It’s a year since Guy Gittins returned to Foxtons, this time as CEO, when he assumed command of a brand that had, by its own admission, lost its mojo. A year on, Gittins has been able to take stock of the incredible success enjoyed by the firm, having reestablished its
The latest research by London lettings and estate agent, Benham and Reeves, has revealed that a fifth of all homes sold so far this year across the capital have done so for £1m or more, by far the largest proportion when compared to other major cities across England and Wales.
PATIENTS and staff on a London hospital ward are now benefitting from more efficient facilities following a completed refurbishment project by multi-disciplinary consultancy, Pick Everard. The major trauma ward at St George’s University Hospitals NHS Foundation Trust in Tooting, has undergone operational and spatial improvements, including upgraded sanitary facilities, bedhead services and infrastructure elements
Formwork, falsework, heavy duty support, ground shoring and safety & access systems specialist Altrad RMD Kwikform (Altrad RMDK) has provided temporary works to assist with the construction of 19-35 Baker Street. 19-35 Baker Street is a 10-storey commercial, retail, and residential mixed-use building in the West End of London, constructed
Barratt David Wilson Homes has reason to celebrate this week, after its Chalkers Rise Senior Site Manager Dan Reed received commendation for his contribution to the local property industry, being awarded with the prestigious ‘Seal of Excellence’ from the National House Building Council. Earlier this year, Dan was awarded his
Establishing and sustaining connections with potential clients is critical in the dynamic and competitive world of architecture, engineering, and construction (AEC). Lead nurturing is about more than simply turning prospects into clients for AEC businesses; it’s about developing trust, displaying competence, and forming long-term connections. CRM (Customer Relationship Management) solutions
BDC 319 : Aug 2024
It’s a year since Guy Gittins returned to Foxtons, this time as CEO, when he assumed command of a brand that had, by its own admission, lost its mojo. A year on, Gittins has been able to take stock of the incredible success enjoyed by the firm, having reestablished its position as London’s #1 estate agency brand, both in terms of market share and growth of new instructions*. First established in Notting Hill back in 1981, Foxtons quickly gained a reputation for achieving the very best deal for both its sellers and landlords alike. Instantly recognisable by its fleet of branded Minis, Foxtons became synonymous with the London property market and the expertise required when negotiating both the sales and lettings sectors. Changes in the company’s culture in the 2010’s, a culture that had been vital in shaping Foxtons during its early years, meant that the approach needed to maintain this position yielded to the pressure of public potshots that often come from those in awe of such achievements. What followed was a suffocation of the Foxtons ethos, transforming the company into a corporate vehicle that struggled to embrace the character, energy and aspiration of the early years. Until last year, that is, when Foxtons alumni Guy Gittins returned to take control as company CEO. It was the legendary character and energy at Foxtons that had first attracted Guy Gittins to the business 20 years ago this October. Walking into their Chiswick Park HQ it was immediately clear to him that the training and people would provide him with the perfect platform and foundation for future success. Over the five years that Guy Gittins first worked at Foxtons he quickly progressed from Sales Negotiator to top sales performer and Sales Manager of the largest Foxtons office in South Kensington. When it was time for a new challenge, Guy moved on to a global Sales Director role for an international property entrepreneur before returning to the UK to represent Savills in the launch and sale of the world renowned One Hyde Park in Knightsbridge. His success in both roles, and his firm foundation from Foxtons brought him to London estate agency Chestertons, where, as CEO, he led the business from loss making to record revenue and profits in just four years. Finally, having utilised his early Foxtons experiences to propel him forward in his career, it was time to come home to the opportunity to re-energise the business that had taught him so much. On his first day as Foxtons CEO, Guy Gittins made a company wide address via video link to introduce himself and his plans Foxtons CEO, Guy Gittins, commented: “My first company wide video address on my second ‘first day’ at Foxtons was clear, we are the original property industry disruptors and we’ve always done things differently to the rest of the marketplace and to the benefit of our clients. This is something to be embraced, but the reality was that our focus and performance had slipped over the previous years. It was time to get back to the Foxtons that I knew and loved, a company based on the fundamentals of high volume sales, high energy culture and a clear focus on growing market share, growing acquisitions, creating efficiencies in every part of the process and striving to be the very best. I wanted to revitalise the visibility and vigour of the