The Quarry - Robinson Jackson Tender Document

CONTENTS: AS REQUSTED BY THE ANDERSON GROUP SECTION 1: Expertise, Knowledge & Experience (25%) 1.1 UK and International Market Update 1.2 Track Record; Summary of relevant experience and success 1.3 Relevant Case Study; Detailed review of a comparable recent project 1.4 Domestic and International Sales Capabilities 1.5 Any unique benefits you could bring to the project.

SECTION 2: Placemaking & Value Creation – (30%) 2.1 Project Analysis; Market positioning, SWOT analysis, placemaking 2.2 Branding and Marketing Opportunities; Strategy and associated costs 2.3 Anticipated Buyer Demographic: Evidence based buyer profiles.

2.4 Detailed Sales Strategy; Including release strategy.

2.5 Sales Rates and Pricing for the accommodation schedule and floor plans provided.

2.6 Comparables SECTION 3: Fee clarification – (30%) 3.1 Staffing Proposal 3.2 Fee and Charging Schedule It is the client’s intention to appoint one Agent to carry out all elements of the brief to ensure a co-ordinated service is provided.

However, your fee proposals should be broken down for each of the services above. This will allow us to better interrogate and assess value for money of your proposals. Fees can be set out in any format you prefer as we expect that some elements may be under capped fee and others as a percentage of gross sales value. However, your fee proposal should also be coherent and simple to understand. b) Resources and structure Each service proposal should include details about the team who will be working on the project, including a team structure and who the lead contacts are for each.

You should include a copy of your standard Terms & Conditions (for each service if appropriate).

SECTION 4: The Customer Journey (15%) 4.1 List your proposed sales services from start to finish, including any after sales and the systems and processes you have in place to deliver these.

The following proposal was produced by the team at Robinson Jackson for the Anderson Group.

SECTION 1 – EXPERTISE, KNOWLEDGE & EXPERIENCE (25%) 1.1 UK MARKET UPDATE Given the contribution the property market makes to the UK economy, the volume of statistics available is vast. The art is to identify the insights that will aid our project. Therefore, we begin our analysis with the five key takeaways relevant to The Quarry.

KEY TAKEAWAYS 1. The property supply held per estate agent in the UK is at a high of 53 properties per branchi. In October, the Robinson Jackson Group marketed 57% more homes than last year.

2. The buyer demand is 31% down against the 5-year average and 9% down on 2019ii, pre the influences of COVID and the subsequent Stamp Duty holidays.

3. The effect of the above on prices is a decline of -4.5% nationally and -3.8% in Londoniii. Within DA8, Erith's prices fell by -8.2% in the first five months according to Land Registry.

4. For First-time buyers, the adage, 'Why rent when you can buy,' no longer applies due to higher interest rates making it now cheaper to rentiv. Encouragingly, it hasn’t affected FTB ambitions to step onto the property ladder, accounting for 45% of our completions in 2023v.

5. The higher proportion of first-time buyers compared to second and third steppers reflects the lower end of the market remaining fluid whilst the upper end – big family homes – is almost stationary.

VIEW FROM THE FRONTLINE - VINCE HEDGES, OWNER PARTNER (ERITH) The Stamp Duty holidays, post-COVID-19, caused transaction peaks in March, June, and September 2021, benefiting all estate agents. However, the market cooled by June 2022, worsened by the September 2022 mini-budget and subsequent political and economic uncertainty. This resulted in a cost-of-living crisis, the Bank of England base rate increases, and negative press.

Erratic mortgage rates emerged as lenders faced uncertainty with dramatic effects on the property market.

Fortunately, by the early summer of 2023, major lenders stabilised rates to around 5%, even offering sub-five percent with 40% deposits. Mortgage rates are now the highest in over a decade. With interest rates unlikely to drop back to the historical rate, which has been below 2%, buyers must adjust to higher repayments and re-assess their budgets.

Estate agents have seen a humbling year, having all benefited post-pandemic. Those with less than ten years of experience heavily rely on veterans, like me. For them, this market is alien unless they experienced the 2008 crash.

Applicant levels are down 30%. But, the quality is high with buyers determined to take advantage of the wide choice.

Pricing is crucial; overvaluing slows vendor education and hinders diligent agents. If priced to reflect the market conditions, homes in the low to mid-market attract decent enquiry volumes that we can work with. In my experience, listening to the market and getting ahead of the trends on pricing is advantageous to maintain strong demand levels.

The medium-term price trends into 2024 are uncertain, but the long-term trend is likely upward due to the UK’s lack of existing property stock to meet housing demands, and new build rates are too low to meet the population growth.

