Future-proofing for success: Tips to survive in an evolving industry

According to Mazzocchi, to ensure their survival, businesses will need to adapt their models to meet the needs of a shifting market, as well as those of their clients and staff.

Similarly, she said networks can make their mark in the property market and stand out to both customers and staff by prioritising people over agent-focused branding, and using artificial intelligence (AI) and technology to enhance, rather than replace, genuine human connection.

Adapting and growing with clients’ needs

Mazzocchi said that one of the first steps businesses can take to future-proof their operations is to constantly assess their models and adapt them to meet the needs of their agents, clients, and community.

“Are we using things that we think are actually going to expand our growth, expand our mindsets, and grow our people? That’s what we’re constantly looking at doing.”

She urged businesses and agents to avoid complacency, emphasising that pushing boundaries and embracing challenges remained key to standing out and achieving long-term success.

“When you rely on business as usual, I think it’s very fair to say that you become complacent and there’s always going to be other offices, agents out there.”

For example, Mazzocchi said that a couple of years ago, Coronis had to completely change its business model to ensure it could meet the long-term needs of the company and its clients.

“That’s around us going from a completely independent, wholly-owned agency to now having different ways of ownership within our business in partnerships, franchises and individual opportunities for ownership.”

She said that while businesses should always look to adapt, they needed to bring their staff along for the journey and ensure they were equipped to deal with the changes.

According to her, this includes being available to answer any questions, ensuring solid communication with the team, explaining changes and being open to feedback.

“Sometimes the feedback has come out of a meeting or a structure that we’ve allowed a forum for conversation. But sometimes the change has got to come even if people don’t want to make that change.”

People-first focus

Mazzocchi said that, in addition to adapting to their clients’ and staff’s needs, networks should future-proof themselves by maintaining a people-first focus to set themselves apart.

She said that, when selling homes, agents should strive to celebrate the buyer and seller, rather than making it about themselves and their own achievements.

“It’s really about being authentic and being a good human and celebrating a cracking result for that suburb or that community. Not just saying, wow, look at me, I sold something so far over reserve.”

She also said that, in their branding, agents should be wary of how they portray themselves and be mindful of how they might be perceived by the community.

“One thing that I talk to our team about all the time is that there’s no personal or professional anymore. There’s just you.”

“People want to deal with real people, and they want to deal with someone that they think they’re going to have care with and someone that’s actually invested in them and wants to do a great job for them.”

Automation versus authenticity

Mazzocchi said businesses can also enable a people-first focus by keeping connectivity and authenticity at the centre of their technology use, rather than depending solely on automation.

She said that, with the rise of AI and new proptech, networks risked overusing technology and diminishing genuine connections with clients, leading to a lack of trust.

“There’s a fine line between how much of it you’re using and how much you’re still focusing on people’s outcomes and goals?”

“I think it’s all a little bit up there at the moment, and we’ll see what plays out over the next six months. All I can do as a leader of our business is stay focused on what we can control.”

She said that, even though current AI and technology can generate more leads and enquiries, agents still connect with prospective clients to ensure there is human contact.

“Too often we think the right solution is all great, get more leads, get more leads, get more leads.”

“But all that happens is more people don’t get back to more people, and they’re not picking up the phone or calling them and having a real conversation, finding out their needs, their wants and how they can help them,” she concluded.