We cannot change the real estate industry, but we can change ourselves and offer seniors a program that manages the often unmanageable.

So, we concluded that if we dramatically improved the menu of services and their method of delivery to seniors, we would be not only doing the right thing for the community and society in general and for that segment of the population in particular, but we would be building a growing business that could be profitable as well.

Our driving motto and general guideline for implementing ideas has been “if it can be done, why not do it?”

Where do we start?

1. Eliminate fine print

Our full disclosure policy pertains to all the critical and pertinent information regarding a real estate transaction or mortgage in simple English and large print on all company forms and documents.

We are aware that we live in a litigious society and we have to protect ourselves as a business by making enormous amounts of disclosures, which most people don’t even read. Making it easy to read, understand and exposing the hidden terms is part of the Right Home^® senior plan.

2. Eliminate Skeletons in the Industry’s Closet

a. Conflict of Interest: Conflict of interest is the industry’s biggest skeleton in the closet. Traditional real estate agents are commissioned independent contractors. This puts too much power in the hands of one person, namely the listing agent representing the seller, around whom all revolves. All information flows through this person whose impartiality is often tested with the temptation of making a “double commission” (explained later).

The Right Home^® Senior Citizen Protection Plan is designed to eliminate conflicts of interest. In order to protect the interests of our clients, Right Home^® has established guidelines and safeguards by which our supervised employees have to abide.

b. How Much Is Too Much? We realized that since home prices have doubled in the last five years so has the amount of money collected for real estate services even though selling a home has become easier with the increasing popularity of the Internet. As a result, we reevaluated traditional fee structures and discovered that we could charge far less than the industry standard and still be a profitable company. Our directors agreed and quickly approved a lower fee structure.

We also eliminated the traditional commission-only compensation method and now employ only wage-earner agents (see next “How do we keep wage-earner agents motivated”).

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