Matt answers your questions about whether lead generating services are worth it, some good sources of real estate news and if blogs will replace static webpages
Watch this video Matthew explains leads in today's marketplace and takes your questions during a live broadcast
Watch this video Matthew discusses the challenge of communicating with the GEN Y consumer.
Watch this video Matthew discusses how the Technology Revolution has fueled the availability and desire for buyes to want more videos for home listings.
Watch this video Matthew shows how GEN X consumers will use social networking to find testimonials, references, blogs and recommendations to learn more about you and leverage their "referrals."
Watch this video Matthew discusses how GEN X accumulates data, but needs real estate agents to help them analyze it and make good decisions.
Watch this video Matthew reminds the audience that many of them were successful in the past when market conditions were not so favorable.
Watch this video Using For Sale by Owner websites to generate more leads for listings, buyer clients and referrals.
Watch this video

Matthew Ferrara’s presentations on Generation Differences in Real Estate and Leads Management from Leading Real Estate Companies of the World 2010 Conference in Las Vegas.

Matthew Ferrara offers a radical idea on leads management: Only assign new leads to agents who have a track record of turning prospects into closings. Imagine that!

It has often been said that sales is a contact sport. If so, then every opportunity to work closely with consumers is a sales moment. Real estate sales professionals know that it’s all about relationships. So it’s important to never let a good sales moment go to waste. If you’re serious about a sales career, then selling means more than just showing up. And one place to start selling more is at the Open House.

In one of the cruel ironies of the housing market today, the total number of units sold this year isn’t that far from historically normal volume. According to the National Association of REALTORS, the seasonally adjusted annual rate for sales in May is around 4.77 million – generally trending the pre-bubble long-term volume  for a typical year. Some segments continue to decline – such as housing starts – but it makes sense to stop adding more units to the million-plus excess inventory units available already. Clearing the excess inventory remains an important goal for the market. Only when supply and demand level off will prices stabilize. Yet real estate companies find themselves doing the same (or more) work for less results. Even selling historically normal units prevent a revenue decline; and nobody’s picking up “extra” units these days. With median home prices down 30% to around $173,000, volume strategies alone cannot sustain most brokerages. Thankfully, the consumer has provided real estate professionals with a ready-made solution. It’s up to brokers and agents to start selling it. Just like they used to.

What do Hyatt, FedEx, Microsoft, and Burger King all have in common? They all started during recessions. And today they each are winning companies in their industries. Every one of them understood that recessions cause both economic uncertainty and reveal new opportunities. Their success is a result of capitalizing on the companies who went into “automatic” mode during good times, forgetting that change, and recessions, always come. One look at these companies today proves that recessions and innovation go hand-in-hand. They either invented or re-invented how their industry performs during a time when rivals tried instead to weather the storm. They took risks that helped them grow through the downturn, and win a dominant position in their industries.

Real estate is a tricky business. At some point, you’d expect things to “mean” what they say. Yet we’re an industry that can’t even decide what exactly constitutes a “bedroom.”  In some markets, it’s a broom closet; others extend the definition to unfinished attics. Of course, small dens and breakfast nooks in big-city condos qualify as bedrooms as long as a curtain divides them from the next room. Funny stuff, but it gets more serious when you try to apply these definitions to market data. If we can’t decide what certain market data means, how can we plan a business strategy around it? When current listing prices are sketchy, foreclosures skew sold data and “for sale by owner” inventory makes it impossible to determine meaningful absorption rates, wouldn’t it be nice if we could just pin down the meaning of something simple – like “Days on Market”? Ironically, even that market metric is sorely misunderstood.

Everyone knows about the 90/10 rule: 90% of the business is done by about 10% of REALTORS. Translated to a consumer experience, this means that most buyers and sellers have about a 1-in-10 chance of getting the “best performing” agent to sell their home or represent them in a purchase. Even a generous assessment of the business – quartiled for the top 25% of agents who generate more than $200,000 in commissions annually – leave the underperforming-bottom 75% of the business to muck up the works. And while banks, lenders, Fannie, Freddie, Frank and Dodd all share some blame for causing the current crisis, could it be that the “other” broken real estate market is the soft-underbelly of the brokerage industry itself? Do we really need to answer that?