Throughout 2023, I am enthused by first-time buyer determination; they've been a significant factor in the group's completions. Joint ownership with a partner, plus the bank of Mum and Dad are common factors in a FTB purchase. i

Rightmove: Average Stock Per Agent (12 months to August 2023) Zoopla: Buyer demand based on enquiries sent to agents (2018 to September 2023) iii Nationwide Building Society (annual figures to September 2023) iv Rightmove: Average monthly amount spent on a first-time buyer home (2015 to September 2023) v Robinson Jackson: First-time buyers as a percentage of the group’s completions (2021 to September 2023) ii

SUPPORTING STATISTICS FOR THE UK PROPERTY MARKET Fig 1: Volume of Transaction Registered Tracked by Land Registry, updated September 29 2023

Fig 2: Buyer Demand Based on Enquiries per Property (Zoopla to September 2023)

Fig. 3 & 4: Average Stock per Agent and Average Asking Price (Rightmove to September 2023)

UK Price Trends Price is the net result of supply and demand, therefore

Fig 5: DA8, Erith Property Price Trend and Sold Volume by Land Registry & Rightmove

Fig 6: DA8, Erith Property Prices on Completion (Latest available data from Land Registry)

Jan-23

May-23

Jan-May +/-

Semi-Detached

£436,250

£403,929

-7.4%

Terraced

£377,313

£360,800

-4.4%

Flat

£244,188

£215,375

-11.8

All

£378,369

£347,476

-8.2%

Fig 7: Average monthly amount spent on a first-time buyer home (Rightmove to Sept 23) Fig 8: First-Time Buyers as a Percentage of Completions (RJ Group Analysis to Sept 23) % First Time Buyer

% Other

100% 90% 80% 70% 60%

50% 40% 30% 20%

Sep-23

Jul-23

May-23

Jan-23

Mar-23

Nov-22

Jul-22

Sep-22

May-22

Jan-22

Mar-22

Nov-21

Jul-21

Sep-21

May-21

Jan-21

0%

Mar-21

10%

1.1 INTERNATIONAL MARKET UPDATE The poor performance of the UK property market is not unique on the global stage. House prices in most advanced economies have been falling since late 2022.

The cause emulates from the $9 trillion injected into the world's economy by governments during the pandemic.

Additional money, the size of China's economy landing overnight with no increase in global output equals inflation the likes of which economies have not seen for over a decade. In defence, the central banks pushed up interest rates, and in turn homeowners around the world suffer from the subsequent knock-on effect to their mortgage rates.

As we are experiencing in the UK, the good news is that inflation is now falling, central banks can curtail their interest rate rises, and confidence is being restored amongst the lenders. Thus, house prices should stabilise in 2024.

Is the UK still attractive to foreign investment in property? The press headlines are certainly not helping:

UK's political chaos an embodiment of the country's confusion in the post-Brexit era Global Times Oct 24 2022

Labour to clamp down on foreign buyers of UK properties Starmer plans rise in stamp duty and restrictions on new-build purchases Financial Times May 7 2023 Labour intends to increase the surcharge on Stamp Duty to non-residents. Currently, on a property worth £220,000, a foreign buyer pays £4,400 (2%) and £11,000 (5%) if intended as a rental. “Labour party leader Sir Keir Starmer wants to tackle Britain’s property affordability crisis, which has made it increasingly difficult for younger workers to buy their own homes. Labour would introduce new rules so that for a certain period — for example, six months — only first-time buyers would be able to buy homes in a new development. This could prevent off-plan sales to foreign investors, which provides developers with upfront funding.”

Britain plummets into the bottom 10 in the global house price growth rankings, as mortgage mayhem takes its toll This is Money Jul 6 2023

1.2 TRACK RECORD; SUMMARY OF RELEVANT EXPERIENCE AND SUCCESS The Robinson Jackson Group offer sales, lettings, and associated services across 25 offices in London and Kent. Our experience spans more than our 30-year history, including Jackson Property Services, which dates to 1963. The company has an impeccable reputation for driving results, sales support, and innovation. It has adapted through market challenges and risen to the modern consumer's demands. For clients, our proposition delivers added value that is unique.

OVER 5,000 HOMES SOLD FROM OUR ERITH OFFICE Consistently delivering twice the sales volume as the closest competitor annually is the result of 30 years of determination by Vince Hedges, owner of our Erith operation. Vince has remained on the frontline, nurturing his fabulous staff to deliver the award-winning customer experience, which quickly made Robinson Jackson the agency of choice and number one seller since opening as the first RJ office three decades ago.

