Introduction

Medway Development Company sought assistance in providing temporary cover and improving their private sales strategies and PRS (Private Rented Sector) scheme outcomes. Facing challenges with demand generation, market positioning, and operational coordination, the company turned to our expertise to streamline processes, revitalise their approach, and drive measurable results.

Objective

Our primary objectives were to:

• Revamp the existing sales agent strategy to boost demand for private sales.
• Reassess market value and refine the sales strategy to align with market conditions.
• Assist with enhancing the on-site marketing suite to create a stronger customer experience.
• Optimise the PRS scheme by challenging the current marketing strategy, improving operational coordination, and ensuring seamless tenant move-ins.

Approach

Private Sales Strategy Overhaul:

• Conducted a thorough review of the current sales agent appointment, identifying gaps and opportunities for improvement.
• Appointed a refreshed joint agent approach to leverage diverse expertise and enhance market reach.
• Re-evaluated the market value of the homes, aligning pricing strategies with current market trends and buyer preferences.

On-Site Marketing Suite Redesign:

• Collaborated with stakeholders to redesign and implement a refreshed marketing suite.
• Focused on creating an engaging, customer-centric space to elevate the buyer experience and showcase the development’s unique selling points.

PRS Scheme Optimisation:

• Partnered with the instructed agent to challenge and refine their marketing strategy, ensuring alignment with target audience needs.
• Worked closely with the development team to oversee the handover of homes, streamlining processes to ensure readiness for tenants.
• Assisted with tenant move-ins to ensure a seamless experience, building positive relationships with residents from the outset.

Implementation

• The joint agent strategy was implemented with clear KPIs, fostering a competitive yet collaborative environment.
• The marketing suite redesign incorporated modern branding elements and interactive displays, creating a vibrant space that resonated with potential buyers.
• Regular meetings with the PRS agent and development team ensured alignment, proactive problem-solving, and efficient handovers.

Outcome

• The refreshed joint agent strategy successfully created a build-up in demand, resulting in increased enquiries and viewings.
• The redesigned marketing suite received positive feedback from both potential buyers and stakeholders, enhancing the overall customer journey.
• The refreshed marketing strategy with the appointed agent for the PRS scheme led to more agreed lets and a smoother tenant move-in process, fostering tenant satisfaction.

Conclusion

Our collaborative efforts with Medway Development Company yielded tangible improvements across their private sales and PRS schemes. By rethinking strategies, challenging conventional approaches, and implementing effective operational practices, we delivered results that set the foundation for ongoing success.

Introduction

Mergers in the housing sector bring both challenges and opportunities. When Shepherds Bush Housing Group (SBHG) joined forces with The Guinness Partnership, we took on the responsibility of ensuring this high-profile transition was managed with precision and care. As Interim Head of Sales during the process, our team worked collaboratively to focus on key areas: staffing strategies, scheme handovers, and digital integration. Together, we created a roadmap for success that preserved the strengths of both organisations while setting the foundation for future growth.

Approach

Strategic Staffing: Bringing Teams Together
A merger is more than just combining resources—it’s about uniting people and creating a shared culture. One of our top priorities was aligning key personnel to ensure a smooth transition for everyone involved.

• Retaining Knowledge: By carefully identifying and coordinating roles across both organisations, we ensured vital expertise and experience were retained during the transition.
• Maintaining Customer Focus: Protecting the excellent reputations for customer service that both SBHG and Guinness were known for was non-negotiable.
• Fostering Collaboration: We worked hard to bring teams together, blending cultures in a way that respected the values of both organisations while encouraging a unified approach.

These efforts helped the combined team tackle challenges head-on, fostering a sense of stability and purpose throughout the process.

Smooth Scheme Handovers
Property portfolio handovers were another critical aspect of the merger. We knew these transitions needed careful planning to avoid any disruption for residents and staff.

• Detailed Preparation: We carried out a thorough review of each scheme, from tenant relationships to management protocols and compliance requirements.
• Clear Communication: Keeping staff and residents informed at every stage helped manage expectations and ease concerns.
• Continuity of Service: By focusing on detailed planning and execution, we ensured there were no gaps in service delivery during the handovers.

The result was a seamless process that prioritised the needs of residents and reinforced trust in the newly merged organisation.

