n, which increases their chance of getting more business as they look outside the "box." These firms have also changed the way they compensate their brokers. Most of them have adapted compensation that not only encourages brokers to get more business, but also help the firms retaSome real estate investors want to receive the kind and quality of services provided by big brokerage firms at lower cost, while enjoying the attention that is given to them by smaller firms. This is because, apart from security, they also want to have a firm that can give them personalized services. To be able to get these services, most of these investors go to regional brokerage firms. They do so because it is perceived that quality regional brokerage firms can provide the expertise of larger firms, and they can also deliver the attention to their clients often given by smaller brokerage firms.

Regional brokerage firms

Given the increasing demand for this type of service, most regional brokerage firms have employed a different strategy that can help them better position themselves in the market. One of these strategies is a re-affirmation of a "sales culture" within their organizations, which can help these firms set and reach their sales targets.

Another strategy is being pro-active in looking for opportunities outside their localities and exploring other opportunities within the region, which increases their chance of getting more business as they look outside the "box." These firms have also changed the way they compensate their brokers. Most of them have adapted compensation that not only encourages brokers to get more business, but also help the firms retai

ersonalized services. To be able to get these services, most of these investors go to regional brokerage firms. They do so because it is perceived that quality regional brokerage firms can provide the expertise of larger firms, and they can also deliver the attention to their clients often given by smaller brokerage firms.

Regional brokerage firms

Given the increasing demand for this type of service, most regional brokerage firms have employed a different strategy that can help them better position themselves in the market. One of these strategies is a re-affirmation of a "sales culture" within their organizations, which can help these firms set and reach their sales targets.

Another strategy is being pro-active in looking for opportunities outside their localities and exploring other opportunities within the region, which increases their chance of getting more business as they look outside the "box." These firms have also changed the way they compensate their brokers. Most of them have adapted compensation that not only encourages brokers to get more business, but also help the firms reta

ts often given by smaller brokerage firms.

Regional brokerage firms

Given the increasing demand for this type of service, most regional brokerage firms have employed a different strategy that can help them better position themselves in the market. One of these strategies is a re-affirmation of a "sales culture" within their organizations, which can help these firms set and reach their sales targets.

Another strategy is being pro-active in looking for opportunities outside their localities and exploring other opportunities within the region, which increases their chance of getting more business as they look outside the "box." These firms have also changed the way they compensate their brokers. Most of them have adapted compensation that not only encourages brokers to get more business, but also help the firms reta

ies is a re-affirmation of a "sales culture" within their organizations, which can help these firms set and reach their sales targets.

Another strategy is being pro-active in looking for opportunities outside their localities and exploring other opportunities within the region, which increases their chance of getting more business as they look outside the "box." These firms have also changed the way they compensate their brokers. Most of them have adapted compensation that not only encourages brokers to get more business, but also help the firms reta

n, which increases their chance of getting more business as they look outside the "box." These firms have also changed the way they compensate their brokers. Most of them have adapted compensation that not only encourages brokers to get more business, but also help the firms retain competent brokers and specialists.

Most of these firms also become members of established broker associations so that they can be perceived as having a very good track record. Being a member of these organizations also assures clients that the firm is supported by a larger organization. More importantly, these firms have put in place systems that will allow them to evolve in the future as the demands of the market change, so that they can remain competitive. By doing so, these regional brokerage firms have successfully answered the call of the times by undergoing paradigm shifts that can equip them to meet the demands of the future.