IDeaS Revenue Solutions的动态

We already feel the impact of the two advisors we brought on board last week. Both of them have led GTM teams for some pretty big tech companies (RDC + WebMD ??) They advised to hone in on the Team’s metrics that are being positively influenced by our proptech. Why? Proof of concept or product market fit. Our CEO said, “If we can show how integrating iCONNCT improves one, two or even 3 of these metrics, we can sell it to every team in the country.” Which is facts. So, where do we start? First, what are “these metrics?” For any RE team/brokerage that is generating leads for their agents, you NEED to keep track of: - Appointment Set Rate - Appointment Met Rate? - Showing/List Rate - Offer Rate? - Conversion to closed I would also like to add, lets call it “Time to escrow closed” to show how we can accelerate revenue for a team, but Ill save that for another day. These metrics show each step in the pipeline regardless of lead source. And speaking of lead source The health standard of each of these changes based on the lead source. Ex. You can't compare Zillow flex appointment rate of 91% to Google PPC appointment rate of 12% Your comparing ?? to ?? But anyways… The first step in creating a billion dollar proptech company is to show which metrics we can influence for a team AND the impact of doing so Next step, is actually influencing the metrics ?? —————— Team Leaders/Broker owners, which metrics are you keeping track of to justify your spend on leads for the team? Is there anything you add to the above? #iconnct #realestateteams?

Curious how RentMarketplace. drives maximum conversions? Read this recent interview with Tina Langston, the Director of Product Implementation at Rent. to find out! #multifamilymarketing #apartmentmarketing #leasingseason

Curious how RentMarketplace. drives maximum conversions? Read this recent interview with Tina Langston, the Director of Product Implementation at Rent. to find out! #multifamilymarketing #apartmentmarketing #leasingseason

Curious how RentMarketplace. drives maximum conversions? Read this recent interview with Tina Langston, the Director of Product Implementation at Rent. to find out! #multifamilymarketing #apartmentmarketing #leasingseason

Have you considered diversifying your revenue streams? We came across this article on the Square blog, which lists the top five innovative ways companies are expanding their revenue streams. If you have been thinking about adding subscriptions, events or new products or services outside of your bread and butter, check out this article. You might be inspired to take the leap! #BusinessGrowth #RevenueStreams #BusinessStrategy

The self-storage industry is facing big challenges. The industry has been booming, but recently, post-COVID churn rates have hit a staggering 98%, while occupancy rates have dropped to 77.5%. At the same time, supply is increasing 8% YoY, creating a much more competitive environment! For storage operators, this means: - Constant pressure to fill vacant units - Increased marketing costs - A more challenging environment for growth Yet, the need for space hasn't disappeared. It's evolving. At Stashbee, we've been watching. Learning. Preparing. We’ve already - Built a product which generates over 1 million monthly storage impressions - Built an audience of 100,000+ registered users - Facilitated 1,000s of storage bookings We've built a thriving marketplace for individuals. Now, we're extending our reach to empower businesses. We’re excited to launch a new product in the next few weeks that will help self-storage operators generate leads. Check out the link in the comments! We’re offering a free trial for a select few storage companies. If you’re interested, feel free to message me. #SelfStorage #Productlaunch #StorageTrends

Subscription/membership businesses can be an emotional roller coaster. Depending on the cost and volume of your subscription model, customer churn has varying degrees of pain and impact. I currently run 2 subscription businesses. The first is a high-cost, low-volume design as a service business (hello dadsigner.com). Every customer won is a huge celebration, and every customer lost impacts the bottom line. Churn = very painful The second is a mid-cost, mid-volume coworking space (Lansdale, PA's R5 Co-lab represent). When a member leaves it can be felt, but a single member won't break the bank. Churn = stings but less painful. I've also worked for a few SaaS companies where the price point was much lower and the volume much higher. We also would do our best to combat churn, but it was expected to happen frequently. Churn = sucks but individual subs carry minimal impact. If you've been in the subscription space, does this resonate? What else would you say about this?

I love to see you putting out IP like this, Michael! This depicts the relationship well without introducing unnecessary complexity. Re: your question of "what else" -- some potential angles that could help a user put the concept into action: - how one should think about where they should play (high-ticket vs. high-volume and why) - tools available to minimize churn at one end of the curve vs. the other (e.g. high-ticket could be retained with personalized customer service, high-volume could be retained with discounts or investment in network effects) I wouldn't try to layer it on the same visual, though - this one has the right level of detail!

One from the archives today! Our 2022 rebrand marked our transformation from Park Place, an event parking business using aggregators to drive demand for the area around the LA Coliseum... ... to Ocra, a B2B SaaS platform for operators & asset owners to centrally manage rates, inventory, blackouts, and reporting across aggregators/demand channels to the outcome of higher revenues and NOI. Why "Ocra"? We're named after our first feature: "One Click Rate Adjustment"! Why purple? Outside of being big proponents of purple in general (truly an underrated color), we discovered through brand research that red and blue are frequently employed colors in parking for operators and tech vendors. By choosing purple, we mean to reinforce our position as a "superconnector" who is building the API layer that integrates and amplifies the value these companies provide to their customers and to each other. And now we're out here saving the whales! ('Cause "Ocra" looks like "Orca"... get it? ?? ) Looking back on the blog: https://lnkd.in/erkiT-e9 #parkingtechnology #parking #parkingoperations #parkingindustry

The End of End to End?... During the last decade, TV tech offerings were pushing to sell more through ‘end to end’ offerings. Introducing IP based infrastructure marked the beginning of more complexity in systems. With that complexity, the value of pre-integrating products across a solution increased. At trade shows across the world, TV everywhere (i.e. multiscreen) led to with End to End claims. Whilst enticing, there were problems with this approach: 1. Nothing was End to End. It wasn’t traveling from Uxbridge to Cockfosters on the Piccadilly Line (London metro). Each vendor was more Hammersmith to Holborn. 2. It was a hard sell: customers weren’t operating end to end with budget decisions. There is no narrative of End to End is dead. But we are hearing SaaS is dead. I struggle with this one. We need to unpack ’SaaS’. SaaS does two things: 1. Takes the build away and leaves you with the operate 2. Takes the capital investment away and leaves you with a stack of monthly bills. Is it the ‘end to end’ SaaS offerings which are struggling. The bloated over time, feature packed platforms which have missed the evolution? I’d argue it’s End to End, not SaaS that has ended. There’s a better option. Customers need what they need and demand nothing more. Cost consciousness. With that comes a demand for flexibility in solutions, the ability to change, add, remove. This is an opportunity for tech vendors to focus on what they do best. Build your product. Partner with other tech for pre-integrated offerings. Simple and flexible for your customers.? We should look to the clouds for the ideal model. The instigators of SaaS also have the answer. An a la carte offering of functions, of lego bricks. We need to bring the same to the vendor offerings. The introduction of data into solutions and now AI adds multi-dimensional complexity. This drives many permutations of solutions. Fantastic options for customers. Near impossibilities for end to end. So, it’s time to be an integrator or a supplier. Not both. End to end is dead. Tech vendors: Be brilliant at what you do. Partner for the rest. #partnerships #value #growth