Executive Update: July, 2019

Last month we looked at what we aspire to achieve as a company (our Vision), and why we exist (our Mission).  To refresh your memories, I’ve stated these again:

VISION:  We aspire to create and maintain a real estate services company that provides superior results, engages team members, and produces 10% growth and profits every year.

MISSION:  We exist to provide superior results for our customers and growth opportunities, both professionally and financially, for all team members.

We said we accomplish our Vision and Mission by practicing 3 Key Strategies:

1. We Play the Great Game of Business:
   1. Know and Teach the Rules of Business - How to Make Money!
   2. Follow the Action & Keep Score:
   3. Provide a Stake in the Outcome:
2. We Play to Win!
   1. What is our winning aspiration?
   2. Where will we play?
   3. How will we win?
   4. What capabilities must be in place?
   5. What management systems are required?
3. We Practice the Four Disciplines of Execution (4DX):
   1. Focus on the Widely Important
   2. Act on Lead Measures:
   3. Keep a Compelling Scoreboard
   4. Create a Cadence of Accountability:

To actually achieve our Vision and successfully implement these 3 Key Strategies, all team members at CSS must know what we have to offer customers that distinguish us from the competition.  Why should a potential customer choose us?  The answer to this question is called our Value Proposition.  Simply stated, the reason customers should choose us is:

We provide superior customer results at a fair price!

Seems simple.  But think about our Value Proposition in your area of work:

• Property Reports: Do we consistently produce our reports more quickly and with fewer errors than our competitors?
• Appraisals & Evaluations: Do we consistently produce our valuation products with lower turn-times and more accuracy than our competitors?
• Title & Closings: Do we consistently produce our commitments with lower turn-times, and complete our closings more accurately and timely than our competitors?
• Customer Experience: Are we more helpful, informed and pleasant than our competitors so our customers always have a better customer experience at CSS?
• Bottom Line: Are we doing all of the above in a way that results in 10% of what we charge for our products and services being left over when we are finished?

If we fail at any of these challenges, we are no longer providing the value to our customers we claim, and customers no longer have a compelling reason to choose CSS!  This is why the weekly results we measure in each department of CSS are so important.  Together, they determine whether we are in fact offering the marketplace,

“Superior results at a fair price.”