brand and the pride associated with being a Foxtons estate agent. Reinstating certain aspects of the previous culture was a vital part of this. More noise, more energy, more Foxtons Minis, more events, more trips, more incentives, more fun. But this change in culture was as much about enabling as it was about encouraging competition and reward. This meant providing greater budgets, more staff members, better technology and, perhaps most importantly, the ability for us to utilise the vast amount of market data we have gathered in a realistic and effective way. I wanted all of our staff to know from the get-go that it’s not ok to be average and we would once again celebrate and embrace the winning culture, providing those who perform at the highest levels the very best opportunities to progress their career. In doing so, this would naturally ensure that whether you are looking to rent or sell a property, Foxtons would not only provide you with the very best service, but also achieve the very best return.” A year on from Guy’s return and his forensic review of the Foxtons business, what’s changed? On his 20th anniversary within the property sector and following his first year back at Foxtons, Gittins once again addressed Foxtons via video link. He continues.. “In the last year, we’ve invested heavily in our under utilised assets – people, technology and brand. Our technology team has driven innovation to new heights and far beyond that of our competitors. In just 12 months, we’ve developed the only true digital, end to end lettings platform in the industry. We’ve used our in-house technology to optimise our day to day business decisions and our interactive data dashboard lets us analyse every inch of the business in real time to ensure performance is where it needs to be. This truly data-led approach allows us to anticipate the market and prepare for the challenges of tomorrow, today. Our new Sloane Square office has been the first to benefit from a digital makeover, with technology helping to reposition what clients should expect from an estate agent’s physical presence on the high street. We’ve increased our head count considerably and implemented a 10 times increase in the level of face to face training we provide our staff across the business, improving performance at every stage. We introduced the new electric Foxtons Mini at our Christmas party, as well as the new car handover ceremonies and an increase in the number of trips for top performers. Visibility of the Foxtons brand is back and we’ve seen lettings revenue records set on a
The latest research by London lettings and estate agent, Benham and Reeves, has revealed that a fifth of all homes sold so far this year across the capital have done so for £1m or more, by far the largest proportion when compared to other major cities across England and Wales. Benham and Reeves analysed sold price data from the Land Registry for property sales to have completed so far this year (Jan to Aug 2023 – latest available) across 12 major cities. Benham and Reeves then looked at what proportion of total sales sold for £1m or more, the average sold price and the total value of homes sold. The London market continues to lag behind the rest of the nation when it comes to the annual rate of house price growth, down -0.8% in the last year, one of just three regions to have seen a year on year decline. However, when it comes to homes sold at £1m or more, London remains the dominant force within the market. The research by Benham and Reeves shows that so far this year, 3,716 properties have sold for £1m or more across London, equating to 21.1% of total sales completed across the capital. Bristol ranks as the city with the second highest number of £1m property transactions, although the 86 homes sold for £1m or more equate to just 1.9% of total homes sold. Sheffield (0.9%), Newcastle (0.6%) and Leeds (0.6%) also rank within the top five, albeit £1m property sales account for less than 1% of all homes sold in 2023. London also sits top in terms of both the median sold price and total value of £1m property sales. Homes selling above the £1m threshold have averaged a sold price of £1.45m versus £565,000 across the rest of the London market. In total, London’s £1m homes have sold for a combined value of £312.2m, with Bristol again ranking second albeit someway off the pace set by London with a total value of £156.1m. Director of Benham and Reeves, Marc von Grundherr, commented: “It’s fair to say that the London market as a whole has been underperforming for some time and we simply haven’t seen the same high rates of house price growth envelope the capital when compared to the rest of the nation. However, there’s no doubt it remains the driving force when it comes to homes sold for £1m or more and in this respect, no other major city comes close. We’ve seen strong levels of demand so far this year across the upper tiers of the London market, buoyed by the return of foreign homebuyers, in particular. So while London may not be seeing any spectacular growth at a top line level, it is very much a case of quality of quantity in the current market.” Data tables Data tables and sources can be viewed online, here. Building, Design & Construction Magazine | The Choice of Industry Professionals
