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Cleveland Police Detective Superintendent Tony Hutchinson holds the photograph used by John Darwin on his fake passport, during a press conference in Middlesbrough, England, Monday Dec. 10, 2007. Darwin, 57, who turned up alive five years after being declared dead in a kayak accident off Britain's northeast coast, was appearing in court on fraud charges for allegedly faking his own death in an insurance scam.(AP Photo/Scott Hepple)
Police said Monday they have charged with deception Anne Darwin, seen here 09 December 2007, the wife of a Briton who reappeared after more than five years during which he was thought to be dead.(AFP/File/Andrew Yates)The violent video game,
British Prime Minister Gordon Brown (L) meets with troops at Camp Bastion in Afghanistan.  Afghan troops fought their way into the centre of southern Taliban stronghold Musa Qala on Monday but encountered only light resistance as the rebels melted away, officials and the militants said.  As Gordon Brown paid a surprise visit to Helmand province, soldiers pushed into Musa Qala's centre on day four of a major operation to re-take the town.(AFP/Pool/Peter McDiarmid)
 


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Internet renovates how homes get sold

By Noelle Knox, USA TODAY


Jim Blair sold his home on Zillow. Because a real estate agent just handled the paperwork involved, he paid 0.5% rather than a 6% commission.

By Tim Matsui for USA TODAY

Jim Blair sold his home on Zillow. Because a real estate agent just

handled the paperwork involved, he paid 0.5% rather than a 6% commission.

Rich Barton, CEO of Zillow.com, was lying on a table with needles in his back a few weeks ago, talking to an acupuncturist who mentioned he'd sold his home through Zillow.com. Around the same time, Glenn Kelman, CEO of Redfin, had inadvertently irked his neighbors with a moving sale that turned into a free-for-all. Meantime, Charlie Young, chief operating officer of Coldwell Banker, decided to pull the plug on one of the firm's most cutting-edge Internet strategies.

In the process, each of the three men learned some surprising lessons about the risks and rewards in how the Internet is reshaping the housing industry. Their experiences shed light on the power and potential of the Internet to change how real estate buyers and sellers connect, gather information and communicate in both real and virtual worlds.

Be careful what you wish for

Barton, who had thrown his back out, was getting his first acupuncture treatment in Jim Blair's Seattle office when he started talking about Zillow.com. The company, which Barton co-founded last year, initially provided estimates — dubbed "zestimates" — of home values across the country. Then, earlier this year, Zillow.com started letting people advertise their homes for sale on the site for free. It included a fun feature that let homeowners set their "Make Me Move" price.

"I think I just sold my home on your site," Blair says he told Barton.

Blair had put a $699,000 Make Me Move price on his home on Zillow.com in late spring, thinking he might downsize to a town house. Weeks later, as he was getting ready to put the four-bedroom house on the market through an agent, for $659,000, a woman who'd found his home on Zillow.com sent an e-mail.

"She knew the area, knew the home, liked the area for her children for school," Blair recalls. "She had been looking for quite some time in the area and wanted to see the inside."

She made an offer; they settled on $619,000.

Instead of paying a 6% commission to the agent, Blair — who'd listed his house and found the buyer himself — gave the agent 0.5% of the price, $3,095, to handle the paperwork for the sale, which closed at the end of last month.

He hadn't expected to sell so quickly. He's now living with friends until his custom town home is ready.

During the same period, Barton had also put a Make Me Move price on his family's multimillion house in the Hamptons on Long Island, N.Y. But when a potential buyer, a hedge fund manager in London, contacted Barton to see if he was serious about selling, suddenly Barton wasn't.

"It was a dumb thing to do," Barton said. He had underestimated how much money it would take to make him, and his family wants to sell the home they'd built on the beach. Barton has since jacked up his Make Me Move price by more than 50%.

The power of Craigslist

Kelman has been in the hot seat since he opened his discount real estate brokerage in early 2006. Redfin has defied the traditional business model of charging sellers a 6% commission on a home price.

Instead, Redfin charges sellers a flat fee of $3,000 for listing and marketing a home. For buyers, it collects the 3% commission from the seller's agent and refunds two-thirds of the money to the buyer.

Redfin operates in seven major cities and will open in Chicago and Sacramento next year. In every market, Kelman says, the company has run into resistance from some traditional agents who wouldn't show Redfin's listings or badmouthed Redfin to potential clients.

Redfin has represented a buyer or seller in more than 1,000 transactions this year. That's scant business compared with the national brands, but Kelman says he still received hundreds of threatening and angry phone calls and e-mails from Realtors after Redfin was featured in a program by CBS' 60 Minutes this year about a looming end to the 6% commission.

