:: Thu, Jan 19 - 2012

Jason Forrest's picture

One of the most important abilities for achieving a successful career in new home sales is the ability to overcome sales reluctances. In order to overcome our fears though, we must be able to first identify them.

And so begins our series on 12 of the most common types of sales reluctances and how new home sales professionals can identify and overcome them. This series will provide valuable insight (for sales pros and sales coaches alike) into the kinds of fears and sales reluctances that hinder their sales teams.

We will talk about doomsayers, over-preparers, and hyper-professionals; as well as those who are limited by stage fright, yielding tendencies, role-rejection, social self-consciousness, referral aversion, telephobia, and oppositional reflexes.

At first glance, can you relate to any of the above? If so, great! Sales reluctances are not character flaws—they are not even weaknesses. They are simply tendencies. And on the flipside of a sales reluctance is often a commendable virtue. For example, an admirable strength (such as compassion) can have a corresponding vulnerability—the tendency to let people take advantage of us. 

In such a case, we can overcome the vulnerability (by learning to recognize when someone is trying to manipulate us) but not lose the compassion. This makes us more able to fulfill our true potential. One of the keys to gaining the most from this series is to objectively read the descriptions and see how they match up to your beliefs and behaviors (or those of your team members).

With all that in mind, read and consider each post while asking yourself the following question: How can I overcome this tendency in order to earn more money this month?

:: Wed, Dec 28 - 2011

Jeff Shore's picture

While everyone seems to be focused on the Christmas season, there is another season lurking just around the corner: the “Selling Season.” Builders would do well to consider how to leverage the forthcoming surge in sales into a campaign that fits in the slower winter months. 

It has been dubbed the “Selling Season,” but this is actually a misnomer. It is not so much a selling season as it is a buying season.It is a matter of historical record; from late January through May, in good markets and bad, there is always a surge in buying activity. This phenomenon has occurred every year for decades, and it will surely happen again in just a few short weeks.

Many builders take a hunker-down approach as they wait for the spring thaw to bring in new sales. But what if there were a strategy that could be employed in December and January that would move some of those prospects to purchase before the selling season begins?

The answer comes in the form of a sales and marketing approach that could be called the “Pre-Season Selling Event.” It is an educational campaign designed to create urgency to purchase just before the masses do.

Step One: Educate

The campaign begins by educating — through marketing efforts and through sales strategy — on the fact that the “buying season” is a very real occurrence, and that it is near. Builders can prepare charts that show the surge occurring every year like clockwork. It is critical that customers believe that an increased sales pace is imminent.

stablished homebuilders can create graphs that show the month-by-month sales pace going back for years or even decades. Because the buying season covers all homes sold, a builder could also show resale activity going back over the years.

Step Two: Sweeten the Pot

Many builders already dig a little deeper into their pockets in the winter months when traffic is down and prospects are few. Step two is to simply repackage those offerings as a “Winter Sale;” something that expires soon.

The other way to sweeten the pot is to release a few prime locations if possible. Let the prospects know that the homes are being released now in anticipation of the coming surge, and that a purchase decision today assures the customer of the best location choices.

Step Three: Challenge

In the sale presentation, simply ask the customer for their opinion. “Is it better to purchase just before the sales surge or to wait until everyone else is purchasing?” The answer, of course, is obvious. Sales professionals should be well versed in explaining the benefits of a December decision:

·                     Best location of homesites and showcase homes

·                     Best values and prices (prices go up when everyone buys)

·                     All-time low interest rates

This pre-season sales approach allows the customer a sense of security that they are doing a very smart thing; that they are the future geniuses who had the foresight to purchase before everyone else did.

Analogous to this approach is the concept of purchasing stock. It should be common sense the best time to purchase stock is just before the price goes up. But how could we ever know that information? Since stock prices are pure commodities whose prices are driven by supply and demand, we can surmise that when more people buy the price goes up. This is precisely what we are saying about the home buying opportunity in the winter months. A surge of sales will soon take place; purchase before that happens for the best opportunities.

Plan for Higher Conversion Rates

With the buying season upon us, everyone in the organization needs to understand that while traffic levels might be down in December and January, conversion rates should skyrocket during this season. It is true that fewer visitors will call on sales offices in the winter months, but those who do are more motivated than ever.

