Tracking Your Buyer Appointments for Optimal Success

Transcript:

This is our updated Buyer Appointment Tracking process. Again, I don't want to get too bogged down here. I don't want this to get confusing or anything, but in the simplest, clearest terms, I want everybody to know that when a buyer's agent on our team sets an appointment, that's a monumental deal. That's a big deal. That's like getting a listing appointment. It's the same kind of celebration that goes around, that we got somebody to say yes. Somebody's going to listen to our buyer presentation. Someone's going to sit with us, so we celebrate that in a big way. We want of course to track that. Everyone knows how important that is.

The way we track that is they're filling out a sheet, we call them the yellow sheets, and it's either interactive, electronically, or handwritten. They're taking that buyer information sheet, emailing it to that address. Everybody in our leadership group knows know that this monumental, super-positive event has happened. We've got a buyer appointment. So they're filling out this buyer information sheet. This needs to be a big deal in all our organization. This is a big deal within our company.

This is our Buyer Information Sheet. You guys have access to all of this. But the buyer information sheet gets filled out and then from a process standpoint, it's getting emailed over. From that point it's going to appointment tracker, which we have a sales admin do that. They're entering that information into a sales tracker. It also gets out there on a buyer calendar as well. So the sales person enters it in, the sales tracker, the buyer calendar and we're making sure it's on our CRM system. Those are the three check boxes if you will on this defining moment of hey, we've set this appointment as a company. We want to make sure it's on a tracker, it's on our calendar, and our CRM has captured it.

Now it's all about our buyer agent going out and presenting the VIP buyer presentation and winning loyalty. Once that meeting happens, we're asking for an outcome. Number six I'm looking at here says hey, report back to the company what is the outcome of that meeting. Hopefully right it was a signed loyalty agreement bit we're tracking the outcome.

The outcome is it was postponed, canceled, or it happened and I got it. I got loyalty. And then we're tracking those loyalty agreements. That's the real cause for celebration, those loyalty agreements, of course proceeding the ultimate cause for celebration at the closing.

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So this year, we have created a cadence around set, met, and signed. Set, met, and signed is the cadence that we have created this year. We are communicating that as consistently as we can, whether that be in sales meetings, emails, but that's the mantra on the buyer side of our business right now is how many are we setting, how many are we meeting with, and how many are we signing?

In terms of specific numbers, the target from a set standpoint is 3 a week that they're getting 3 people of the leads they're pursuing are saying, "Yes, I'll meet with you." They're getting a confirmed location, a time, and a date. That's the target on the set side.

On the met side, as far as it relates to completed meeting, like this actually happened, is two. So for every 3 we set, the expectation is 2 would happen. Then from a signed standpoint, we're looking, we're running about 90% that get signed, so we're looking for about 90% get signed.

So then everyone in the team can come back to the base camp and say we've got two signed loyalty agreements, I've got two signed listing agreements, if you will. We even went out and got a little basket to put in our conference room table. We call it our Loyalty Basket, and in the Loyalty Basket is our loyalty agreements. So right there we have hard copies, where we celebrate on a weekly basis all the loyalty agreements that we got signed or review what didn't get signed.

It might be a more challenging meeting, where our target is 2 times the number of people you have, and maybe you've only got half the loyalty agreements that you should have. Well, you can have a conversation around that, right. Make sure you don't show up next week five short or ten short or whatever it is. It cuts on both sides. It's a celebration of who won, who got loyalty, how many did we get. For who doesn't get loyalty or where that's short, we want to make that public. We want to make sure they can see that that's out there, and that's reflected on the scoreboard.