Fig 10: Rightmove sales market share in DA8, January to September 2023 Robinson Jackson 22%

Combined Others 22%

Competitor 9 3% Competitor 8 4%

Competitor 1 12%

Competitor 7 4%

Competitor 6 5% Competitor 5 5% Competitor 4 5%

Competitor 2 11% Competitor 3 7%

A LIFETIME OF PASSION FOR ERITH Whilst market share provides tangible evidence of a strong front-end performance. Moreover, an estate agent facing today’s challenges needs to turn this vanity into cash, and that is only achievable when off-rates are low, and listingto-completion ratios are high. Speak to Joe Public, and with respect, it's a widespread belief that all agents do is stick properties on Rightmove. (How blissful that would be.)

Our Erith operation leads the Robinson Jackson Group from the front; with off-rates as low as five percent compared to a national average of 30%. The team's knowledge of a sales transaction's numerous obstacles guides our clients to success. Which, for an increasing number, can be as long as a 4 to 5-month journey.

Vince Hedges’ trusted name, salesmanship and experience are difficult to match, based on selling houses for 42 years with 30 years in Erith. Hence, his returning customers, enviable reputation, and our local brand notoriety. His contribution to The Quarry over the last eight years demonstrates his loyalty and determination to help.

Vince, with the support of fellow Robinson Jackson Owner Partners, is under no illusion that people who buy their home at The Quarry are his future resale customers for the next 30 years! For Vince, The Quarry is personal, and it must succeed; it is a unique passion!

1.3 RELEVANT CASE STUDY: DETAILED REVIEW OF A COMPARABLE RECENT PROJECT For our case study, we have considered the volume of apartments and their early release dates in the parcel phases at The Quarry. So, we are pleased to share Vince's firsthand experience selling Luna St. James, Brentwood.

Before introducing the case study, we trust our experience at Ebbsfleet Garden City is worthwhile also sharing as it provides unique insights into a) new latter phases being marketed alongside the resale of first phases built only 1-3 years apart. And b) how Robinson Jackson has evolved from an estate agency playing an active role in establishing a new community – at, coincidently, an ex-quarry (near Bluewater, Kent).

EBBSFLEET GARDEN CITY The Robinson Jackson Group is fortunate to work on various new home projects with prestigious local and national developers. Given the Anderson Group's ambitions of creating a community at The Quarry, it's relevant to mention Ebbsfleet Garden City, which will boast 15,000 homes by 2035. Located in the heart of the community, we made the progressive decision to open a ‘Property Information Centre’ to establish our presence ahead of the resale market.

PLACEMAKING Within 12 months, our success is exceeding our expectations, not only as the agency of choice but the warmth we feel as part of the community. Close relationships have been forged with the new Cherry Tree primary school and ondevelopment shops and amenities. On our suggestion, we produced their first 'Home Front' publication for the Ebbsfleet Development Corporation. Produced in-house by Robinson Jackson’s marketing team, we distributed 6,000 copies to new residents. We are welcoming them to the community and explaining the development roadmap. Daily life at Ebbsfleet is hugely fulfilling, with our staff mixing commerce with community spirit, including hosting live music nights at the local boutique café, which has been a massive hit in bringing residents together.

INSIGHTS FROM OUR STRATEGIC POSITION AT EBBSFLEET There is also a beneficial relationship between the sales directors on-site, which includes Bellway, Redrow, Countryside, Taylor Wimpey, Westerhill Homes and Ashmead. Due to the market conditions, the communications are free-flowing, and they want to hear from Robinson Jackson as we are considered part of their sales community. Find below a few of our recent experiences: •

• • •

Bellway Collaboration: The house builder approached us to sell five homes three months ago jointly. Despite every effort, it didn't yield better results due to the non-adjustment of prices. The prices are simply uncompetitive.

Competition Challenges: Developers continue to sell directly to the public and stimulate sales by under-cutting the resale market of the same products. Vendors are stuck, forced to accept less for their properties.

Drastic Price Reductions: Developers resort to significant price cuts to boost sales. However, the cuts are too dramatic, with our local sales team suggesting prices 5% higher than the adjusted could be achieved.

Unsuccessful Launch Event: We attended an Open Evening catered by our friends at the boutique café for a developer launching a new phase, where previous events and the lure of free pizzas attracted good numbers.

The event was a flop, with one attendee beside us. The properties are just too uncompetitively priced.

In addition to working with developers at inception, we find the more prominent names that traditionally undertake a direct selling approach turn to us when they are winding down and stepping back from their marketing suites.

WESTON HOMES SUCCESS Driving 10 minutes away from Ebbsfleet towards Dartford, Robinson Jackson was appointed to sell 11 new apartments in Dartford with Weston Homes. The development offered a high-quality product in a good location with electric parking spaces and air source heating systems that appealed to buyers as it "future-proofed their home". Sales have flown despite the challenging market, and premium prices have been achieved. However, buyers were heavily incentivised by a cashback on completion up to £15,000, which proved popular.

Regarding incentives, Bellway again appointed ourselves in the same area but continued to sell 12 apartments directly.