Sales professionals must never underestimate the quality of winter traffic. In a time of year when people are distracted with the hustle and bustle of the holidays, those who visit a sales office are proving that they have a serious housing need. It is not as if these people have nothing better to do than visit a new home community. They are there because of a significant need.

Jeff Shore (jeffshore.com) is a contemporary expert in sales management, and one of the most sought-after trainers in the country today. He provides training and consulting expertise to companies large and small across North America. Jeff is the author of three books, including Deal With It! Mastering 21 Tough Sales Challenges.

:: Wed, Dec 28 - 2011

David Barisic's picture

In my last blog entry, I discussed a shift towards more precise planning when it comes to both the design of new housing and the subsequent marketing of it.  In this entry, I want to touch more specifically on a particular trend that is beginning to make headlines - multigenerational housing.

To most people who grew up in the American suburbs, the path to domestic independence was pretty clear: graduate high school, move out, don't look back. The thought of living even semi-permanently with relatives, whether it’s with parents, aunts & uncles, cousins, etc., was not really an option. There is research that has suggested, however, that this way of thinking may be short-lived for a couple of reasons that builders and developers will need to pay close attention to.

First, we all were taught growing up that America is a "melting-pot" of many different ethnicities and cultures.  This seems true even more today as the immigrant populations from around the world tend to be growing and concentrating around American job centers.  This poses both an opportunity and a challenge to home-builders today.  The opportunity is fairly obvious: our buyer pool is expanding.  The challenge is that the buyer pool is altering what we think we know about what buyers want.  For example, many immigrant cultures (who will constitute the bulk of our buyers) don't have the same stigma attached to living with extended family; it is simply a way of life.  Therefore, our product needs to adjust accordingly to include larger, more flexible living spaces, accessible bedrooms for the elderly, and the addition of more communal rather than private facilities (e.g. bathrooms, offices, etc.).

Second, the struggling economy and its associated pay cuts and higher unemployment rate have made living with relatives a financial necessity, albeit an unappealing one for some of us.  For people finding themselves in this position, we will see a trend toward new housing that may have features like an "apartment" with a separate entrance or even units with two distinct and separate living spaces, but that share a kitchen and utilities.

Regardless of the reasons behind this current shift towards multigenerational housing, it is becoming more apparent that our traditional idea of homeownership may be shifting.  We will need to be able to shift accordingly.

:: Thu, Dec 15 - 2011

Chris Evans's picture
OtterBox

Construction professionals incorporate many tools in their trade. Tools that can help them close out projects in a professional, cost effective manner.  

In today’s economy, using current technology is one of the most efficient tools that contractors can use. It changes how construction business is conducted by offering consumer friendly services like automated payments and cloud solutions. Constructech Magazine is a publication dedicated to resourcing the latest, most current software available to contractors while helping them make educated decisions.

Every year, Constructech Magazine publishes the Constructech 50, a listing of the most influential construction technology providers with a strong and ongoing market presence. The list is determined by the editors of Constructech magazine and will be published in their July/August issue.

2011 Constructech 50:
Ameri-CAD Inc. – An ITW Co.
Argos Systems
AT&T
Autodesk Inc.
Bentley Systems Inc.
BID2WIN Software
Bluebeam Software Inc.
BuilderMT
BuilderTREND Solutions Inc.
Cadsoft Corp.
Co-construct.com
ConEst Software Systems
Constellation HomeBuilder Systems
Construction Imaging
Corecon Technologies Inc.
Cram Group, The
Dexter + Chaney
e-Builder
Explorer Software
Hard Dollar Corp.
HCSS
HomeFront Software
Intuit
Jonas Construction
MARK SYSTEMS
Maxwell Systems
MC²
McCormick Systems
Meridian Systems
Microsoft
On Center Software
Oracle
Penta Technologies Inc.
ProEst Estimating
Profitool
Sage Construction and Real Estate
Sales Simplicity Software
Simpad Inc.
Skire Inc.
Sprint
Systemates
TeleNav
Textura Corp.
Trimble Building Construction
UDA Technologies Inc.
Vela Systems
Verizon Wireless
Vico Software
Viewpoint Construction Software
WennSoft

:: Tue, Dec 6 - 2011

Jason Forrest's picture

As soon as I drove off the lot in my brand new silver Audi TT with black interior, I saw one with a convertible top and tan interior. And I wondered, “Should I have gotten that one instead? Did I make the right choice?” Why? Because I’m human. And humans are switchers by nature. Sales pros need to understand a few things about human nature in order to prevent cancellations.

