RISMedia's Real Estate Magazine

MAR 2018

Real Estate magazine is the industry's leading source for real estate news and information since 1980. Published monthly by RISMedia, Real Estate magazine offers timely and relevant real estate news to the industry's top brokers and agents.

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84 March 2018 RISMedia's REAL ESTATE {Broker Best Practices} Build Your Brand by Being a Better Person by Zoe Eisenberg Mark Fields President CENTURY 21 Mark Fields and Associates Asheville, N.C. www.century21.com/real-estate-office/profile/ century-21-mark-fields-associates-10019276 Region served: Asheville, N.C., and surrounding areas Years in real estate: 40+ Number of offices: 1 Number of agents: 10 Favorite way to communicate with clients: Face-to-face. A lot of com- munication is nonverbal, so when you text, email or speak on the phone, a great deal of nuance can be lost. It's the expression on some- one's face that can identify best how a person is feeling, and it could also lead to solutions to challenges and overcoming objections. What is your top tip for real estate newbies? Affiliate with a company that represents your values and pro- vides the culture of learning and sup- port you will need to get started— one that ensures its people provide the highest possible level of service to your buyers and sellers. Second, learn the real estate contract. Know all the legal 'ins and outs,' but re- member that more than 50 percent of being a great real estate profes- sional isn't what you learn in real estate school. Third, learn how to be a good communicator, which starts with being a good listener. How do you build yourself as a luxury brand? Marketing. I have a back- ground in marketing, not through formal education, but through experi- ence. I've watched the best people market themselves, and so I learn from the best. Early on, I asked my- self who was doing great luxury mar- keting. I take inspiration from the "greats." I built my company reputa- tion by becoming the best I could be. Please describe your company cul- ture. We are a family. When I hire, I make sure the person's heart is in the right place. They're not going to be competing with our family or un- dercutting the people we work with, and for. We are here for each other. We support each other. No matter how big we become, we care about each other. What sets your team apart from oth- er brokerages? When I bring people in, I make sure they're committing to my company for the right reason— not just to make money, although that's an important motivator, but to provide the very best service they can. I can't have mediocrity. I need people who strive to be the best they can be—to provide the best service they can, no matter what. As high- end real estate professionals, we make a lot of money. If you're going to play the game, you have to truly earn it. You have to offer equal value for what you're earning. My goal is to never get to a closing table with- out feeling 100 percent sure that I earned that money. How are you staying abreast of in- dustry and market shifts? We're in it. We're living it, so we feel it. Every time there's even a small ripple here, we feel it. For more information, please visit www.century21.com. Brand and Value Proposition Refresh Sets the Stage for Continued Success by Paige Tepping Philip Romero President Joshua Robertson-Tucker Executive Vice President, Business Development and Relocation CENTURY 21 Award San Diego, Calif. www.century21award.com Number of offices: 17 Number of agents: 1,000 No. 296 in sales volume in RISMedia's 2017 Power Broker Report Your company is one of the highest volume performers in the Century 21 franchise. What goes into rein- venting an established brand once you're already known as a leader? Philip Romero: First and foremost, it's important to understand that being established as a leader in the past won't necessarily carry you into the future—a notion that's been at the forefront of our rein- vention at CENTURY 21 Award. For us, the process began with a heavy dose of self-reflection in order to understand where we are in the industry, our strengths/weak- nesses and deficiencies, and to honestly assess the needs of our Philip Romero

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