15

Marketing for development

The days of certain markets, easy lettings and malleable tenants have gone, and, for the
foreseeable future they are unlikely to return. Property as a product has become more difficult to
sell, and those responsible for selling it perforce required to bring a higher degree of
professionalism to the market. Users’ needs have to be more closely identified and more
carefully matched with product design. As with other property services, the agency function to
date has been performed against a background that has rested heavily upon the historic monopoly
enjoyed by established firms and a traditionally constant attitude towards transactions in land and
property by owners and occupiers. This is changing.

This chapter is organized as follows:

• The marketing role

• Marketing functions

• Market segmentation

• Selling techniques

• The developer’s viewpoint.

The marketing role

A useful definition of marketing is one provided by the Institute of Marketing, which runs:

Marketing is the management function which organizes and directs all those business activities
involved in assessing and converting customer purchasing power into effective demand for a
specific production or service to the final customer or user so as to achieve the profit target or
other objective set by the company.

More simply perhaps, marketing is the skill of matching the needs of a buyer with the product of
a seller, for a profit. It is probably true to say that development property used to be a soft-sell
product. An estate agent would erect a board, place an advertisement and wait. Nowadays,
however, those marketing property developments are faced increasingly with a highly
competitive and discerning market, and one that demands better information and more active attention
to the selling process.

The agency function

The appointment of an estate agent is the usual means by which the commercial sector of the
property development industry disposes of completed projects, whereas in the residential sector
most major developers perform their own agency functions with or without the help of agents.
There has also been a slight tendency on the part of some developers and local authorities to
undertake agency on their own behalf. Nevertheless, despite criticism over recent years about the
quality of their work, it should nearly always be possible to gain a wider access to the market by
retaining an agent. Depending upon the nature of the development and the circumstances
prevailing in the market at the time, an agent might be called upon to perform some or all of the
following tasks:

• Find suitable sites or properties for development, redevelopment or refurbishment on behalf of

clients

• Receive instructions and liaise with the developer at an early stage in the project to consider the
overall concept of the proposed scheme and, in particular, to advise on those features of design
and layout that could add to or detract from the marketability of the completed property

• Provide general economic advice and investigate rental levels and capital values in respect of
the viability of the project

• Comment on the planning implications and assist in discussions with local authority officers

• Advise on potential occupiers and tenant mix

• Advise on the possible need for special building and occupiers’ services, as well as considering
the general operation of future management services

• Advise regularly throughout the period of development on prevailing market conditions

• Advise, arrange and implement a marketing strategy

• Monitor responses and handle prospective occupiers’ inquiries

• Conduct negotiations with interested parties and investigate the credentials of potential
purchasers or tenants

• Advise on and assist with the provision of development finance

• Negotiate and conclude the final sales or lettings.

With regard to payment for the various activities described above, it is usual for an agent to
negotiate a separate fee for professional services rendered in connection with acquisition,
development appraisal, funding, development consultancy, project management, letting and
management. An interesting change that has taken place over recent years in respect of offering
estate agency services and attracting instructions, is the increasingly liberal attitudes taken by
professional institutions towards advertising. RICS members, for example, are actually
encouraged to give interviews to the press and media, and the rules are stated to be designed to
give the profession ‘maximum freedom in accordance with current thinking’. This has allowed
commercial agents quite a broad scope in marketing their own services as well as their clients’
property.
There are said to be certain fundamental prerequisites to effective agency, based on the adage ‘if
you have no information, you have no product to sell’ (Development Systems Corporation
1983). More specifically, the necessary market intelligence can be broken down into the
following areas:

• Knowing the owners. Thorough market knowledge involves knowing who owns the buildings
and the land in the locality. Ideally, a good agent should generate ownership data on every
potential development or redevelopment site, for sale or not for sale, within his bailiwick.

• Knowing the tenants. An able agent will gather as much information as possible on tenants,
large and small, operating within the market area, particular attention being paid to existing
major tenants or high potential tenants. Tenant intelligence should go beyond knowing names to
knowing why a tenant is there. Why did a tenant sign a lease on one building and not on another?
What is the critical location and site criterion for the tenant? Does the tenant rely heavily on
street patterns, demographics, signage, and skilled labour?

• Knowing the deals. The astute agent will know about all important deals transacted in their
territory. Such deals define the economic character of the market, determining the level and
pattern of leasing and selling values. The information on current and recent deals is not always
easy to uncover, being a matter of confidentiality between the parties involved, but a good
relationship is imperative between fellow agents and existing or prospective tenants and
purchasers.

• Knowing the property. Understanding the physical land and property inventory of an area is the
cornerstone of an agent’s practice. Knowledge of the types of property in a given area, the
amount of each type, the special features of particular properties and the plans for new projects is
essential.

• Knowing the competition. From the viewpoint of the agent, as well as the client developer, it is
important that he is aware of who else is in the market, and what size share of that market they
are likely to absorb. Besides market share, it is always wise to know how the competition is
operating, its strengths, its weaknesses and its marketing strategies (Development Systems
Corporation 1983).

Types of agency

There are four essential bases upon which an estate agent may be instructed to sell a
development. These are:

• Sole agency. A sole agency arrangement is one in which a single firm is instructed to dispose of
a property. Preferred by agents because, if they

are successful in selling the development scheme, then they receive the full measure of
commission. A normal fee would be 10 per cent of full annual rental value for a letting, and
between 1.5 and 3 per cent of agreed price for a sale.
• Joint agency. Where two agents are instructed by a developer to collaborate in the letting or
disposal of a property, a joint agency is established. This arrangement is most commonly used in
the sale of provincial property where national and local coverage is required, or in a scheme of
mixed development where specialist marketing of particular components is thought desirable. It
is also adopted where a property is considered especially difficult to sell and an element of
competition is felt advisable, or where one agent has introduced a development to a client on the
understanding that they will at least share in the agency, but the developer requires the marketing
skills of another firm. Although fees are negotiable, it is probable that the developer will have to
pay up to around one and a half times the normal fee, divided by the two agents by agreement.

• Sub-agency. It is always open for an agent, unless instructed otherwise, to appoint another firm
as sub-agent to assist in the marketing of a particular property. The main difference between sub-
agency and joint agency is that the responsibility to the client rests with the principal firm in the
former case and commissions tend to be higher in the latter.

• Multiple agency. When several agents are individually instructed to dispose of a property and
commission is only payable to the agent who achieves the sale, a multiple agency is formed.
Resort to such form of agency is not normally taken in the marketing of a development project,
because it invariably leads to a confused marketing campaign, abortive costs and a suspicion on
the part of potential purchasers that for some reason the property is difficult to sell.

As already mentioned, some development organizations sometimes opt to perform the agency
function themselves. In such circumstances, an ‘in-house’ team will assume responsibility for the
promotion and disposal of a scheme. However, it should be recognized that established firms of
estate agents are bound to be more informed about, and have wider access to, both property and
business requirements and opportunities. Only very rarely does it benefit an individual developer
to market a project entirely on their own.

The role of the provincial agent has also taken on a greater importance over the past few years in
the field of development. Although the major national firms of estate agents based in London can
offer unrivalled services in respect of the potential national and international occupancy market,
and can also supply certain specialized support services such as research, planning and funding,
local firms situated in major regional centres also supply invaluable expertise. The provincial
agent tends to have a deeper knowledge of local markets, better information regarding the
availability of suitable sites, a heightened awareness of the true state of prevailing planning
policy and practice, and a favoured insight into the performance and intentions of local
businesses and landowners. Furthermore, they will often have a superior understanding of local
values and returns, being privileged with the precise details underlying local sales conducted by
private treaty. At the letting stage they will also benefit from the accumulated experience of
enquiries received across a whole range of properties over time, giving them a good idea of the
vagaries of the market. Their ready availability to react to enquiries and respond informatively to
questions regarding local services and conditions is an obvious advantage.
Rules and responsibilities

The year 1991 to 1992 proved something of a watershed for estate agency practice. After a
decade or more of threats and promises the profession witnessed the introduction of The Estate
Agents (Undesirable Practices) Order 1991, The Estate Agents (Provision of Information)
Regulations 1991, both introduced under powers conferred by the Estate Agents Act 1979, and
the Property Misdescriptions Act 1991.