PATIENTS and staff on a London hospital ward are now benefitting from more efficient facilities following a completed refurbishment project by multi-disciplinary consultancy, Pick Everard. The major trauma ward at St George’s University Hospitals NHS Foundation Trust in Tooting, has undergone operational and spatial improvements, including upgraded sanitary facilities, bedhead services and infrastructure elements such as power and ventilation. Pick Everard completed full RIBA Stage 1-6 delivery covering architecture, structural engineering, design management, health and safety services (CDM) and clerk of works. John Clarke, director at Pick Everard, said: “While the ward itself was isolated and completely shut down during the works, this project took place within a live hospital site requiring a high level of competence and care. “I believe much of the success can be put down to the collaborative approach between our in-house departments, which provided an effective, coordinated solution for the client. We were able to realise their design aspirations within the practical constraints of an existing building, project budget and demanding programme.” St George’s is one of the UK’s leading teaching hospitals and is the largest provider of acute healthcare services in southwest London. It has one of the busiest emergency departments in the country and operates several major trauma wards, which were constructed in the 1980s. The major trauma ward’s new design altered the existing arrangement to reduce overcrowding and bring it in line with current regulations. There are now four multi-bed bays containing 18 beds and four single rooms with ensuites, and two assisted showers. Clinical compliance spaces including a new treatment room and dirty/clean utility rooms were added, and the staff room and kitchen space were also improved with lockers for private storage. A new air handling unit (AHU) and UPS / IPS plant also needed to be installed on the ward’s roof. This demanded careful coordination, as the existing roof contained a helipad and all associated services within a helipad cabin. To mitigate any conflicts with the operation of the helipad, the Pick Everard team conducted various design option studies and risk analyses on potential plant locations. This involved extensive consultations with the building’s incumbent specialist suppliers and contractors to minimise disruption and mitigate risks during the construction phase. “While we have extensive experience in the healthcare sector, this was our first project with this particular NHS Trust,” John added. “It was attained through the £1.6bn NHS Shared Business Services Framework that Pick Everard was recently re-appointed to. Originally, we were brought in for a feasibility study, but this became a full Stage 1-6 delivery – a great achievement for the team and reflective of our understanding and reputation in this sector.” Due to the high number of stakeholders and end users within the project, consultation and engagement was a priority throughout. Pick Everard arranged regular meetings and workshops to ensure the end results would be compliant with the health building notes (HBN) and health technical memoranda (HTM) criteria, with all design proposals scrutinised by the client’s technical advisers. A representative of the trust stated, said: “From the outset, the team at Pick Everard understood fully the needs of this refurbishment. They worked hard to understand the best way to deliver this effectively and within the difficult constraints of a live site, with deadlines and budgets considered. The result has been a fantastic overhaul of the Holdsworth ward that is now back up and running, and already we can see the difference in day-to-day operations, benefitting not only our patients but our staff also.” For more information on Pick Everard and its services, visit: www.pickeverard.co.uk Building, Design & Construction Magazine | The Choice of Industry Professionals
Formwork, falsework, heavy duty support, ground shoring and safety & access systems specialist Altrad RMD Kwikform (Altrad RMDK) has provided temporary works to assist with the construction of 19-35 Baker Street. 19-35 Baker Street is a 10-storey commercial, retail, and residential mixed-use building in the West End of London, constructed by Laing O’Rourke on behalf of Derwent London. The project comprises 298,000 square foot of high-specification office space and 51 residential units, including an allocation for affordable housing. At the ground-floor level, the retail units fronting Baker Street, George Street and Gloucester Place will be linked by a central courtyard spanning the length of the site. Altrad RMDK supplied 19 Tubeshor props of 610/1060 diameter – with the longest prop spanning 39m – to support the single-level basement excavation, from which 98% of waste from the overall project has been diverted from landfill and recycled and repurposed during construction. All support equipment supplied for the project was CE-marked, which is a unique proposition from Altrad RMDK. It is the only UK supplier to offer equipment with full European compliance across its ground shoring fleet, which conforms with relevant EU design codes, material quality and manufacture under the controls of EN1090 legislation. The hybrid hydraulic ground shoring props are fitted with mechanical screw collars, which is another unique feature exclusive