Visit the About Page on mlsdomains.org to see the 40 MLSs that have already joined the association and the domain names claimed so far.  These leaders represent 517,000 real estate professionals.

Beginning this Wednesday, September 1, association Members will be claiming new domain names. You can claim yours once you join MLS Domains Association, where real MLSs are on the right side of the dot, .MLS.

Check out this unique opportunity for your organization.  Call (424) 243-6287 or email info@MLSDomains.org

Too often, Realtor associations are unclear about who they are and what they do. They adopt mission statements that sound a lot like every other Realtor organization, containing phrases like ‘protect private property rights’ and ‘high ethical standards’. A clear mission statement should be memorable and compelling, and should focus on (1) outcome and (2) audience. Delete all those references to programs and processes. If you want to enable the business success of your members, for instance, then just say so. All the references to how your organization is going to accomplish this mission belong in your statement of work, but not in your mission statement.

The statement of work, or implementation strategy, includes the scope of what your organization does, the areas in which you operate and the programs you provide. A Realtor association might be in several different businesses including data collection, creation of a business community, education, legislative and legal advocacy, and community relations. Not all associations will be in the same businesses to the same degree—for some a state or regional group may assume some of the responsibilities. Increasingly, those partnerships make good sense and avoid duplication of services.

An example of how these partnerships might work is outlined in the winning Game Changer program from the Chicago area Realtor associations. The Regional Alliances project establishes a formal, collaborative venture of four Chicago area associations to provide higher quality programs through consistency of messages and processes. The sharing of talent, reduction of costs and duplications, faster resolution of issues and a combined political voice benefits all members while keeping localized structures and emphasis.

The business plan includes the answer to the question, “How do you do your work?” That is, what are your operational strategies? Operational strategies consume a large part of an association’s resources and include managing finances, recruiting and supervising staff and volunteers, developing leadership, delivering programs, communications, recruitment and retention of members, and raising funds. It is at this point that a resource analysis of your organization (sometimes called a ‘structural audit’) is important in gaining a clear picture of your organizational capacity.

The final component of any business plan is the answer to the question, “How does your organization finance its work?” How does it maintain and attract sufficient revenues to continue its mission, and remain financially viable? Does the association have a diversified and stable income stream? And of the programs and services we provide, is there an adequate market or are our programs too expensive to deliver to our audience?

No matter how good the programs, organizational success or failure always depends on the business model. Knowing who you are, the work you do, and how you finance this work are all central to your business model. But the next steps in business plan development are equally as important: understanding what your market is, and what are your advantages over your neighbors and other competitors.

Next week – Market Thinking.

The first step is in the initial impression.  It’s superficial, of course, and based on appearance, speech, and mannerisms.  Often these impressions are significant clues to a deeper understanding, but more often than not, we find ourselves misled in our first analysis: the quiet person is really a talker, the aloof and cold person sobs her way through the ending of a good book.

Often, strategic planning begins with a planning committee compiling an inventory of strengths and weaknesses of the organization.  Like any first impression, such a list has value, but it should not be perceived as a thorough analysis: it is merely a snapshot of a moment in time, a set of initial clues about a real identity.

The second way organizations often attempt to assess their identity is by a survey of the membership.  “Who do our members think we are?” is the question at hand, and associations and MLSs attempt the answer through a series of questions, which ask, “What do you think of our service?” and “what would you like for us to do for you?”  The answer often arrived at is “why don’t members answer our questionnaire?”, “Clearly, they don’t KNOW what we do”, and “They don’t have any real suggestions for us.”

The typical conclusion?  Member apathy.  The usual answer?  Better communication.

In reality, the question “Who do our customers (members, public, and other stakeholders) think we are” is only a small part of truly understanding your organizational identity, and the opinion poll or satisfaction survey is only one small, and often partially effective clue toward understanding your organization.

A second question is “Who do WE think we are?”  The answer is found in the statements the organization makes through its mission statement, vision, goals, and policy formulations.

But the moment of revelation really comes with the third question, “Who are we, really?”

That’s where the work of Focus Forward really begins.  We answer this question by taking an in depth look at the organization as revealed in its allocation of resources (budget, staff, programs) in relation to its stated mission and goals.  Does the organization walk its talk?  What is its operating business model?  What is the competition for the organization?  What is its advantage over its competitors? What are its Big Questions?  Where has the organization positioned itself in relation to current industry trends?

The three organizational identity questions:

(1)  Who do our customers think we are?

(2)  Who do we think we are?

(3) Who are we, really?

These questions need answers before a real strategy is designed.  Focus Forward helps leadership answer these questions through surveys, individual conversations with brokers, and focus groups.  We examine your organizational statements, and we analyze your actions.  We write a complete analysis and we take time to lead a discussion on our findings and answer your questions.

At the end of the strategic planning process your organization will have a business model that outlines who you are, what work you do, your operational structure, and your financial sustainability.  Understanding your organizational structure is the first important step as you take a fresh look into your future.

Stay tuned for the next post in this series about  strategic planning and how to survive the big shift taking place in the real estate industry.