The procedures dictated by the first two statutory instruments are wide-ranging. But in so far as
they touch on agents dealing with clients, they essentially fall into two areas – the course of
action to take as soon as a client–agent association begins, and the conduct required as that
relationship progresses. The regulations, for example, are explicit about the information that
must be furnished to the client and, importantly, the moment at which those details must be
provided. A client–agent agreement must be established ‘before the client is committed to any
liability towards the estate agent’. An agreement will cover all aspects of agency – the length of
instruction, fees and when they become payable, marketing budgets, circumstances in which
other payments are due and definitions of ‘sole agency’, ‘joint sole agency’ and the like. Few
problems, hopefully, face the experienced developer and worthy agent.

The Property Misdescriptions Act 1991, which became operable from April 1993, presents estate
agents, and developers who market their properties directly, with a new form of criminal liability
for misstatements. The kernel of the Act lies in Section 1(1) which provides:

Where a false or misleading statement about a prescribed matter is made in the course of an
estate agency business or a property development business, otherwise than in providing
conveyancing services, the person by whom the business is carried on shall be guilty of an
offence under this section.

As one leading authority in the field explains, agents and developers now face a criminal offence
of strict liability (i.e. one in which the prosecution need prove neither intent to deceive nor even
negligence), subject only to the possibility of avoiding conviction where the defendant can prove
that all reasonable steps and due diligence have been taken (Murdoch 1993). Nevertheless, the
Act does not require any particular information to be given about property that is being
marketed. What it does require is that any information given should be accurate, or at least not
false or misleading. The detailed degree of care that must be taken over such marketing tools as
photographs, models, artists’ impressions or demonstration units is clear following some legal
decisions, such as in Lewin v. Barratt Homes Ltd (2000) (EGLR 77) where discrepancies
between photographs of houses and show homes and purchased houses led to the conviction of
the developer. Considerable caution thus needs to be exercised with sales aids of this kind and
regular updating undertaken. The measurement of floor areas and rooms, whether relating to
commercial or residential properties, requires particular care, and resort will inevitably be made
to the ubiquitous caveat ‘approximately’. With regard to disclaimers, however, the Department
of Trade and Industry advises that they must be applied in as bold, precise and compelling a way
as the statement to which they relate. Again, developers and agents of good standing will have
nothing to fear from the legislation, but the more responsible representatives of the property
industry for some years called for the implementation of Section 22 of the 1979 Estate Agents
Act laying down minimum standards of competence and experience, with many preferring a full
system of licensing or registration. The Consumers, Estate Agents and Redress Act 2007 updated
the 1979 Act after an Office of Fair Trading report suggested that agents’ clients needed a formal
system of redress in the event of dispute. The principal elements of the act affecting agents are
those which ensure that the OFT has the ability to investigate agents’ files in particular cases and
their fitness to practise generally.

Above all else, successful marketing in the property world depends upon confidence and
credibility. It is distressing to record the lasting gratitude that both journalists and politicians
afford to estate agents for keeping them from occupying the lowest position in repeated
professional popularity polls. Nevertheless, in the commercial real estate marketing field, the
winning and retaining of trust and confidence by client organizations, whether vendors or
purchasers, is critical.

Marketing functions

Current pressures on estate agents to let or sell their clients’ buildings is leading to a much higher
degree of sophistication in the way development properties are marketed. In addition, as more
and more commercial floor-space comes on stream and disposal becomes ever harder to effect,
so the realization that getting the product right in the first place grows even stronger.
Consequently, however faddish it might seem, the property world must gain a better
understanding of the procedures and functions of marketing, and at the same time learn from the
array of marketing principles and practices that have been developed in other sales markets. In
stating this, however, it should be appreciated that the marketing of planned new developments
ahead of construction breaks many basic marketing rules, in that a potential customer cannot test
and experience the qualities of a product prior to purchase. The reputation of the developer and
the climate of goodwill created between those involved in a potential sale or letting becomes a
crucial factor in the marketing campaign.

Marketing tools

A useful classification of the four key tools of the marketing man has been provided as follows:

• Market research and information. It is suggested that for the purpose of the estates profession
these two functions should be distinguished, because the term ‘research’ is used by most major
firms of estate agents simply to describe the collection of largely retrospective statistics that
show trends and can be used for producing forecasts, whereas market research in the true sense is
described as an ‘action-oriented procedure’ aimed at informing the developer of a marketing or
advertising plan.

• Advertising. This is the process of spreading information by preparing and placing paid-for
material such as space in newspapers and journals or time in the broadcasting media.
Advertisements are always identifiable with their sponsor or originator, which is not always the
case with other forms of promotion or publicity.
• Promotion. Covers those marketing activities, other than personal selling, advertising and
publicity, that stimulate consumers’ purchasing and agents’ effectiveness, such as displays,
shows, exhibitions, and various non-recurrent selling efforts not in the ordinary routine.

• Public relations. The role of public relations is to establish and maintain understanding and
goodwill for the development organization’s product and services, activities and operating
policies. In this, it is not only concerned with communicating for marketing purposes, but also
for the broader purpose of creating a favourable atmosphere within which the organization may
operate successfully.

Marketing research

The whole process of development essentially starts with market research, the goal of which is to
project the rate of absorption for a particular property product based on the supply and demand
for similar properties in a specified market area. Conducted at the outset of the development
process, the developer seeks to identify an unfulfilled market need that might feasibly be met on
a specific site. If the signs are promising, a formal market study might be commissioned and a
marketing plan of campaign prepared.

The starting point of any marketing plan of campaign is the identification of the target groups of
possible purchasers. Research is, therefore, essential, and it is really only in recent years that
some of the leading firms of estate agents and a few of the major property development
companies have committed themselves to the serious analysis of the markets in which they
operate and consideration of the buildings they produce and sell.

It must be said, however, that certain pieces of published research are in fact just so much
‘window dressing’. The compilation of crude vacancy rates for particular sectors, for example,
says very little about market performance or prospects except at the most superficial level. Broad
indications of rental value across wide geographical areas might be useful promotional material
for the firms concerned, but cannot be held to contribute greatly to a better understanding of the
property market. Effective marketing increasingly will depend upon more rigorous research into
the underlying conditions and determinants of demand and supply in the property market.

In practice, marketing research is usually concentrated on a few recurrent problems, often on a

continuous basis, which may be grouped as follows:

Up‐to‐date market knowledge

• The size of the regional and local markets for particular kinds of property, normally measured
in floorspace for commercial sectors and dwelling units or habitable rooms for housing.

• Past patterns of demand and underlying economic, social, political, legal and technological
factors that are likely to affect future levels of demand, together with an indication of the
timescale involved and any cyclical variations.
• Buying or renting habits of consumers, along with an appraisal of the possible changes in
attitude and behaviour by both customers and funding institutions that might take place.

• Actual and potential market share commanded by the development organization, and a
breakdown of the market shares of major competitors.

• General appreciation of past and possible future trends in broad socioeconomic terms covering
such matters as population change, national income and expenditure, sales and output,
availability of finance, construction industry performance and legislative or political change.

Overall policy and tactics

• An examination of competitive pricing structures and practices, looking at where, how and at
what cost competitors promote and advertise their properties.

• A consideration of how marketing costs compare with other costs and with competitive costs,
and what effect any change or differential in policy would make.

• An assessment of how sales and lettings differ by dint of location or type of use, and why.

• An evaluation of the probable effects of any radical change in the pricing structure of the
developer’s or competitors’ property.

• An appraisal of the effect of promotional activity, looking at the effectiveness of advertising

copy and placement and the result of incentive schemes to both agents and purchasers.

• What is the company reputation or image for producing quality buildings and providing a good
service to purchasers?

• How are previous developments thought of and used, and what features are found to be most
important by occupiers?

• Should any changes be made to current or proposed development projects in respect of design,
layout, materials or services?