Compared to the Weston Homes apartments, the prices and quality were lower. One sales director described it as "Huge blocks and corridors like being on a Cruise Ship”. They eventually sold with the incentive of £1,000 towards mortgage payments for 24 months assisted.

LUNA ST. JAMES, BRENTWOOD, ESSEX Vince Hedges has decades of new home experience, not only selling local developments for Orbit and Hexagon in Erith but as far afield as Essex over the last few years.

Vince takes over his story, “When asked to consider pitching to sell 45 luxury apartments in Brentwood, Essex, we rose to the challenge despite feeling the underdog, considering our south-of-the-river network. Thankfully, our passion shone through with the client, and Robinson Jackson was duly instructed as the sole selling agent.

Appointed at the outset of the build, my sales team worked closely with the client to inform accommodation finishes that appealed to prospective buyers, formulated a pricing strategy, and aligned our processes. The communication between ourselves and the client was exemplary. With the weekly reports I introduced we kept stakeholders informed throughout the project. Indeed, I delivered applicant enquiry, viewing and feedback intel every Tuesday, plus sales progress against each unit every Thursday (without fail).

Fig 11: An example of the ‘Milestone Report’ created for Luna St. James

Before our appointment, and without knowledge of our in-house creative facility, the client had appointed a design agency. This did not preclude the involvement of our marketing team, who tactfully added value during the launch and provided advice when enquiries plateaued. Ultimately, led by Tony Robinson, his marketing team took over the advertising when the original design agency’s contract was not renewed.

After selling 25 of the 45 units, sales slowed due to difficult trading conditions with Brexit and Covid-19. The Developer became nervous, and whilst not a unanimous decision, they additionally instructed a well-known local agent. I remained passionate to see the project through, and Robinson Jackson went on to sell all the remaining 20 units.

Testament to the successful appointment and support offered to buyers, so far, 8 out of 9 owners I sold homes to have chosen to resale via Robinson Jackson, Erith. This is highly pleasing because we are not the ‘local’ agent. (The 9th owner went on the market £75,000 over our recommended valuation and is yet to sell.)”

VIEWING TO SALES RATIO Working on a project like Luna St. James highlights the significance of monitoring conversion ratios throughout the customer journey. We found that 50% of enquiries resulted in viewing appointments, and five viewings resulted in one sale. This ratio has been consistent across other development projects.

As a point of interest, there is a significant difference in the ratios for enquiries to viewings for Shared Ownership.

After the 'Affordability Check', less than 20% of enquiries typically result in a viewing, but it takes only three viewings per sale to be agreed upon.

KEY TAKEAWAYS •

Deal with people as customers, not numbers: The supporting relationships I formed with buyers (although business-like) contributed to the project's success. Our conversations during the viewings often reveal more about their buying position than the financials presented.

•

A 'buyers-market' kills buyer urgency: When the choice is in abundance, understandably, customers will only buy once they see in person what they are committing to, making advance sales almost impossible.

•

Correct pricing of a fantastic product: Pricing above incentives, property features, and location is the key to enquiries. Nothing else is as influential in the marketing mix than price to drive buyer demand.

•

Up-selling with a personal touch: Appreciating a customer’s background, occupation, and aspirations for buying meant we could negotiate outside of price by adding value whilst on-site, “If I can get you that flat at that price, do we have a deal?”

•

Cross-selling for increased sales: The ability to take an applicant who enquires about a resale property and introduce them to the benefits of a new build became a significant weapon. We anticipate this to be significant and should not be underestimated. (See Section 2.3 for the Robinson Jackson ‘completion’ heatmap.)

EIGHT YEAR EXPERIENCE WITH THE QUARRY AND THE ANDERSON GROUP In 2015, the passion for The Quarry was ignited when we were initially engaged in discussions and provided extensive consultation for over two years during the inception of the development. We offered valuable insights into pricing strategies as the plans evolved and delivered professional proposals for the launch and phased releases.

We stood aside when L&Q was appointed due to the contractual obligations associated with the joint venture.

In June 2023, we received an unexpected call indicating zero sales for nine consecutive months at The Quarry. In response, we held a productive two-hour meeting with Vince Hedges, Garry Hazell, and the Sales Director, Katrina Barnes from The Anderson Group at our Erith office, conveniently located 5 minutes from The Quarry.

Five days later, we presented a 'Fresh Start' proposal to address the performance concerns. Our dedicated team burned the midnight oil to help The Anderson Group. A comprehensive twenty-page proposal followed, complete with a re-launch campaign, artwork, e-marketing, and live website pages – all produced in-house by our specialists. A ‘plug & play’ solution ready for re-launch by September 2023.