First, we need to recognize that the very moment a prospect signs is when their home reaches its all-time peak in the buyer’s perceived value. Unlike other sales situations, new home buyers don’t walk away with product in hand. They sign on the dotted line and then sometimes wait months to physically move in. Their commitment is mostly mental, with only earnest money on the line if they change their minds. To keep customers mentally engaged, continue to talk about where they’re going to put their furniture, who they’ll have over, and the memories they’ll make. As long as they continue to own the home mentally, they’ll be more likely to follow through with the final steps and own the home physically. 

Second, we need to take a good, hard look at ourselves and acknowledge that the moment a prospect signs is the moment their value reaches its peak in our minds. We don’t do it intentionally, but we just don’t look at them with the same sparkle as we did when they first walked through our door. When they are still prospective buyers, we are motivated and greet them with energy and enthusiasm. We do the “be-back” dance (the “They like me! They really, really like me!” dance) every time they show up. And it’s a far cry from the “Oh crap, what do they need this time?” shuffle. These are the ones who have committed to buying our homes, but we appreciate them the least. Yikes.

Whether you think they do or not, your customers sense that you just aren’t as interested in them since they signed. So stop it! Be excited. Remember that these are the folks paying next month’s bills and referring future business. And treat them that way! As long as they feel just as wanted after they’ve contracted, you’ll fend off the buyer’s remorse.  

Take those two factors along with the fact that the customer doesn’t stop shopping and the other salespeople don’t stop selling, and you have the perfect storm for cancellations. It’s a wonder anyone gets to the finish line!

But there is a solution. It’s contrary to our nature and it isn’t easy, but it does work. Joe Girard, called the “World’s Greatest Salesman” by Guinness Book of World Records, says that the true sale begins when the customer buys. Let’s be honest here. Is that how you treat your buyers? Can you honestly say you break out in the “be-back” dance when a buyer under contract walks through your door? This guy made over a million dollars in annual commissions as a car salesman. He didn’t even sell fleets. He just sold well. And he kept selling long after the customer drove off the lot.

To decrease cancellations, increase customer satisfaction, and obtain referrals—never stop selling.

:: Thu, Nov 17 - 2011

Tim Kane's picture
Tim Kane

Existing product has always provided competition for new home builders in the real estate marketplace. But builders have always had the “allure of the new” on their side—offering buyers a fresh, new production home as opposed to an existing home that might be ten, twenty, or thirty years old.

Today, many resales are basically new. With the abundance of recent foreclosures and bank-owned properties, resales are no longer aging homes that may require updates, but are instead more like “lightly used” residences.

Facing this challenge is surely top-of-mind for all new home builders today. Smart builders are seeking out innovation through bold distinguishing features and strategies for their projects. This can be a challenge since the commonly-held wisdom is that in a downturn, money invested in standout features is money wasted—for example, installing solar paneling may cost $10,000, but unless you can realistically charge more for the home and get that investment back, you’re just giving the feature away.  

The truth is that in a market where these like-new resells are the top competition, standout features help new home projects to compete and sell at a faster rate. This is the perfect time to invest wisely in pushing projects to the next level through creative differentiators that will help a project stand out from the pack—and from the huge backlog of existing homes that are available at incredibly competitive prices.

One approach is as simple as finding a single strong, innovative, distinguishing amenity to add to an existing project. For example, one builder I encountered is implementing NanaWalls as a feature in their new homes. These are elegant yet practical add-ons for a new home—retracting walls of glass that are deployable as both interior and exterior walls. They can be used to provide a flexible interior space that can be divided up by the walls as needed, or to create an open-air patio that can then be closed off during inclement weather, but still offer exceptional views. It essentially opens the outside of the house up to the inside, creating what amounts to another room and extra square footage for the home—that “room” just happens to be outside.

Learning about the NanaWalls has already inspired us at MBK to add the feature to our 1600 Artesia Square project in Gardena, CA. It’s exactly the kind of standout feature that takes new home development to the next level. It helps differentiate product in the marketplace from both competing builders and existing inventory. As buyers tour a model and find innovative features like NanaWalls, it ignites their imagination. They can imagine investing not just in a place to live, but in the future of their own lives and the lives of their family.

