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Against a backdrop of throttled listings and an uptick of so-called market disruptors, one boutique network has recorded a remarkable 24 per cent year-on-year growth in group sales.
Belle Property CEO Peter Hanscomb said that the result is no surprise and is indicative of the quality of the gains it is getting within its marketplaces.
“We have got a very stable brand and there has been so much change in the premium players in Sydney,” Mr Hanscomb told REB.
“We have adopted a fewer/better people approach for some time because we don’t believe it is a numbers game. We have been working very hard on individual coaching and strategy growth within our business, and that is showing very big effects in terms of us getting better-quality property.”
Mr Hanscomb said that the average sale price in the group is “something like” $1.28 million.
He also said that there has been a substantial growth in interest for the franchise.
“What has been driving it has been the enquiry for the brand.
“[The market] is seeing the quality of people that we are bringing on board and quality people are attracted to it.
“We are at a very exciting stage of our growth because it is accelerating, and the [attraction] from good operators in the industry to the brand has just increased dramatically over the last six to eight months.”
Mr Hanscomb said that providing support for its franchisees is an important consideration.
“Training is not difficult to get right if you have competent people, but where you get the greatest gains is from strategic coaching of both individuals and businesses.
“Whereby you are focusing on their productivity and market share growth and market relevance. And that is where we have really had a heavy focus on business coaching and individual salespeople coaching.”
He said that the future of the industry from a sales perspective is clear.
“I think that everybody understands the value of relationships,” Mr Hanscomb said.
“The value of how we make people feel. The value of trust, particularly. The thing that we are seeing from these peripheral so-called disruptors is that they are trying to attack the level of trust that the public has in agents.
“So, that is something that we are very aware of in how we are training people and advising them to grow.”
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