Although not appointed, on July 14, we were asked to assist with a chain involving the Robinson Jackson, Orpington office as a completion at The Quarry was due that month. Upon investigation, although a buyer had been introduced over three months previously, the mortgage survey had yet to be booked, and therefore, completion was nowhere near imminent. This situation would signal alarm bells to us; we'd never reserve a property if the buyer's ability to obtain the necessary mortgage were not substantiated. With our input, the transaction was quickly stalled, and we believe it could not continue with the relevant buyer.

Vince Hedges has remained passionate throughout hundreds of hours invested by the sales, marketing, and design teams. Our relationship with the Anderson Group spans the last eight years, showcasing our loyalty and commitment.

1.4 DOMESTIC AND INTERNATIONAL SALES CAPABILITIES At this point, we could spin a yarn about our international sales department. That is not our style. However, we currently have affiliations for commercial sales so are comfortable working with specialists in their fields. If appointed, we will use our extensive contacts to identify UK based international brokers to investigate the potential for foreign investors. May we suggest further discussion with yourselves about foreign investment at The Quarry.

The Robinson Jackson Group sells houses for its SE London and Kent clients. Nearly 80% of our income is derived from sales and peripheral income. Lettings is a growing part of our business but still only accounts for 20%. We are a sales organisation that local communities have grown up with. As a result, the company benefits from its high brand awareness and reputation as the leading agent that balances effective selling with compassionate customer care.

The network spans the main commuter route of the Southeast. Along this, migrating buyers out of the Capital will find affordable homes to start and raise families, with convenient train connections back to the city. The endless flight of people moving away from expensive London rents provides significant benefits for our clients, in addition to the current residents who move locally. Registering as an applicant with the leading local estate agent is not a distant memory, our sales teams regularly add 5,000 new buyers to our CRM system every month. This provides a rich database for advanced viewings before properties are launched online.

For the size of our organisation, The Robinson Jackson Group stands tall amongst the large corporates. We do not court trade press coverage, our owners are content to concentrate on selling houses. A skill where we are confident in our ability - with many offices delivering two and three times as many sales as the next competitor.

Bringing our sales capabilities to The Quarry is an eight-year ambition fulfilled for Vince Hedges, owner of Robinson Jackson in Erith – crowned out of 25 offices as Branch of the Year 2022. The achievement says it all!

1.5. ANY UNIQUE BENEFITS YOU COULD BRING TO THE PROJECT. The Robinson Jackson Group is a multi-award-winning estate agent that delivers 'out of this world results, by down to earth people'. We do not scream about our success across the trade press, concentrating our efforts on creating a compassionate culture that delivers a customer experience we feel the public deserves.

In a competitive industry, unique selling points are rare. For the most part, agents compete on points of parity, due diligence and using processes to deliver the basics brilliantly.

Should the Anderson Group appoint The Robinson Jackson Group, we will bring the following five unique benefits to the project: 1. Unique Ownership: In a sector rapidly swallowed by international corporations, it’s refreshing that an estate agency maintains its entrepreneurial spirit driven by Owner Partners with 35-55 years of public-facing experience.

2. Unique Passion: When the hard hats have vanished, and competing salespeople have progressed with their careers, Vince Hedges will be forging his living by moving his ‘customers for life’ at The Quarry.

3. Unique Intel: As the only agent in the heart of Ebbsfleet Garden City, our relationship with the significant developers involved in the Southeast's most significant development offers valuable insights into buyer trends.

4. Unique Proposition: Adding resale applicants to our customer base provides tremendous cross-selling opportunities, which makes us less reliant on new home marketing.

5. Unique One-Stop-Shop: Clients will discover everything they need in-house: sales & lettings, mortgage & legals, marketing & communications, graphic design, content creation and CRM solutions.

SECTION 2 – PLACEMAKING & VALUE CREATION (30%) 2.1 PROJECT ANALYSIS; MARKET POSITIONING, SWOT ANALYSIS, PLACEMAKING 2.1.1: MARKET POSITIONING: Led by Tony Robinson, we are delighted to present the marketing strategy, starting with the positioning for The Quarry, which considers how the development will be perceived in the market relative to the competitors. A successful marketing strategy must be ‘audience centric’, rather than product led. Therefore, the positioning matrix below begins with the target audience, then the unique selling points that will appeal to our potential buyers and how we will reach our audience. In addition to ourselves, we have included a further suggested partnership to achieve your objectives.

Although not included within our tender, The Quarry creative work was developed by our in-house design team in the summer. Complementing our strategy, it includes posters, online banners, e-marketing, and website landing pages which are live on our dev site, awaiting release. The team are excited to present the work, if shortlisted for the pitch.

Target Audience:

1 & 2-bed apartments: First-time buyers looking for an affordable step onto the property ladder.

