I’ve been interested to watch Sean Purcell, Mike Farmer and Rob Hahn talk about alternative brokerage structures, but the only structure that actually matters to me is our own. It’s possible that BloodhoundRealty.com will grow bigger in due course — all but certain given the work we’re doing this year — but I am never, ever interested in growing so large that I cannot directly control the quality of experience we deliver to each of our clients.
Cathleen Collins and I both work constantly to come up with newer ways of doing our work better, more ways of knocking the socks completely off of our buyers and sellers. This is a process I want never to stop, much less see reversed by the three-headed monster that passes for “management” in most businesses: haphazard philosophy, hamhanded preparation and tightfisted execution.
That is to say, we are a brand, no matter how small we are. We approached our business that way from the very beginning, to have the iconic idea of a Bloodhound speak for us in every possible way. We have never pursued personal promotion, preferring instead to promote the idea of this brand — not just the images but the underlying ideas.
Our market penetration is very slight so far, as must be the case for a boot-strapped brokerage. But there is no one we have worked with, either our clients or their warm networks or neighbors, who does not remember us or the ideas we stand for. We don’t hit 1.000 — although we have not missed on a listing in 2008, knock wood — but we hit the ball so hard that everyone remembers us in the neighborhoods where work.
They remember not us as people, but the brand. One of my favorite clients came to us when, frustrated that his house wasn’t selling, he turned to his wife and said, “What we need is the Bloodhounds.” He didn’t remember us, he remembered our marketing efforts and our results. Iconic ideas Google well, so he found us in one quick search.
This is the kind of branding that I think can make all the Read more