Digital Integration: Building a Unified System
Bringing together two organisations in the digital age means more than merging offices; it involves carefully integrating systems and online presence. This area was a challenge we embraced as an opportunity to create something even stronger.

• Unified Online Presence: The SBHG branding was seamlessly incorporated into The Guinness Partnership’s digital ecosystem, presenting a professional and cohesive identity.
• Secure Data Integration: Working closely with IT teams, we ensured all data systems were merged securely, adhering to GDPR best practices and maintaining data integrity.
• Streamlined Operations: The new systems enabled more efficient collaboration across teams, ensuring everyone could work together effectively from day one.

By prioritising these elements, we created a digital infrastructure that supported both internal operations and external perceptions of the organisation.

 Conclusion

The merger between Shepherds Bush Housing Group and The Guinness Partnership was an ambitious undertaking, and its success came down to thoughtful planning and teamwork. From aligning teams and managing property handovers to merging digital systems, every step was approached with care and collaboration.

This case study highlights how, by working together, we not only met the challenges of the merger but turned them into opportunities to strengthen the organisation as a whole. Through teamwork, clear communication, and a focus on people, we achieved a transition that honoured the past while building a foundation for a brighter future.

Hexagon Housing Association entrusted us with the task of conducting a comprehensive review of their existing procedures, encompassing newbuild sales, resales, staircasing, right to acquire, and lease extensions.

The objective was to streamline operations, foster clear inter-departmental communication, and ensure compliance with regulatory best practices.

Our collaboration with Hexagon Housing Association not only identified opportunities for process improvement but also opened doors to enhanced revenue generation.

Our journey began by collaborating closely with the sales and neighbourhood teams within Hexagon Housing Association. Our shared goal was to ensure that departments communicated effectively and that all practices adhered to industry standards and regulations. As we updated and refined these processes, it became evident that there were more efficient avenues to explore, with the potential to bolster revenue stream

To empower current leaseholders and generate surplus income for Hexagon Housing, we launched a series of regular virtual events. These events were designed to educate leaseholders on the staircasing process, enabling them to invest in additional shares of their homes. This approach not only enhanced our clients’ sales surplus income but also fostered a sense of community among residents.

In our effort to bolster communication and understanding, we introduced branded guides for each sales process. These guides served as user-friendly, step-by-step resources for leaseholders, ensuring they had the information they needed at their fingertips. Furthermore, we seamlessly integrated these guides onto the Hexagon Housing Association website, making it even more convenient for stakeholders to access crucial information.

Our work extended beyond offering recommendations; we diligently executed the proposed changes to ensure tangible results. The process was meticulously followed through from inception to completion, demonstrating our commitment to delivering practical solutions.

Within our role, we’ve achieved noteworthy milestones that highlight our dedication and strategic approach. Specifically, we successfully managed the delivery of £9.4 million in initial tranche sales, encompassing a substantial count of 107 shared ownership units. This accomplishment underscores our operational proficiency, as we efficiently introduced the new sales brand, “Be West,” along with an innovative sales website. Remarkably, we achieved this within a concise six-week timeframe.

Furthermore, we strategically established an in-house sales and aftercare team to enhance the customer journey during the buying process for Be West, leading to an improved overall experience. Our commitment translated into tangible industry recognition, securing both a First-time Buyer Award and an Evening Standard Award for the best-shared ownership apartment within SBHG. Impressively, these accolades were earned in less than a year since assuming our role.

Additionally, we undertook a comprehensive branding and marketing initiative that thoughtfully positioned the council as a reputable and competitive seller of new homes, reflecting our commitment to market presence and reliability. Equally significant, we thoughtfully outlined a Customer Journey framework covering the complete spectrum of customer interaction – from initial contact to thorough aftercare. This approach aligns with our unwavering commitment to customer satisfaction, showcasing our dedication to delivering a seamless end-to-end experience. Collectively, our accomplishments reflect our steadfast commitment to raising standards and achieving strategic success within the shared ownership landscape.

These achievements, which are indicative of our expertise and dedication, underscore our pursuit of excellence in all aspects of our work.

Islington stands as one of London’s most prominent and esteemed boroughs, boasting a myriad of key attributes that set it apart from the rest of the city. In this endeavor, we placed great emphasis on designing a brand that would not only represent Islington but also serve as a central pillar of the borough’s development ambitions. This comprehensive project revolved around the creation of an effective resource strategy for Islington’s new build sales program.