3 & 4-bed houses: Young families seeking an aspirational, family-friendly environment.

Affordability Advantage: Aspirational homes at competitive prices compared to neighbouring developments, allowing buyers to maximise their budgets.

Unique Selling Points (USPs):

Convenient Location: Proximity to London for commuters and excellent road links to the M25.

Family-Friendly Environment: Green ecological spaces, no through traffic, an onsite primary school, play areas, Sainsbury’s Local and other amenities for a safe and nurturing community.

Direct Response: Powerful messages, offering attractive starting prices for an aspirational lifestyle, leveraging digital marketing for lead generation, data capture and e-marketing.

Marketing Strategy:

Cross Selling: Leveraging Robinson Jackson’s re-sale database to guide buyers towards the benefits of a new home – at The Quarry.

Open Day Launches: Creating anticipation by advertising upcoming parcel releases focusing on a show home; with our sales team, plus an RJ mortgage adviser and solicitor on site to offer advice to visitors.

Partnerships:

Collaboration with a local estate agent: Building trust by associating the development with a wellknown, reputable local brand and piggybacking off our values. Marketed as "The Quarry, presented by Robinson Jackson."

Appointing a PR Agency: Delivering the ambitious 'placemaking initiative' requires dedicated resources working alongside the sales team and The Anderson Group. The significance of establishing a community that will flourish demands a specialist who will deliver against the placemaking objectives.

2.1.2 PARCEL RELEASE STRATEGY For a project such as The Quarry, we suggest following direct response disciplines, where a ‘lead funnel’ is essential. Based on Vince’s experience, buyers entering the funnel follow the ratio; 150 enquiries, 75 viewings, to deliver 15 sales per month. The focused objective for marketing is to maximise the enquiry leads; tactics for which are explained within section 2.2.

Given the build programme and potential saturation of the marketplace, ideally there should be limited availability of the property types at any one time (see our SWOT analysis).

Importantly, there should be a completed unit of each property type available to view. In our experience, buyers want to see the homes they will live in. The next best thing will be the ability to view a property of a similar configuration.

To provide stand-out within online marketing channels and to drive data capture, we intend to inject ‘Open Days’ into our plan. Events will coincide with new parcel releases which we recommend starting four months in advance of the finish and therefore, move in date.

Dramatising the events with ‘Prices From’ and limited spaces available will stimulate demand.

2.1.3: SWOT ANALYSIS Our SWOT analysis is a pivotal component of the project analysis; thoroughly examining internal and external factors shaping the journey ahead. We gain a holistic understanding of The Quarry's market position by dissecting what we can control internally, such as affordability, eco-friendly amenities, affiliation trust. Plus, the external influences like market competition, government policies, and housing trends.

The following SWOT analysis examines the internal and external project influences to highlight the opportunities to maximise strengths, address weaknesses, and proactively tackle threats. As The Quarry strives to become a vibrant, eco-conscious, and culturally rich community, this tool guides our vision, ensuring that our development aligns with evolving external factors to fulfil our commitment to a sustainable, culturally rich, and a connected community.

The abolishment of the Help to Buy Scheme has had a negative impact on new home sales and pricing. This scheme offered a 20% or 40% equity loan, depending on the property's location, combined with a client's 5% deposit. This lowered the Loan To Value (LTV) and allowed for more competitive mortgage rates. Additionally, for the first 5 years, no interest was charged on the equity loan, further reducing the overall mortgage balance and monthly costs.

However, today's higher interest rates, with the best 5-year fixed rate at 4.85% for a 75% LTV mortgage, make it challenging for buyers to secure lower rates without government assistance. Limited availability of 95% LTV products for new build flats and builders' incentives for deposits further complicate matters. These factors contribute to the need for competitive pricing in the housing market to attract buyers.

The ‘Despoit unlock scheme’: For which The Quarry is registered – and available from Nationwide, Accord, and Newcastle BS, will go some way to help by offering FTB borrowing with a 5% deposit.

2.1.4: PLACEMAKING Given The Anderson Group's commitment to its 'placemaking initiatives', the project requires input from a specialist marketing agency. Based on Tony Robinson's near 10-year Strategic Planning experience with Proctor & Gamble, i.e., advertising detergents in plastic bottles (!) – P&G’s eco-conscious strategies were taken seriously. Placemaking is a full-time commitment, not a bolt-on via social media posts by an estate agent. Besides, creating a community needs to form the foundations of the development long-term, not simply during the sales phase.

We recommend a pitch process for a (preferably local) PR agency with event, collaboration, and social media experience. Traditionally, the agency would report directly to the client, The Anderson Group. However, Tony Robinson offers his experience throughout the project. To start the process, please find below a suggested pitch brief.

