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Announcing a new strategic partnership between RealService and CGA to support the drive for change in the real estate industry

REALSERVICE is delighted to announce an exciting new collaboration which will bring even more insight and opportunities to our clients as they revitalise following the pandemic.

We are teaming up with customer-experience consultancy CGA to provide clients with the best of both worlds: RealService’s renowned expertise within the property industry plus CGA’s insight from other sectors.

Howard Morgan, the founder and MD of RealService, said: “This is a crucial time for the property industry and we believe it needs the best thinking from both within and outside its boundaries.

“The industry is looking for radical thinking to help it quickly reposition and rethink its products and services.

“With CGA we believe we have found a partner with a similar real-world outlook and new tools, such as Heartbeat®, which will enable our clients to monitor customer experience with even more precision.

‘A great fit’

“We are a great fit in terms of culture and believe this will put us in an even stronger position to support our clients’ ambitions to become even more customer-centric.

“By speaking the language of customer experience and of real estate, we can offer our clients a fully integrated service covering customer insight, change-management consulting, performance measurement and training.”

RealService clients cover all sectors of the property industry and include The Crown Estate, Cromwell Property Group, Schroders and Great Portland Estates.

Chris Garthwaite, the CEO and founder of CGA, said: “The timing is right for the property industry to think in a radically different way about its customer relationships.

Thinking in a different way

“The industry is realising it must engage in a different way. It is finally thinking about the practical and emotional experience that the end user and business customer wants today and will expect in the post-pandemic world.

“It can learn a lot from the way that other industries are responding and changing their products and services.

“Bringing Howard and his team’s deep knowledge of real estate and customer experience together with our outside-in perspective from 20 years of working with blue-chip clients across the world like Coca-Cola European Partners, The Telegraph, Renault, and many more, is I believe a compelling proposition.”

RealService and CGA have already combined with great success on a project for Transport for London.

Dan Lovatt, head of property management and head of build to rent at TfL, said: “We have enjoyed working with both consultancies over the past year and the collaboration is exciting in that it gives clients like us access to fresh thinking about customer experience from within and outside the property sector.”

For more information please contact Howard Morgan at Howard.Morgan@real-service.co.uk or see the RealService website at www.real-service.com

There’s a joke about outrunning a bear that Benedict Cumberbatch (as Alan Turing) tells in “The Imitation Game”:

There are two people in a wood, and they run into a bear. The first person gets down on his knees to pray; the second person starts lacing up his boots. The first person asks the second person, “My dear friend, what are you doing? You can’t outrun a bear.” To which the second person responds, “I don’t have to. I only have to outrun you.”

In the first blog in this series I looked at the ‘Stages of Change’ model and our reaction to change, which our body perceives as a threat.

This blog looks at whether, faced with the Covid-19 crisis, it’s better for the property industry to pray or lace up its boots!

From bricks and mortar to hospitality

It’s more than 25 years since I returned from the USA with a vision for our industry founded on the principle that we are “no longer in bricks and mortar business but part of the hospitality industry”. An industry inspired by the best hotels, seeing our tenants as guests rather than an anonymous income stream. It’s seems common sense now but it was close to heresy back then!

Some in our industry saw this idea as a ‘scary bear’, and prayed it would go away. Fortunately, others ‘laced up their boots’ and they’ve become our clients and friends.

Last week Property Week launched a campaign to “Save the Office!” encouraging the industry to lead from the front on the return to the office. Of course, it’s sensible to ‘underline why workplaces are so important and showcase best practice so employers can help their people return to the office confident that the appropriate Covid-19 safeguards are in place’. But I can’t help feeling that if this campaign is to be successful it needs to look beyond saving “bricks and mortar” and at “saving our customers”. Let me explain.

Offices will be saved not because developers like to build them, investors to own them and corporate leaders to enjoy their corner offices, but because people choose to work in them. Employees of the past had no choice where they worked but that’s different now. Covid-19 has broken the dam and given employees the taste for a different workstyle. The rows of empty desks in our cities and business parks are the strongest reminder that it’s employees who are our ultimate customer.

The latest data from Leesman doesn’t give much comfort to the “pray’ers”. 82% of 127,000 employees surveyed agreed with the statement that “my home environment enables me to work productively”. That is 19% points higher than the 63% of employees who say they have a productive workplace.

Insight

At RealService, we believe that the future of the office industry lies in getting in-depth insights into what motivates both the 82% “productive at home’rs”, and the 18% who looking for a different solution.

But if only it were that simple! There are a lot more than two types of customer, and the task of creating a new vision for the future workplace requires a granular understanding of the needs of the close to the 30 million people who form the UK working population. You can then scale that up to include the 1.25 billion knowledge workers across the world (source: Forrester).

We can learn lessons from the hospitality industry (itself decimated by Covid-19) where the focus is on asking “what is the experience that our customers want?”. For the property industry, this means applying the tools and techniques of service design to our existing assets and future developments. The starting point for our asset management or development plans should be “who is our customer and what are there practical and emotional needs?” and not “how much space can we get on the site”.

Likewise, our customer retention strategies need to step out of the world of spreadsheets and into the world of loyalty and brand building.

At RealService we believe that the successful development, asset and property management strategies of the future will be shaped by standing in the customer’s shoes. It’s only by truly aligning ourselves with the ultimate customer, that we’ll be able to outrun the Covid-19 bear.

So, we’re campaigning to “Save our Customers” and their businesses, and hope you’ll join us!

____________________________

Howard Morgan is the founder and MD of RealService

If you’d like to understand ways that RealService customer research, consulting and training is helping our clients to get ahead in the Covid-19 era please contact

Howard Morgan howard.morgan@real-service.co.uk

 

www.real-service.co.uk