Experts in experience

CHALLENGE

To deliver a bespoke and exceptional customer experience to high-net-worth individuals in this prime central London development. 

RESPONSE

Conductor CX hit the ground running using the first phase to integrate with the various teams and learn the nuances of each building to develop a bespoke strategy, delivering individualised customer experience plans, from communication to move-ins and beyond, for each customer.

Our approach to the project is in four phases:

• Strategy & Systems: create and implement all CX strategies and systems appropriate for the development. The senior advisory team ensures all integration of internal and external teams including the main contractor, to enable a successful and smooth transition for the residents. Due to the prestige of both developments, the CX team will build an extensive purchaser database, allowing them to tailor the CX service and welcome gifts to individual preference and taste.
• Connect & Inform: our team is the face of One Crown Place, establishing one point of contact for all residents and managing the portal, newsletters, homeowner guides and all other collateral.
• Conduct: ensure customers have a seamless and enjoyable completion and handover experience – whether it’s their first, second or holiday home or an investment property.
• Aftercare: continue to manage the snag resolution and defects throughout the liability period. It is our role to ensure the contractors uphold their obligations, that resident satisfaction remains high and that the building is successfully handed over to the building manager.

IMPACT

• Peace of mind for the client knowing that a professional and experienced team is managing the intricate completion, handover and defect process.
• Value add to the Concord team, upholding and enhancing brand reputation and promoting future sales.

KEY PROJECT ACHIEVEMENT

Buyer Segmentation – by segmenting according to cultural backgrounds, needs and desires, we are providing a bespoke CX service to each customer.

CHALLENGE 

An initial 3-month appointment which was extended to include four full-time Conductor CX team members, assisting in the customer experience delivery alongside R&F’s existing Customer Service and Estates team. The consultancy piece was led by our Head of Customer Experience, with our Senior Customer Experience Executive working out of R&F’s offices on a full-time basis supporting the overall CX function.

This role involved: reviewing the existing team structure and producing a restructuring proposal, assisting with recruitment and staff training, reviewing and enhancing existing systems, processes, and procedures, implementing new systems, processes, and strategies, improving customer communications, enhancing snag and defect management protocols, refinement of customer collateral, improving upon the completions and handover strategy.

This is now being implemented by our team on site.

RESPONSE 

We undertook 360 reviews to establish team strengths and weaknesses, as well as gathering feedback from the existing members of staff to identify areas and processes that were working well and where they felt improvements could be made and then collaborated with them to ensure that they felt involved in the decisions and changes being made to existing processes.

We also provided high-level reporting with observations and recommendations for the Senior Management team’s review.

IMPACT

• Assisted in the recruitment process for various roles to sit across the Customer Service and Estates Team
• Supported the successful delivery of numerous key handovers and home demonstrations
• Improved customer communications and introduced mechanisms to record key comms
• Improved the overall storing of data by implementing a robust filing structure and trackers
• Management of all handovers, home demonstrations and aftercare – ongoing.

KEY PROJECT ACHIEVEMENT

Excellent client feedback – The client advised that Conductor ‘exceeded expectations’ in terms of service quality in our client satisfaction survey.

CHALLENGE

Our goal is to provide a seamless customer experience for Westminster City Council’s private for sale customers, from pre-completion and throughout the 12-month warranty period, leaving a lasting impression that best reflects WCC’s brand within the prime residential market. This involves managing all customer communications and operations relating to completions, handovers, move-ins, snags, defect resolution, customer satisfaction surveys and the continuous sharing of knowledge, best practices and lessons learnt throughout the project lifecycle.
 

RESPONSE

Due to the short lead-in from appointment to practical completion and first legal completions, it was our priority to immediately build close relationships with the wider project team (client, contractors, building management team etc.) to understand key requirements and areas of priority. This allowed us to quickly identify roles and responsibilities, form a clear CX strategy and prioritise tasks and objectives. We drew upon our suite of tried and tested processes and systems to form a baseline, making minor adjustments throughout the mobilisation period to suit the nuances of the project.

Concurrently, we immediately integrated within the Sales and Marketing teams to gain a thorough understanding of the sales history and purchaser demographic, allowing us to produce a concise communications plan and enable a successful and smooth transition for the residents.

As part of our communications strategy, and with the help of our in-house Marketing team, we created a branded collateral to provide customers with key information ahead of completion, key handover, and move-in.

By the time PC had been achieved, our systems and processes were fully embedded, relationships with key stakeholders were formed and it was ‘business-as-usual’ from a completions and aftercare perspective.

IMPACT

• Peace of mind for the client knowing that a professional team are managing the intricate communications, completion, handover and aftercare process, whilst bringing a wealth of knowledge and advice from experience within the prime residential sector.
• A technically and commercially astute team that can represent the interests of the client, protecting their bottom line.

KEY PROJECT ACHIEVEMENTS

• 1 month to successfully mobilise our CX strategy, systems, processes, and collateral ahead of practical completion.
• 100% customer net-satisfaction at key handover and home demonstration.

