The study, now in its third year, is based on evaluations from consumers in the United States who used a full-service moving company to move their household goods during the past 12 months. Customer satisfaction with full-service moving companies is measured across five factors: shipping estimate process; packing services; loading and unloading service; transportation of belongings; and insurance/valuation coverage.

Overall satisfaction with moving companies averages 804 on a 1,000-point scale in 2009-up 16 points from 2008. Satisfaction has increased from 2008 in all five factors measured in the study. In addition, the proportion of customers who report lost or damaged belongings has decreased to less than one-third in 2009, compared with nearly one-half in 2008.

“In the current economy, consumers may be tempted to pack and transport their belongings themselves; however using a full-service moving company to orchestrate and execute a move can be a smart economic decision and provide them with valuable peace of mind,” said Michael Drago, director of the real estate and construction industries practice at J.D. Power and Associates. “Whether a move is completed independently or through a professional full-service moving company, there is a risk that items will be lost or damaged. Moving companies have reduced their lost and damaged items rates, but if any does occur, the customer is typically protected or insured to some extent through the moving company, which can help mitigate a problematic move.”

Mayflower Transit improves substantially from 2008 to rank highest in 2009 with a score of 831. Mayflower Transit performs particularly well in all five factors. Allied Van Lines follows in the rankings with a score of 812.

Shipping estimates are a key consideration for customers selecting a moving company. The estimate process is typically completed in one of three ways-in-person by a representative of the moving company; over the phone; or online. The study finds that satisfaction with shipping estimates is nearly equal among customers whose estimates are completed in-person and online-averaging 807 and 805, respectively. However, shipping estimate satisfaction among customers who receive their initial quote over the phone averages 12 to 14 points lower than that of customers whose estimates were completed using either of the other two methods.

“Savvy customers recognize that the initial quote process provides more than just a price point to use in differentiating among the moving companies under consideration,” said Drago. “The process offers insight into what it will be like to work with each company, as well as how accommodating, comprehensive and proactive they are. The price that is quoted is important, but the process is equally as revealing.”

The study results also include the following key findings:

• Among customers who experienced loss or damage to their belongings, only one-half filed a claim with their moving company. Among those customers who experienced loss or damage to their property and did not file claims, 60 percent reported that the items damaged or lost were not valuable enough to be worth filing a claim.
• On average, there is a 59-day window between the day when a customer decides they are moving and the day their possessions are loaded onto a moving truck.
• The percentage of customers who used a moving company to pack their belongings has decreased by 10 percentage points from 2008 to 44 percent in 2009.

The 2009 Full-Service Moving Company Customer Satisfaction Study is based on responses from nearly 1,500 customers who used a full-service moving company during the past 12 months. The study was fielded between April and June 2009.

For more information, read an article or view full service moving company ratings go to JDPower.com. Additional information is available at http://www.mcgraw-hill.com.

RISMedia welcomes your questions and comments. Send your e-mail to: realestatemagazinefeedback@rismedia.com.

FNMA’s June 8th Announcement cites it will now disallow inclusion of secondary wage earner’s projected income in loan qualifying income ratios. Fannie Mae has in the past allowed “trailing secondary wage earner income” when determining housing affordability prior to a spouse or partner securing a position in the new location, but has now eliminated this policy.

Dual income families comprise about 70% of all corporate transfers so FNMA’s policy change may impact affordability for many whether purchasing or selling in corporate neighborhoods. For dual income families who rely on both a primary and secondary income to maintain lifestyle, securing employment at the new location in this economy may prove especially challenging.

Previous to this ruling, real estate agents and corporate administrators alike have seen many effects of this market: declining transfer acceptances, sluggish home sales, tightened mortgage lending and lengthier stays in temporary housing. Fannie Mae’s new policy may only reinforce these scenarios for certain corporate transfer populations.

To maintain mobility goals corporations must align relocation policy support with transferring family needs while keeping company objectives in mind. Employers should reevaluate relocation policy assistance periodically – especially when significant market changes in housing and mortgage markets occur, but not all do.

How can real estate agents support transferees’ buying and selling strategies?

Real estate agents are in an influential position in both the early inbound or outbound relocation phases and can help prepare transferring families for smoother passage ahead.

For corporate buyers, awareness and preparation are key:
• determine if your client is affected by the ruling and create awareness of its potential impact during pre-decision or familiarization trips to the new location
• if not already required by employers, urge mortgage preapproval prior to actual house hunting activities
• if not already provided by employers refer spouses/partners to employment assistance counselors and recruitment offices early in the process.
• research alternate lending sources having the ability to portfolio loans or sell to other investors.

For corporate sellers support may mean enhancements for their dual income buyer prospects. Agents’ price opinions and market reports should indicate if potential prospects are likely to be inbound corporate transfers who could potentially benefit by seller-provided incentives.

Appropriate marketing strategies in support of these buyer profiles could include assistance or incentives such as a:
• temporary mortgage rate buy down
• portion of buyer’s closing costs
• credit for first three mortgage payments.

While these seller-assisted incentives won’t change FNMA guidelines, it may attract buyers’ attention while offering a bridge of support until ‘trailing’ income materializes.