• What property management, legal or planning restrictions might inhibit the ready sales or
letting of a development?

• What are the strengths and weaknesses of previous development schemes constructed by the
company and its competitors?

Primary and secondary data

• The data collection phase of marketing research draws on two main sources of information,
which are distinguished as primary and secondary sources, or alternatively field and desk
research.
• Secondary sources are those that already exist, but consist of data collected for purposes
peripheral to the main line of research inquiry in hand, so care must be taken to ensure that the
information is relevant, can be adjusted to the present problem and is reliable.

• There are internal and external secondary sources. Internally, agents and developers will have a
mass of marketing information available from their own records, and although it is not always
collected systematically or in the most appropriate form, modern computerized data-processing
systems are making the access to and extrapolation of suitable information easier and faster.
Externally, there is a growing wealth of published information from other agents, consultants,
professional bodies, trade associations, research organizations and government departments.
Secondary sources should be consulted before primary or original research is undertaken.

• Primary or field research will usually cover the potential market demand, occupiers’
preferences, the precise characteristics of the actual or proposed development, the terms of sale
or letting, and the methods of advertising. Original data of this sort may be collected by
observation, experimentation or survey. Observation depends heavily upon the skill and
objectivity of the observer. Experimentation is rarely appropriate to the property market. And
survey can be time-consuming and expensive.

Marketing research process

Although research projects in the property development market are not susceptible to a single
and inflexible sequence of steps, the following procedure is a useful guide (Giles 1978):

• Definition of the problems, a step of the greatest importance, and one treated in a cursory way
too often.

• Specification of the information required.

• Design of the research project, taking into account the means of obtaining the information, the
availability and skills of staff, the methods to be used and the time and cost involved.

• Construction and testing of any surveys, questionnaires or interviews.

• Execution of the project, with arrangements for a check on the reliability of data collected.

• Analysis of data.

• Preparation of report and formulation of recommendations.

However, it should be recognized that marketing research neither provides a panacea nor
guarantees success, but it does assist in improving the quality and confidence of decision-
making.
Marketing strategy

Over the past few years there has been a significant shift towards the devising of more formally
structured and deeply considered marketing plans for proposed development projects. The
advantages of a more rigorous planning process are that diverse marketing activities can be better
coordinated, crisis management can either be avoided or reduced to a minimum, measurements
of performance are easier to conduct against known standards, corrective measures can be
applied in sufficient time when required, and participation by all those involved can be
encouraged with improved commitment and motivation (Giles 1978).

It has been stated that a marketing plan for property should be much the same as for any other
kind of product, in that it needs to:

strive to create the tangible from the intangible and present a concept that will stimulate the
imagination of the potential client…. This simple need becomes more and more difficult to
achieve as the weight of communication channels and the material sent to them increases each
year.

(Watts 1982)

Accepting that the alliteration is a gross over-simplification, a favourite way of remembering the
key variables that form the basis of marketing strategy and mix is known as ‘the four Ps’ –
product, price, place, promotion. A preferred means of describing the most important steps in
preparing a marketing plan to take account of the key variables involved in marketing operations
can be more fully stated as follows.

Select the right team

In identifying, anticipating and satisfying customer requirements, to maximize profitability – the

very nub of marketing – it is essential that all those involved in the entire process of
development, from inception to completion and through to management afterwards, are selected
with a view to optimizing the collective effort of the professional team. The chemistry between
those directly concerned with design and construction and those specifically responsible for the
actual marketing campaign must be right. It is not productive, for example, to have an architect
who is either oblivious or unsympathetic to the advice of the agent, or to have an agent who is
uncomprehending or hostile to those designing and building the project. In the past, the
formulation of a marketing strategy has all too often been left to the agent acting alone, and
invariably too late in the development process.

Identify the target groups

Properly conducted marketing research as outlined in previous sections should have identified
the general categories of occupier that might be interested in the scheme in question, and
hopefully the actual manufacturing, trading or business organizations who are either actively
looking for new or additional accommodation or who might conceivably be enticed into taking
or moving premises. Often the most difficult task is to identify and reach the person within the
organization responsible for taking the decision.

Agree the message strategy

This involves deciding on how best to present the special sales characteristics of the building, its
situation and wider environs. In the rather ‘whiz-word’ riddled world of marketing, this is known
as creating the ‘unique selling proposition’ (USP) , and is concerned with striving to convey a
concept that will stimulate the imagination of the potential occupier or purchaser. The overriding
aim in designing general and specific USPs should be to see the whole strategy in terms of how it
might benefit the eventual client. This might seem a trifle obvious, but somehow agency practice
in the UK has been extremely slow in breaking away from a fairly standard and somewhat
impersonal property-oriented approach towards a more original and individually directed user-
based approach.

Write a communication plan

Having established the broad ‘message’ about the property that needs to be conveyed, the next
step is to plan how best it is communicated. Any communications plan will usually combine a
variety of direct and indirect selling techniques, called the ‘marketing mix’, all of which require
careful orchestration. Direct methods such as the use of brochure, personalized mail shots,
targeted circulation lists, exhibitions and agents’ receptions will need to be synchronized with
indirect methods involving national and local media, side advertising and contact networks
within the property industry. Again, these techniques may seem patent and familiar, but the early
and coordinated planning is often missing. There is also a positive wealth of face-to-face selling
expertise accumulated in other

fields of marketing that has lain largely untapped by the property profession, and might with advantage
be explored and exploited.

Ensure follow‐up activity

There are two distinct aspects to following through on the communication plan. First, there are
those endeavours that have to be made to stimulate only very mild expressions of interest. And
second, there are those efforts to make in converting strong interest into an actual sale and
subsequently keep the purchaser content. With the former, an agent marketing a development
should be aware that there are several kinds of barriers that may block their ability to
communicate and must be overcome, or at least lowered. These are: personal barriers, arising
from the fact that individuals differ, and that different people have to be approached in different
ways: organizational barriers, thrown up by administrative structures and hierarchies, so that
finding the right person and presenting the case in a corporately acceptable manner becomes
even more vital; and mechanical barriers, which exist because some organizations lack the
proper points of contact and channels of communication. When translating a positive response
into a trouble-free transaction, it should simply be a matter of competence and professionalism,
keeping the customer informed about progress and handling all inquiries and negotiations
promptly, efficiently and pleasantly.
Agree a budget

Ascertaining an accurate figure for the total cost of marketing for development is an extremely
difficult task. In the first place, however, there is need for a plan in order to determine a budget.
From this plan can be extracted the various marketing activities that are proposed. It has been
suggested that the following process be adopted (Miles et al. 1991):

• A plan is formulated to promote the product to the target market by the developers and their
agents as early as possible in the development process.

• The plan typically begins with a description of the product and the target market, based on
earlier market research, including statements about how the product will be attractive to the
target market and how those responsible for marketing will reach that market.

• As more detail emerges, an extensive checklist of possible activities within each category of the
marketing plan is prepared, excluding no reasonable ideas.

• A realistic cost estimate for each marketing activity on the checklist is compiled, sparing no
expense at this stage.

• The initial total cost estimate is then scrutinized and pared down by examining closely and
squeezing tightly every item. Each activity must justify itself, deleting rigorously those that do
not, so that, although the net is cast widely, only the best of what is caught is kept.

• Some of the items in this process might be one-time investments, such as fitting out a show
unit, and might last the life of the marketing campaign, whereas others, such as brochures, might
have to be replaced periodically. Still others will recur continually, such as media charges, which
could keep mounting as the campaign intensifies.

• The grand total is estimated, having predicted how long a presence is required in the market
and taking account of likely absorption rates.

Another approach, which can be used as a check on the above, is to pose the question of how
many new contacts will have to be made and cultivated in order to generate sufficient positive
responses to achieve the predicted absorption rate. The cost of making these contacts can then be
gauged. Commercial property marketing relies heavily on this ‘prospecting’ approach, whereas
residential sales rely more upon general advertising (Miles et al. 1991).

Yet a further budgeting procedure has been described, termed the ‘task method’ and based upon
a four-stage process:

• Market (What is it? Where is it?)

