Intelligence is the most difficult task in a negotiator’s job, but also the most effective method of entering mandates. Dedicated sectors, number of mailboxes, regularity, feedback from scouts… Antoine Ménard will tell you everything to organize your team’s reconnaissance as best as possible.
Ah, intelligence… a big topic that causes so much controversy and discussion in real estate agencies or agent networks. For some, this is the most difficult task of the negotiator and is useless, for others it is embarrassingly simple and necessary for the development of activity.
Let’s be clear! Search is necessary, and very often it is search that determines the difference between a good and less good negotiator, or between a successful agency and an agency that is not so good.
But then why is it so difficult to send your employees to explore?
The purpose of intelligence
The notion that a real estate negotiator can work without intelligence is completely illusory. Intelligence is an integral part of his mission. Finding property for sale is the raison d’être of a negotiator, otherwise he would not have a property to offer to his buyers. Finding leads is all the more important as it allows the negotiator to discover sales projects before the competition, which provides a significant advantage.
Thus, the purpose of the search is, on the one hand, to obtain high-quality information about the upcoming sale or rental of real estate, as well as to create passive publicity by regularly spreading the brand of the agency or its network among the residents of the area. .
Definition and assignment of search sectors
To ensure that his negotiators are scouting, the first step is to determine the sectors assigned to each negotiator. The responsibility of the negotiator in this area is essential and will only be achieved if he can reclaim the fruits of his labor. Without a dedicated sector, on the one hand, good prospectors work for others, and on the other hand, the manager cannot appreciate the reality of a job well done.
Intelligence sectors should be evenly distributed among agency negotiators. This allocation should be made based on the proximity of the agency, the density of sectors, and the typology of properties within those sectors.
Finally, intelligence sectors should be reduced to reasonable sizes so that the work actually performed by the negotiator can be easily measured. In addition, the sum of the negotiator’s intelligence sectors should not be too large so that he can regularly search for priority sectors. If they are too large, it means that you do not have enough employees or that the coverage area is too large. To succeed, the negotiator must have between 4,000 and 6,000 mailbox addresses.
How often should reconnaissance be carried out?
Let’s be clear, exploration every day! Be it rain, snow, wind or sun! Employees will have an annoying tendency to always have more important things to do: a customer to call back, an estimate that can’t be changed, an offer to wait, an email to write…
Exploration should be devoted to a sacred time during the day, usually in the morning.
Once this principle is formulated, of course there will be exceptions, but they must remain exceptions and not become the rule.
In addition, it is important to identify priority areas that need to be searched regularly, i.e. once or twice a month. Conversely, some lower priority sectors may be surveyed quarterly, depending on whether they are geographically further from the agency or further from the agency’s primary objective. In any case, regularity must be observed.
What form should the search take?
Exploration can take many different forms, depending on the will of the manager, the appetites of the negotiators, or the structure of the habitat being studied.
The base is obviously “lame”. Even if it has gone out of fashion, and “stop pub” is on the mailboxes, it remains mandatory. The principle is always the same: the more we are represented in the sector, the more likely it is that a potential buyer will think of us when they ask themselves the question of selling or renting. He might resent the negotiator for all this waste of paper, but in the end that’s why he’ll think about the agency, sometimes finding the negotiator really “resents” it.
The famous “tuk-tap”, which consists of knocking on doors to get information about an area, is by far the most effective, but also the most difficult for some negotiators who may find it intrusive. Nevertheless, this is how the negotiator will make himself known through the exchange of views and advice given on this occasion. So it will restore the “premium” information. Obviously, in suburban areas, this study makes the most sense and will be the easiest. But in apartment buildings there is nothing against this.
Meeting locals is also a very good search tool: shopkeepers, caretakers, union advisors are all powerful people in the area and are often aware of the latest sales.
Finally, and finally, we should not neglect phone search, which allows you to contact people at a different time than physical search, and which can provide reliable information.
Of course, these few methods of reconnaissance are not exhaustive, and any form of reconnaissance is welcome as long as it is carried out regularly.
For any real estate professional, formidable intelligence is a daily battle with their teams, and the slightest missed centimeter will be hard to win back…
To impose prospecting, there are not a thousand decisions: the manager must take a strict position and never be flexible. You can not discuss the merits of intelligence. The argument made a thousand times over by negotiators that time spent on reconnaissance would be better spent elsewhere is false!
Therefore, intelligence must be sacred, that is, it must be carried out on a regular basis and, if possible, at systematic intervals. This allows you to introduce the employee into the daily routine, from which he will not leave, and the manager to be able to control that the latter are really on the street at a certain time.
In addition, it must be controlled both to ensure its implementation and to properly organize and distribute it to the sector of the worker. Thus, a certain amount of intelligence software offers powerful digital solutions. However, they require significant work from the negotiator upon return to enter aggregated data into the software during its exploration. In addition, the use of this software often requires complex upstream configuration, which the manager very rarely spends the necessary time on. Thus, this software may prove counterproductive when using recovered information in case of misuse.
The last element that contributes to the good implementation of the perspective and the strengthening of its usefulness: the return of the perspective. Too many managers today are content to check that it’s done – which is already needed – and thus miss out on valuable information that is poorly used. Systematic feedback to your teams, individually or collectively, will ensure, on the one hand, the successful completion of the search, as well as control over the proper use of this information by the employee. This return on intelligence and control of information will finally allow the employee to demonstrate the usefulness of intelligence!
To avoid :
Let his staff conduct reconnaissance a la carte when they want and where they want. Intelligence must be organized and controlled.
To have a simple solution to view the search conducted by his staff: print out the negotiator sector map at the beginning of each month. This “stabilizes” the streets, which are explored every day after returning from exploration. This solution, although inherited from the ancestors, has the huge advantage of instantly displaying the search status of employees within a month.
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