Some corporate employers already provide this type of assistance within home sale assistance policies, but many are not yet tuned into supporting seller-offered financial incentives for home selling transferees. In a market of multi-tiered challenges employers may be more receptive to allowing certain exceptions to support sales opportunities and perhaps also avoid another inventory property.

Often a real estate agents’ ability to target and meet the specific needs of buyers and sellers in the home search and marketing processes can significantly influence the success of a corporate relocation.

Peg Guinta, CRP, is Projects Director for RISMedia’s RIS Consulting Group. She can be reached at peg@rismedia.com or (203) 855-1234 ext. 148.

RISMedia welcomes your questions and comments. Send your e-mail to: realestatemagazinefeedback@rismedia.com.

This year, Women in Relocation chose to support “The Bridge Fund,” www.thebridgefund.org, whose mission is to assist vulnerable, working individuals and families threatened with the loss of their housing. The Bridge Fund works with those who do not qualify for emergency government assistance because they have a limited income. The Bridge Fund provides hope and possibility by offering compassionate listening, information and referrals. Additionally, they offer budget counseling, advocacy, and financial assistance, often in the form of interest-free loans to pay rental or mortgage arrears that threaten eviction or foreclosure. Lisa Buck, Executive Director for “The Bridge Fund in Westchester”, was delighted with the support and looks forward to attending all events Women in Relocation in the coming year and developing a relationship with the organization.

Additionally, Women in Relocation will now meet annually in September to conduct a clothing drive for “Dress for Success” whose mission is to promote the economic independence of disadvantaged women by providing professional attire, a network of support and the career development tools to help women thrive in work and in life.

The “Dress for Success” drive is scheduled for Thursday, September 17, 2009 at Brown Harris Stevens flagship office at 445 Park Avenue, New York, NY. Their Annual Holiday Luncheon and Silent Auction will be held on Wednesday, December 2nd, 2009 from 12:00 to 2:00 pm. at Banc Café in New York City. For more information visit their website, www.womeninrelo.com.

Silvana Malpelli, founder of Women in Relocation and Senior Vice President, Director of Relocation and Broker Specialist Services for Brown Harris Stevens said “With the industry gaining momentum with high technology and social networking, now more than ever, we realize how important it is to take the time to meet in person; the personal touch is a big part of building relationships and helping others. I am continually impressed by our members and all that we have been able to accomplish while sharing referrals and developing fruitful alliances.

For more information visit our website www.womeninrelo.com.

About “Women In Relocation”

Women in Relocation is comprised of relocation professionals representing companies from New York, Connecticut and New Jersey. The group was founded in November 2006 by Silvana Malpelli, Senior Vice President, Director of Relocation and Broker Specialist Services for Brown Harris Stevens Residential Sales.

RISMedia welcomes your questions and comments. Send your e-mail to: realestatemagazinefeedback@rismedia.com.

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With over 85 years of combined relocation experience, the group is well-known and respected in the industry. Together with William Raveis Relocation, they form a powerful team of professionals that excel at providing the highest level of service to their clients and customers. William Raveis is committed to developing a sales and servicing team to grow and service its corporate transferee business.

Tarin Patrick brings 12 years of experience in relocation services, having managed over 70 corporate accounts with Coldwell Banker, and most recently serving as vice president of relocation with Gibson Sotheby’s International Realty. He has built a strong reputation in the field for his “white glove” approach to customer service and his considerable knowledge of corporate relocation and moving strategies. In his new position as vice president of corporate business development, Patrick will focus on expanding the client base for William Raveis Relocation in Massachusetts.

Brenda Carey brings over 23 years of real estate/corporate relocation experience with the same organization having started with Carlson Real Estate and most recently as relocation director for New England Relocation Group. In her new position as Relocation Director of William Raveis Relocation-Massachusetts, she will continue to manage the Massachusetts team known for its outstanding level of service and expertise.

Debbie Potoff is a senior corporate consultant, having worked at DeWolfe Relocation and most recently New England Relocation Group, has spent the last 15 years specializing in relocation and corporate services. She is recognized for her expertise in understanding both the corporation’s needs as well as those of the relocating employee.

Mary Fader brings over 12 years of corporate relocation experience to her new position as senior corporate consultant. During her tenure with DeWolfe Relocation and New England Relocation Group, she leveraged her extensive knowledge of different areas of the country to counsel her customers. Before becoming a relocation specialist she worked both as a real estate agent and director of the closing division for a real estate law firm.

As a corporate consultant for 25 years, Fran Freshman is dedicated to enhancing her clients’ recruitment efforts and helping them to remain competitive. Freshman started her career in relocation as a tour coordinator for Carlson Real Estate. Her goal is to help the transferee make informed decisions in a timely manner thus minimizing a loss in productivity for the client.

William Raveis Relocation has been servicing Corporate America for more than 30 years. As an award winning, full service relocation division, it has assisted more than 100,000 relocated families throughout the United States and abroad.

For more information, visit www.raveis.com.

RISMedia welcomes your questions and comments. Send your e-mail to: realestatemagazinefeedback@rismedia.com.

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Despite the housing market struggles and a downturn in gaming revenues, Las Vegas still beckons to people looking for a fresh start, according to an analysis of moving requests from 2008 by Relocation.com. The data revealed that on a per-capita basis for cities with more than 1 million people, Las Vegas retained its top spot as the No. 1 destination for people looking to make a long distance state-to-state move.