• Message (for that market)

• Media (most effect and most direct)

• Measurement (cost-effectiveness and results)

(Cleavely 1984)

This task method requires objectives to be set as part of the marketing strategy, which can be
monitored and plans adjusted according to the degree of success achieved.

In practice, however, it has to be stated that marketing budgets for property development
proposals are generally based upon the experience and judgement of the developer and
marketing consultants involved. Moreover, it is important that a high degree of flexibility is
afforded to allow for the unexpected in the market.

Methods of selling

An agent’s prime objective is to sell or let property for the highest price or rent available in the
market, not to pursue his own subjective assessment of value. To achieve this, the property must
be freely exposed to the market in an orderly manner. The most appropriate method of selling a
particular property largely depends upon the nature of the premises concerned and the prevailing
market conditions. Four basic methods of property disposal can be distinguished.

Private treaty

Straightaway, it should be stated that the vast majority of all sales and lettings in the overall
property market are normally conducted by private treaty. There have been periods when
extreme conditions in the market have encouraged such practices as rental tendering, and formal
and informal tenders and public auctions are always popular for certain sectors of the market. It
has also been known for various kinds of informal tender to be used in order to resolve difficult
and competing negotiations, but such recourse is rare. Private treaty is, therefore, the most
prevalent method of selling property across all sectors of the development market. It simply
involves the setting of an asking price or rent and negotiating to achieve it. As floorspace in most
conventional development schemes, either proposed or completed, is bought and sold between
property professionals, the basis of assessing a reasonable level of capital or rental value is likely
to be very broadly the same. Therefore, so long as the developer and his agent have set the
asking price properly, not so high as to stifle offers and not so low as to cause embarrassment
and bad feeling by continued negotiation well above that opening price, all should be well.
However, there are two main exceptions in the development world where sale by private treaty is
not normally the best means of disposal – first, with the sale of land or buildings possessing
development potential, but prior to development taking place, where offers will be determined by
many variable and unpredictable factors and, second, where the market is especially uncertain or
volatile. One renowned residential development on the riverside in London was quickly taken off
the market when, much to everyone’s surprise, offers massively exceeded the asking prices.

Public auction

In theory, this method should ensure an orderly market because, if the property has been properly
advertised, it should attract everyone with a serious interest and force them to reach a decision in
a competitive atmosphere and with no opportunity to withdraw. The preparation of particulars is
critically important with this method of sale, for they must be detailed and accurate, yet enticing.
The overwhelming drawback in selling agreed or completed developments at auction is that the
major financial institutions are rarely interested in buying at auction. Moreover, they are
normally unwilling to provide a firm commitment to a developer wishing to buy potential
development properties at auction, unless perhaps the value of the site or the existing buildings is
less than, say, £1 million, and only then if most of the uncertainties about the proposed scheme,
particularly in respect of planning permission, have already been resolved.

Formal tender

The formal tender, whereby prospective purchasers are invited to submit sealed bids on or by a
particular date, is similar to the auction in that all the bids constitute contractual offers that, if
accepted, are binding. As with the auction, it is essential to reduce uncertainties to a minimum,
and preferably to obtain planning consent beforehand. This not only takes time, but however
assiduous the vendor and his agent, there can be no guarantee that the consent obtained is the
most valuable possible, and prospective purchasers will bid for what has been approved and not
what they think they get. The great advantage of the formal tender is that the highest possible bid
for the property should be attracted, whereas at auction even an especially keen or special
purchaser only has to exceed the second highest offer. As has been stated:

Formal tenders are particularly attractive for undeveloped land where the planning situation is
quite straightforward. Most housebuilders have adequate finance and are well geared up to
acquire residential building land at tender, but bidders for industrial and commercial sites
normally require funding from institutions and, quite reasonably, institutions are reluctant to
enter into funding commitments until the site is secure.

(Armon-Jones 1984)

Informal tenders

The informal tender method involves the selling agent inviting single and highest bids, subject to
contract, from prospective purchasers attracted by an initial marketing campaign. Because there
is an interval between the acceptance of an offer and exchange of contracts, the method is said to
be vulnerable to the successful bidder trying to renegotiate the offer once other tenders have been
disappointed and possibly withdrawn. Nevertheless, it is argued that in spite of this weakness the
informal tender is often the best form of sale for the disposal of development sites. So long as the
procedures are clearly established and abided by, full and consistent information given to all
potential purchasers, confidentiality maintained between the parties regarding the various
schemes proposed prior to tender, satisfactory financial assurances obtained and a package of
relevant legal documents circulated to all serious bidders shortly before the closing date, most of
the problems can be reduced or eliminated (Armon-Jones 1984). However, the method does
depend upon a high degree of trust and respect on both sides.
Market segmentation

It should almost go without saying that the property market is highly diverse. Not only does this
apply to the rich variety of occupational markets it seeks to supply, but also to the varying
requirements within those markets, the different sales techniques appropriate to different sectors,
the inconsistent attitude of differing client bodies and the divergent approaches towards
marketing adopted by individual estate agency practices. A brief mention of some of the most
notable characteristics of the main sectors of the market, therefore, is appropriate.

Shops

In the context of property development, the marketing of shops normally involves the letting of
retail space to tenants and often the sale of the entire

scheme to a funding institution. Thus, when an agent is selling shops, he is selling to:

• the investing institutions

• the retail industry

• the shopping public.

Inevitably, any financial institution contemplating the funding of a shopping development will
want to be assured about the quality of income and the prospects of rental growth in the future.
In large planned shopping centres, it will be necessary to show the actual or probable pre-letting
of the major anchor units to one of the leading larger national multiples such as Tesco, Boots or
Gap. Smaller schemes would need to be presented to an institution, with commensurate letting
agreements involving national multiples and regional superstore chains. A clear indication of the
likely overall market penetration for the scheme based upon an assessment of the population
catchment area, the accessibility to the development and the existing and possible future
competition for trade would have to be shown. And a fund would also be interested in the
proposed tenant mix, the leasing structure and the proposals for continuing management services.
Pre-letting of a significant proportion of space is often a prerequisite.

In marketing shop premises to retailers, regard should obviously be paid to the general design
and layout of the scheme, with special emphasis upon such considerations as access, pedestrian
flow, transport and parking facilities, and individual traders’ market share. They will also want to
know who else might be taking space in the scheme, so that they can evaluate the attraction
factor of any anchor tenants and assess the probable degrees of competition and complementarity
generated by surrounding units. Naturally, an acceptable level of rent and a lease without
excessively onerous conditions will carry most weight in persuading a retailer to take space in a
scheme. In addition, they will wish to be convinced by the developer’s commitment and ability
to promote and market the entire development so as to enhance public awareness of it and to
provide reliable and effective management to it.
As far as the public are concerned, a shopping development must show itself to be conveniently
accessible, offer a wide range and alternative choice of goods and services, and provide or be
close to car parking if possible. With larger planned shopping centres it is also important to
create a pleasant atmosphere, make available certain facilities such as restaurants and toilets, and
increasingly guarantee a safe, clean and secure environment. It also helps if all or most of the
space can be let before opening, and vacant units avoided, or at least attractively maintained.

Offices

In the present competitive climate it is becoming ever more incumbent upon the estate agency
profession to possess a thoroughgoing knowledge and understanding of office users’
requirements. Both in terms of crude locational space requirements and the required level of
functional performance. An agent seeking to market an office development will, therefore, seek
to ascertain if he can identify firms within international, national, regional or local markets who:

• might find advantages from ‘hiving-off’ certain activities or departments to a new location

• would benefit from consolidating already dispersed operations under a single roof or by
bringing them in closer proximity to one another

• could effect substantial savings by moving their entire operation to a new location or new
building

• are contemplating expansion

• have already made a decision to search for new or additional premises.