Incorporating NanaWalls fit comfortably into one of our key strategies on the 1600 Artesia Square project, which involved emphasizing the community’s many ecofriendly features and amenities. We wanted to provide a community where homeowners could not only help the environment with a set of EnergySTAR features and LEED certification, but could also experience cost savings over time from reduced utility bills. We were able to develop marketing material that focused on that LEED certification and those savings, including a number of the top envirofriendly features, from low VOC interior paint to energy-efficient tankless water heaters.

For both the NanaWalls and LEED certification, our responsibility was to market these extras effectively as well as simply implementing them and hoping for the best. It requires a leap of imagination to envision a backyard as extra square footage, yet with NanaWalls, that is a key selling point that can be creatively communicated through marketing collateral and sales center displays. With solar power, the price increase may be offset by monthly savings on the electric bill—these savings should be made as explicit as possible and emphasized to new buyers.

Ultimately, it should come down to what can be done to make a new home project truly stand out, but not at the expense of price. There are few amenities in this market that will truly make a buyer pay more for a home, especially with the competition from inexpensive existing homes. On the other hand, if you add features and then sell the home at the same rate, it damages your bottom line. The key is to keep buyers at the forefront of your planning while finding ways to strategically improve a project and then communicate those standout features to the market.

:: Fri, Nov 11 - 2011

Michael Nesteroff's picture

As clean tech and sustainability practices continue to gain footing in the private sector with an increasing number of businesses, large and small, adopting “green” practices, the construction industry has not been left behind. In fact, developers, builders, designers and contractors all have been vying to establish and enhance their green credentials for the same reasons as businesses in other sectors—for the good of the environment, to save costs and foster goodwill with customers. Any company, however, that adopts these new practices and wants to tell the world about it also needs to be aware of how easily their credibility and cost savings can be lost if they overstate or misstate the environmental benefits, a practice that’s become known as “greenwashing.”

The retail sector’s strides towards incorporating sustainability into their businesses have received considerable attention. For example, Wal-Mart established their Supplier Sustainability Assessment and Procter & Gamble created its Supplier Environmental Sustainability Scorecard. These programs push their vendors and suppliers to compile data and report on energy usage, greenhouse gas emissions, water use, waste disposal, purchasing guidelines and raw material sources. This year Wal-Mart also encouraged its 100,000 suppliers to report their carbon footprint data to the Carbon Disclosure Project, an independent voluntary registry for carbon and sustainability data.

The building sector is no different, indeed, even as the recession has hit developers and contractors particularly hard, programs to certify green buildings have proliferated. The most well known is the U.S. Green Building Council’s Design LEED certification, joined by others such as BuiltGreen, Green Point Rated and Energy Star. The main reasons for going the green building route are to save energy and reduce operating costs, but a building project’s green credentials also can be an important selling point.

Sometimes, however, the building or the product doesn’t live up to its green marketing claim. This could be due to claims that may have left out important contradicting information or there wasn’t valid data to support the representations or the term used, such as “recycled,” which is too vague to have any real meaning. That’s when claims of greenwashing not only can damage your hard-earned goodwill and reputation, but also cost you money to defend a lawsuit brought under the Federal Trade Commission Act or one of many state consumer protection laws that prohibit making unfair or deceptive claims. In other cases, a breach of contract claim might arise from unfulfilled green representations or warranties in the agreement.

The Federal Trade Commission (FTC) has issued Green Guides to help businesses avoid liability for false or misleading environmental marketing claims. The FTC issued a revised version of the Green Guides last fall and requested additional input on a number of areas. After receiving public comment, the FTC is now preparing a final rule.

The revised Green Guides can be summarized in two simple principles: (1) don’t make unqualified general environmental benefit claims, and (2) be careful about the use of terms like “degradable,” “compostable,” “ozone-safe/ozone-friendly,” “recyclable,” “made with renewable materials/renewable energy” and “free of/non-toxic.” The key is to be able to substantiate your environmental marketing claims through sufficient evidence, both in terms of quality and quantity, based on generally accepted scientific standards concerning the particular product or practice.