CHALLENGE 

A 6-month consultancy appointment working out of Argent’s head offices on a weekly basis alongside their Asset and Customer Care team.

This role involved but was not limited to: reviewing the existing team structure and producing a restructuring proposal, assisting with recruitment and staff training, reviewing and enhancing existing systems, processes, and procedures, implementing new systems, processes, and strategies, improving customer communications, enhancing snag and defect management protocols, refinement of customer collateral, improving upon the completions and handover strategy, and offering a support and advisory role in the mobilisation of the last two residential buildings.

RESPONSE 

We hit the ground running working with the developer, contractors, and operations and building management teams to refine existing processes and strategies to improve the overall customer experience delivery across the development.

We carried out 360 reviews to establish team strengths and weaknesses, as well as gathering feedback from the existing members of staff to identify areas and processes that were working well and where they felt improvements could be made and then collaborated with them to ensure that they felt involved in the decisions and changes being made.

IMPACT

• We successfully recruited a Senior Customer Care Manager to lead the team to success
• We produced a new and improved Customer Journey handbook containing a suite of processes, flowcharts, and best practices for the team to continue to adopt across the King’s Cross development as well as future developments
• Customer communications were improved by enhancing the customer communications strategy, customer collateral, and residents’ portals

KEY PROJECT ACHIEVEMENT

Full resolution of defects on legacy scheme by introducing regular contractor meetings and providing leadership and best practice advice.

CHALLENGE

The goal was to develop a comprehensive set of documents, checklists, forms, and communications tailored to the project, focusing on enhancing customer experience. The role involves overseeing the entire customer journey from pre-completion to the end of the defect liability period on behalf of the client.  Responsibilities included managing pre-completion communications and site visits, conducting quality assurance inspections for apartments, facilitating key handovers, organizing home demonstrations, managing snag and defect resolution, and overseeing contractor relationships. The objective is to ensure a seamless and positive customer experience throughout the entire process.

RESPONSE

With a late appointment just two months before the estimated practical completion date, we hit the ground running working with the developer, contractor, operations and building management teams to agree on a strategy that would optimise customer satisfaction and deliver on the project’s financial objectives. 

During the setup phase, we centralised all customer communications under our white-labelled team to ensure uniform messaging and consistent information was delivered preparing residents for the all-important completion and handover phases. Additionally, we identified and procured gifts from local suppliers, showcasing the client's commitment to ongoing community investment.

Approaching the project's completion, we fine-tuned our pre-completion apartment stress-testing protocol to guarantee that apartment quality aligns with customer expectations. This adjustment aimed to minimise concerns raised by customers following move-in and enhance overall satisfaction. 

IMPACT

• During the mobilisation phase, we developed and maintained positive relationships with customers, in-house client teams, building management, and the main contractor.
• Our customised project-specific processes underwent stress testing before the official roll-out.
• All stakeholders are aligned and kept informed, and cohesive operations with a shared vision and common goals have been achieved across all teams.  
• Currently, we have successfully relocated 272 residents and maintain a consistent, timely resolution of snags and defects, contributing to high satisfaction levels for both our client and customers.

KEY PROJECT ACHIEVEMENT

The project was fully mobilised within a tight timeframe of just two months, from the initial appointment to achieving practical completion.

CHALLENGE

With apartments in these KPF designed towers still available for sale post-completion and a high level of competition in the area, it is imperative to uphold the utmost in customer satisfaction to ensure the development retains its exceptional reputation.

The complexity and size of the building also means that an experienced and professional team is required to enable smooth handovers and move-ins to deliver the level of service expected from both domestic and overseas purchasers.

RESPONSE

We created and implemented all CX strategies and systems appropriate for the development. The senior advisory team continues to ensure integration of internal and external teams, including the main contractor, to enable a successful and smooth transition for the residents.

Nine months prior to completion, Conductor became the face of One Crown Place’s Customer Experience service, establishing one point of contact for all residents. We managed the portal development, newsletter content, design and fulfilment, creation of the homeowner guides and all other collateral.

We prepared customers for completion and move-ins and conducted the key handovers and home demonstrations with flair and professionalism to ensure an exemplary experience.

Currently in the aftercare phase, we continue to manage the snag resolution and defects throughout the liability period. It is our role to ensure the contractors uphold their obligations, that resident satisfaction remains high and that the building is successfully handed over to the building manager.

Worth noting, we have designed, fielded and analysed a Customer Satisfaction Survey spanning the sales process, design and product, customer experience and building management/concierge. The results have been used by all teams to continually improve service delivery to customers and for future development planning.

IMPACT

Peace of mind for the client knowing that a professional and experienced team are managing the intricate completion, handover and defect process.

Frequent and honest communication with residents to inform and update during the COVID-19 challenges.

90% overall net satisfaction for the development

CHALLENGE

To provide a seamless customer experience on this exceptional Foster and Partners tower, managing all customer communication relating to handovers, move-ins, snags, defects and the two-year aftercare period for a culturally diverse set of residents with high expectations of quality and service.