Although the recession has spared no one area of the country, cities in the West and South continue to appeal to people relocating, whether it is moving to take a new job or finding a new home with more solid economic opportunities. Las Vegas was followed in popularity by: Denver, Charlotte, N.C., Phoenix/Mesa, Portland, Ore., Seattle, Orlando, Fla., Washington, D.C., Atlanta and Tampa Bay/St. Petersburg, Fla. The results are largely consistent with 2007.

“Relocation.com has a unique perspective on consumer moving patterns. We connect them with service providers, but also track interest and trends, ranging from family and home size, to locations where people are moving,” said Sharon (Ron) Asher, chairman and founder, Relocation.com.

The company’s 2009 moving forecast is showing some positive signs for the South, yet some Midwest states show continued signs of decline likely due to economic struggle.

Based on requests for moving quotes in 2008 and leading into 2009, the data is a strong indicator of consumer behavior for the coming year. Michigan and Ohio are declining likely due to automotive industry and other manufacturing job losses. However, North and South Carolina have gained and are expected to keep gaining.

For every 100 people looking to move to Michigan, 210 were looking to move out of the state. Ohioans also saw more people relocating: for every 100 people looking to move to Ohio, 150 requested moving quotes to move out of state.

The biggest beneficiary of these population displacements is North Carolina, which saw nearly 80% more requests to move to North Carolina than to leave (for every 100 people requesting moving quotes to leave the state, 180 indicated they wanted to move to it). South Carolina also saw a jump with nearly 70% more requests to move to the state than to leave, while Texas saw 66% more, and Georgia saw 36% more.

In general, the Northeast, the Great Lakes and the Midwest showed a greater propensity for moving-out requests to exceed moving-in requests, while the South, the Mountain West and the Pacific Northwest showed gains. The notable exception in the Pacific region is California, a state hard hit by the housing market. It saw more requests to move out of state than to move to the state.

Research Statistics

Relocation.com analyzed nearly 500,000 moving quote requests in 2008 to determine where people are moving. Figures from the U.S. census bureau indicate that 34 million people moved between 2007 and 2008. The company estimates that about three out of four people who make an inquiry on the Relocation.com family of sites, actually move within 12 months, representing nearly 3% of all Americans who move. The Census Bureau says the vast majority of movers in the U.S. make local moves; according to 2006 data, 62% of people making a move stayed within the same county, while 20% moved to a different county but within the same state. Fourteen percent moved state to state, while 3% moved from abroad.

For more information, visit www.Relocation.com.

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RISMEDIA, January 6, 2009-At a time when real estate companies are looking for ways to creatively meet the needs of today’s consumer, the relocation department, whose reach has been masked by its name for years, is effectively increasing its scope.

“Relocation is still a very important part of what we do,” says Sharon Michnay, director of corporate business development, Halstead Property. “But at Halstead Property, we’ve expanded our relocation service offerings, while also working more with international investors and those who aren’t necessarily relocating.”

New Identity, More Opportunity

To fully embrace the new opportunities of today, relocation departments have begun rebranding themselves with titles that speak directly to what consumers are looking for and the plethora of services they offer.

“When we were still under the relocation name and agents would refer their clients to us, they would say, ‘But we’re not relocating, we’re buying investment properties, second homes, etc.,’ so this precipitated the change of our department to Global Services,” says Michnay, who was formerly titled “director of relocation.” “It opens up the possibilities for what we are able to accomplish, broadening our contacts-offering agents to clients and new clients to agents.”

Halstead Property, long known for its real estate and relocation solutions, changed its department name to the Global Services Division just two years after Leading Real Estate Companies of the World (LeadingRE) set the stage by adopting its new name in 2005, following many years as RELO®.

“From the international client to the second-home buyer, ‘global’ covers all of the additional things we do on a daily basis,” says Michnay. “And our agents loved the new name. It sort of professes everything we’re doing internationally, and it speaks more to the services that we’re capable of providing.”

In addition to offering global opportunities, the new relocation department is specializing more in company-wide services. As things shift within today’s marketplace, profit margins are shrinking, and this new relationship helps create more value through more clients and programs being generated by the company.

“A lot of our (LeadingRE) members are doing this type of work, so we’re really starting to talk more about changing the name of the departments to something broad enough to encompass the different areas, like the Corporate Services Department,” says Pam O’Connor, CEO, LeadingRE. “If you can get companies to utilize the customer care or corporate services departments, this generates more leads and allows agents to help their clients and not have to use their time to go out and prospect. It’s the ideal fit.”

Building Relationships, Online

What’s more, with statistics showing that upward of 80% of home buyers start their searches online, relocation departments have taken on the responsibility of managing company eLeads to more effectively establish relationships and meet the needs of homeowners.

“We’re helping them with their search,” says Michnay. “They want to talk to a customer service person to ask questions-and we want agents out there selling, not necessarily just answering questions over phones and e-mails. We can provide customers with buyers guides, step-by-step guides, help them find agents and see if the coverage area is right for them-and if it’s not, we can refer them to one of our partners.”

