Many top producing real estate agents embrace the concept that the future of marketing is to communicate directly with customers individually rather than blaring at them in groups. This approach to marketing is known as one to one marketing, a phrase coined by authors Don Peppers and Martha Rogers in their book, "The One to One Future."

With this approach to building their business, agents don't try to sell a single home to one customer, instead they attempt to sell a single customer (and their network) as many homes as possible. The goal then is to capture a share of the customer (and their network), not necessarily a share of the market. For instance Lexus auto dealerships often invite two to three hundred likely prospects to a dinner and a concert. The offer is clear: Accept our invitation and you will also see our line of cars proudly displayed at the event. But interestingly the sales people are instructed not to pressure guests. Why? Upscale clients don't respond well to pressure. Instead they also invite guests to the party who are already Lexus owners. Why? Current Lexus owners are their best salespeople.

How can we apply this to our business? By understanding that your best salesperson at your company isn't you -- it's your customers! We can never do a better job selling our services that the customers who have already experienced our exceptional services. So how can you leverage this opportunity? Answer these questions:

• Which of your customers are your most valuable, and why?

• Which of your customers should you drop?

• Which of your customers consistently send you referral business?

• Which of your customers are your best prospects for future business?

Another way to build your one to one strategy is to learn more about your customers. For example financial services company American Express has long been respected for its ability to track and analyze individual transaction data. In 1992, it completely reorganized its business model by assigning every Am/Ex card owner to a "loyalty group." Each group is now under the direction of a "marketing manager." For example, one group might be frequent business travelers, thus the marketing manager's job is to provide enhanced services for this group. By treating customers as individuals, the company has seen a massive increase in the overall satisfaction of its products and services.

This seemingly obvious approach to business is something often overlooked by many of the largest corporations in America according to Harvey McKay author of the book, "Dig a Well Before You Need It." As a sales manager he recognized the power of 1:1 marketing by developing a list of 66 questions he should know about each of his company clients. The information, gently gathered over time, became invaluable to his company.

Ask yourself, "How much do you really know about each of your most valuable clients? Would it be important to know more? The British retail giant Tesco recognized in the late 1990's the value of customer loyalty, retention, and referrals. The company pioneered the world's most successful customer loyalty program with an amazing 3.4 million customers. The concept was soon copied by nearly every grocery chain in America. It's important to note that Tesco's goal was not the accumulation of data but to get to know their clients better. Luxury brands such as Ritz-Carlton also recognize the need to continuously capture, monitor, and analyze their customer's preferences and previous consumption patterns to anticipate and meet their guest's needs.

To model these top companies begins with a commitment to building stronger one to one relationships, followed by building a deeper understanding of each of your unique clients, and then providing them with referral worthy service.