marketing&sales29 sep-15 [autosaved]

MASTERING

MARKETING & SALES

5-Nov-15

[email protected] 1

MASTERING

MARKETING

&

SALESFOR PROPERTY PROFESSIONALS

ghazali.m

dnoor@

gm

ail.com

5-N

ov-15

Takrif

Ukuran

Hurai

Perbaiki

Pantau

Lessons Learned

Name

Business/ Dept.

Role

Introduce Yourself!Write down 3 facts about

yourself

One must be a lie

Present yourself to the others

Others have to spot the lie

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Individual Exercise (15 mins)

There are 4 flipcharts around the room

1. What are you leaving behind to be here today?

2. What do you want to take away from today?

3. What are you offering to the group today?

4. How would we like to work together today?

Visit each in turn and add your comments

Icebreaker

Listen to others

Don’t put other people down

Respect Confidentiality & Trust

Show Respect

Don’t Interrupt others

Try to accept others views

Ground Rule Games

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Malaysia’s Property Market Slowing

Global Property Guide. (2014, June 15). Malaysia's Property Market Slowing. Retrieved from Global Property Guide:

http://www.globalpropertyguide.com/Asia/malaysia/Price-History

Malaysia’s nationwidehouse prices rose toRM276,668

Nominal (red line):Excludesmacroeconomic factors

Real (blue line): Includesmacroeconomic factors

Affordability of Middle-Income

Earner & Average House Prices

Dr W. N. Azriyati, A. P. (2009). Affordability Compared to Mean Housing Price For Current Middle Income Home

Owners. A Study on Affordable Housing Within The Middle Income Households in The Major Cities and Towns in

Malaysia, 15.

Aidila, C. (2011, May 12). Rising House Prices

Create Homeless Generation. Retrieved from

Malaysia Kini: www.malaysiakini.com/news/163963

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8

Is it good or bad?

Some consider it a positive sign of reinvestment in a neighborhood

Yay!!! A new Starbucks on the corner!

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Offensive Investments

Potential

Return

Risks

* Fixed Deposits (3% pa)

* Endowment Policies (2-4% pa)

* Bonds/Bond Funds / REITs (6-8% pa)

* Property * Equity Funds (10% pa)

* Stock Market (20-30% pa)

* Hedge Funds (>30% pa)

* FOREX/Options/

Commodities/etc

Inflation

Types of Property Investment Strategies

Buy from Developers and Resell

Upon Completion

Important to Buy the …

From the Right Developers

Right Property Type

in the Right Location

at the Right Time & Price

2-3 years at

20-30% higher

Repeat the

Formula!

Sell on Completion

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ExampleBook Apt @ 500K

D/P = 100K (-)

Loan = 400K

Sell @ 600K (?)

Loan @ 6% = 435K

Profit = 165K (+)

Sell on Completion 3 Years Later …

Gross 165K – 100K

Profit = ------------------ % = 65% over 3 yrs

100K = 18.1 % pa (compound)

Disadvantages !!

Price is Cheap but the RISKS you take

are extremely HIGH

Makes Sense to Pay Slightly More to

Buy Ready Made. You know exactly

what you are getting + the Risks is

much lower

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Structuring Your Property Portfolio

5. Raw Land/Development

4. Commercial Properties(Shops, Offices, Factories, Warehouses)

3. Ready Made – Buy for Appreciation(Landed Houses)

2. Ready Made – Buy for Rental Returns(Medium Cost Apartment)

Rental Returns: 7-9% pa

Appreciation: Poor (< 2% pa)

Easy to Buy with Zero D/P and

+ve C/F (suitable for beginners)

Tenant Mgmt will be challenging

3. Buy Ready Made Landed

Houses – Buy for Appreciation

Rental Returns: Poor (3-5% pa)

Appreciation: Good (3-5% pa)

Total Returns: 6-10% pa

• With minimum D/P, you will have –

ve C/F (Rental < Installment)