“In this market, with the relocation department incubating eLeads, they come directly to your company with the agents getting the leads vs. spending money on billboards, personal promotion, etc.” says O’Connor. “It makes a lot more sense to put it all under one umbrella because those in the relocation department can nurture prospects over time and follow-up-and it’s all company-generated business.”

To help gain Internet presence, relocation departments have explored Web 2.0 as a venue to speak directly to their audience by way of blogging and online marketing.

“Just like everyone else, we’re significantly diminishing our presence in print,” says John D’Ambrogio, senior vice president, director of operations and relocation, Rubloff Residential, a firm based in Chicago.

“What the Web has done is give consumers access to information they didn’t have before, allowing them to do research on their own as opposed to contacting a real estate agent first,” says Michnay. “Our focus is giving real tools to people, so we’re putting as much information online as possible to feed that. Blogging is a way to establish yourself as the local expert.”

Unlike marketing vehicles of the past, blogging allows real estate professionals to show their expertise and speak directly to the consumer who’s searching for that very information.

“It’s fun to read the blogs,” says Michnay. “It allows you to see the personality of the agents or executives, and that’s really the best way to build a relationship with the consumer during that phase and become the person they want to talk to and view properties with.”

“At the end of the day, blogging is a way to have more visibility online,” says O’Connor, whose organization offers an exclusive blogging platform, Propopoly. “Blogs also offer a way for relocation specialists and/or agents to reach out to new market segments for business.”

“The first thing someone will do is Google us,” says D’Ambrogio, “so it is crucial to have a robust, content-rich website and ‘own’ that first Google results page. We tell our agents that they’ve been interviewed long before they’ve gotten the opportunity for that initial meeting with the client.”

2009 and Beyond

With the evolution of the relocation department, it’s evident that the opportunities for their outreach will only continue to expand, in turn building value and providing consumers with more programs that suit their needs.

“The thing about the relocation department is that it’s probably one of the only areas in a real estate firm that you can have this kind of client care going on. If you’re very good in relocation, you’re in-tune to the customer experience, asking lots of questions and providing a full-service,” says Michnay. “We have services that were once reserved for transferring executives that are now available to really anyone who wants or needs them.”

For more information, visit www.halstead.com.

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“Aligning our business and operational functions is imperative as we move forward,” said Van Der Wall. “Our real estate franchisees value the close link to our relocation activities, and in the current market environment that link takes on increased importance. Similarly, our relocation clients rely on our real estate expertise. Bringing these core competencies even closer together will result in a major advantage for our customers.”

Van Der Wall said of Lee, “Earl’s a rare talent in this industry and his strategic leadership skills and track record of success will help our unified business compete effectively in a dynamic marketplace.”

The planned integration is underway with immediate changes to streamline operations and realize cost and productivity efficiencies including:

- The creation of centralized support functions, to better address the needs of both relocation and real estate clients, across Information Technology; Strategic Planning and Resources; Learning Excellence/Network Education; Marketing and Communications; and Public Relations in conjunction with Prudential’s Global Communications department; among other functions.

- The restructuring of business development strategies and functions to gain efficiency and greater focus on market opportunities.

- The consolidation of the company’s Washington, D.C. relocation service operations into its Phoenix office. This consolidation, expected to be finalized during the first half of 2009, will allow the company to leverage operational processes and resources provided at Phoenix. And, to help ensure the continued high level of quality service and accessibility for the company’s government clients, its government-related sales team and account executives will remain in the D.C. area.

“Combining our real estate and relocation businesses into one powerful, efficient company enables us to leverage our expertise and deliver even better service to our affiliates and our relocation clients,” said Lee. “As important, we are positioning Prudential Real Estate and Relocation Services favorably for the long term.”

Lee served most recently as the president of Prudential Relocation since 2007, and with more than 30 years of real estate experience, he formerly served as president of Prudential Real Estate Affiliates (PREA), a position he had held since 2000. In both roles, Lee was instrumental in enhancing brand awareness, as well as initiating programs and tools to help the businesses exceed their customers’ expectations. He is a current member of the Board of Directors of Worldwide ERC®, the international association for relocation professionals. He is a national director for the Asian American Real Estate Association and a past national director for both the National Association of REALTORS and the National Association of Hispanic Real Estate Professionals.

For more information, visit http://www.prudential.com/.

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Weichert Relocation Resources Inc. (WRRI) and Worldwide ERC®, with assistance from the Hong Kong Institute of Human Resource Management, surveyed 91 companies with international activity and localized employees in the APAC region to determine the reasons why they localize their employees and the methods they utilize. For purposes of this survey, localization was defined as the process by which an employee on assignment in a host country location is transitioned (partially or totally) to that location’s employment terms and conditions.

Among those respondents that localize employees in APAC, 80% follow a formal policy or set of established guidelines.

“This is significant, as it illustrates just how widespread the use of localizations has become,” said Ellie Sullivan, director of Consulting for WRRI. “According to Worldwide ERC®’s 2008 Global Benchmarking Survey, the number of companies with formal localization policies in place has doubled over the past five years.”

As for the reasons for localization, the most common, cited by 53% of respondents, is to control assignment costs, while others include business necessity (30%) and accommodating employee choice or desire (12%). The APAC areas with the highest concentrations of localized employees, according to our respondents, include Mainland China (69%), Singapore (67%), Australia (48%) and Hong Kong (41%).