These days, it is essential for an agent marketing an office property to know in a fair amount of
detail its relative suitability in respect of different kinds of business operation, including such
factors as: face-to-face contact within and outside an organization; technological communication,
like facilities for satellite, telephone, facsimile, intranet and Internet connectivity; internal
environment, including temperature range and control, natural light and outside views and type
and quality of working space; and corporate image, covering such matters as aspect, setting,
entrances, reception area, services and other facilities. A prospective occupier will then primarily
be interested in cost. Increasingly, office accommodation is considered by commercial
organizations in relation to its ‘all-in cost’. An agent must, therefore, be prepared to quote figures
for rates, service charges, cleaning, security, heating, lighting, insurance and other maintenance
and repair obligations, in addition to rent.

Industrial property

In addition to many of the considerations described above in respect of the shop and office
sectors relating to questions of rent, lease conditions, design, layout and management, there are a
few aspects of industrial property marketing that merit special mention. Generally, a potential
occupier of industrial premises is more concerned about the performance factors of a building,
such as quality of construction, eaves-heights, floor loadings, column spacing, loading and
delivery facilities, and access and egress to and from the site and building.

Location is of course paramount, and an agent must have an intimate knowledge of the special
labour, market, materials and component needs in terms of accessibility that are demanded by
different trades and industries. In the same way, an understanding of the distributional
hinterlands and networks commanded by various commodity markets is essential in the sale or
letting of warehouse developments.

As with other forms of commercial property development, flexibility is a keynote of successful

letting. The particular problem encountered in the industrial sector, however, is that flexibility
not only applies to the ease with which it is possible to effect physical or functional changes
within a building, but also to the freedom allowed an occupier to change the proportion of space
given over to a particular use. This is often a matter of planning consent, and too constrained a
permission can inhibit the marketability of a scheme. It must be recognized, in addition, that pre-
lets are harder to achieve in the industrial sector.

Two other factors are beginning to characterize successful industrial sales and lettings. First,
environmental quality both inside and outside factory premises is becoming more important to
prospective occupiers. And, second, the availability of certain specialist services, whether on an
industrial estate, or in close proximity to a particular development, plays a significant part in the
decisions taken by industrial space users.

Residential property

At the outset it should be appreciated that residential development of any scale differs in one
major respect from commercial property development in that almost all volume housebuilders
tend to employ their own sales teams, and have recourse to estate agents as a second line of
support, if at all. Because of this, advertising assumes an even more important role in the
marketing of housing estates, for there is no network of agents as with the commercial sector,
and not the same degree of high street representation as with the second-hand house market.

Prior to development, whoever is responsible for marketing, having established the basic demand
for accommodation in the locality, the suitability of the locality, the amenities of the area and the
extent of likely competition, is well advised to study former residential sales records in an
attempt to find out why any cancellations took place. Non-buying attitudes are critical in the
residential sector. Advertising studies, conversely, can show what features and what kind of
presentation is most effective in generating interest in a particular development.

The usual method of marketing employed nowadays by the major housebuilders is to fit out and
furnish one of the completed properties in a scheme as a show house. This will then be staffed up
to six-and-a-half or even seven days a week, remembering that the majority of sales are
introduced over the weekend. The advantage to the housebuilder is that the rest of the
development can be monitored by their own agent, any damage can be made good immediately,
access and response to inquirers is almost instant, all the energies of the sales force can be
devoted to the one scheme and, in the case of phased development projects, information on
reactions and probable market trends can be fed back to the design team. With show houses, it is
always worthwhile laying out the garden to a high standard and making sure that the water and
heating systems work efficiently.

In the residential sector, the role of aggressive promotion and marketing is probably most telling
at either end of the market. Luxury housing is a volatile and predictable product. Well targeted,
skilfully presented and extensively placed advertising can reap enormous dividends, for it is
really a matter of reaching and attracting individual purchasers to whom marginal amounts of
money at or around the asking price are of little consequence once they have decided that they
want the house or flat in question. High-quality design and finishes, combined with an elegantly
furnished and fitted show unit, are also an essential ingredient in successful luxury
developments.

At the other end of the market, competition rages to attract the first-time buyer. A key element of
marketing strategy for the first-time buyer of housing is the availability of mortgages. Virtually
all the major housebuilders have agreements with one or more of the main building societies,
giving ready access for potential purchasers to mortgage finance. These block allocations are a
particularly valuable marketing tool when high demand causes mortgage queues and lending
restrictions make it especially hard for first-time buyers. Other inducements offered as part of a
marketing package often include one or more of the following:

• Payment by the developer of legal fees, survey fees and stamp duty

• Payment of a mortgage protection policy for, say, two to three years to ease the burden of
worry; this has been extended by at least one volume housebuilder to the taking out, on behalf of
the purchaser, of a personal protection policy against possible redundancy

• Provision of items of household furniture and equipment such as cooker, washing machine,
refrigerator, fully fitted units and carpets; in some small starter units this can even reach to
chairs, tables and beds

• Removal expenses

• Subsidized mortgage repayments for up to one year

• Repurchase at guaranteed levels of value

• Purchase of buyer’s existing property

• Payment of the mortgage deposit.

All these concessions both help the developer’s cashflow and give momentum to the sales drive.
In a mixed development, moreover, the early sale of the smaller units may prove a useful catalyst
in stimulating interest in the remainder of higher-priced units in the scheme.

Selling techniques
It has been stated that there are no new methods of marketing property; all that exists are
refinements of long-established techniques (Butler 1982). As with any business venture,
management skills count every bit as much as the product, perhaps even more so with the
marketing of property developments, for given similar buildings, in roughly the same location
and identical promotion budgets, apart from the unexplained foibles of the market, it can only be
the personal qualities of those managing the marketing campaign that make the difference.
Nevertheless, a basic understanding of the techniques brought to bear by estate agents in selling
floorspace is an essential part of the overall management of development projects.

Public relations

Public relations is a form of untargeted promotion aimed at the public at large. The best
generator of good public relations is ultimately the quality of the development itself.
Nevertheless, it is important to recognize that property development is rarely a popular activity
to those in proximity of a proposed project. They often view development schemes as being
physically intrusive, socially damaging and a threat to property values. Therefore, the sensitivity
with which property development proposals are handled can greatly affect the acceptability and
hence the feasibility of a project.

The very way in which the developers present themselves, the company and the retained
consultants to the political representatives, professional officers, the press, interested parties and
the general public can all contribute to fostering a favourable impression. Supplying full
information and readily responding to criticism in a sympathetic and constructive manner further
assists in creating an open and positive climate of opinion. Some developers establish an
information office on the site or near the project, hold exhibitions, make presentations, conduct
their own consultation exercises and produce a regular newsletter regarding project progress. In
fact, every aspect of the selling process described below should be seen as part of a broad public
relations campaign aimed at merchandising the development group.

Brochures and particulars

Naturally, both brochures and more simplified forms of property particulars must describe the
intended or completed development and convey all the details that a potential occupier might
require. Normally this will include some or all of the following:

• A geographical description of the general area, which identifies the precise location of the site
or building

• Communications facilities such as road, rail, air and water transport to and around the scheme

• For some kinds of development, a brief social and economic profile of the area is advisable,
covering such matters as shopping, housing, education and recreational facilities, as well as the
presence in the vicinity of leading commercial organizations

• Property particulars describing the accommodation, giving areas, heights and specification
• A description of the services supplied to the building, such as gas, water, cabling and electricity

• The nature of the interest being marketed, together with a broad explanation of the lease terms
and a declaration about the existence of any restrictions to tenure

• An indication of the price or rent being sought

• Who to contact, how and where for more information, assistance or appointment to view

• A saving clause to protect the agent and developer, which might be along the following lines:

The agents, for themselves and for the vendors or lessors of this property whose agents they are,
give notice that plans and drawings are for identification purposes only and do not form part of
any contract. Measurements and areas are approximate and although believed to be accurate, an
intending lessee or purchaser must satisfy himself as to their accuracy. No responsibility is taken
for any error, omission or misstatement in this brochure which does not constitute or form any
part of an offer or contract. No representation or warranty whatever is made or given in this
brochure or during any negotiations consequent thereon.