• Timing is very important

• HIGH RISKS due to –ve C/F

2. Buy Ready-Made Medium Cost Apts

– Buy for Rental Returns

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Rental Returns: 6-8% pa

Appreciation: Good (3-5% pa)

With minimum D/P, possible to get

Zero C/F (Rental = Installment)

Location extremely important

Possible to get “Lifelong” Tenant

Suitable for Wealthy Individuals

4. Buy Commercial Properties

5a) Raw Land – good way for the super wealthy to

“park” their surplus funds for their future generations

Tip: Buy in Areas where

the growth is heading

towards

Plantation

– expertise needed

Example: Garry bought a run-down

bungalow in Bangsar @ RM1.5m

Tear Down + Rebuilt + Furnish =

RM1m

Sold 6 months later @ RM3.3 m

Gross Profit = 800K for 1 year work

Property Development

– your ultimate aim to

make profits of 30-50%

per project

5c) Homesteads

6. Buy Basic or Run Down

Properties, Renovate, Sell Off

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All auction properties are sold on a “as is, where is

basis”. Clause in the Proclamation of Sale stating

“Prospective Bidders are advised to inspect the

subject property and check on the issuance of

separate individual titles/strata titles, seek Legal

Advice on the Conditions of Sale, conduct official

parent Titles search at the relevant Land Office and

make the necessary enquiries with the Developers

and/or other relevant authorities on the terms of

consent to the sale prior to the auction sale”.

…. if you can find the

owners. Restore the

property back and

sell it off.

7. Specialize in Abandoned

or Haunted Properties

8. Specialize in Auctions

9. Buy in Areas where

Accessibility is being Upgraded

Example: Old Klang Road,

Kesas, new Guthrie

highway, etc

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Goal:

Become a Millionaire by the time

you Retire by buying 1 medium

cost Apt worth RM100K every 5

years with

Zero to Positive Cash Flow with the

Potential for Long Term

Appreciation.

1. D/P = 25K (25%) so that C/F=0

=> Saving of RM416/mth x 5 years

2. Loans @ 8% for 20 years

3. First Apt @ 30 years is own use

4. 1 Apt bought for Investment every 5

years starting at age 35 until age 55

years

5. No Inflation & Compound Interest

Assumptions:

How You Can Retire a Multi-

Millionaire via Properties

Monopoly: How to Play

Lay board down, set up cards

Choose favorite token

Select a Banker

Distribute starting money to each

player

Roll dice, move number of spaces

Buy properties if you choose to

Play Continued

Pay rent on others property

Roll again if you roll doubles

Doubles three times… go to jail

$200 every time you pass go!

To Win:

Have the most money and

assets

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Record the Following

Position on the board

Money for each player

Properties owned and

houses built

The “Monopoly” Analogy

In the game, the goal is to be the wealthiest player

through buying, renting, and selling property.

In every game there are winners and losers, just like

real life!

While homeowners want the value of their home to

increase, when this happens, so does the property

tax.

So, when gentrification drives up property values,

some people (usually those on fixed incomes, or with

low paying jobs) can’t afford their homes anymore.

Reflection Questions Monopoly

Job responsibilities

Company message

CompetitorsCompany overview

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Creating the Foundation for Market

Leadership: A Strong Core

SalesMarketing

Engineering

CORETEAM

Effective Relationships Key

to MSCLS Effectiveness

25

, Dave Shrigley

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, Dave Shrigley

27

Marketing Process

Investors

SalesChannels

TargetAccounts

Partners

Industry &FinancialAnalysts

Trade & BusinessPress

EXISTING

• ________

• ________

• ________

• ________

• ________

NEEDED

• ________

• ________

• ________

• ________

• ________

Strategy

Evidence

Positioning

Strategy

Statement

Positioning

Strategy

Company

Business

Strategy Market

Entry

Customer

Segment

Mes

sag

es,

Bra

nd

Str

ateg

y an

d P

rog

ram

s

Strategy Market Leverage

Company

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Developing Strategy Evidence:

Market Leverage Model

Market Segment

SALES

TARGET

PARTNERS

INDUSTRY

ANALYSTS

ANALYSTS

TRADE

PRESS

Market

Entry

Customer

Segment

Company

BUSINESS

pRESS

EDITORS

ACCOUNTS

CHANNEL

FINANCIAL

EDITORS

Validation

Education

INVESTORS

Message distribution channels

29

DefinitionsSales Methodology

A set of concepts and techniques which, when learned and

consistently practiced, increase sales and customer satisfaction

Sales Process

A series of small, logical and explicit commitments that the

buyer makes as he/she advances toward ultimately committing

to purchase

, Dave Shrigley

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Sales Process

(Funnel) Management

PROSPECTING-BY SEGMENT

DEMO

NEEDS ANALYSIS

CONVERSATION EVALUATION

CONVERSATION EVALUATION DELIVERED

PROPOSAL/QUOTE DELIVERED

CONTRACT NEGOTIATIONS

Customer Commitment

Stage

WIN!

Accepts Sales Call,Tradeshow, Webinar Invitation

Agrees to do Site Survey/Benchmark

Schedules Trial, Allocates Resources

Takes Delivery of Product, Training

Signs off on Trial Results

Begins Contract Negotiations

Signs Contract

Clearly defined, simple, process and tools with feedback loop

31

Lead Generation by Stages of

Company Development

Marketing

Sales (Telesales, ‘Elephant Hunters’,

Channel Partners)

Marketing

Sales (Telesales,

‘Elephant Hunters’)

Marketing

Sales (‘Elephant

Hunters’)

Participants

Referral (Extended personal networks)

Partners/Customers

Formal programs

Referrals (Extended

personal networks)

Partners/Customers

Formal programs

Referrals

(Personal

networks)

Informal/ad hoc

programs

(Participation in

visionary/early

adopter events

etc.)

Sources of Leads

Feed the Funnel: Develop market entry

segment momentum and revenue flow

Identify Potential

Lead Sources in

available customer

segments

Acquire Beta

customersLead Generation Goal

PhaseProductDevelopmentCycle

BetaLaunch, MarketDevelopment

Ongoing

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M&S Technology Adoption Path

Individual sales rep maintained account data

Shared customer/prospect information

Manual Tools

Contact Management

Sales Force Automation CRM

Excel, Act Act, Goldmine, Outlook (Exchange)

Automated, intelligent sales process management

Integrated customer data from multiple processes

SalesForce.com, UpShot, SalesLogix

SalesForce.com + Eloqua + GotMarketing +Orts

ASP model (IT outsource)

Modular, integratable, customizable

Real-time collaboration Web-based presentations and meetings, Social

Networking, Wikis, etc.

Cost-effective

©2005 Arrington, Burke

A shared, focused (positioning) strategy decreases the cost of marketing

and sales activities/investments and is a major variable in effectiveness of

those activities

Marketing and sales should be a closed loop system with defined ownership

for cross functional integration

MSCLS should be a foundation for growth…not a later stage in

development of marketing and sales organizations

33

Summary

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Strategic Analytical Tool:

4 Generic Strategies-Customer Objectives for Different Value Propositions

Lowest-Cost

Supplier

Best Total

Cost

Product

Leader

Complete

Customer

Solutions

Consistently High

QualitySpeedy Purchase

Appropriate

Selection

“offer products & services that are consistent, timely and low-cost”

“products & services that expand existing performance boundaries into the highly desirable”

Examples: Southwest

Airlines, Dell, Wal-Mart,

McDonald’s

Examples: Sony, Mercedes,

Intel

High-

Performance

Products

First to MarketPenetrate New

Markets

Examples: IBM, Goldman

Sachs

“provide the best total solution to our customers”