Localization, however, does not mean complete transition to local terms and conditions immediately. Eighty-three percent of the respondents migrate their assignees to local terms and conditions through a gradual phase-out of expatriate and other home country benefits, with the most popular transition schedule lasting three years. However, some mobility benefits may be cut off immediately, while others may never be discontinued.

Among the top benefits most likely to be retained at least for some period of time are household goods shipment (78%), housing allowance (73%), home country home sale benefits (54%), transportation assistance (48%) and cost-of-living allowances (47%).

“While providing a final household goods shipment to the destination location is not surprising, the fact that 73 percent of respondents who localize employees in Asia Pacific retain the host housing allowance is quite significant,” said Jan Hatfield-Goldman, Worldwide ERC® VP of Research and Education. “This makes sense when looking at the top localization destinations as they include some very costly destination cities in Asia Pacific.”

Another key finding reveals the major challenges of localization to the APAC region, the most significant of which among respondents is finding a suitable and comparable pension program when transitioning employees to local status. Other cited challenges included consistency of policy application and income tax-related issues.

For more information, e-mail solutions@wrri.com or click here.

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Each year the silent auction benefits a local charity. This year Women in Relocation selected the “Teaneck Family Assistance Center” and the auction raised almost $1,300. The Center is one of eight founded in New Jersey, whose mission is to serve soldiers, their families and veterans of the Uniformed Services. They provide many programs and services such as: Boy Scout and Girl Scout Troops that help students with deployment (do they help children with deployed parents?); a food pantry; monthly bus trips for family members; workshops for adults, teens and youths; and monthly Family Readiness Meetings.

Three of top military personnel involved with The Center, Master Sergeant Millie Hiller-Cousins, Sergeant First Class Janice Shaw and Private Danielle Mitchell, attended the event. Minnie Hiller-Cousins spoke to the group about the daily trials that family’s face and how much additional support would mean to them. She introduced Private Danielle Mitchell, who would soon be deployed leaving her three year old daughter behind. Women in Relocation “adopted” Private Mitchell and her daughter and will make sure that all their needs were taken care of this holiday season, as well as while Private Mitchell is deployed.

“I like to think of Women in Relocation as a small group of women that make a big difference in local communities”, said the group’s founder, Silvana Malpelli, Senior Vice President of Brown Harris Stevens. “Women in Relocation was started several years ago over a holiday luncheon and since that time we have helped so many families. Women in Relocation allows us to come together as a united community. I am amazed by the support of this fabulous group.”

For more information visit, www.womeninrelo.com.

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WRRI is the first relocation and assignment management company to receive this distinction from the Balanced Scorecard Collaborative, the education and certification division of Palladium Group, Inc. As a Balanced Scorecard Hall of Fame member, WRRI joins past winners such as AT&T Canada, Best Buy, Exxon Mobil, Motorola, Siemens, UPS and Wells Fargo.

“It’s a distinct honor to be recognized by the Balanced Scorecard Collaborative for our success in executing strategy,” said Aram Minnetian, president of WRRI and architect of the company’s BSC Enterprise Model. “We are proud to be the first relocation company to attain the coveted Balanced Scorecard Hall of Fame status. This award offers further evidence of our brand differentiation and commitment to provide clients with a unique value proposition.”

In the five years since adopting the BSC, WRRI has successfully implemented scorecards for its entire global workforce and supplier networks, while achieving continuously higher levels of scorecard goal achievement across its key BSC metrics.

“Our Balanced Scorecard program has helped us attain unprecedented levels of financial performance, customer satisfaction, colleague engagement and process innovation,” said Minnetian. “The program has made us a better company, and represents one of the most important and rewarding business decisions that we have made in the past five years.”

Since implementing the BSC, WRRI has seen its colleague engagement levels rise to 73%, which is almost three times the average corporate rate of 26%, according to BlessingWhite’s 2006 Employee Engagement Survey.

“Research indicates that the most successful employees are those who understand how the work they perform impacts their company’s success,” said Minnetian. “The Balanced Scorecard has provided a framework to define our strategy, communicate it to our employees, and align it with individual performance. This approach has helped WRRI create a culture centered around meaningful work and empowerment.

“I am most proud of the manner in which our colleagues have embraced the Balanced Scorecard principles,” added Minnetian. “Our success with the Balanced Scorecard and induction into the Hall of Fame are entirely the result of their commitment.”

Created by Dr. Robert Kaplan and Dr. David Norton in 1992, the BSC has been adopted by several thousand corporations worldwide since its inception, and was cited by the Harvard Business Review as one of the most important management ideas of the past 75 years. Launched in 2000, the BSC Hall of Fame Program publicly honors organizations that have successfully implemented the methodology to achieve and sustain breakthrough performance results.

“What WRRI has done in the five years since adopting the Balanced Scorecard is truly remarkable and an excellent illustration of a strategy-focused organization,” said Robert L. Howie, Jr., managing director of Palladium and Director of the Hall of Fame program. “WRRI has set a new performance standard for companies within its industry by aligning its global workforce around a common strategy, and motivating its employees to make executing that strategy everyone’s job.”

For more information, visit wrri.com.

