Entering the C-end Era, Clients are Increasingly Important! Real Estate has Become a Service Industry

In the future, real estate can be summarized as two keywords: “C-end Era” and “Traffic era”.

Real estate has completely bid farewell to the “land reclamation period”. The supply and demand relationship in the industry has gradually reversed, and customer resources have become increasingly scarce.

On the other hand, in the past two years, the demand for improvement has risen. Many of the future buyers will no longer be the first home buyers, and the proportion of improvement and replacement will continue to increase. In other words, real estate developers must have the ability to sell products to the same batch of customers, and repurchasing and recommending by old customers are opportunities that real estate developers must strive for. 

The combination of these two factors makes real estate no longer a one-time sale, but a long-term service. Customer repurchase is out of trust and familiarity with the original products and services. Standardized and constantly evolving products and services are the first choices for old customers.

Especially for deep-cultivated real estate developers in the region, educating customers through products and services is almost the only sustainable strategy. However, the entire industry now only values the importance of product upgrades and is engaged in fierce competition in the promotion of product values. In the service field, not only does the industry not pay enough attention to brand promotion, many housing companies are still in a very preliminary stage.

1. Customer service has become a shortcoming in the industry

Customers’ dissatisfaction with the marketing and services of the real estate industry generally comes from several aspects:

One is the separation of marketing and service. Many real estate marketing is only responsible for selling houses, there is no service awareness. After-sales are left to call center, and services are left to property management. the standard of judging sales in performance-only. The job of property selling is featured with high liquidity. Sometimes they will leave the sales gallery when the houses are sold out, and they do not care about the long-term corporate brand image. The management staff did not regard the service as the most important work to strive for.

Second, the industry lacks continuous service. This phenomenon will occur in many projects, and the customer will be ignored after the deal finishing. From the time when the customer signed the contract to the project delivery, there was no connection between sales and property services, and a service vacuum period was entering.

The customer will feel very embarrassed in the absence of an object of communication in one or two years of waiting for delivery. They paid a lot of money but did not get anything during the period, which caused them to feel insecure and their trust in the project would also decline.

If differentiated service characteristics can be formed, it is entirely possible that there will be a “Hidilao” in the real estate industry. In a fiercely competitive market environment, establishing a service advantage can become a unique competitiveness for housing companies.

2. Benchmark real estate developers need to improve customer service experience

The four major pain points of the service are not only harmful to the brand and long-term operation, making it difficult for real estate developers to form customer loyalty, which will lead to repurchase, but also will allow normal operations to be interfered with by rights protection and delivery difficulties.

Therefore, some benchmark real estate developers gradually began to attach importance to the creation of service capabilities, providing a model that the industry can refer to.

For example, Gemdale had daily customer satisfaction management as early as a few years ago and has a detailed scoring standards list. From the size of the complaint phone number on the sales card of the sales gallery to the regular spot check and return visit of the transaction owner, detailed scoring standards are set for each department. The annual target assessment and performance of each region and project is also directly linked to the customer satisfaction score, and customer satisfaction is used as the standard for testing all work.

Vanke’s “Cleaning Plan” proposed by various regions in 2017, the research for sales gallery service was upgraded. By sorting out every experience touchpoint of customers visiting on the sales gallery according to multiple customer interviews and service sample observations, the five major modules and 36 customer service experience points are summarized.

3. Service standardization, management goes deep into every action

Emphasize that service is easy, but managing service is difficult. Because services are soft personal feelings, it is difficult to standardize and quantify. But it is precisely because everyone’s experience of service is different than standardization is even more needed.

For example, if KFC asks for warm service, what does it mean to be warm? Everyone’s standards are different. In order to ensure the unified standard and convenient management, they asked each waiter to smile with eight teeth when faced with customers. Hidilao is required to keep its stores clean. How to measure the cleanliness? They asked all cleaners to wipe the table three times, regardless of the degree of hygiene.

These standardized actions save the service personnel’s own judgment and can ensure that all project service standards are unified. Eventually, the brand’s behavior recognition is also formed.

At present, the entire industry has entered the “C-end era”. For real estate developers, establishing a “C-end thinking” to further improve the service system and improve service quality is an inevitable issue in the next stage. Especially for the deep-cultivated housing companies in the region, service power may even become more important core competitiveness than product power. From differentiation to standardization, from standardization to labeling, the property companies who build the service moat first can stand out from the next competition.

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