Quality of

Solutions

Provided

Number of

Products/Services

per Customer

Quality of Client

Relationship

Customization of

Solution

System Lock-

In

Examples: Proprietary

Operating system, eBay, Yellow

Pages

“high switching costs to end-use customers”

Offer Broad

Selection &

Convenient

Access

Provide a Widely

Used Standard

Provide

Innovation on a

Stable Platform

“add value to complementors”

Offer Easy-to-

Use Platform &

Standard

Provide Large

Customer Base

1

2

3

4

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Concept:

From Mission Statement to Measureable Outcomes

Why We Exist

Mission

What’s Important to Us

Values

What We Want to Be

Vision

How We Create Value [Our Game Plan]

Strategy

Translate the Strategy

Strategy Map

Measure and Focus

Balanced Scorecard [BSC]

What We Need to Do

Targets & Initiatives

What I Need to Do

Personal Objectives

Strategic Outcomes

Satisfied

Shareholders

Delighted

Clients

Efficient and

Effective

Processes

Motivated &

Prepared

Workforce

Strategy is about selecting

the set of activities in which

an organization will excel to

create a sustainable

difference in the marketplace.

The sustainable difference

can be to deliver greater

value to clients than

competitors, or to provide

comparable value but at lower

cost than competitors.

“Differentiation arises from

both the choice of activities

and how they are performed.”

Strategy is not a

stand-alone

management

process. It is one

step in a logical

continuum that

moves an

organization from a

high-level mission

statement to the

work performed by

its associates.

Concept:The Brand & the Brand

Spectrumbrand spectrum: attribute hierarchy

WILL DIFFERENTIATEEmotional attributes such as: trust,

interesting, respect, indispensable

MAY DIFFERENTIATESpecialty areas, trends

MUST-HAVEs TO BE

CONSIDEREDValue/price attributes, customer service,

variety, strength in basic products

EMOTIONAL

ATTRIBUTES

FUNCTIONAL

ATTRIBUTES

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One Of The Best Practices

For BSC Work Flow1. Internal Scanning

2. External Scanning

3. SWOT Analysis

4. Strategy Mapping

6. Targets Setting

5. KPIs Setting

7. Initiatives Setting

9. Performance

Monitoring

8. BSC Dashboard

Internal Scanning Summary

Introduction

Internal scanning is a strategic planning technique that

helps in determining the firm’s strengths and weaknesses

and any related issues inside the firm

Purpose

• Knowing firm’s strengths and weaknesses

• Getting exposed to the firm’s processes and chain of

commands

Suitable

Techniques

The following techniques are suitable to serve the internal scanning

purpose:

• Value Chain Analysis

• Capability Assessment

Expected

Outcomes

Once the internal scanning is done, it is expected to have:

• Firm’s strengths

• Firm’s weaknesses

• Firm’s processes and value transferred from each process to another

• potentials for improvements

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Property Marketing

Project Life Cycle

Lead Generation

Lead Generation

Process Involved

Lead Closure

Key Responsibilities

Value transferred


Value transferred


Value transferred

Value Chain Analysis

Organization

Readiness (%)

People

Readiness (%)

Process

Readiness (%)

System

Readiness (%)

Evidence and

Comments

Activity A

Activity B

Activity C

Activity D

Capability Assessment

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External Scanning Summary

Introduction

External scanning is a strategic planning technique that

helps in determining the firm’s opportunities and threats

and any related issues outside the firm

Purpose• Knowing firm’s opportunities and threats

• Getting exposed to the firm’s competitors and market changes

Suitable

Techniques

The following techniques are suitable to serve the external scanning

purpose:

• Industry Trends

• Porter 5 Forces Model

Expected

Outcomes

Once the external scanning is done, it is expected to have:

• Firm’s opportunities

• Firm’s threats

• New trends and demands

• potentials for investments and competitive advantages

Trend Description Supporting Evidence Implications

Trend A

Trend B

Trend A

Trend B

Trend A

Trend B

Trend A

Trend B

Trend A

Trend B

Co

mp

eti

tive

Tre

nd

sM

ark

et

Tre

nd

sR

eg

ula

tory

Tre

nd

s

Tech

no

log

y

Tre

nd

sO

ther

Tre

nd

s

Corporate Industry Trends

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Focal

Firm

Buyers

Suppliers

Entry

Rivalry

Substitutes

Complementors

Demographic

Trends

Technological

Change

Cultural

Trends

Economic

Climate

Legal/Political

Conditions

Specific

International

Events

Industry

General External Environment

SWOT Summary

IntroductionSWOT is a strategic planning technique that helps in

determining the firm’s strategic directions and priories

Purpose

Knowing what strategies will sustain the growth of the firm and

what will be done in order to extract advantaged over the

competitors

Suitable

Techniques

The following techniques are suitable to serve the SWOT

purpose:

• SWOT Matching

Expected

Outcomes

Once the SWOT is done, it is expected to have:

• Firm’s strategic directions and priorities

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Strengths

•Advantages

•Experience, knowledge

•Unique caracteristics

•Resources

•Geographical advantage, location

•Competence, capabilities

•Quality, reputation

Opportunities

•Strategic alliances, partnerships

•Product development

•Import, export

•Innovation an technology development

Threats

•This is an example text.

•Loss af alliances and partners

•Price infaltion/deflation

•Strong competition

•Competitors new products and innovation

Weaknesses

•Disadvantages

•Gap in experience, knowledge

•Financial aspects

•Reliability and trust

•Loss of key staff

•Geographical factors

S W

TO

SWOT Analysis:

Primary factors

S OStrengths


•Go ahead an replace it with your own text.


Strengths




Strengths




Opportunities




Opportunities




Opportunities




SWOT Analysis:

Positive factors

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W TWeaknesses




Weaknesses




Weaknesses




Threats•This is an example text.









SWOT Analysis:

Negative factors

S OW T

Strengths

This is an example

text. Go ahead and

replace it with your

own text

Opportunities

This is an example

text. Go ahead and


own text

Weaknesses

This is an example

text. Go ahead and


own text

Threats

This is an example

text. Go ahead and


own text

Strengths

This is an example

text. Go ahead and


own text

Opportunities

This is an example

text. Go ahead and


own text

Weaknesses

This is an example

text. Go ahead and


own text

Threats

This is an example

text. Go ahead and


own text

2009

2010

SWOT Analysis:

Differentiating values

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Leverage the planned expansion for Jeddah airport to attract the

growing charter market in the region

SO1

SO2

SO1

WO1

WO2

WO3

WT2

Explore New

Market Segments

to Expand

Revenue Base

Strategic Priorities

1

2

3

SO ST

WO WT

WO4

WO5

WO6

SWOT Analysis

TOWS Matrix

52

Match strength with opportunities

Strengths to commercialise

Opportunities

Use Opportunities to

overcome weaknesses

Which weakness an impediment?

Stop weaknesses overcoming

Opportunities

How to respond and protect

business?

Take advantage of Strengths to

avoid threats

Which weakness can cause

adverse impact?

Defensive strategies to minimize

weaknesses and avoid threats

Internal Assessment:

Organisational assets, resources, people, culture, systems, partnerships, suppliers, . . .

External

Assessment:

Marketplace,

competitor’s,

social trends,

technology,

regulatory

environment,

economic

cycles.