Vogues and styles in brochures have changed over the years, from the crude letting brochures of
the 1960s, through to some of the extravagant productions of the 1970s and 1980s, to the full
colour, expertly designed and professionally laid-out publications of today – sometimes
supplemented by DVDs. Nevertheless, the brochure is likely to remain an important marketing
aid, and great care is now given to the presentation of information, so that prospective purchasers
or tenants can assimilate the relevant facts quickly. There has also been an increasing emphasis
over recent years on the use of good graphic designers, artists’ impressions for new development,
and computer-generated images.

As with direct mailing (discussed below) it is vital that the brochure falls into the right hands. It
may be necessary to produce more than one brochure during the course of marketing a
development scheme. It also pays to attach a reply-paid card simply requiring interested parties
to tick a box if they would like to receive further details.

Press advertising

Press advertising is obviously arranged at reaching the potential occupier or his professional
advisers. They will, however, usually have different reading habits. The property professional is
fairly predictable, and weekly scrutiny of the Estates Gazette and Property Week is something of
a time-honoured ritual for the commercial agent. The potential occupier is more difficult to
divine, and the agent must attempt to gauge which professions, businesses or trades might be
interested in a particular property or unit. Thus, if the space is clearly located and signed to be
attractive to architects, then an advertisement in the RIBA Journal or in Building might evoke a
positive response. Similarly, for computing firms, Computing or IT Today would be appropriate
publications and, for advertising agencies, Campaign or Marketing Week. National press
coverage may also catch the attention of the managing director or decision-taker, and do so in a
captive situation or reflective mood, as might more specialist publications such as
airline club magazines. Again, agents often prefer to design their press advertising to facilitate a
direct response by incorporating a reply form to be filled out and returned.

Commonly, agents have recourse to specialist advertising agencies, although some of the very
largest firms have established their own in-house advertising departments. A director of one of
the country’s leading advertising agencies has commented on the best and worst of the output of
property advertising copy where internally or externally prepared (Stewart Hunter 1983). The
better advertisements were said to: stand out from the crowd and break through the ‘noise’ of
competing claims on the readers’ attention; be characterized by beautiful photography or
illustration; have striking or unexpected headlines; and feature the building attractively or, in
advertising language, make the product the ‘hero’ of the advertisement. The worst press
advertisements were characterized, almost by definition, by having nothing striking about them,
and likely to put off readers by virtue of the clutter, poorly laid out detail and unimaginative
headlines and illustrations. Generally, moreover, property advertising was criticized as featuring
the identity of the agents too prominently and yet also lacking a consistency in establishing a
corporate identity.

It is generally recognized that the market has become increasingly sophisticated and developers
far more aware of the power of the advertisement, in particular that potential tenants and targeted
agents are different markets requiring different techniques. Some further comments by leading
advertising agencies make telling, and sometimes contradictory, points about the advertising
culture:

• Good design and clever ideas are not enough to sell a product – you’ve got to understand what
is important to the audience.

• The biggest mistake is to go for too complex an image. It needs to be simple to survive what is
a very noisy environment.

• You must not be afraid to be bold. The property press has been flooded with run-of-the-mill
building adverts with square footages, agents’ logos and piles of shopping bags. Your advert has
got to be different.

• Any advertisement should be jazzy to look at, but it should be full of information.

• Humour has proved a particularly rich source of inspiration for corporate communication via
advertising.

• A good picture highlights both the building itself and its chief asset, its location.

• Because we are always overestimating the importance of product, accepting that the product
can take second place to concept allows us to talk about something other than the air-
conditioning or lighting.

(Hall 1993)
One of the frustrations facing the advertising industry, however, is that the relative success of
different approaches is difficult to quantify and largely remains a matter of speculation.

Alongside press advertising is editorial coverage. It often pays to keep journalists informed of
market developments, especially for major or unusual schemes. This is best done in the form of a
press release accompanied by a good photograph with a caption and forwarded personally to the
appropriate journalist.

Direct mailing

The use of carefully targeted mail shots has become an extremely popular form of marketing
communication. The main advantages are that: it enables direct contact to be made with
individuals in the target occupational group; it is highly selective and it avoids unnecessary
circulation; it does not compete at the same time with other advertising messages; it is flexible in
terms of geographical area, frequency and design; and it is relatively quick and cheap to produce
and distribute.

Mail shots are normally used to support a wider marketing campaign, and should be released to
coincide with other advertising ploys, but they may sometimes be the sole method of promotion.
It must be remembered, however, that the bulk of direct mail letters end up in the waste-paper
basket. They must, therefore, be simply but compellingly written, preferably well-illustrated and
addressed to a named managing director or finance director, marked ‘personal’ to circumvent
over-protective secretaries. It is quite common practice for a local mailshot to precede a more
widely directed regional or national mailing, using one of the better direct mail houses, properly
briefed.

Despite the introduction of email and web-based dissemination of marketing material, the use of
a posted ‘mail shot’ is still popular, due to the benefit of an assured receipt.

The Institute of Direct Marketing offers the following checklist for direct marketing planning:

• Set your objectives

• Set your budget

• Outline your campaign activity

• Check on the competition

• Identify your target audience

• Access your target audience

• Develop your creative approach

• Design your mailing package

• Draw up your production schedule

• Brief internal personnel and external agencies

• Analyse and evaluate your results.

Despite the increased facility to ‘personalize’ letters, however, it is quite possible that the
effectiveness of the traditional direct mailshot will diminish. Nevertheless, good clear and
precise covering letters accompanying other mailed particulars will always be an important
marketing tool.

Siteboards and hoardings

Perhaps the most familiar marketing aid is the agent’s board, providing on-the-spot advertising
of the availability of property. There is a tendency, however, for development sites during the
construction period to be weighed down with a welter of different boards – architects, building
contractors, engineers and quantity surveyors, as well as developers and agents. In marketing
terms they achieve little or nothing, even when sensibly grouped as a single display, unless
considerable thought is given to their function and treatment. Moreover, there is often the
lingering suspicion in the mind of the client developer that the board on a completed building
does more to promote the image of the agent than it does the identity of the development.

However, the contribution made by sale or letting boards to the overall marketing campaign
should not be underrated. On a new development such boards can be used not only to state the
details of a proposed building or buildings under construction, but be employed as a linking
display describing the programme of work and the progress to date. Casual visitors to the site
may well be potential occupiers, and be converted into actual tenants by the continuing
advertisement.

Over the past few years it is obvious that much greater care has been expended upon the design
and location of siteboards by some leading property development companies. Dignified artists’
impressions and stylishly presented wording can only help to enhance both the perceived quality
of the building and the corporate image of the developer. Nevertheless, it is important to ensure
that boards are regularly inspected and maintained, otherwise the opposite reactions might be
engendered.

The development in photographic imaging offers much more scope for creativity and impact in
the use of siteboards, letting boards and posters. Large pictorial boards can be produced at
relatively little cost and can have a physical outdoor life of up to eighteen months.

Siteboards and hoardings are now popular vehicles for developers who have become increasingly
enterprising in their use of the medium. A first-class hoarding can be commissioned for a
relatively large development fairly cheaply. At the same time, a site can be made safer and the
incidence of graffiti and vandalism reduced. The local community and emerging young artists
can also be involved in the content and design of such hoardings. There is now even an annual
competition held by the Estates Gazette for the best hoarding of the year.
It should be remembered that very large boards require advertising consent under town planning
controls. Some local authorities apply even stricter controls in what are considered to be
sensitive environmental areas.

Demonstration

The residential sector has long relied upon the tangible demonstration of its wares to sell
property. No estate development of any size is complete and properly ready for marketing until a
furnished and fitted show house or flat is made available for inspection. Over recent years this
approach has spread to the office and industrial sectors. Show suites of offices, fully furnished
and equipped, are now a common feature of marketing. Some shrewd consultants have even been
able to persuade office furniture and equipment suppliers to fit out such show space at no cost.
Reception areas are also invariably completed, decorated and ‘landscaped’ to high standards well
before final building works are finished. Good housekeeping is important, with windows
washed, rubbish cleared and common parts cleaned.