Asked which websites Redfin agents find are best for listing homes for sale (besides the company's own site) and Kelman has a surprising reply: Craigslist.

The free classified site, which simply lists ads in the order they were posted, isn't geared for real estate searches. Yet Kelman says when his agents put a listing on Craigslist, it brings an average of seven more online visitors to Redfin in search of more details.

But Kelman learned the hard way just how many people who use Craigslist are looking for a steal — on anything. At the end of summer, he and his wife were preparing to move. He placed an ad for "free stuff" on Craigslist, including a Weber grill, an Ikea rug and two beat-up dressers. He also included his home address in the genteel Queen Anne neighborhood of Seattle and went to run errands. He assumed people would send e-mails if they were interested in any of the stuff. Instead, "Hundreds came knocking on the door like locusts," he says. Some knocked on a neighbor's door, looking for the grill.

His neighbors, Kelman says, were "furious."

His lesson proved that on Craigslist at least, one man's junk is another man's treasure: "We later unloaded a 20-year-old bike with a flat tire, an old-fashioned reel lawn mower, a weed eater, used cardboard boxes, a pair of bicycle handlebars, a 2003 Civic car stereo, a biochemistry textbook from a class I took last year, and a Sony VCR with no remote."

Real cash for fake property

If Craigslist is the cheap-o version of Internet marketing, on the luxury end are the "virtual worlds" of Second Life and Entropia Universe, where 3-D graphics provide a rich "infotainment" experience.

A few weeks before Kelman's chaotic giveaway, Coldwell Banker announced that it would become the first national real estate company to market one of its agents' homes for sale on Second Life. A software program was designed to give visitors a "virtual tour" of the $3.1 million home on Mercer Island, Wash., replicated down to the light fixtures.

"Not only does this open up a whole new way of marketing a home, but it also exposes Coldwell Banker to an entirely new pool of potential customers who embrace technology and collaboration," COO Charlie Young said at the time.

As more people join Second Life and other Internet communities, Young says, "It becomes even more crucial for us to have this type of online presence."

In March, Coldwell Banker bought land on Second Life to build a virtual branch office, which has drawn more than 300,000 visits. But this week, Young told USA TODAY, his company is getting out of Second Life.

Though he says Coldwell Banker "had a great experience," he says it was "cost-prohibitive," and "there's not a critical enough mass of people on Second Life."

Instead, the company is investing more in its own site and putting listings on other sites, such as Trulia, Yahoo Classifieds and the new FrontDoor.

It may be too soon to sell an actual home in a virtual world. Yet some real estate speculators are making cold hard cash by buying virtual land. Jon Jacobs, who worked in independent films, refinanced his Miami home in 2005, took $100,000 of his equity and bought an asteroid in Entropia Universe. It came with a shopping mall, apartment towers and a nightclub.

He says 10,000 visitors come to his asteroid every month to hunt animals and mine ore, which they use to make other products for sale, and to relax at his club. The visitors pay an automatic 5.5% tax on what they take from his asteroid, which earns Jacobs $10,000 a month in real dollars, he says.

Entropia Universe "is obviously a fabrication," says Jacobs, 41, who recently moved to Los Angeles and says that managing his virtual real estate investments is a full-time job. "We're all happily participating in a mass delusion because there is a stable, growing economy. I don't think that's much different from real life."

Take luxury products and services.

"You go to a restaurant in L.A. and spend $180 to feed yourself, whereas if you go to the store to buy the food, you will spend $8," he notes. "It's the community experience we're paying for."


 VISITOR NUMBERS FLUCTUATE
Real estate sites (in thousands of visitors):

Unique visitors

Nov.
Pctg. chg. from 2006
Total Internet audience
182,362
5%
All real estate sites
36,123
2%
MoveNetwork.com (includes Realtor.com)
6,915
10%
Yahoo Real Estate
4,847
84%
MSN Real Estate
2,734
15%
Rent.com
2,556
2%
HomeAgain
1,977
33%
Apartments.com
1,972
10%
Zillow.com
1,827
16%
HPC Interactive
1,688
48%
Homes.com
1,640
NA
Re/Max International
1,429
21%
ForRent.com sites
1,422
14%
Trulia
1,419
130%
RealtyTrac
1,319
6%
ServiceMagic.com
1,303
32%
LoopNet sites
1,203
16%
AOL Real Estate
1,201
65%
HouseValues.com sites
1,065
65%
Century 21 International
1,044
7%
NCI Interactive
1,002
39%
ColdwellBanker.com
1,001
30%
Source: ComScore Media Metrix

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Rent.com Case Study: Value of strategic investors

written by Nisan Gabbay, posted on August 20th, 2006

Why profiled on Startup-Review.com

Rent.com was acquired by eBay in February 2005 for $433M in cash. The company was founded in 1999 and became the most visited apartment listings site in the US.