Ex

tern

al F

ac

tors

Op

po

rtu

nit

ies

Th

rea

ts

Internal Factors

Strengths Weaknesses

1. Internal Strengths Matched with

External Opportunities

…

…

…

…

2. Internal Weaknesses Relative to

External Opportunities

…

…

…

…

3. Internal Strengths Matched with

External Threats

…

…

…

…

4. Internal Weaknesses Relative to

External Threats

…

…

…

…

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Our Example Of Balanced

Scorecard Is Simple1 A4

to prepare

1 slide

to communicate

1 A4

to execute

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Strategy Mapping Summary

Introduction

Strategy mapping is a strategic planning technique that

helps in representing the firm’s strategies in such a way

that shows the cause and effect of each strategy

Purpose

To ensure that each strategy does really serve a specific other

strategy, and the overall strategies serve and feed the firm's

vision

Suitable

Techniques

The following techniques are suitable to serve the strategy

mapping purpose:

• Strategy Map

Expected

Outcomes

Once the strategy mapping is done, it is expected to have:

• Firm’s strategy map

Inte

rna

l Pro

ce

ss

Sta

ke

ho

lde

rL

ea

rnin

g

& G

row

th

Reduce Re-Activities

thru ABC/MEstablish Web Based

Self Services

Knowledge

Management

Human Capital

Improved Returns on

Investments

More rapid and

accessible services

Leadership

Development

Inve

stm

en

ts

Strategy Map: Capture a Cause Effect

Relationship from the Bottom Up

IT InfrastructureFacilities and

Fixed Assets

Economic

Model Process

Expand Global

Facility Reach

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LEARNING AND GROWTHPERSPECTIVE

INTERNALPERSPECTIVE

CUSTOMERPERSPECTIVE

FINANCIALPERSPECTIVE

VISION

Balanced Scorecard Quick Guide

2 Special Techniques

for Building Strategy Maps

The 4 to 5

Rule

Splitting the

Perspective

General Rule of Thumb to ensure strategy map is developed both

vertically and horizontally

Way of pulling out both drivers and outcomes that match up against the

core competencies of the business model

Customer Growth Customer SatisfactionRetention Rate

Timely Delivery Pricing Quality Service Reputation

Customer Perspective

Outcomes

Drivers

Weak Strong

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Leading

Definition

Lagging

Input

Output

Outcome

Objective /

Quantitative

Example

Intermediate outcomes that predicts or

drive bottom-line performance results

Measure Type

Bottom-line performance results resulting

from actions taken

Amount of Investments, assets, equipment,

labor hours, or budget dollars used

Units of a product or service rendered - a

measure of yield

Resulting effect (benefit) of the use or

application of an output

Empirical indicators of performance

Subjective /

Qualitative

Perceptions and evaluations of major

customers and stakeholders

Employee turnover rate

Employee satisfaction rating

Number of Value Meal orders fulfilled

Customer satisfaction rating

Wait time

Customer complaints received as a % of

total customers served

Number of cashiers

Types of Measurements

Stakeholder / Customer Internal Processes

Learning and Growth Investments

• % of facility assets fully funded for

upgrading

• % of IT infrastructure investments

approved

• # of new hire positions authorized for filling

• % of required contracts awarded and in

place

• Percentage employee absenteeism

• Hours of absenteeism

• Job posting response rate

• Personnel turnover rate

• Ratio of acceptances to offers

• Time to fill vacancy

• Number of unscheduled maintenance calls

• Production time lost because of maintenance

problems

• Percentage of equipment maintained on

schedule

• Average number of monthly unscheduled

outages

• Mean time between failures

• Current customer satisfaction level

• Improvement in customer satisfaction

• Customer retention rate

• Frequency of customer contact by customer

service

• Average time to resolve a customer inquiry

• Number of customer complaints

Examples of Measurements

by Perspective

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KPIs Setting Summary

Introduction

KPIs (Key Performance Indicators) are measures that

indicate how is the progress of strategic objectives and

targets achievements

PurposeTo indicate and alarm the management for strategy and targets

achievements or deviations

Suitable

Techniques

•KPIs Profile

• Benchmarking

• KPIs Libraries

Expected

Outcomes

Once the KPIs setting is done, it is expected to have:

• Firm’s KPIs

• KPIs definitions & frequency of review

•KPIs formulas

• Strategic objectives that are measures by specific KPIs

• KPIs owners

Definition

Definition

Definition

Definition

KPI Definition

X+Y = Z

X+Y = Z

X+Y = Z

X+Y = Z

KPI Formula

W/M/Q/S/A

W/M/Q/S/A

W/M/Q/S/A

W/M/Q/S/A

Frequency

Name / Dept.

