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More About This Title Selling Real Estate Services: Third-Level Secretsof Top Producers
English
"Selling Real Estate Services shows you how to stop being a vendor and start being a partner. Bob Potter's Third-Level concept will help you win more, have more fun, and build greater client loyalty. It's a playbook for success."
—Roger T. Staubach, Executive Chairman for the Americas, Jones Lang LaSalle, and founder of The Staubach Company
"It's not just about selling; it's about winning. Just in time for one of the most competitive markets in a generation. Be prepared to win."
—Robert A. Ortiz, Executive Managing Director – U.S. Operations, Cushman & Wakefield Inc.
"Bob Potter's Third-Level Selling offers a progressive, advanced approach to building trust, demonstrating value, and winning. Whether you are new to real estate or a seasoned veteran, it will take your career to the next level."
—Craig Robbins, Chief Knowledge Officer, Colliers International
"Business development never stops for successful real estate companies. Bob Potter gets it, and his simple strategies and techniques can be implemented immediately across a sales-oriented organization. This book is a gem."
—Tom Donnelly, President and COO, ValleyCrest Landscape Development
"Rarely do books capture the essence of success in our industry. Third-Level Selling helps one understand how you build long-term committed relationships with clients. This book is a road map to becoming a top producer; I only hope that my competition doesn't read it!"
—Dan Winey, Managing Principal, Gensler
English
Robert A. Potter (San Anselmo, CA; www.rapotter.com) is a commercial real estate sales and strategy speaker, trainer, and consultant. His clients include some of the best-known real estate service firms including Colliers, Grubb & Ellis, PMI Group, Gensler, DPR Construction, Cushman & Wakefield, Wells Fargo and NAI.
English
Airbag versus Differentiator
Chapter 1 Third-Level Selling
Vendor Differentiation versus Client Differentiation
Level 1: Vendors Pitch (Airbags)
Level 2: Preferred Providers Position Their Offering Against the Competition’s
Third-Level Selling: Strategic Partners Differentiate on the Client
Deliberate Practice: Are Great Sales People Born or Made?
Deliberate Practice for Third-Level Selling
Chapter 2 How (and Why) Clients Choose You
How Clients Choose You
Client Differentiators
Vendor Differentiators
Standard Life Investments Real Estate (SLIRE) Example
Pick Your Battles
Deliberate Practice: How (and Why) Clients Choose You
Chapter 3 Navigating From Vendor (Level 1) to Preferred Provider (Level 2)
Search Phase: Level 1 - Pitch to Get Invited!
Screening Phase: Level 2 - Position versus Competition
Position Difference, Preference, and Proof
Harvesting Specific Testimonials
Rank as Proof
Experience Is Simply the Name We Give Our Mistakes. (Oscar Wilde)
Best Outcome
Congratulations! You Made the Short List of Preferred Providers
Deliberate Practice: From Vendor to Preferred Provider
PART II: Third Level: From Preferred Provider to Chosen Partner
Client Eyes
Deliberate Practice: Third-Level Client Profile
Chapter 4 Accelerating Personal Relationships
Find Common Ground to Accelerate Relationships
The Relationship Game: Three to Five Questions to Uncover “Amazing Stories”
Deliberate Practice for Accelerating Relationships
Chapter 5 Accelerating Professional Relationships
“We Research the Hell Out of Them”
Raise the Flashlight
What’s Changed? The Ultimate Strategic Question
Looking for CID
Give-and-Take Questions
Gaining Agreement to Explore Solutions
Deliberate Practice to Accelerate Professional Relationships
Chapter 6 Finding Project/Property Difference
“Our Brokers Need to Know our Buildings Better Than We Do”
“Because You Didn’t Ask”
Start the Project before the Mandate
Deliberate Practice: Project/Property Differentiation
Chapter 7 Finding and Aligning to Client Preferences
Previous Experience
Educating Client Concerns
What Could Go Wrong?
Client Visions
Your Competition
Unhooking an Incumbant Competitors
Deliberate Practice: Finding Differences in Client Preferences
Chapter 8 Finding and Aligning to the Client’s Decision Process
Deliberate Practice: Find and Align to the Decision Process
Chapter 9 Third-Level Proposals and Presentations
From Vendor-centric to Client-centric
Third-Level Presentations Are Client-centric
Deliberate Practice: Third-Level Proposals and Presentations
Chapter 10 Pricing and Third-Level Negotiation
We Lost on Price?
“Who Would You Choose If Prices Were The Same?”
Third-Level Negotiating
Deliberate Practice: Pricing and Third-Level Negotiation
PART III: Winning without Competition
Chapter 11 Third-Level Client Satisfaction
Highly Satisfied (versus Satisfied) Clients Twice as Loyal
Take Care of It (Satisfied) and Take Care of Me (Highly Satisfied)
Referral: The Best Measure
Client Advocates: Taking Care of You
Deliberate Practice: Delighting Clients
Chapter 12 Winning in the Invisible Market
Invisible Market Danger: Unqualified Clients
Does This Client Have the Problems You Solve?
Finding and Aligning to the Service Decision
Deliberate Practice: Winning in the Invisible Market
Chapter 13 Managing Third-Level Selling Skills
Track Performance Metrics to Drive Third-Level Best Practices
Coaching Results Not Just Behavior
Call Preparation and Momentum Recommendations
Call Review and Diagnostics
Coaching
Presentations and Recommendations
Chapter 14 Final Thoughts
Get with Clients
Enlightened Self-Interest
Appendix 1: BCCI Value Proposition
Appendix 2: Company Message Acceleration Example
Appendix 3: Client Profile
Appendix 4: Client Profile with Questions
About the Author
Index
