A good marketing drive should be attuned to its defined “publics”. In our case, in the real estate business, we have defined our “publics” as our buyers, our business partners and our staff.
Our buyers should be offered a piece of property that is relevant to their needs, their budget and their dreamed living comforts.
The buyer, after the sale, should feel satisfied with his or her purchased property, the purchasing process, and the abilities of the person who sold him the property. This will open future doors for more sales via referrals.
Our business partners (or the sellers) should be given all the support in their selling effort.
The property should be such that it is competitive in terms of amenities, price, and payment terms. Incentives should be crafted to keep the business partners motivated and driven to maximum sales production. Commission earnings should be ready within the promised lead time.
Our office staff should be properly trained as well to service our two other “publics” above.
They should exude a happy, positive attitude to make the sales process easier for sellers and buyers. The process should be smooth and seamless. They should be ready to resolve problems and kinks in the system.
It’s also our responsibility to properly compensate our staff and provide them with benefits over and above what the job market offers.
A happy homeowner, a successful seller and a competent back-of-the-house staff are what brokers like our people from OPMC should strive to achieve.
The author is the president of Orchard Property Marketing Corp. (OPMC), a marketing arm of property developer Sta. Lucia Land Inc.