Our approach to this task was twofold. Firstly, we carefully determined the ideal balance between outsourcing external sales services and initiating internal recruitment activities. This was aimed at establishing the perfect blend of in-house expertise and external resources to drive the program’s success. A pivotal component of this undertaking involved the creation of streamlined processes that spanned across all significant stages of development. These processes were meticulously crafted in consultation with key stakeholders, ensuring strict adherence to the council’s governance requirements.

Furthermore, we took a proactive role in shaping the branding and marketing strategy for Islington. Bringing to the market the ‘In Islington’ brand. This was an especially delicate task, considering the ever-evolving political landscape. Our primary goal was to offer an independent and seasoned perspective that would firmly position the council as a trusted and commercially competitive entity in the realm of selling new homes. Through our strategic efforts, we aimed to enhance the council’s reputation and bolster its standing in the market.

We were instructed by Westminster City Council to make recommendation and review of their current After sales care process and provision followed by a report which provides clarity and recommendations as to next steps.

Westminster Council said:

“The work you have delivered here has been really valuable for us and I have no doubt that as this is progressed we will identify specific work streams and areas of expertise that we don’t have internally and where we would find your future engagement very helpful.”

We engaged in a 6-month consultancy to enhance the customer experience from the point of exchange to completion and throughout the warranty period for purchasers under Westminster Council. Our goal was to elevate the brand perception of Westminster Council while exploring potential cost-saving opportunities. Recognising that the Aftercare Manager was facing resource constraints, we played a pivotal role in streamlining processes. This ensured that the Aftercare Manager could deliver seamless service to Westminster’s purchasers, minimising challenges. As part of this effort, we conducted a comprehensive review of the existing processes, which highlighted outdated elements in terms of EA and ER’s. This prompted a thorough overhaul, resulting in a service enhancement for future developments that were awaiting the tender process.

CHS Group, a prominent housing association in Cambridgeshire, approached us with a comprehensive mandate—to oversee the entire sales and marketing function for their shared ownership and outright market sale new homes program. Additionally, our responsibilities extended to managing their market rent portfolio, ensuring financial surplus targets were met, and driving development targets to fruition.

Entering a bustling real estate market, the challenge was to differentiate CHS Group’s offerings in a location spoiled with choices. Meeting and exceeding sales targets within a competitive landscape required a strategic and creative approach. Marketing Strategy and Initiatives included a four tier approach as outlined below

Brand Positioning:  We strategically positioned CHS Group as a provider of homes that transcend the ordinary. Emphasising quality, sustainability, and community, our branding aimed to create a unique identity in the minds of potential buyers.

Digital Presence: Through our expertise in digital marketing, we optimised CHS Group’s online presence. Engaging website design, search engine  optimisation (SEO), and targeted social media campaigns were key components to enhance visibility and drive traffic.

Visual Storytelling: Recognising the appeal of Cambridgeshire as an aspirational place to live, we integrated visual storytelling into our marketing collateral. Highlighting the region’s picturesque landscapes, cultural attractions, and educational opportunities added an extra layer of allure to CHS Group’s homes.

Community Engagement: Establishing a strong connection with the local community, we organised events and initiatives that showcased CHS Group’s commitment to fostering a sense of belonging. This not only generated interest but also contributed to a positive brand image.

Our holistic approach yielded impressive results. CHS Group not only met their sales targets but exceeded them. The brand became synonymous with desirable, high-quality homes in Cambridgeshire. The market rent portfolio performed exceptionally well, contributing to the overall financial surplus.

Recognising the need for dedicated sales efforts, we recruited and onboarded a full-time sales team. The team’s success was not just in meeting sales targets but in fostering lasting relationships with potential homebuyers. Ongoing support ensures that CHS Group’s commitment to excellence persists beyond the initial transaction.

Engaged as the Campaign Director for the National shared ownership campaign in collaboration with Keaze, I held the responsibility of fundraising for provider contributions towards the campaign. I also oversaw the management of the delivery of marketing assets, aimed at fostering awareness.

This involvement resulted in the successful promotion of the National Shared ownership campaign to numerous national providers. Through dedicated efforts, we not only garnered sign-ups but also secured funds to amplify awareness regarding the principles and functioning of shared ownership. My role extended to leading and managing monthly steering group meetings, fostering collaboration and strategic alignment among stakeholders.