to Altrad RMDK. This innovation isolates the integral hydraulic cylinders after the prop pre-loading stage, preventing the chance of prop release resulting from hydraulic failure while providing a more robust and stiffer propping arrangement with higher deflection control. The Tubeshor 1060 props were also fitted with pre-camber shims placed between the bolted ring-flange joints. These boost the axial capacity of the props by reducing the amount of self-weight sag. Further prop performance benefits were afforded by inclusion of the unique Tubeshor Spherical Bearer end detail, which eliminates load eccentricity in both axes whilst providing 5° full circle rotation for on-site flexibility. In addition to props withstanding earth and surcharge pressures, there are daily fluctuations in prop forces due to thermal conditions, including daily and seasonal temperature fluctuations combined with the effects of solar gain; whereby props exposed to direct sunlight will attract more load than those providing support in shaded areas – all of which must be considered when calculating prop loads. Due to the sensitive nature of the city-centre site, wireless monitoring was selected which enables the site team and Altrad RMDK engineers to monitor prop loads 24/7. Alerts for prop loads outside of defined, scheme-specific values can be sent to customer and Altrad RMDK engineers, enabling any appropriate mitigation measures to be quickly identified thus ensuring the security of the excavation perimeter. Ajay Nagah, Commercial Manager – Ground Shoring, at Altrad RMDK, explains: “This project highlighted our ability to offer optimum wall support for basement construction – producing lean solutions whilst not compromising on quality or performance. Garrett Durkin, Laing O’Rourke Structures & Facade Project Leader, on the Baker Street project added: “This project posed engineering challenges that required a bespoke approach in order to meet the stringent allowable movements, of which Altrad RMDK were professional in their approach from concept right through to install and removal. “As the project challenges changed the Altrad RMDK team were always present and willing to support the Laing O’Rourke project delivery team with engineered solutions.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Barratt David Wilson Homes has reason to celebrate this week, after its Chalkers Rise Senior Site Manager Dan Reed received commendation for his contribution to the local property industry, being awarded with the prestigious ‘Seal of Excellence’ from the National House Building Council. Earlier this year, Dan was awarded his ‘Pride in The Job’ title, with the NHBC citing his leadership skills and technical expertise. Every site manager who is registered with the NHBC is automatically entered into the awards, with just 450 winners being selected from over 11,000 entrants. From the Barratt David Wilson Southern Counites division, Josh Dillon, a site manager at Ashridge Grange in Wokingham and Steve Craig from Meadowburne Place in Lower Willingdon were also awarded ‘Pride in The Job’ titles this year. Only nine site managers in the South East were recognised with the ‘Seal of Excellence’ this year which is presented to those who have consistently exhibited an exceptional level of leadership, forward thinking and commitment to quality within the construction and wider housebuilding sector. Each site manager assessed across six key areas: consistency, leadership, interpretation of drawings and specifications, technical expertise, attention to detail and health and safety. Carl Bune, Construction Director at Barratt David Wilson Southern Counties, said: “Receiving a ‘Seal of Excellence’ Award is no easy feat, with competition fierce for the few coveted spots from the NHBC. We are really pleased to see Dan recognised for his hard work and consistent dedication to Chalkers Rise – the development has gone from strength to strength under his leadership and gives our customers that extra confidence that their homes are being built by the best in the industry.” Dan comments: “I am honoured to have received this recognition from the NHBC, which reflects not only my contribution to the site but also the dedication and hard work of our entire team here at Chalkers Rise. Together, we are proud to be achieving the highest standards of construction in the area and look to continue providing the best service for our customers.” Currently available at Barratt David Wilson Southern Counties’ Chalkers Rise development is a selection of one and two-bedroom apartments, and three and four-bedroom homes available. Prices start from £209,995 for a one-bedroom ‘The Loughton’ apartment, ready to move into this autumn. To find out more about Barratt David Wilson Southern Counties, please visit www.barratthomes.co.uk / www.dwh.co.uk or call 0333 3558 499. Building, Design & Construction Magazine | The Choice of Industry Professionals