We work with the leaders of real estate associations and MLSs, who are at risk due to the “big shift” taking place in the industry and we show them how to create their own blueprint for a thriving MLS business by being of much greater service to their members and consumers.

Kevin McQueen, President Focus Forward

At the heart of every successful organization is a strong vision and a workable plan. But Focus Forward believes that rapid change calls for a new kind of plan, one that is based on strategic thinking and decision-making and which requires leaders to be flexible and fast. Our goal is to assist you by teaching you how to cultivate an environment of strategic thinking and meaningful action within your organization, how to manage decision making with real-time strategy.

This series of articles is designed to show you why the old way of strategic planning doesn’t work in today’s rapidly changing real estate environment and to help you better understand the strategic planning revolution which must take place if we are to emerge as successful, sustainable MLS operators going forward.

We understand that consumer and member expectations are constantly increasing and that’s why Focus Forward and the Loyalty Research Center have joined forces to offer this timely and unique solution that will ensure REALTOR® Associations benefit through quicker results and improvements that can be measured. What could be more important in this economy and highly competitive real estate market?

Since 1997, the Loyalty Research Center has worked with REALTOR® Associations to improve performance and strengthen member relationships. LRC designs REALTOR® Association research studies that determine REALTOR® loyalty and identifies the problems and issues that can undermine loyalty and satisfaction

Kevin McQueen, President of Focus Forward, provides professional consulting services to Associations, MLSs, Vendors and Brokerages. He brings more than 28 years of hands-on leadership experience as an MLS vendor, CEO of the largest regional MLS in Michigan (Realcomp), President and CEO of a software firm and as a trusted industry advisor & independent management consultant to more than 300 organizations.

Kevin McQueen and the Loyalty Research Center look forward to working together with you and other REALTOR® Associations to improve association performance, reduce member losses and grow by knowing more about what your members want and need to succeed.

Watch for our upcoming announcement about the National REALTOR® Association Benchmark Study to show you how you stack up with others.

Please contact either of us to discuss your questions and your needs. It doesn’t cost anything to talk.

Kevin McQueen   kevin@kevinmcqueen.com (248) 374-1045

Andy Keene   akeene@loyaltyresearch.com (317) 466-5043

1.  How can we reduce our operating expenses by working together?

2.  How well do our current services meet our customers’ business needs?

3.  How do our services compare with others in our market and across the country?

4.  What should we do to help our brokers and agents keep up with consumer demands and remain relevant?

And the most important question:

What is keeping you from answering these 4 questions?

The most frequent responses include:  not enough time, the politics,  our market is unique, the cost of the assessment, we don’t have overlapping market disorder, too many other priorities right now and our neighboring Associations / MLSs don’t want to work together.

A better answer to the last question might be  “a thorough and objective assessment of our market”. That’s precisely what the Effective MLS Market Solution program (EMMS) was created to do. What could be more important than answering these questions right now?  Ask your leadership or your brokers what they think and let us know since we are very interested in your input at this time.

It’s time for a fresh new approach to support the efforts of progressive MLSs’ that seek out the best ways to help their MLS customers serve consumers more effectively.

With EMMS, you will know:

-  The opportunities for improved service and decreased costs by working together

-  What your brokers value

-  Governance and technology solutions that closely align with your brokers’ business needs

-  A plan outline for how to proceed, if you choose to

If you are interested in learning more about participation requirements,  contact Brian Larson at blarson@larsonsobotka.com  (612) 424-8661 or Kevin McQueen at kevin@kevinmcqueen.com  (248) 374-1045.  NAR is sponsoring our professional fees and all you pay for is a portion of the travel costs. There are a limited number of programs available.

Kevin will be in Quebec City for AEI this weekend if you would like to discuss this in person one on one or with some of your neighboring Association / MLS Execs.  Call (248) 374-1045 to schedule some time to talk and answer your questions.

Here is the EMMS 2-page overview for a quick read

EMMS
The Effective MLS Market Solutions program will help MLS organizations by providing them with objective market analysis and identifying options for them to deliver more effective services to their brokers.  At the conclusion of the EMMS program, you’ll meet with our independent consultants and receive an MLS Market Report laying out the results.

This is a fresh new approach to addressing the challenges that many MLSs and their customers face in their markets.  We will gather and measure data provided by the MLSs and survey and interview brokers to understand their business objectives and identify “pain points” in the current environment.

We sought funding from NAR for the program to eliminate one common obstacle to progress, namely the cost of engaging skilled advisers.  With NAR’s sponsorship, we can reach more MLSs that want to make a difference and achieve measurable improvements much more quickly.  NAR is not seeking active involvement in the program.

We have a limited number of program / MLS groups and are actively seeking out only 6 ready markets at this time.  Each market will likely consist of 3 or more MLSs.  The MLSs will be required to share agreed upon information with us, commit to the process and pay a portion of the shared travel expenses for on-site visits by Brian or Kevin.

If you are interested in learning more about EMMS, please read the overview and contact

Brian Larson blarson@larsonsobotka.com (612) 442-8661 or Kevin McQueen kevin@kevinmcqueen.com (248) 374-1045 for more details.