RESPONSE

Beginning nine months prior to practical completion we worked with the developer, contractor, operations and building management teams to agree a strategy that would optimise customer satisfaction and the project’s financial goals.  As part of the set-up phase we brought all customer communications together under our white labelled team, ensuring consistent messaging regarding the latter stages of development and ensuring their preparation for the all-important completion and handover phases. 

As we moved through these latter stages, the established relationships with the residents, in-house legal teams, concierge and contractors meant that despite a condensed move-in period starting seven weeks prior to the end of the year, all customers could be accommodated, even those moving between Christmas and New Year. 

                                                                                                                                     IMPACT

The aftercare, snagging and defect management period began as soon as the first resident was in their apartment ensuring a seamless experience from day one.  As we continue through the aftercare phase our one-face of interaction model allows us to serve each customer personally according to their needs and at the same time provide frequent and complete reporting for our clients, identifying the most efficient way of dealing with any individual or systemic issues.

By providing a team that can flex up and down in terms of experience and resource level at short notice, we were able to accommodate a more condensed initial move-in period than originally envisaged without impacting overall costs, satisfying residents and our clients alike. 

Additionally, given the challenges that COVID-19 and lockdown brought at a key stage of the aftercare phase, our tailored systems and processes were able to quickly adapt to an offsite operating model, ensuring the required level of service was maintained for all customers. 

Our objective position with regards to snags and defects has allowed us to provide our clients with a clear understanding of items to be addressed by the contractor, and facilitate access for these to items to be remediated in a timely manner.

200 legal completions and handovers achieved within one month

CHALLENGE 

With their first large scale residential development nearing completion, Londonewcastle required a white-labelled team to manage resident communication, handovers, snags, defects and aftercare for their 119-apartment development in Queens Park.

With units still available for sale post completion, it was imperative that the clients corporate and development brand reputation were upheld, as well as ensuring the utmost in customer satisfaction to bolster remaining sales.

RESPONSE 

Retained for over four years, we acted as the single face of customer care for the Queens Park Place residents and contractors. Due to strict contractual obligations, all handovers needed to complete within two weeks, requiring an exceptional level of pre-completion strategy and planning to ensure this was achievable.

We provided a hassle-free solution that allowed for the development team to focus on quality of the build, readiness and the commercial goals of the project.

IMPACT

Our rigorous planning throughout this project allowed for 98% of legal completions to be achieved over a three-day period, as well as 82% of key handovers completing within 14-days.

Furthermore, due to our pragmatic and diligent approach to customer care, over 84% of the total snags and defects were closed out within four months of PC.

This resulted in a high level of customer satisfaction which in turn upheld Londonewcastle’s excellent reputation, as well as upholding the development reputation which contributed to maintaining  strong sale and resale values.

98% legal completions achieved over three days

84% of the total snags and defects closed out within four months

82% of key handovers completed within 14 days

CHALLENGE 

Conductor were tasked with creating a ”five-star” front of house experience for residents, as well as implementing a smoother move-in process and a system to integrate with the contractor to clear snags and defects.

RESPONSE 

Conductor was already working as the outsourced marketing team at Southbank Tower. This was then extended into customer experience to ensure brand values and reputation were upheld.

Together with SAY Property we were instrumental in appointing the front of house and property management team, to ensure a five-star service was created. A front of house brand – Consort 24 – was conceived. This entailed everything from training staff in brand values through to uniforms, activation of amenity space, marketing collateral and an app.

Being brought on board once move-ins were already underway was no easy task, yet the CX team integrated smoothly with Mace, setting up a system for monitoring and clearing snags and defect as well as moving residents into the building on weekends and after hours to ensure completions could occur as swiftly as possible.

IMPACT

The Telegraph wrote a piece outlining the exemplary experience saying it was probably “the best concierge service in London”. The experience was used widely as a marketing tool in a scheme that still had apartments to sell post completion.

By setting up a system for move-ins, which included weekends and after hours, the client was able to realise funds from completions more swiftly. Additionally, the process for monitoring and clearing snags and defects meant that a backlog was cleared, customers were communicated with more clearly and that led to a greater levels of satisfaction.

CHALLENGE

The Boiler House is nestled in U+I’s £250m regeneration project in Hayes; The Old Vinyl Factory with Hoola situated in the Royal Docks.

We were tasked with streamlining existing processes as well as creating cohesive Customer Experience strategies for both sites.

RESPONSE

We first created a vision for Hub’s customer experience function, ensuring it upheld the values of being “people centred property developers” and humanising the experience for customers.

By working with the development teams, contractors and building managers on both sites we pulled together a cohesive communications plan, move-in / handover and aftercare strategy.

IMPACT

We ensured that snag and defect management was highly organised and customer expectations were managed; in turn, issues were quickly cleared and customer trust was developed thereby delivering a high level of satisfaction.