Many major commercial property developers have adopted the principle set by the volume
housebuilders and have put their own people on site so that a constant and knowledgeable
marketing presence is maintained. This is the kind of service that prospective tenants are coming
to expect in the current letting market.

A modern surrogate for on-site demonstration is, of course, the virtual tour. In producing these,
as well as with actual tours of inspection, it is worth recognizing that there is a best way to show
someone over the property. Preferred routes should, therefore, be mapped out in advance, and so
arranged as to make the first and last impressions of the development the most favourable (Butler
1982).

For major schemes, or ones of an especially sensitive nature, an exhibition might be necessary.
Apart from displays put on as part of the process of obtaining a planning consent, the majority of
exhibits of development projects are prepared as part of corporate promotions in both the public
and private sector. It should be appreciated, however, that the mounting of exhibitions or, for that
matter, the participation in exhibitions organized by others, is a costly and time-consuming
affair.

Television and radio

The use of commercial television to advertise property is still the exception rather than the rule.
The principal reason for this is cost, in terms of both preparation and presentation of material.
Despite the expense, television is said to offer wide coverage, to be an intrusive medium that is
well suited to demonstrating a building to its best advantage, and to be capable of targeting
regional audiences with some precision.

Local radio is increasingly used for the advertising of property. Opinions vary as to how
effective it is. On the one hand, it is reasonably cheap, offers relatively wide coverage and can
lend itself to the creative and striking communication of information. On the other, although it
might do wonders for the agent’s image, it can be argued that the transitory nature of the
message is unlikely to sell property. The right people rarely listen, except at the wrong time.

The Internet

A survey carried out by the Estates Gazette in October 2001 found that people had by then
become more aware of the power of marketing, particularly using the massive power of the
Internet. There are no limits to the amount of

information, including multiple plans, pictures and spreadsheets that can be provided at a fraction of
the cost of traditional printing and brochure distribution (Estates Gazette 2001).

These days, most development schemes of any significant size have a bespoke website and URL,
providing all the usual particulars plus virtual walk-through, detailed floor plans, etc. There are
also a number of property listing services – www.rightmove.co.uk offers residential property
listings, for example, and www.propertymall.com provides searchable commercial property
listings. These ‘portal’ sites are becoming the first port of call for clients wishing to browse a
wide variety of properties offered by a range of agents. Many brochure sites fail on two counts –
poor user interaction, and a failure to encourage visitors to stay longer and return. Web-based
marketing is best suited to certain types of property when marketing is more interactive. ‘Hyper
targeted’ advertising is almost a holy grail amongst online marketers and one wonders whether
social networking sites will be used for property marketing purposes in the near future.

Monitoring the effectiveness of a firm’s website is crucial to further development. Without

strong statistics on the results of web marketing, more investment is impossible to justify.

Many of the techniques to web marketing are equally applicable to other areas. They include:

• Know your objectives

• Know your target audiences

• Integrate your web strategy with the main marketing plan

• Ensure the content is high quality, up-to-date and will promote interaction and repeat visits

• Develop online communities for targeted email campaigns

• Consider how an extranet could be used to reduce costs and enhance service delivery

• Consider how you could do things differently, rather than just put existing material online

• Ensure you can measure the effectiveness, revenue and savings from the site

• Ensure that live contact with people remains on the agenda.

Incentives

Apart from the traditional agents’ lunch, and more recently agents’ breakfasts and coffee
mornings, more and more incentives seem to be on offer in the market. Luxury cars, holidays
abroad and additional cash bonuses are all dangled before those who can introduce a successful
letting. At the same time, in a difficult market, there is a continuing pressure to offer ever more
attractive inducements to prospective occupiers. Rent-free periods, low starting rentals, fitting-
out subsidies, reverse premiums and options to break are all employed at the moment, as
incentives during negotiations to secure a letting. They should, however, be introduced with care.
For it has been pointed out that if a property has been correctly marketed and stands in rental
terms on an equal footing with competition, then to use these factors prematurely can often erode
the base for negotiation. In addition, it is argued that very seldom is a businessman lured into the
market-place purely by marginal short-term financial inducements. If the property is right, and
the terms comparatively competitive, the deal should be struck notwithstanding the trappings.
Conversely, because they are known to exist in the market, they become expected. In any event
they should be properly costed at the outset of the scheme, as should the reception held on
completion to launch the building on to the market, whether it has been pre-let or not. This has
now become an important part of the promotion campaign, for the agent and funder as well as
the developer, and it deserves careful attention. If, for example, it is a pure letting reception, the
individual public relations of those concerned with the development should not be allowed to
detract from the essential marketing thrust.

Other approaches

More and more firms of estate agents as well as developers and financial institutions are using
the service of public relations advisers. With their consumer-based approach, the range and
variety of promotional activities are bound to increase. Marketing plans will be more
professionally drawn up and more persistently pursued. Special events and novel programmes
will become a more common feature of property promotion and marketing.

Well-tried selling techniques include: the use of display models of a development; special
naming of a building or the grant of naming rights; the design of a compelling logo and graphics
for a project; ground-breaking, topping-out and opening ceremonies with attendant publicity; the
use of holograms in demonstration units; special treatment of entrances and common parts; cold
calling of possible purchasers; and the despatch or presentation of novelties. More recently the
possibility of using ‘interactive’ or ‘virtual reality’ techniques has been explored by some
property developers to market their buildings, so that at the press of a button you can move
around the premises and experience different forms of finish, enclosure and fitting out – but it is
costly.

Again, whatever combination of selling techniques is employed, the importance of effective

follow-up activity cannot be stressed enough. Few sales are closed quickly, and patience and
perseverance are invariably required. Followup should not stop once an agreement has been
made or a deal struck. It should continue between signing and moving in, and beyond into
occupancy. The good name of the developer and the reputation of the agent are themselves
integral aspects of present and future promotion, marketing and sales.
The developers’ viewpoint

It should be the overriding objective of all developers operating in the private sector to ensure
that the buildings they produce are marketable. They must, therefore, concentrate the minds of
all the members of the professional team, whether they are architects, engineers, quantity
surveyors, builders or whatever, upon the marketing aspects of the project. Thus, from the
developers’ viewpoint there are several general factors that should be taken into account in
planning the marketing campaign for almost any scheme of development.

The choice of agent

The question of marketing and the selection of those who will be responsible for the choice of
agent should be made at the earliest possible stage in the development process. It may well be
that a potential development site has been introduced by a particular agent. Alternatively, a firm
might have been instructed by the developer, or by a prospective occupier, to find a suitable
development site because of their special knowledge of the land market in a given locality. In
both circumstances the agent concerned might wish to remain associated with the project and
undertake the sale or letting. Indeed, it would be surprising if they did not, and in the case of an
introduction to a site it is difficult to arrange otherwise. However, they may not be the best firm
for the job. In selecting the right agent, several questions can be posed:

• National or local? A national firm of estate agents will have a broad coverage of markets and a
wide range of business and property contacts, but on smaller or more difficult developments they
may not be quite so hungry for success. A local firm might be eager to perform, conveniently
available and familiar with the local market, but they may lack the necessary knowledge and
network of commercial contacts and be unable to supply certain support services. Often a
combination of the two is the best solution.

• Large or small? Much the same arguments as above apply to the size of estate agency firm
retained. It is remarkable, however, how many major developers are increasingly willing to
entrust the marketing of very large schemes to very small practices. Again, the answer is often a
joint instruction.

• Firm or individual? It is important to select and instruct agents with care to ensure that it is not
just the right firm, but also the right person within that firm who is fully responsible for selling
the property.

• Regular or infrequent? Although there are often compelling reasons for sticking with an agent
who has performed well in the past and has become accustomed to the individual ways of a
given developer, it can sometimes be beneficial to try out someone different. Even in
professional circles, familiarity occasionally can breed contempt, and it is always interesting to
compare alternative approaches.

• Generalist or specialist? Certain estate agents gain a particular reputation for marketing
expertise in special fields, either by sector or by geographical area. Even within such broad
categories as shops, offices or industrial premises, performance can vary. With very special types
of property, such as leisure or hotel projects, it is a brave developer, or perhaps a foolish one,
who does not avail himself of special marketing advice.

