Sometimes Relocation Departments (RDs) define themselves too narrowly. That costs them customers and limits their utility to clients. At more progressive firms, RDs consider the entire range of service needs driven by the moving process. They create service menus and packages that are needs-based and flexible with the goals of earlier customer engagement, pre-empting competitors and expanding/extending revenue streams from each move. Here is a sampler of brokerage-based relocation services for each stage of a typical relocation. 

1. Before the Move. Employers are competing hard to attract and recruit new talent. An RD can provide market-area expertise and personal services that strengthen the recruiting effort and improve candidate yield. Some a la carte options are:

• Customized area information: Develop client-specific content reflecting the client’s location, commuting radius and demographics, off an intranet webpage, hard-copy collaterals and bibliography of resource tools.
• Personal area orientations: Design a tour package for each candidate focusing on area overview and community selection, not housing stock. Offer modules for spouse, child and special-interest orientations (ethnic, social, etc.).
• Personal housing previews: Given advance information on candidates’ preferences and financial means, prepare a portfolio of representative affordable offerings that demonstrate your area as viable and attractive for them. 

2. When the Candidate Says “Yes.” Suddenly the moving process accelerates and RD services can become invaluable. For departing homeowners, determining and securing top value quickly are foremost concerns. The RD can offer:

• Valuation support: Employers’ assistance is often tied to the value estimate of local real estate professionals. If relocation policy calls for a Broker Price Opinion (BPO) or Broker Market Analysis (BMA), a smart RD will offer a fast and accurate valuation service using relocation-trained agents.
• Home marketing assistance: Today’s employers are less likely to offer their transferees a guaranteed buy-out (GBO or GPO). Instead, homeowners are expected to market their homes aggressively within corporate guidelines. Providing creative and policy-compliant marketing strategies can be a stand-alone service and a listing generator.
• Employee listings: Expectations of the listing agent for a relocation home are high. RDs can cultivate relocation-expert agents who will represent the owner’s urgent needs yet also partner effectively with Relocation Management Companies (RMCs) on strategies and communications.
• Inventory listings: For those homes acquired by corporations or their RMCs, RDs can offer a centrally managed aggressive selling program with vetted agents. 

3. For the Incoming Move. The choice of community and housing are highly sensitive and critical to job success. Rather than just waiting for buyer referrals an RD can offer:  

• Rental assistance: This can be tiered at several price points, from basic/self-help programs to personalized itineraries and tours.   
• Group services: Some employers have recurring waves of inbound moves due to recruiting classes, intern programs or group moves. Presentations, information centers and group tours can be lucrative customer sources.
• First-time buyer programs: An RD can create new customers by offering educational programs demonstrating the possibility of homeownership. Real estate practices and mortgage prequalification are key elements.  
• Client-specific home search services: Corporate policies vary widely in eligibility rules, property standards, cost coverage, etc. An RD can offer an employer a home-finding service based on its particular policies and individual customer entitlements.
• Executive/VIP home finding: This can be highly flexible with both fee-based charges and potential commissions and may include escorted tours, private property screenings, coordination of other providers, private lender referrals, and/or concierge services. 

4. For the Ongoing Corporate and RMC Clients. Top RDs think beyond the individual client, remembering the larger business partners they represent. They can support these clients by:

• Measuring and reporting performance: The RD can track key operating metrics and survey customers to generate compelling service quality data.
• Providing market footprint expertise: RDs can tap the firm’s market data and MLS sources to produce informative updates on housing trends, community changes, commutation patterns and other issues of interest to local employers.
• Generating strategic recommendations: The RD is well positioned to recognize local market shifts and formulate recommendations and alerts for employers and RMCs about adjusting their strategies for buying and selling area homes. A proactive RD can help defend current listings and attract new ones.  

This list is by no means comprehensive. Every day, sharp RDs are reorganizing new service needs and creating responsive solutions. Perhaps, though it reminds you to reconsider the mobility cycles of your customers and clients. What else could you offer to secure and solidify perennial client relationships? 

John B. Sculley, SCRP, is vice president – managing director, RIS Consulting Group. Please email him your comments and questions.

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