Teaming Trends for Better Brokerage

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Teaming Trends for Better Brokerage

• Saturday, November 15, 2003 845 AM - 1000 AM

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Todays Presenters

• Geoffrey Kasselman, SIOR
• John Huguenard, SIOR
• Luke Wessel, SIOR
• John Van Buskirk, SIOR
• Michael Alderman, SIOR

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• Geoffrey Kasselman, SIOR
• Senior Managing Director
• Studley Chicago
• On Behalf of
• Studleys Industrial Services Group

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Why Team Brokerage?

• Collective efforts greater rewards
• Client/employer/market implications
• Marketability/differentiation
• Portfolio effect spreads risk

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Minimum Requirements

• Long-term vision
• Compatibility
• Different skill sets
• Communication
• Accountability
• Role recognition responsibility

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Team Roles and Responsibilities

• Leadership (internal/external)
• Business development
• Relationship management
• Deal processing
• Relevant expertise in
• Administration

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Resources and Internal Operations

• Communication enhancers
• Technology management
• Capital (i.e. retained earnings)
• Marketing/PR mechanism
• Accounting legal support
• Administrative support
• Shared resources

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Proactive, Team-Specific Marketing

• Brand awareness/identity
• Target your audience
• Allow for format flexibility
• Use case study specifics
• PR strategy (i.e. articles speaking)
• Pursue awards

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Other Issues to Consider

• Compensation
• Finding a niche
• Expansion/contraction
• Hiring/screening/training process
• Who owns what?
• Company vs. team investment

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Keys to Success

• Communication/camaraderie
• Work hard/play hard
• Employ Rules of Engagement
• Manage expectations
• Maintain flexibility
• Share successes failures
• Use team individual goals
• Ace-in-the-hole Detail Freak!

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• John Huguenard, SIOR, CCIM
• Principal, Senior Vice President
• Colliers Turley Martin Tucker
• Luke Wessel, SIOR
• Vice President
• Colliers Turley Martin Tucker

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Why Team Brokerage?

• Cover more ground
• Enhance earnings
• Spread risks
• Create leverage

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Minimum Requirements

• Compatibility
• Complementary skill sets
• Communication
• Long-term vision
• Trust

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Team Roles and Responsibilities
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Team Roles and Responsibilities
Administrative support is crucial!
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Resources and Internal Operations

• Comprehensive client services
• Marketing
• Research
• Construction
• Economic Incentives
• Auction Services
• Databases information, information, information

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Proactive, Team-Specific Marketing

• Relationship building activities
• SIOR participation
• Postcard mailers
• Public speaking (SIOR, State of Real Estate,
  Hot!Stats)
• Public relations (articles, press opportunities,
  sponsorships)

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Other Issues to Consider

• Compensation
• When to expand/contract
• Market perception

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Keys to Success

• Commission sharing
• Constant communication
• Ethics
• Details
• Shared data

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Results
10.6 million SF
9.3 million SF
7.7 million SF
5.2 million SF
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• Industrial Properties Group at NAI/CIR
• Presented By
• John Van Buskirk, SIOR Michael
  Alderman, SIOR

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Industrial Properties Group at NAI/CIR

• 3 Member Team Founded 1996
• Focus on Industrial Property
• Leasing Sales
• Tenant Representation
• Development Redevelopment
• Large Geographic Trade Area (2 hour radius of
  Harrisburg, PA)
• Staff of 4 full time assistants

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Why Team Brokerage?

• Economies of Scale Efficiency in Operations
• Expanded Coverage Capabilities
• Leveraged Learning Curve
• Benefits of Collaboration
• Significant Benefit to Clients

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Why Team Brokerage?

• Higher, More Regular Earnings

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Administrative RolesTeam Marketing

• Develop Manage Team Marketing Plan
• Logo Development Use
• Announcement Card Program
• Holiday Gift Card Program
• Convention Attendance
• Group / Member Speaking Opportunities
• Presentation Materials
• Team Website Content
• Interface w/ NAI Logistics Group (Mid Atlantic
  Region)
• Forward Initiatives

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Administrative RolesProperty Marketing

• Manage Administrative Elements of Property
  Marketing Plans
• Systemic Marketing Capabilities
• Database Acquisition, Development Rules of
  Engagement
• Property Marketing Websites
• Individual Property Marketing Plans (w/ 1st
  Chair)
• Marketing Budgets Expense Tracking
• Targeted Contact Lists (for 1st Chair)
• Marketing Materials
• Direct Mail Broadcast E-Mail Programs
• Forward Initiatives

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Administrative RolesResearch

• Collect, Manage Report on Property Market
  Information
• Property Database
• Identify, Group Classify Individual Properties
• Data Collection
• Quarterly Market Reports
• Property Searches
• Tour Packages
• Predictive Modeling
• Company Research
• Forward Initiatives

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Administrative RolesGeneral Administration

• Technology, Bookkeeping, Personnel Other
  Resource Mgmt.
• Invoicing, Renewal Tracking Revenue Projections
• Expense Categorization, Tax Reports Forward
  Budgeting
• Staff Reviews
• Technology Investments
• Manage Service Contracts (Consultants, etc)
• Forward Initiatives

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Minimum Requirements

• Aptitude Energy
• Strong Underlying Knowledge Base
• Good Existing Book of Business
• Personality Fit
• Career Stage Fit

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Other Issues to Consider

• Competing Fiduciaries
• Team Scale v. Firm Scale
• Decision Making Model(s)
• Member Communication Conflict
• Member Compensation Model Reflecting Team Goals
• Managing Changes in Membership
• Brand Durability

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Keys To Success

• Shared Vision Unifying Goal Structure
• Never Break Trust
• Listen
• Take the Long View
• Willingness to Collaborate

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• Audience Participation/
• Questions Answers

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• Thank you for joining us.
• Copies of this presentation
• may be available please
• contact SIOR Staff.

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Teaming Trends for Better Brokerage

• Saturday, November 15, 2003 845 AM - 1000 AM