Establishing and sustaining connections with potential clients is critical in the dynamic and competitive world of architecture, engineering, and construction (AEC). Lead nurturing is about more than simply turning prospects into clients for AEC businesses; it’s about developing trust, displaying competence, and forming long-term connections. CRM (Customer Relationship Management) solutions are excellent tools for attaining these objectives. The AEC Landscape The AEC sector is difficult, with extensive sales cycles and complex projects. Architects and engineers must educate and advise potential clients through the many stages of decision-making. A good lead nurturing plan recognises the AEC landscape’s distinctiveness. Clients in the AEC business frequently need industry knowledge. Firms must present themselves as competent consultants capable of guiding customers through the complexities of design and construction. It is critical to establish confidence. Clients must have faith in a firm’s ability to complete high-quality projects on schedule and within budget. Making the decision to start an AEC project can be time-consuming. Lead nurturing is a lengthy process that entails keeping prospects interested for months or even years. CRM as the AEC Lead Nurturing Solution Capture Comprehensive Prospect Information Gathering detailed information about your prospects is the first step in effective lead nurturing. Gather information about their individual requirements, interests, and project goals in addition to basic contact information. To save and manage this information, use custom fields in your CRM for architects and engineers With this extensive information, you will be able to generate highly personalised and relevant content and interactions. Segment Your Leads The AEC sector has a diverse client base, ranging from homeowners searching for residential designs to corporations seeking large-scale commercial projects. To properly nurture these various leads, divide them into distinct groups depending on their industry, project size, region, or unique needs. Segmentation helps you to customise your messaging to each group’s specific issues. Automate and Personalise Communication The capacity to automate lead nurturing activities is one of the most notable aspects of CRM systems. Create processes that send personalised, relevant material to lead at various points of their journey. Send introduction emails, for example, followed by project-specific case studies or instructional materials. Automation guarantees constant communication while saving your team time. Content Creation and Sharing AEC clients frequently seek useful information and insights in order to make educated decisions. Create and distribute information that teaches your prospects about architectural and engineering concepts, sustainable practices, design trends, and other topics. Blog postings, whitepapers, webinars, and project case studies are all good options for content. Your CRM can help you measure each lead’s content engagement, allowing you to alter your nurturing approach accordingly. Personalised Follow-Ups Every encounter you have with your prospects is a chance to strengthen your relationship. Follow-up emails and phone calls should be personalised based on past talks and their individual interests. Refer to their previous questions or concerns to demonstrate that you are sensitive to their demands and recall their preferences. Lead Scoring Assign a lead score depending on their level of participation and decision-making preparedness. A lead who has opened many emails attended webinars, and sought a consultation, for example, is more likely to be further down the sales funnel than one who has simply downloaded one document. This lead grading system enables you to prioritise and concentrate your efforts on the most promising possibilities. Integration with Marketing Automation Connect your CRM to marketing automation solutions to create a unified lead-nurturing experience. Email marketing, lead scoring, and campaign management may all benefit from marketing automation. It enables more accurate tracking of lead behaviour, allowing you to alter your nurturing strategy accordingly. Consistent and Timely Follow-Ups Prospects in the AEC business may not be ready to make a choice for some time. Follow-ups must be consistent and timely. Schedule follow-up activities and reminders in your CRM to ensure that you remain connected with leads throughout their decision-making process. Regular contact puts your company at the forefront of their minds when they are ready to go forward. Tracking and Reporting CRM solutions provide extensive tracking and reporting features. Use these features to assess the effectiveness of your lead nurturing activities. Keep an eye on key performance indicators (KPIs) including open rates, click-through rates, lead conversion rates, and the time it takes for a lead to progress through the sales funnel. This information allows you to fine-tune your nurturing technique over time. Lead Handoff to Sales When a lead has reached a specific degree of engagement and preparedness, it is time to send them along to the sales team. Your CRM should provide a smooth information transfer, ensuring that the sales team has all the information they need to continue the conversation and clinch the purchase. Finally, CRM best practices are critical for nurturing leads in the AEC market. The industry’s unique characteristics, such as protracted sales cycles and specialised customer demands, necessitate a deliberate and personalised approach. AEC organisations may create useful content by collecting detailed prospect information, segmenting leads, automating communication, and providing value content.