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“The change in the 2009 national per-mile rate reflects a combination of factors, but is driven primarily by the fluctuation in fuel prices,” states Ted Schuerman, senior project leader and vehicle cost expert within Government Services at Runzheimer International. “Other cost components, such as depreciation, insurance, and maintenance costs, remained relatively stable.”

To establish the annual per-mile rate, the IRS works closely with Runzheimer International, the Wisconsin-based workforce mobility firm. Runzheimer specializes in vehicle, travel, and living costs and has provided this service to the IRS since 1980.

The 55.0 cents-per-mile standard is the amount that a U.S. taxpayer can deduct for vehicle expenses on a 2009 tax return for business miles driven.

For more information, visit www.runzheimer.com.

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The CQIA’s are America’s oldest state-level awards and are judged based on the Malcolm Baldrige National Quality Award Criteria for Performance Excellence. The Connecticut awards are meant to stimulate interest in state organizations’ implementation of quality processes, and at the same time, foster recognition of
innovative improvements.

“Developing new solutions for the benefit of our clients, customers, and suppliers is an ongoing focus at Cartus, and we are honored to receive these awards from CQIA as testimony to that dedication,” said Kevin J. Kelleher, president and CEO. “I congratulate all of the winning teams for their significant achievements.”

Cartus and other recipients were judged based on their ability to solve a problem or leverage an opportunity within their organizations by using an innovative new service, process, or product that has been developed within the last five years.

This year’s winners will be recognized at the CQIA Partnership’s 21st Annual Conference on Quality and Innovation, to be held on Friday, Nov. 7, 2008 at the Water’s Edge Resort in Westbrook, Conn.

For more information, visit www.cartus.com.

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The awarded contract includes moving and relocation management services for the Oklahoma Professional Basketball Club’s offices and equipment, team personnel, players and coaches, as well as all related business services and household goods relocations.

“The selection of North American and SIRVA Relocation to move the entire Oklahoma City Professional Basketball Club’s assets speaks volumes to our company’s collective expertise and professionalism,” said Mike Wolfe, president, SIRVA Moving Services. “Our capabilities are ideally suited to such a complex relocation experience, and we are honored for the opportunity to demonstrate our superior service under these circumstances.”

Based in Oklahoma City, A-1 Freeman is North American Van Line’s largest agent in the Southern United States. The company currently manages approximately one million square feet of warehouse space in seven locations in three states, and operates more than 400 pieces of equipment.

Lile International Companies, which is certified by the Women’s Business Enterprise National Council as a 100-percent Women-Owned Business, specializes in relocation, warehousing and distribution services. The company is comprised of numerous facilities strategically located throughout the Pacific Northwest.

For more information, visit www.navl.com and www.sirva.com.

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“Talent management is top of mind for most organizations today,” said Mike Brannan, senior vice president of Cartus’ Global Performance Solutions group. “Increasingly, that means driving global competency throughout their workforce – not just for employees on long-term global assignments, but also for those traveling on short-term business projects or working on virtual teams. These employees are under great pressure to generate successful business outcomes in short periods of time and too often, they are hampered by a lack of understanding of local business practices, cultural nuances, or meeting protocol.”

The Cartus/TMA alliance responds in new ways to this need by leveraging an integrated learning portal that combines the features of Country Navigator – in-depth country and business skills information, a cultural profiling tool, and user networking areas – with Cartus’ customized training, consulting and performance support solutions.

“This new capability truly responds to the needs of organizations and their global workforces today,” said Christopher Crosby, founder and CEO of TMA World. “The combination of high-performance technology and customized training provides a comprehensive, integrated approach for organizations and their employees working globally.”

“There is no ‘one size fits all’ solution to meet the needs of global workforces. Blended training offers the best of both worlds because it mixes high-touch interventions with self-service online tools that provide performance support for ongoing on-the-job learning,” added Brannan.

For more details, visit www.tmaworld.com.

Visit www.cartus.com and www.realogy.com for more information.

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In making the announcement, Dan Parmer, president and CEO of Jenny Pruitt & Associates said, “Karen McRae is a consummate professional. Her experience in the relocation industry and with both Jenny Pruitt & Associates and Harry Norman, Realtors makes her an invaluable resource. I am proud to see Karen reach this level of achievement in her career and I look forward to seeing the heights her expertise will help these two companies attain.”

“Because relocation is such a specialized arena within the real estate business, it is imperative that a person with the right mix of experience and expertise lead our efforts. I believe Karen McRae is attuned to the vision that HomeServices of Georgia has for the future of Jenny Pruitt & Associates and Harry Norman, Realtors,” said Martha Hayhurst, president of Harry Norman, Realtors.

McRae has served Jenny Pruitt & Associates for 14 years as senior vice president, director of Relocation and has over 30 years of industry experience. She began her career in the real estate industry in 1978 when she became an agent in Charlotte, NC. After relocating to Atlanta in 1988, she joined Harry Norman, Realtors as vice president of Business Development. In 1994, she accepted the position of senior vice president, director of Relocation with Jenny Pruitt & Associates.

At Jenny Pruitt & Associates, McRae has managed the company’s relocation activity and developed corporate business relationships. She consistently strives to stay on the leading edge of the relocation industry and ensures that agents have the most current tools and services to better serve their clients. In addition to her current role as senior VP, director of Relocation for Jenny Pruitt & Associates, McRae will be named senior VP, director of Relocation for Harry Norman, Realtors.

