Jeffrey Dunne: here, there and everywhere.

Peering over the open hood of a muscular looking car with his buddies, a man is distracted by a little white dog on the neighbor's lawn. Crouching down with a dopey grin glued to his face, he tries to coax the standoffish canine over with cuddly words.

Suddenly from out of the sky, a beer can the size of a vending machine plummets down, squashing the man like a bug.

So it goes in a series of commercials for Milwaukee's Best light beer where men who can't pitch their own tent, who wipe the grease from the top their pizza with a napkin, and who engage in goofy acrobatics on a trampoline meet an identical fate--which would probably leave them with a headache almost as bad as if they drank a case of the stuff.

"I love those commercials, they're saying they're the beer for men, wimps don't drink this beer," said CB Richard Ellis vice chairman Jeffrey Dunne, basically pegging the commercials' catchphrase that men should act like men and, in a pronouncement of even greater obviousness, that light beer should taste like beer.

Dunne, who oversees CBRE's tri-state investment sales brokerage, has the commercials on his mind not just because he's into watching sports, whose frequent commercial breaks are packed with beer spots. Although he hasn't exactly been inspired to pick up a six-pack and knock back a couple of cold ones, Dunne appreciates the power of marketing and has used it to consistently catapult himself into the ranks of the nation's top producing brokers.

While media exposure and a busy conference speaking schedule have certainly worked to Dunne's benefit by boosting his profile in the industry, he has found that one of the best ways to entice more deals is by striving to do as much volume as is possible.

"I'm a believer that when you do a lot of business it brings more business," said Dunne, who was CBRE's top sales broker nationally in 1991 and 2004.

"In other words, if I am IBM, the more you see everyone using IBM the more you think that you need that. If I can dominate and be doing a lot of deals, people will find US."

It may seem like a straightforward strategy for success, but its execution has required Dunne to undertake the work-intensive expansion of his business past the borders of the tri-state area and become a broker with the reach and ability to handle assignments nationally. Dunne has built a capable team of 15 brokers to help in this task, a group that can tackle an impressive deal flow but which also raises the stakes of his operation by requiring a pipeline consistently flush with transactions.

"I would be just as happy to sell 100% of my stuff in the tri-state area, but I have to feed my team which is 14-15 people," Dunne said. "Going to Baltimore doesn't help my brand here, but it helps it in a different way in that it shows that we have knowledge of other places. If I was Jeff Dunne standalone doing three deals a year, I would be out of sight out of mind."

Most of the deals that Dunne handles are located in New Jersey, the boroughs, Long Island, Westchester and Connecticut, but Dunne's relationships often take him to a collection of cities throughout the country. Such assignments are profoundly different from the major market deals Dunne typically handles, in that the vast array of potential buyers he has relationships with usually aren't interested in investing money in areas outside the nation's top markets like New York, Southern California and Washington DC.

But then hard sells are why clients often select Dunne in the first place.

"We usually go outside this area when our clients bring us there," Dunne said.

"And a lot of times they give us these assignments because they're hard. If you have a $15 million deal in St. Louis there's not many in St. Louis to buy it. There's also probably not a whole lot of brokers there either who can really handle a deal like that. We'll come in and give it better packaging and we have better reach."

"It's not like doing deals here though, where you have buyers lining up."