Key Contributors: Two - both from sources who preferred not to be disclosed, but were involved with the company in its early days.

Key success factors

Pay for performance business model that fit market need.

Rent.com was the first and only pay for performance rental listing site, while competitors went with subscription, listing fee, or cost per lead business models. Rent.com matched property managers and tenants, only charging the property manager when a lease was produced through the site. Property managers pay $375 – verified by the consumer through a $100 reward to anyone who signs a lease and acknowledges Rent.com as the referring source.

This type of pay for performance business model was very successful in cities having high vacancy rates, like Houston. The model is less successful in cities like SF or NY where property managers typically don’t have a lot of problems filling vacancies and can rely upon Craigslist to publicize a vacancy. Where competition to secure a tenant is more intense, the pay for performance model is ideal since landlords can’t be sure what type of results conventional local advertising will produce. They might take out an ad that costs $500 in a local apartment guide without securing a tenant.

Although the pay for performance model was hard to implement early on and took about 18-24 months to show results, Rent.com stayed true to the vision. This was before “pay for performance” business models became en vogue.

Committed strategic investors.

Rent.com had some of the country’s largest REITs (real estate investment trusts) as strategic investors in Rent.com’s $17M round of financing in November 2000. These REITs were important customers because they controlled nearly 20% of the rental apartments in the US. This made it possible for Rent.com to open new local markets by having an immediate source of apartment vacancy listings. Having these important customers as investors helped raised the degree of customer commitment.

More detailed user registration process.

Rent.com collected more information from consumers than other apartment listing sites during the user registration process, which resulted in a better ability to target listings to consumers. Thus, Rent.com enjoyed exceptional conversion rates. Rent.com has since refined the user registration process, delaying the collection of certain pieces of information to later in the process. However, it is interesting to note that a lengthy user registration process is justified in cases where collecting such information can improve the value to the user significantly and hence increase conversion rates.

Cash reward for the end user.

If consumers find an apartment on Rent.com that they sign a lease for, the end user is entitled to a $100 reward – a nice incentive for driving repeat usage and word of mouth marketing. This is a successful example of a revenue share model with end users, as Rent.com needs the participation of end users to ensure that the pay for performance model is properly administered.

Launch strategy

Rent.com spent no money on traditional marketing, instead relying solely on search engine marketing. One of the key success factors mentioned above was the role that Rent.com’s strategic investors played in the company. By having access to apartment listings from large property managers across the US, Rent.com was able to open many markets without a severe chicken and egg problem. Having some listings to start with in a market enabled Rent.com to target consumers via SEM to those listings. Thus a key differentiator in Rent.com’s strategy was to open multiple markets quickly rather than wait to build critical mass in one market before opening another.

Exit analysis

Rent.com was rumored to have had $40M in 2004 revenue, with healthy profit margins, when acquired by eBay. At a $433M all cash exit, this represents an excellent 10X trailing revenue multiple for a lead generation business. Even if assuming a doubling of 2004 revenue to $80M in 2005 with a 40% net profit margin (note: I believe that Rent.com is close to these numbers today), this would be a 13X forward EBITDA multiple. Thus, the valuation metrics are all strong from any perspective. Why did eBay pay such a premium? I don’t have a strong perspective here, but Rent.com does fit well into eBay’s push into the classifieds market. Secondly, Rent.com had not only a good consumer brand, but also a stable, loyal install base of property managers providing the supply listings.

Food for thought

What I found interesting about Rent.com was how they implemented a pay for performance model that really made sense for the target customer (property managers in high vacancy rate cities). Many web companies today are trying to implement pay for performance models assuming that they are superior without truly understanding the value chain and market dynamics in their industry – I think it is important to give the model careful consideration, because in the Rent.com case it took some time and perseverance to prove successful.

Another topic that Rent.com got me thinking about was how much information to collect during the registration process. While no user likes to spend a lot of time registering for a service, in some cases it is actually important to do so if the service needs that information to provide a differentiated benefit to the user. eHarmony is an upcoming case study where this also held true. Counter this to some Web 2.0 services like the photo slideshow companies Rockyou.com and Slide where there collect a very minimal amount of registration data in order to increase the virality of the service. In the case of Rockyou, you don’t need to customize the service to each user, so why collect more data if you don’t need it? Thus, the registration process should be finely tuned to the goals a company is trying to achieve with their service.







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