McRae has served on numerous boards for the relocation industry as well as president of the Metro Atlanta Relocation Council and president of the Relocation Directors Council. She was recently chairperson of the RELO Direct Advisory Council, an affiliated company of Leading Real Estate Companies of the World^TM and also served on the Relocation Advisory Council for Leading RE. McRae’s involvement with the Employee Relocation Council has earned her the Senior Relocation Certified Professional designation, and she has been a speaker for national and local relocation conferences.

According to the company, McRae is originally from North Carolina and is a graduate of the University of North Carolina, Chapel Hill. She received her BA degree in Special Education.

For more information, visit www.harrynorman.com and www.jennyPruitt.com.

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The study, now in its second year, is the only source of independent and unbiased customer satisfaction information on relocation service providers and is based on evaluations from transferees who were relocated to a destination within the United States during the past 12 months. Transferee satisfaction with corporate relocation companies is based on six factors: destination services; non-moving related services (including services such as finance, insurance and spousal assistance); packing services; relocation counselor; selling of prior residence; and transportation of belongings. The study is designed to provide comprehensive information to assist relocation companies in their efforts to improve transferee satisfaction, and to assist corporations in making informed decisions about selecting corporate relocation partners.

GMAC Global Relocation Services achieves an overall satisfaction index score of 744 on a 1,000-point scale and performs particularly well in four of seven factors: non-moving related services; selling of prior residence; transportation of belongings; and packing services. Prudential Relocation and Crown Relocations follow in the rankings with scores of 741 and 725, respectively. Prudential Relocation performs particularly well in the relocation counselor factor, while Crown Relocations performs well in the area of destination services.

“GMAC Global Relocation Services performs consistently well in all of the factors that drive transferee satisfaction, and its service philosophy-which involves listening to customer needs and committing to agreed-upon service levels-has been key to its high levels of achievement for two consecutive years,” said Michael Drago, director for the real estate and construction industries practice at J.D. Power and Associates. “Prudential Relocation demonstrates particular strength in the ability of their relocation counselors to address transferee problems in a timely manner. Across the industry, approximately one-third of transferees experienced some type of problem during their relocation, and the majority of those transferees who experienced a problem contacted their relocation counselor for assistance in resolving it. Therefore, having counselors that are well-equipped to handle problems that arise and aid transferees is a great asset.”

The study finds that, although all respondents were provided with corporate relocation company services to assist with relocation, more than one-third (36%) report that the primary responsibility for managing the relocation was performed by themselves or a family member. Among these transferees, satisfaction averages 617-163 points lower than that of transferees who felt that their corporate relocation company actively managed the relocation. Among the nearly one-half of respondents (48%) who felt that their corporate relocation company managed their relocation, satisfaction averaged 780.

“The relocation process can involve coordinating a myriad of services-a task that a transferee may have to take on if a corporate relocation company fails to proactively manage the relocation,” said Drago. “When corporate relocation companies take control in ways that maximize convenience for transferees-such as arranging service in an efficient manner and minimizing the number of contacts that a transferee must deal with-they considerably improve transferee satisfaction.”

The study also finds that while the relocation counselor factor is critical in overall satisfaction with corporate relocation companies, the importance of destination services has increased in 2008, compared with 2007. Transferees list the following as the top five pieces of information that they want to receive from their relocation company regarding their destination city:

Housing/market conditions
Relative cost of living
Crime statistics
School systems
Hospitals/health care

The study also finds that nearly one-half (47%) of transferees report receiving their belongings on time and without damage, while 48% say that they had belongings that were either damaged or lost during their relocation. Satisfaction among respondents whose belongings were delivered on time and without damage averages 753, compared with 675, on average, among customers whose items were delivered on time but with damage or loss. Satisfaction declines to 633 among customers whose belongings were both late and damaged or lost.

The 2008 Corporate Relocation Transferee Satisfaction Study is based on responses from 1,121 transferees who used a corporate relocation service in the past 12 months. The study was fielded from April to July 2008.

For more information, visit www.JDPower.com.

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GMAC Global Relocation Services to Host Webinar on Doing Business in Brazil

“Daniel Gale Sotheby’s International Realty professionals are noted for their expertise in working with those relocating to and from Long Island,” said Marie Montchal, SVP of Relocation and Ancillary Marketing at DGSIR. “Our unsurpassed service, local knowledge and strong relationships within the community make us a valuable partner for CRN.”

“The excellent reputation of Daniel Gale Sotheby’s International Realty and their outstanding service levels are exactly what the collegiate market is looking for,” said Jim Dascani, president and CEO of Collegiate Relocation Network. “CRN is lucky to have Daniel Gale Sotheby’s International Realty and its team involved.”

According to the company, DGSIR’s Relocation Division was recently selected as the Best Relocation Firm on Long Island by Long Island Business News.

For more information, visit www.danielgale.com.

