It has to be done at the face to face appointment if you wait until the callback you've already missed 50% of the leads in unanswered calls on Monday. Then you shift the needle even more by measuring post callbacks, and at the conclusion of the campaign.
How many people did we meet?
How many own locally?
How many are out of area owners? (refer to agencies in that area for referral fee's).
How many are first home buyers?
How many are landlords or potential landlords? (Who now have two homes we can sell or manage in the future).
Then from those we meet,
How many did we book in for a listing appointment (LAP), market appraisal (MAP) or buyer appointment (BAP)?
If you don't know the numbers, you can't adjust. Don't measure people to drive their anxiety and insecurities, measure people so you can adjust the strategy and shift the results. In one business alone in under four weeks, they shifted their buyer conversion from 11% to 25% by measuring the appointments booked. If you don't ask you don't get.
Then we move to the biggest data lake of all, the most underserved customer in every business, landlords. They own two properties; they drive the saleable value of a real estate practice, they are the recurring revenue section to our business, the real estate industries equivalent of Spotify, Netflix and Apple Music business models of the future.
How many of your landlords would like to buy another property?
How many of those landlords live in your market place?
How many of those local landlords have you been to their principal place of residence to given them an idea of its value so they can use that equity to purchase another property, or to trade their existing home in on another?
Then there are all the opportunities created for your landlord's first program (selling properties direct to your landlords before the open market, creating a customer advantage, driving intense loyalty and recurring revenue).
Then add in the data lake, the real advantage that multi-office networks and franchises really should have. If an office in one location manages a property for a landlord, and that landlord lives in an alternate offices area, who prospects the landlord to give them an idea on what their property is worth? This drives your projects or new homes business, drives referral revenue and the one customer view. The customer doesn't care about your ownership model; they care about how they're looked after. In their world, they are number one, and they deserve to be treated that way.
Why does it go so wrong?
Underinvestment in technology
Lack of training
Ego driven leadership and sales teams with low levels of trust
Industry dogma that prevents best in class customer experience.
If Aesop, an Australian soap company can access my client file whether I buy soap in Sydney, Melbourne, Dubai or London, can track my customer preferences and deliver every time, for a $30 purchase, then surely we can do the same for a $20,000 plus purchase of our services.
It's a shift you have to be willing to make. Moving from being a one-off marketer, a feel-good awareness campaigner, one that's in your street today, opportunistic and prepared to pay for the very leads that exist in their own customer base.
This is a bold new era. It requires new thinking, pushing through the barriers, the dogma, the tired old models, reinventing, reinvesting and recreating customer experiences that drive loyalty, customer acquisition growth and retention of the customer base.