PLACEMAKING INITIATIVE BRIEF PR Agency Deliverables: Please craft a comprehensive placemaking strategy aligned with the objectives below, utilising the facilities and features in and around The Quarry. We have offered five ideas worthy of your consideration.

The initiative's success will be measured based on community engagement, sustainability practices, school-community bonds, and overall resident satisfaction and pride.

Background: The Quarry is a vibrant new residential development in Erith, Kent, offering a range of homes within an ecologically landscaped community. Developed by The Anderson Group, the project aims to create a thriving and connected community in a location that has been neglected for over 30 years. The development features extensive green spaces, eco-friendly amenities, and a brand-new primary school, fostering an idyllic lifestyle.

Objectives: Establish The Quarry as a welcoming, eco-conscious community where residents feel a sense of belonging and take pride in their surroundings. The placemaking initiative should encourage community interaction, highlight sustainability, and celebrate the local culture, ensuring that The Quarry becomes an enduring and thriving community.

Facilities & Features: • Extensive ecologically landscaped grounds.

• Proximity to leisure activities and local amenities.

• Eco-friendly features, including Air Source Heat Pump and electric car charging.

• A brand-new primary school and 'Sainsbury's Local' supermarket.

Five Ideas Worthy of Consideration: Community Engagement: Organise and promote community events such as local fairs, outdoor movie nights, and cultural festivals to encourage resident interaction.

Sustainability Promotion: Develop PR campaigns emphasising The Quarry's sustainability initiatives, encouraging ecoconscious living.

Fostering School and Community Collaboration: Facilitate partnerships with the primary school, including mentorship programs, extracurricular activities, and educational workshops, promoting community engagement and schoolcommunity ties.

Promote Resident Stories: Feature residents' stories, achievements, and contributions to highlight a sense of belonging and community pride.

Parent Involvement Programs: Create initiatives involving parents of school-going children, such as parenting workshops, school volunteering opportunities, and family-friendly events, enhancing connections among young families in the community.

Return on Investment (ROI) Measurement: To measure the success of the placemaking initiatives, we will assess: • Community Participation: Measure the increase in resident participation in community events and activities.

• Sustainability Adoption: Monitor the adoption of eco-friendly practices and the use of sustainable amenities.

• School-Community Bonds: Evaluate the involvement of residents in school-related programs and events.

• Community Pride: Gather feedback and surveys to gauge the residents' satisfaction and sense of belonging.

2.2 MARKETING STRATEGY, BRANDING AND PRMOTION OPPORTUNITIES (See ‘Section 3’ for the associated costs) The following section details the focused objective, our ‘audience centric’ direct response strategy, plus our marketing suggestions that will support the sales team when each parcel is released at The Quarry.

Objective Increase the volume of 'Quarry Conversations' the sales team has with buyers.

Message Strategy Create compelling messages that resonate with the target audience to drive leads.

Media Strategy Launch a direct response campaign that maximises the return on investment.

The following are five guiding principles to turn our 'audience centric' strategy into communications: •

Promote a Lifestyle: Sell the benefits of owning your home at The Quarry rather than the features.

•

Proactive Tone: Communicate in the present rather than the future tense to increase the urgency.

•

Push to Action: Use directive language and mechanics to funnel the audience with fewer distractions.

•

Personal Service: Raise the profile of the sales team, who will support buyers throughout.

•

Cost-Efficient Lead Generation: Adopt a ‘test & learn’ approach to optimise our communications.

2.2.1: DIRECT RESPONSE MARKETING PLAN For lead generation, we recommend the following elements: 1. Identify the target audience motivators: e.g. Young couples and families seeking affordable, conveniently located homes with amenities, schools, healthcare, recreational options, and shopping/dining facilities.

2. Highlight the compelling offer: Affordable mortgage repayments, convenient train links to London, open plan living space for work-from-home, high-speed internet, vibrant community with bars, cafes, and workspaces, green eco-spaces, a new primary school, parking spaces with EV chargers, and high-spec décor with luxury fittings.

3. Utilise multi-channel advertising: Online ads on platforms like Google, social media, and property portals; email marketing with regular updates and exclusive offers; content marketing with informative direct mail campaigns.

4. Create a dedicated landing page: Provide detailed information about the benefits of living at The Quarry and the latest parcel releases. Include a lead capture form optimised for conversions, delivered as a seamless online experience.

5. Include clear and compelling Calls to Action (CTAs): Use multiple prompts like "Schedule a Viewing," "Request a Brochure," “Request mortgage advice", "Send me latest releases”. Plus, ensure the CTAs leap from the advertising to push leads into our conversion funnel.

6. Equip the sales team: Provide comprehensive information about the development, pricing, availability, floor plans, and limited-time offers. Train them on key selling points and effective lead follow-up.

