Marketing vs Operations: Building a Successful Property in the Age of the Customer

In the past, while customers controlled the buying decision, sellers controlled not only the products/services being offered, but information about those products and services.

Today, thanks to technology and the Internet, sellers no longer control information about their products and services. At the tap of a button, users can share reviews and information about their experiences with the rest of the world.

For property developers, this means that simply winning awards and receiving traditional media attention for your property and program is not enough.

To win the hearts and business of customers in an era where the rules have changed, property developers must go beyond typical measures of prestige (such as awards and fancy amenities) when it comes to marketing their property. They must now focus instead on ways to enhance the service experience for every customer.

The Conflict Between Marketing and Operations

Of course, enhancing the customer experience is easier said than done, because it involves a conflict between marketing and operations. Marketing focuses on top-line revenue and, accordingly, seeks invention and creativity in order to win new business, while operations is concerned with cost, efficiency, and execution. This being the case, conflict is inevitable.

Wearing the marketing hat, one is focused on reaching as many new and potential customers/buyers/renters as possible, possibly at the expense of keeping up the standard of operations. Wearing the operational hat, one might be tempted to keep costs low and not invest in the additional enhancements needed to raise staff functionality and service levels.

These two hats are often seen at odds with each other – however, I’d like to suggest that they are not at odds, but rather, complementary.

Excellent operations lead to enhanced reputation in the long-run and drive sales.

A good marketer will not neglect the importance of operations, while a good operations manager will understand how operations drives revenue.

Investing in Customer Happiness

A clear sign that marketing and operations is being done right is simply happy customers.

Happy customers are the result of a great reputation (the promise) + a great experience (the promise fulfilled).

Marketing drives the promise, and operations fulfills the promise. Working hand in hand, both marketing and operational functions should be making investments in:

 #1 - Training and equipping personnel:

As your occupancy rates grow, and as the value of the property increases, the investment into staff should grow accordingly. Staff should be trained to deliver an even higher level of service, and there should be an increased sense of mission for top-performing staff.

#2 - Research and development:

Top businesses are never satisfied with achieving a level of success – for every achievement, they strive to top it, and add more value to their stakeholders and the lives of the people they touch.

Likewise, instead of just striving to be the best in the industry, look at how to innovate even further through research and development. This will ensure you become not only a market contender, but a leader for years to come.

#3 - Constant improvement of service levels:

Success is easier to attain than it is to maintain. A player with an established reputation in the market will be put under more scrutiny and shown less mercy when a mistake is made. Therefore, the goal should be to have a service provider that is creative and that will never be satisfied with service levels, constantly striving to maintain, improve, and surpass them.

When the gap between marketing and operations in bridged, property developers will be able to deliver the level of service that gets people leaving glowing reviews on online platforms.

Think of your customer as basketball’s proverbial Sixth Man, the first person to be substituted from the bench. The Sixth Man is that player who can play multiple players and roles throughout a game, and is just waiting for the signal to jump into action. The presence of a great bench player is a sign of team depth and excellence.

Just like in basketball, every customer you serve represents untapped potential, waiting to be unleashed. If you execute your service plan right, you end up with many bench players who could be stellar substitutes for your marketing team, your PR team, or your crisis communications team – at the ready, just waiting to tell the world how great you are.

This continues in a positive cycle, because glowing customer reviews will lead to a better bottom line and increased staff morale. That in turn will ensure operations keeps running like a well-oiled machine. And that consistency and excellence is what will keep people coming back.

How deep is your bench of delighted customers?