Stroyсlass Company – one of the leading players on economy-class residential real property market of Astana – requested the Agency to develop and implement tools to raise apartment sales.
Construction of residential properties in Astana is among the most rapidly growing industries of the country and competition between developers is intense. Therefore, each player on this market takes every effort to create a unique positioning and communicate the same, which coupled with smooth teamwork will ensure achievement of target sales. The company offered very attractively priced apartments, but failed to get the desired number of real clients from a large amount of calls.
Upon the expiry of 3 months from completion of works and launch of communication activities:
– number of incoming calls grew by 40%
– number of apartments viewed by potential clients grew by 85%
– total sales doubled
In a year:
– sales grew 4.5 times
So the goal became clear to us; it was necessary to determine a set of tools to achieve it. Therefore, we delved into the analysis of the current situation both within and outside the company.
Survey of potential buyers and current dwellers made it possible to assess the brand health and identify consumer insights, which formed the basis of the company’s positioning and communication activities. As a result, it became obvious that:
Duration of Stay in Astana
(potential buyers of economy and comfort-class apartments)
Current Residence of Potential Buyers
(economy and comfort classes)
Potential Buyers’ Reasons to Move to Astana
We determined new positioning of the company to translate reliability and responsibility of the developer, which is, above all, respect for deadline commitments and high quality of life regardless of the living space.
We understand that along with a flow of calls, a key success factor is ability to duly process every incoming call. A series of mystery purchases enabled determination of important element for control – conversion of calls to real buyers. The company failed to convert the flow of calls generated by advertising activities into actual purchase. This had everything to do with lack of a clear sales scheme and control thereof. Introduction of both quantitative and qualitative KPIs to the incentives program enabled managers to elaborate every call, which coupled with reorganization of the sales department resulted in sales growth, which, in turn, doubled in as little as 3 months and became 4.5-fold in a year.
Duration of works: July-August 2015
Geography of works: Astana
Methodology used: telephone survey of early calls to the company (company database) – 300 effective interviews, personal interviews with the company’s residential complexes dwellers – 100 effective interviews, mystery shoppers in the sales departments of the company and its competitors, desktop research and analysis of the company information.