment scheduled, check
the CMS notes field to see why the Buyer Specialist was unable to schedule the If space in your
consultation.
Once a buyer consultation has been arranged, the Buyer Specialist will record office will permit,
the appointment in the Buyers Log. The appointment should also be scheduled
in the CMS for the assigned Buyer Specialist. Double-check both of these to you may choose to
ensure that the Buyer Specialist does not overlook the appointment.
use a Current
If a Buyer Specialist fails to follow up on a buyer lead within 24 hours or fails
to get the appointment, the lead will be placed in the Buyers Pool. Any Buyer Buyers
Specialist with the floor-time can retrieve the previous day’s Buyers Log sheet
and call all Buyers in the pool. Whiteboard
Buyer Consultation follow-up instead of a
After the buyer consultation, the Buyer Specialist should give a copy of the spreadsheet to
Buyer Agreement to the Lead Buyer Specialist. The Lead Buyer Specialist will
then place the buyer on the Current Buyers Spreadsheet. track the signed
buyer information.
If the Buyer Specialist fails to get a signed Buyer Representation Agreement,
check the CMS notes to determine the problem, and make sure that the Buyer
Specialist has launched the seller on the 8 by 8: Follow-up for Prospective
Buyers plan.
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Lead Management – Track Chapter 7
Referral Rewarding
Tracking
Rewarding for Referrals
The Message
Rewarding for a referral sends a message to your client. And depending on
how and when you reward for referrals that message could be good or bad.
The wrong message
Many agents reward for referrals, but they wait until after the transaction is
complete to do so. By this time, months may have passed and the referring
contact may have had plenty more opportunities to refer business to the team.
Also, rewarding in this fashion sends the wrong message to the referring
contact. It says, “We appreciate the fact that you sent us a referral, because we
actually made money off of it.”
The right message
However, the act of referral is the behavior you want them to repeat—
regardless of the outcome of the referral. And rewarding for referrals as soon
as you receive them helps ensure that the referring contact will continue to
refer business to your team at every opportunity. The message you want to
communicate is, “Thank you for trusting us enough to refer your friends and
family; we hope you will continue to do so. Here is something to remind you
just how well we treat our clients.”
(continued on the next page)
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Lead Management – Track Chapter 7
Referral Rewarding Tracking
Rewarding for Referrals (continued)
Every Step of the Way
The best way to make sure that your contacts are receiving this message loud
and clear is to repeat it often. That is why you will repeat the message by
rewarding them at every step of the real estate transaction:
1. The Interview
2. The Appointment
3. The Contract
4. The Closing
Because different team members will be responsible for these various stages of
the transaction process, you must have systems in place to properly track the
referral throughout the transaction.
The Interview
At the end of every week, check the Referral Reward Tracking Spreadsheet It is not necessary
against the Daily Lead Log. For every referral on the Daily Lead Log, you
should have received a Referral Reward Form. Make sure that all referrals for the referral to
listed in the Daily Lead Log are also in the Referral Reward Tracking
Spreadsheet. For any new referrals, send them a referral gift. Record the gift have agreed to a
under “Referral Gift” on the Referral Reward Tracking Spreadsheet.
consultation. You
A sample Referral Reward Tracking Spreadsheet is provided on pg. 12 of the
will reward the
Sample Forms Packet.
referring contact
The Appointment
simply for the act
Check older referrals on the Referral Reward Tracking Spreadsheet against the
Current Buyers Spreadsheet and Current Listings Spreadsheet. When referrals of referring
sign a Buyer Representation Agreement or a Listing Agreement, send the
referring contact an appointment gift. Record the gift under “Appointment business.
Gift” on the Referral Reward Tracking Spreadsheet.
A sample Current Listings Spreadsheet and Current Buyers Spreadsheet are
provided on pgs. 13 and 14 of the Sample Forms Packet.
(continued on the next page)
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Lead Management – Track Chapter 7
Referral Rewarding Tracking
Rewarding for Referrals (continued)
The Contract
Check older referrals on the Referral Reward Tracking Spreadsheet against
Contracts Pending Spreadsheet to see if any referrals have gone under contract.
When referrals go under contract, send the referring contact a contract gift.
Record the gift under “Contract Gift” on the Referral Reward Tracking
Spreadsheet.
A sample Contracts Pending Spreadsheet is provided on pg. 15 of the Sample
Forms Packet.
The Closing
You will also check older referrals on the Referral Reward Tracking
Spreadsheet against the Contracts Pending Spreadsheet to see if any referrals
have closed. When referrals close, they will be in bold at the top of the
spreadsheet. For any closing that was a referral, send the referring contact a
closing gift. Record the gift under “Closing Gift” on the Referral Reward
Tracking Spreadsheet.
Exercise
Who needs to be rewarded?
Directions:
In your Sample Forms Packet, reference the Referral Reward Tracking
Spreadsheet against the Daily Lead Log, Current Listing Spreadsheet and the
Current Buyers Spreadsheet, and the Contracts Pending Spreadsheet to answer
the questions on the following page.
Time: 15 minutes
(continued on the next page)
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 124

