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.

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.

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