To get the best out of an agent it is not only necessary to appoint them at the inception of a
project, but equally essential to make sure that they are involved at every stage of the
development process. In this way, marketing factors are built into the original design and the
agent gains a deeper understanding of the nature of the property. Although this close
collaboration throughout the period of development is bound to be to the benefit of all
concerned, it is nonetheless imperative that there should be clearly defined terms of reference
and established levels of responsibility for marketing. This is especially true where two or more
agents are instructed.

The marketing campaign

It is a cardinal priority for both the developer and the agent to satisfy themselves that the
marketing campaign is properly planned and evenly spaced. As has been contended:

One of the worst offences is the momentous first push, heavy overexposure and comparative
inactivity thereafter. Plan it so that you have a series of nudges rather than one forgettable blast.

(Butler 1982)

Another common failing among development companies is the parsimonious allowance made for
marketing at appraisal and project planning stages. It is astonishing, with the enormous capital
sums involved and the difficult market conditions that prevail, how little money is made
available for marketing. The developer and agent should, therefore, agree on a reasonable budget
for promotion and marketing, remembering that smaller, less prominent buildings will often
require a proportionately higher sum spent on selling them than do their larger, more splendid,
counterparts.

As already mentioned, the contribution of the public relations firm to the promotion and
marketing of property development schemes has grown over the past decade or so. Although the
cost of retaining the services of a good firm of public relations consultants is additional to the
usual agency commissions incurred, it is worth the developer of any special kind of
development, particularly those dependent upon public custom, considering the use of such
expertise. However, experience shows that it is advisable to negotiate a fixed fee rather than
work to their preferred quantum merit basis. It is also important to make sure that a good
working relationship and clearly defined terms of reference are established between the estate
agent and the public relations firm, otherwise an element of suspicion can erode the effectiveness
of both.

Naturally, a developer will also wish to approve the proposed selling techniques. Without re-
examining the relative merits or otherwise of such methods of selling as brochures, DVDs, press
advertising, direct mailing, siteboards, demonstration units, television or radio, a developer
should have a basic understanding of the techniques used by estate agents in selling commercial
floorspace. At the very least it is necessary to select the right agent in the first place. At best, it
promotes a healthy climate of confidence between the agent and developer.

In any event, it is worth restating that there are really no new methods of marketing property,
merely refinements of long-established techniques. With potential occupiers becoming
increasingly aware of their space requirements, it is important not to present marketing material
in too naïve, or even insulting, a manner. Moreover, if sufficient thought is given early enough in
the development programme as to what exactly is involved, and where time and money are best
expended, it may transpire that some of the traditional avenues of marketing are not necessary.

Monitoring marketing

Once an agent has been instructed and a marketing campaign agreed, it is essential that the
developer retains continuing contact with the agent to monitor progress. Regular meetings, at
say, monthly intervals, should be held, preferably on site. Moreover, the client developer should
always insist that a written report on the previous month’s activity is submitted to him at least
two days before the meeting. This would itemize all the inquiries that had been made about the
property, the names and positions of those inquiring and whether or not any visit to view had
been arranged or taken place, and with what result.

Where appropriate, an explanation of why enquirers had not pursued their interest should be
included, together with a reasoned argument examining how lettings have taken place in what
are seen as directly competing properties. This discipline is not popular with agents, and there
might indeed be occasions when excessive adherence to the routine becomes a contrivance.
However, formality is easy to relax, but difficult to reassert. The reporting process must,
therefore, be seen as a genuine evaluation of progress and not a mere ritual.

The developer will also normally wish to be consulted regarding the presentation and placement
of advertising. Although the agent will be more familiar with the various vehicles for promoting
the property to best advantage, it is as well to check that it is the development that has pride of
place in an advert, and not the agent’s corporate image. Another avenue worth exploring with the
agent is the possibility of trailing editorial comment throughout the course of the campaign. It is
hard to assess the true value of editorial exposure, but it is free.

There are several other matters worth mentioning regarding the relationship of the developer and
the agent during the marketing process. These can be summarized as follows:

• Resist the natural urge to tinker with such matters as the design and format of the brochure or
the structure and content of any covering letter. If dissatisfied, reject them – do not compromise.

• Do not be tempted to cut out the agent if an approach is made direct by a potential
purchaser/lessee. Always refer such offers to the agent, for there is little purpose served in
retaining an agent and conducting negotiations personally. In this way, a secondary negotiating
position is reserved.
• Do not change agents midway through marketing unless there are very good reasons for so
doing. Continuity is one of the more important ingredients of a marketing campaign. If the
service from the agent is thought to be unsatisfactory, it is often better to give them two months’
notice to quit or ask them to re-tender for the instructions against a major competitor. It is
remarkable how rejuvenating this particular process can be. If, however, the dissatisfaction is
deep-seated, then it is better to cut losses and change agents forthwith.

• Decide the degree to which the property will be finished, and what help might be made
available to any incoming tenants for fitting out. There is a growing tendency in the office and
industrial development sectors, as there always has been in retailing, to complete buildings only
to a shell stage. Tenants are then encouraged to select wall, floor and ceiling materials and
finishes, with the developer covering the cost up to a predetermined amount. Some developers
are even providing free space-planning advice.

• Consider what kind and level of continuing services could be provided by the client and on
what basis. It can be argued that, both to generate initial profitability and maintain income flow,
the management of commercial property generally needs to be much more aggressive. To some
extent, therefore, development does not end once a building is physically completed, but includes
the establishment of a property management system.

• Furthermore, in terms of marketing and management, more flexible leases as well as more
flexible buildings are being demanded by tenants, particularly by those in the new technology
industries and specialized professional services. Tenants are increasingly looking for shorter
leases with one-sided break clauses and a range of supporting business and personal services.
Thus, good marketing, which has regard to good management, will play an ever more important
part in assuring the success of development projects.

• Pay fees promptly, and once agreed do not attempt to renegotiate. There is almost a paradox in
the property world whereby an agent achieving a good quick sale or letting is somehow not felt
to have earned their fee, whereas the long and costly campaign is in a strange way thought to
have shown value for money.

• Consider within the overall context of marketing the corporate image of the client. In these
days of greater accountability and ever-growing public awareness, the image a property
development company portrays to the public at large is fast becoming one of its more valuable
assets. ‘Public’ in this sense refers to the whole professional and commercial milieu in which the
company operates. Thus, it includes clients, competitors, local authorities, the news media,
financial institutions, construction firms, professional practitioners and prospective purchasers.

In a business that, rightly or wrongly, is not exactly renowned for its high ethical or aesthetic
standards, there is good reason for property development companies to ask themselves a few
telling questions regarding their corporate image. It has been suggested that these should include
the following:

How do we think we are perceived by the public?

How are we actually viewed by them?

How would we wish to be thought of?

What image is most likely to assist us in achieving our objectives?

(Charlesworth-Jones 1983)

Unless all the answers to these questions coincide – which is unlikely – the next proposition
should be, ‘How do we go about designing and implementing a desirable corporate image?’ This
may involve a change in attitude by members of the company, an advertising campaign, public
relations exercises, or even a change of name. In any event, the very act of self-assessment can
be both salutary and rewarding.

Conclusion

Innovation in the process of promotion and marketing is bound to happen. What confronts the
agency business is the extent to which property professionals can retain command over the sales
team. Already we see leading firms of public relations consultants, with their skilful
manipulation of the media and their flair for promotional activities, evident in the agency field.
Changing systems of communication and information technology with wider and cheaper
accessibility, together with new methods of conducting business, all point to changes in the way
we buy and sell development and other properties. Education for marketing, both for existing
members in practice and for new entrants to the estates profession, will become ever more
essential.

Nevertheless, there are no magic formulas to the art of marketing. It is simply a logical stage-by-
stage approach that employs a range of techniques and disciplines, and it is the firm that uses all
the appropriate techniques and skills that will create the synergy that sells.