Lead Management – Track Chapter 7
Referral Rewarding Tracking
Rewarding for Referrals (continued)
The Interview
1. Who has recently referred business to the team that should be added to
the Referral Reward Tracking Spreadsheet? (HINT: Look at the Daily Lead
Log to see which new client was referred by someone.)
2. What will their gift be? (HINT: Look at the Referral Reward Tracking
Spreadsheet to see what others who received as an initial Referral Gift.)
The Appointment
3. Who referred a lead that recently completed a consultation and signed
with the team? (HINT: Check the Current Listings and Current Buyers
Spreadsheets to see who has been added. Cross-reference that person on the Referral
Reward Tracking Spreadsheet to find who referred them that has not yet received an
Appointment Gift)
4. What will their gift be?
The Contract
5. Who referred a lead that has recently gone under contract? (HINT: Check
the Contracts Pending Spreadsheet to determine who has been added to it. Cross-
reference that person on the Referral Reward Tracking Spreadsheet to find who
referred them that has not yet received a Contract Gift.)
6. What will their gift be?
The Closing
7. Who referred a lead that closed on June 15?
8. What will their gift be?
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 125

Lead Management – Track Chapter 7
My Scorecard
Exercise
Directions:
We have reached the end of this chapter! Before we move on, take five
minutes to assess your mastery of this chapter's objectives.
1. Refer to the My Scorecard sheet located at the back of this manual.
2. Review the topics for this chapter.
3. Grade yourself on your mastery level of each topic (A - F). Be honest
with yourself. At the end of this course, you will use this scorecard to
evaluate your weak areas and develop an action plan for complete
mastery of the subject matter.
Time: 5 minutes
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 126

Lead Management – Track Chapter 7
Aha! Accountability
Exercise
Directions:
Think about what you just learned that will help you to manage the leads for
your team. Get with a partner. Each of you will take turns acting as an Aha!
consultant. Use the following questions to consult your partner about their
Aha!.
Document your own responses.
Time: 10 minutes
1. What was your Aha!?
2. What is the need in your business that makes this such a revelation?
3. How will this change your business?
4. What do you need to do?
5. Do you know how to do it?
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 127

Putting It All Together Chapter 8
MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Chapter 8:
Putting It All
Together
In this chapter, you will…
[1] Summarize what you have learned.
[2] Create an Action Plan.
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 128

Putting It All Together Chapter 8
What Have You
Learned?
MREA Admin: Lead Tracking and Follow-Up
Outline
Chapter Topics
1. The Role of a. Job Description
the Lead b. Goal Categories
Coordinator
a. Understand your role in getting the team’s marketing message out.
b. Advertise the team through various publications, the Internet, and signage.
2. Marketing the
c. Market the team through direct mail to your various target audiences.
Team –
Methods d. Market the team through gifts for referrals and promotional items.
e. Sponsor local charities and organizations to build relationships in your farm.
f. Set up systems to maintain the elements of your marketing.
a. Learn about contact management
3. Marketing the b. Discover how to set up your database
Team – c. Learn how to feed your database.
Strategies d. Learn how to systematically market to your database.
e. Discover how to properly.
a. Understand the elements of a F.A.S.T. lead management system.
4. Lead
b. Enumerate the benefits of funneling leads through a single point of entry.
Management
– Funnel c. Understand how to handle phone calls leads.
d. Understand how to handle Internet leads.
5. Lead a. Understand how buyer leads are assigned.
Management b. Understand how seller leads are assigned.
– Assign
6. Lead a. Document your team’s various lead sources.
Management b. Document referring contacts and agents, so they can be properly compensated.
– Source c. Analyze your cost per lead for each of your lead generation sources.
a. Understand how lead tracking reveals the effectiveness of your team’s lead management
7. Lead systems.
Management b. Implement lead follow-up systems to make sure leads are properly handled.
– Track c. Track referrals through the various steps of the real estate transaction to properly
reward referring contacts and agents.
8. Putting It All a. Summarize what you have learned in this course.
Together b. Create an Action Plan
You are here.
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 129

Putting It All Together Chapter 8
My Action Plan
Exercise
Directions:
We have now reached the end of this course! Before we conclude, take 15
minutes to develop your action plan for complete mastery of this subject
matter.
1. Refer to the My Action Plan sheet located at the back of this manual.
2. Choose a peer partner and exchange contact information.
3. Use your My Scorecard sheet to review your weak topic areas.
4. In the “Big Rocks” column of My Action Plan, list the major areas in which
you need improvement.
5. In the “Action Plan” column, list three to four specific tasks that you will
complete to bring yourself up to a mastery level.
6. Under the “Accountability Date,” record the date your partner will call to
check on your status.
Time: 15 minutes
MREA ADMIN: LEAD TRACKING AND FOLLOW-UP V3.2 © 2004 KELLER WILLIAMS REALTY, INC. 130

MREA A D M I N : L E AD T R A C K I N G AND F O L L O W -U P
Appendix
Topics…
[1] Path to the 7th Level
[2] Job Task List for the Lead Coordinator

Path to the 7 th Level
Appears on page 201 of The Millionaire Real Estate Agent

Job Task List
Lead Coordinator (level 7)
P = Priority Tasks
X = Extra Tasks
FNCTNS TASKS
Goal Setting, Planning & Leadership
Review Annual/Monthly/Weekly Goals (4-1-1) P
Maintain Planned Use of Time P
Lead Generation, Advertising, & Promotion
Contact Management (client database) P
Lead Tracking and Coordination P
Maintain a File of Testimonials P
Seller Prospecting & Servicing
Lead Follow-up P
Transaction & Closing Coordination
Obtain Testimonials & Referrals P
Administration & Accounting
Schedule Events & Meetings X
Maintain All Databases X
Research & Communications
Check Voice Mail P
Return Calls P
Send and Receive Faxes P
Send and Receive E-Mail P
Provide 800# P
Maintain Real Estate License P
Schedule and Attend Training P
Answer Phones X
Take and Deliver Messages X