Even though this is an attempt by the FTC to clarify what it means to substantiate a claim, there still could be a wide range of interpretation and, therefore, plenty of room for exposure. Although the Green Guides do not have the force and effect of law, they nevertheless represent a benchmark for evaluating green claims since the Green Guides have been subject to considerable vetting through workshops and public comment. Consequently, a developer or contractor seeking to capitalize on its green practices in order to rise above the competition in a tough economy would do well to be familiar with the guides, the public comments and FTC’s rationale for the revisions.

:: Fri, Nov 11 - 2011

David Barisic's picture

Targeting a specific market is certainly not a new idea.  It has been one of the most important premises of the advertising industry since its inception.  During times of robust economic growth and low unemployment, however, the concept often gets pushed aside as product tends to sell regardless of how it is marketed.  This trend is nowhere more obvious than in the development and sales of new homes.

During the mid 2000s, builders could often sell just about anything that built, regardless of insufficient marketing or imperfect design.  Demand for housing, both real and speculative, was the driver.  As the market for new housing has shifted over the past five years, so has the need for an in-depth, targeted approach to both marketing and designing new homes.

Starting with design, we now need to know who will be purchasing our houses before we even begin contemplating what the floor plan will look like.  This is where demographics come in.  By studying the environment of a potential product area such as income level, schools, existing housing stock and ethnic makeup, we can get a fairly good idea of not only who would buy a home in that area, but also how big the home will need to be, what amenities it will need to have, and what price point it will need to be at in order to sell.

Next, we need to inform this population that our homes are available and that although times may be tough, this is still historically one of the best times to invest in a home.  This is where things have changed the most over the last few years.  As the economy has sagged, margins have shrunk and dollars available for marketing have diminished greatly.  Therefore, pinpointing your homebuyer profile with targeted advertising with a precise message is a necessity.  Depending on the profile, this may be accomplished with a closely monitored email blast campaign detailing low interest rates or monthly payments.  It could take the form of print advertising in a local ethnic newspaper, or even a partnership with the human resources department of the area’s largest employer. 

The point is that the days of building a cookie cutter home, advertising in the local newspaper and watching the buyers flock in are now over.  Builders need to get more diligent in their market research, smarter in their design, and more creative in their marketing if they are going to succeed in this challenging market.

:: Fri, Nov 4 - 2011

Jason Forrest's picture

From low-maintenance to access to the high life – condos and townhomes offer a multitude of benefits. But each buyer has varying reasons for considering this type of housing over the single-family alternative. The four dominant buying motives are pride, profit, pleasure, and peace. While pride buyers go for ego and like to brag about getting “the first” or “the best;” profit buyers are more concerned with making a solid investment and/or saving money. Peace buyers want to minimize risks and take the safe route and pleasure buyers want to make themselves feel good.

As a new home salesperson in a multi-family community, make sure you understand every benefit your community offers and which of the four buying motives they fall into. The good news is that condos and townhomes offer a strong case for each type of buyer. Make sure you’re sold on the advantages of each. For pride buyers—dig up every reason that makes your community the hot part of town. Find existing residents to tell peace buyers how safe they feel in the neighborhood. For profit buyers, know your competition as well as your own product, and find out what it would cost to have a single-family home with similar quality in the same neighborhood. For pleasure buyers—know every amenity and maintenance benefit inside and out.  

Gather specific evidence to back up your claims for each of the selling points of your community and then sell to the dominant buying motive of each prospect. Use benefits from the other buying motives to reinforce your case. Realize that some buyers are different—a couple may have one pride buyer and one that just wants peace of mind. Become an expert at tapping into each prospect’s dominant buying motive for the best chances of filling up your community with happy urban dwellers.

:: Tue, Nov 1 - 2011

IBS's picture
IBS

Hang out at the coolest house on the block

Join us for the first-ever IBS House Party, where you can link up after hours with your fellow attendees and exhibitors in a laid back environment and just have fun! The party is sponsored by Homes for Our Troops.

The party will be at Orlando’s original rock ‘n’ roll dueling piano extravaganza “Howl at the Moon” the first night of the Show, Wednesday, February 8 from 5:30 pm to 7:30 pm and is just down the road from the Convention Center. See what fun is waiting to be had at “Howl at the Moon”.

Tickets are $30 per person and include two hours of full open bar*, hors d’oeuvres, carving stations and of course the famous “Howl at the Moon” dueling pianos.

Tickets are limited to this exclusive event and will sell out, so get yours now by adding this event when you register for the Show. Don’t miss this fun chance to connect at IBS!