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The webinar will also discuss the challenges expatriates face when assimilating to life in Brazil beyond its major cities. This session will provide practical cultural information to meet the business needs of companies and individuals and will analyze the following issues and topics:

- Introduce common stereotypes and perceptions Brazilian nationals have of expatriates
- Discuss the regional differences in basic business and social protocol “dos and taboos.”
- Discuss Brazilian psycho-cultural differences such as character traits, core country values, behaviors, attitudes and ways of viewing the world
- Provide a framework for comparing and contrasting Brazilian culture with your own culture along ten researched-validated dimensions that will enable participants to identify and resolve challenges in their own communications
- Suggest communication strategies for bridging cultural differences between personal, national and the target cultures

Participation in the webinar is free and limited to the first 100 registrants. To register, click here.

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The survey, International Mobility in the Financial Services Sector: The Challenge of Emerging Markets, included interviews with human resource professionals responsible for international assignment strategy at some of the world’s leading financial services companies. Companies surveyed represent the finance, insurance and real estate sectors, with offices throughout the world and an employee population of 1.25 million.

“This survey leaves no doubt that the majority of financial services companies are looking for ways to further streamline programs associated with global expansion while still obtaining a knowledge transfer into those markets,” said Scott Sullivan, senior vice president of GMAC Global Relocation Services. “The survey shines a light on emerging worldwide relocation trends, and in turn can help companies as they create or adjust their international mobility programs.”

For companies expanding their presence in emerging markets, a growing challenge identified by human resources professionals is striking a balance between those who are willing to accept an assignment versus being able to send the most talented or competent employee.

Economic Conditions Affecting International Mobility

According to the survey, 52% of companies are making efforts to reduce international assignment expenses. To that end, companies were focusing their efforts on three primary areas to help reduce costs:

- Policy components offered to expatriates
- Local hires
- Taking more care and time to select the right candidates

In addition, fewer companies (40%) are looking for alternatives to long-term international assignments this year. In the emerging markets, the long-term assignments continue to prevail due to the time needed to transfer skills, knowledge and the company culture.

Financial Services Firms Are Not Measuring ROI

The overwhelming majority of financial services firms-84%-said they do not measure return on investment (ROI) for their international mobility programs. A number of reasons were given for the lack of attention to the issue, including:

- There is little internal pressure to measure ROI.
- Some financial services organizations argue that the work process, even for international assignees, is collective and interdependent.
- Assignments become a part of the company culture where the culture has for a long time stressed the need for mobility.

“When it comes to return on investment, there’s ongoing debate regarding the merits of using short-term measures that might look at the success of a particular assignment, or long-term measures that assess whether mobility in general has assisted in developing the capabilities of an emerging market,” said Sullivan.

Standardization

In an effort to streamline policies and program administration while also reducing costs, 73% of respondents are seeking global standards and a further 23% are moving back toward regional standards. The survey found that standardization becomes easier in those organizations with shared service centers handling assignment administration and can be an important enabler of subsequent growth in expatriate numbers.

GMAC Global Relocation Services conducted the financial services-focused survey as a supplement to its Global Relocation Trends Survey, published annually since 1993. Each year, the Global Relocation Trends Survey provides companies with in-depth information and analysis on global mobility trends.

The company will host a complimentary Webinar presentation exploring the findings of the financial services survey on Tuesday, July 15. Participation in the Webinar is free and limited to the first 100 registrants. To register, go to: http://www.gmacglobalrelocation.com/finance08.html

For more information, visit http://www.gmacglobalrelocation.com.

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WRRI surveyed corporate relocation and HR professionals from 204 North American employers. Echoing the results of last year’s survey, rising inventory costs was cited as the factor having the greatest impact on corporate relocation, followed by increases in requests for exceptions to policy and reluctance to relocate.

Survey results also indicate that companies hoping to ride out the market slowdown should rethink their devotion to the Buyer Value Option (BVO) program, a fixture of many corporate relocation policies. Seventy-eight percent of companies that offer a BVO reported experiencing an increase in days on market, the average being 130 days.

“Some companies are reluctant to embrace innovation, sticking with programs and formulas that originated and thrived under more vigorous markets because it’s what their peers are doing,” said Ellie Sullivan, Director of WRRI’s Consulting Services group.

“While the BVO was certainly an effective tool in years past, under today’s market conditions, it’s giving rise to policy exceptions, extended temporary living and duplicate housing costs that could be avoided by looking beyond the status quo and seeking new and innovative alternatives.”

Other noteworthy findings include:

- To fortify their employees’ sales and marketing efforts, more companies are enforcing selection of pre-screened brokers (up to 65% in 2008 from 61% in 2007), minimum marketing periods (up to 85% from 70%) and list price guidelines (68% over 62%).
- The soft market is giving rise to duplicate housing costs, with 62% of companies covering payments for employees who fail to sell their departure area homes before moving into their destination area homes.
- The use of incentives to generate demand and stimulate sales is on the rise, to both brokers (28% in 2008 over 24% in 2007) and buyers (27% over 16%).
- Twenty-five percent of companies are seeking alternatives to the traditional appraisal process, eliminating costly appeals and matching employees with pre-selected appraisers.

“These survey findings are consistent with our recent consulting engagements which show that the single most important strategy for controlling overall relocation program costs is creating demand for employee homes,” said Sullivan. “Companies that challenge conventional thinking and identify innovative ways to create this demand will ultimately enjoy lower costs and reduced inventories.”

To receive a copy of the complete survey report, Mobility and the Current Real Estate Market, e-mail solutions@wrri.com.

For more information, visit www.wrri.com.

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