Name / Dept.

Name / Dept.

Name / Dept.

Owner

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Targets Setting Summary

IntroductionTargets are those values (determined in each KPI) that

the management wants to achieve within a certain time

PurposeTo make the KPIs and the measurement more quantifiable and

measureable

Suitable

Techniques

• Benchmarking

• Forecasting

• Feasibility studies

• Market Research

Expected

Outcomes

Once the targets setting is done, it is expected to have:

• KPIs targets

• Targets values & units

Initiatives Setting Summary

Introduction

Are those actions that are predesigned and dedicated to

achieve the determined targets and to activate specific

KPIs

PurposeTo help the firm achieving strategic objectives

Suitable

Techniques

• Benchmarking

•Feasibility studies

• Market Research

• R&D

Expected

Outcomes

Once the initiatives setting is done, it is expected to have:

• Strategic plan initiatives

• Owners

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66

Tool 3: KPI Tracker

1 A4 to execute

All the pieces of the Value Drivers come together in a dashboard that monitors performance:

Strategic Priority A

Strategic Priority B

Strategic Priority C

Strategic Priority D

Strategic Priority

1. KPI1

2. KPI2

3. KPI3

1. KPI1

2. KPI2

3. KPI3

1. KPI1

2. KPI2

3. KPI3

1. KPI1

2. KPI2

3. KPI3

KPI

VALUE (unit)

VALUE (unit)

VALUE (unit)

VALUE (unit)

Target

1. Action A

2. Action B

3. Action C

1. Action A

2. Action B

3. Action C

1. Action A

2. Action B

3. Action C

1. Action A

2. Action B

3. Action C

Initiative

Multiple Choice Question –

Appropriate Measurement

The measurement, % of employees following a supervisor approved competency model, would most likely be placed in which perspective of the Balanced Scorecard?

a. Stakeholder / Customer

b. Learning and Growth

c. Agency Investments

d. Internal Processes

KPITracker.xls

MASTERING

MARKETING & SALES

5-Nov-15


70

Its Boundaries are Defined by:

Neighbourhood

• Economic Benefits

• PHYSICAL FEATURES

• LEGAL BOUNDARIES

MASTERING

MARKETING & SALES

5-Nov-15


71

Location

Development and Growth Rate

Trend of Property Values

Demand/Supply

Exposure Time

Marketing Time

Predominant Occupancy

Single-Family Housing Price and Age

Present Land Uses

Potential Land Use Changes

Neighbourhood profile

72

Development Phase

Stable Phase

Decline

Renaissance

The neighborhood cycle

MASTERING

MARKETING & SALES

5-Nov-15


73

Evidence of

neighborhood change

Land-use changes are key signs of neighborhood change!