Kevin McQueen presented some of his most current views on the future of MLS at the recent NYSAR Business meetings, held in Albany New York.   He built on one of the themes from Inman Connect NYC — Real-time Everything.   View Kevin’s presentation on this and other topics about the future of MLS including data standards, RPR, the new Cloud CMA and long-term strategic planning is dead as we know it.

Want some ideas on what to do next?   Call Kevin at (248) 374-1045 and let’s take a fresh look into your future together.

As a result  of their  Game Changer Initiative, the 4,100 members of the Montana Association of REALTORS^® (MAR) will be more informed and involved in issues that matter to them and the fifteen local Associations / Boards across the large diverse state of Montana. We will utilize the best available communications strategies, technology and infrastructure to:

-       Improve two-way communications of issues and information between MAR, the local Associations / Boards and their members, helping to keep them better informed so they can be more effective in their individual businesses.

-       Establish greater value in the eyes of their membership while strengthening MAR and the image of leadership.

-       Result in greater interest and involvement through member participation in leadership roles with the state and local Associations / Boards by making it easier for people to participate in meetings electronically and online.

-       Create a model for other local and state REALTOR^® Associations across the country.

The project is scheduled to launch before May and Kevin McQueen will report on progress at AEI (Quebec) and the Midyear Meetings in Washington DC.

We began by surveying the members across the state to get a better understanding of what was important to them.   29% of the members responded and we now know a lot about  their preferences for being communicated with.  65% of the members use text messaging and 53% use Facebook for business!  Surprising and useful information indeed.

If you are interested in learning more, contact Kevin McQueen at kevin@kevinmcqueen.com or (248) 374-1045

The License Agreement is pretty straight-forward and free of any real surprises, at least to the people I have talked with so far.  I would be very interested in talking with you about your take on it.  If you are the MLS Executive and have not already requested an MLS Enrollment Package, click here or for more information, click here for general information and FAQs via the RPR Blog.

Many have  been waiting for some of these details, in writing before starting to develop their position about RPR.  I believe that the License Agreement is the next step in that process.  Next I expect there will be some kind of terms of use and of course, the RPR application software itself, which I am anxious to review and write about.  The RPR application should be the most important part to the Realtor Members, while Board/MLS leadership and staff are considering the business relationship with RPR/NAR and the written agreements as well.

In summary, I recommend that you review the License Agreement and other written terms to follow about usage, public records, APIs and the RPR application, as you begin to develop the position and strategy for your organization.

What do you think?  Questions so far?

The first one is that in times of uncertainly, people are constantly looking for direction and answers. This is one of those times with great uncertainty about the economy, jobs, interest rates, the government’s role, RPR and more. All of these represent major game-changers that are currently in play. They are disrupting the status quo and making it more difficult than ever for leaders to predict the future. People are looking for direction right now and they are asking questions, listening, and seeking answers from everywhere, including the people on and off the stage at Inman this past week.

This is great news – that so many of the industry’s leaders would come out to learn, share stories and seek direction to help them invent their own futures. This is one of the things that makes our real estate industry so dynamic. It’s fun to be a part of it, especially right now. The future is full of opportunities.

Another contributing factor to the increased attention and involvement at industry events is the #RPR. The Realtors Property Resource is a big deal and it is causing people to think about their current business models and the products and services they currently offer. RPR has already resulted in some positive changes in direction, strategy and planning for the future – and the RPR hasn’t even launched yet.

Some of you may know that I was on the volunteer RPR Advisory Board for the past year and a half. This was a positive experience for me as I was given a unique opportunity to participate in a very small way in the development of this new initiative.  I’m passionate about giving back and making a difference in the industry. Once the RPR model was solidified and the contracts were signed with LPS, NAR announced the RPR in San Diego. Finally, the important discussions could begin with key stakeholders including NAR members and MLS leadership based on the proposed model.

Since NAR San Diego, I have been advising my clients to keep an open mind, ask a lot of questions of the people who have the answers and learn everything they can about RPR. Once they have the information they need, they should develop their own RPR strategies.

Last week, I resigned from the RPR Advisory Board because I want to continue to serve my clients by providing them with the most objective and productive advice and assistance as we focus forward together. Some people perceived that I was somehow conflicted in my role with RPR or that I was too close to RPR to be objective. My perspective was that I was uniquely qualified to assist my clients. Regardless, I resigned from the RPR Advisory Board to clear this up and better serve my clients and continue to grow my business. I left on very good terms and I wish the RPR leadership the best.

We are all anxious to review the terms of the RPR agreement and better understand all the details and the resulting value proposition in the coming weeks. There are a lot of outstanding questions and answers, which I will write about through my blog. Another good channel for information is the RPR blog for ongoing updates.

What do you think about all of this? What are your questions? I want to talk with you and assist in developing the RPR strategies and plans for your business and your future. Stay tuned!

I will begin regular blog posts about topics of interest to inform and create communities where we can all learn from each other.  This is a very exciting time in our industry and I am blessed to play a modest role.

Let me know what you think.  I’ll be in New York for Inman #ICNY this week, Wednesday – Saturday.

Let’s connect.

Here’s to an amazing 2010!