Decline in Construction Degree of Maintenance in Existing

Buildings Renovation Activity on Existing Buildings

74

To Define the Geographic Area for Market Data

Search

To Estimate Highest and Best Use of the Property

To Assist in the Comparable Sales Adjustments

We use neighborhood information

MASTERING

MARKETING & SALES

5-Nov-15


75

Notice the Golf Course North

Notice the Dry River on the West

Notice the Main Streets on East and South

Residential neighborhood

76

Notice Dry River on North

Notice Freeway on South

Major Streets on East and West Borders

Industrial district

MASTERING

MARKETING & SALES

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77

Central Town

Transportation Service Town

Special Function Town

Types of towns

78

Topography

A Town’s Origins

Transportation System

Existing Cities

Major factors in land use

MASTERING

MARKETING & SALES

5-Nov-15


79

Typical Patterns of Land Use: Concentric Rings

Dennis J. McKenzie and Richard M. Betts, The

Essentials of Property Economics, 6th ed.,

Cengage Learning, Mason, Ohio, 2010

Concentric ring growth

80

Segmented Rings

Courtesy of the California Department of Property

Segmented ring growth

MASTERING

MARKETING & SALES

5-Nov-15


81

The Modern Star Shaped City

Dennis J. McKenzie and Richard M. Betts,

The Essentials of Property Economics, 6th

ed., Cengage Learning, Mason, Ohio, 2010

Modern star shaped city

MASTERING

MARKETING & SALES

5-Nov-15


Dashboard Summary

Introduction It is a simple visualization of the firm’s performance

PurposeTo help the management taking decisions and being up to date

with the firm’s overall performance

Suitable

Techniques

• MS Power Point Presentation

• MS Excel

• other software

Expected

Outcomes

Once the BSC dashboard is done, it is expected to have:

• Projected BSC perspectives and firm's strategic priorities

with notifying designs

Internal Processes Dimension

Indicators

% (Actual

/ Target)

Learning & Growth Dimension

Indicators

% (Actual

/ Target)

Financial Dimension

Indicators

Actual < 90% of Target

90% of Target < Actual < 100% of Target

Actual >= 100% of Target

% (Actual

/ Target)

Internal Processes Dimension

Indicators

% (Actual

/ Target)

MASTERING

MARKETING & SALES

5-Nov-15


Know when to talk and When listen.

Move the Process Forward.

Deal with Objectives.

Here are a few basic rules for dealing with objective:

Answer every objective.

Don’t argue.

Make sure you know the real issue.

Managing The Sales Process

Lead Closure in Property

• Timing.

• Learn to Apply Closing Techniques.

• Help Clients Realize that the Property is Right for them.

Roles & Responsibilities

MASTERING

MARKETING & SALES

5-Nov-15


LESSON #1:

Know the real playing field

Success in handling

money requires understanding the

field you’re playing

on, which likely is

not level or balanced.

Lesson #2:You Must Be Prepared to Take Losses on the “Road,” if You are to Ultimately Win.

Traveling around the Monopoly teaches you that adversity not only lurks, it

happens. The board is a vehicle that carries you from decision point to

decision point. If you make the most of each choice encountered, you

improve the odds of winning the game.

MASTERING

MARKETING & SALES

5-Nov-15


Lesson #3: Before you can make money, you have to steadily think about, and apply yourself, to making money.

In other words, you can’t succeed by assuming you can manage

your nest egg when the whim strikes. You need to commit

yourself to making intelligent decisions daily, through careful

study and application of sound financial principles.

Lesson #4:Think of your Personal Finances as if You were a Business

Like any business, you have assets and debt.

In the game, your assets consist of CASH, DEEDS and BUILDINGS. Your liabilities will be MORTGAGES.

The difference is your NET WORTH. As long as your net worth is positive, you are in the game.

If your net worth goes “in the red”

you go bankrupt! Good-bye.

MASTERING

MARKETING & SALES

5-Nov-15


Lesson #5:Know the Rules of the Game You’re Playing.

By the time the fool has learned the game, the players

have dispersed.

– African Proverb–

Each participant is handed pieces of paper

Each paper has the name of other participants

Each participant has to write “ I am glad I met XXX

because…….”

The pieces of paper are distributed to the appropriate

people and read when they get home

Closing Games

MASTERING

MARKETING & SALES

5-Nov-15


3 things you have learnt today

2 things you are not sure about

1 way you can link what you have done today to your work place

Wrap Up

96

Write Down

Learn Unlearn Relearn Evaluation

97

Please rate the following aspects of the course

excellent good not good poor

1. Organisation & domestics

2. Content

3. Notes

4. Presentation

5. Overall enjoyment

Other topics of interest

Course Date Name