7. Measure, optimise, and refine: Set up tracking mechanisms to measure the effectiveness of marketing channels and campaigns. Monitor lead generation metrics and use the data to optimise strategies for qualified lead generation.

LEAD MAGNETS All messages, such as ‘Book Today’, will carry a disruptive 'call to action'. And to ensure the volume of leads into the sales team keeps them busy, we intend to use 'lead magnets' to promote contact data capture. E.g., The public will no longer be able to view brochures online or via Rightmove without submitting their contract details first.

Website links, QR codes and form submissions will all be in our armoury. However, you can't beat a telephone number.

Contrary to popular preaching by digital marketers, we are experiencing a return to telephone enquiries. This may be because 65% of website visits are via mobile, so it's easy for the user to press a number to call a company directly.

Phone calls are also typically enthusiastic buyers who are keen to view.

LEAD MANAGEMENT AND REPORTING As mentioned above, our ability to collect and manage enquiries is integral to the lead-generating strategy. Whilst the portals are integrated into our CRM system, other digital and paper-based & QR-based marketing needs a destination.

We recommend using landing pages within robinson-jackson.com rather than a separate URL. This serves three purposes: 1. The publication of content about The Quarry that is accurate, up to date and relevant to our target audiences.

We will either publish a single landing page with sub-sections or several landing pages bespoke to each of our audiences. If appointed, we will research a suitable solution with our digital partners.

2. By associating The Quarry content page with robinson-jackson.com, it will borrow from our website's Google authority. This is a significant SEO driver, alongside our substantial investment into the ranking 'dark arts'. In the last 5+ years, our ranking and site conversion strategy has produced fantastic results. Indeed, we are in the top three for all 25 of our branches, often for both Local Maps and Organic Results. When we opened in Maidstone last year, we ranked 36 and, within three months, third and have held a 1-3 position ever since.

The competition for The Quarry rankings will be a fraction of those for 'estate agent in Maidstone.'

3. We can efficiently funnel our target audience to single destinations to collect contact details, record the volumes and push them onto the sales team. Page conversion is a complementing discipline we have invested considerable resources into, and we now generate more valuation leads than Rightmove & Zoopla. We want to bring our techniques to The Quarry project.

In reaction to shameful response rates in a nationwide EA industry study, The Robinson Jackson Group adopted the mantra 'We never miss a lead'. Ever conscious of the public's expectations, we strive to respond efficiently. Given the importance of Quarry leads, Vince Hedges has pledged to take personal responsibility. This means leads are monitored and recorded, plus potential buyers benefit from his experience-based advice.

LEAD AND SALES REPORTING We will review with the Marketing team the lead volumes generated by our advertising activity, which will be detailed alongside a sales progress report.

Emailed weekly, the report will include the following activity intel and sales progress information: • • • • • • • •

Levels of enquiries Viewing appointments and outcome Offers and agreed sales Deposit paid for the plots Surveyed Mortgage offer received Exchange of contracts Completion

See Section 1.3 for an example of the Luna St. James progress report, presented every Thursday to the client.

2.3 ANTICIPATED BUYER DEMOGRAPHIC: EVIDENCE BASED BUYER PROFILES. The intel provided by Vince and his team offers us with evidence-based buyer profiles for The Quarry.

The analysis begins with an interrogation of Robinson Jackson’s real-time completion intel. This answers a significant question; ‘Where do current Erith buyers come from?’ The heatmap below, shows the migration is hyper-local.

Most of the Erith buyers in 2023 already live in Barnehurst, Erith, Northumberland Heath, and Slade Green. A radius of no more than 5 miles. Our profile for each buyer further reveals that dependent on the property type they bought, they are either second or third steppers with established roots and local employment. Or they are first-time buyers living at home or renting and now buying with their partners but staying close to their families.

Landlords are also local, with their home addresses within 10 miles of their buy-to-let investments. Robinson Jackson Letting’s department currently act for a handful of investors that have purchased at The Quarry. Demand is strong amongst tenants and occupancy was not an issue.

Heatmap shows the previous address for Robinson Jackson customers who bought in Erith (Jan to Sept 2023)

The constant flow of applicants registering with RJ Erith, plus the surrounding offices, offer our project huge crossselling benefits. The sales team’s ability to cross-sell buyers from a re-sale enquiry to a new home at The Quarry is a significant weapon. Plus, it doesn’t draw funds from the marketing budget. The leads are free, albeit driven by our investment annually behind the Robinson Jackson brand.

Over the next three pages, our report takes a deep dive into the target audiences we can expect The Quarry to attract.

This includes first-time buyers attracted by the affordable prices versus neighbouring developments. Plus, young families who will be drawn by the safe-environment and community. We’ve noticed similar developments in Bexleyheath have limited parking, so the availability of spaces – with EV facilities – to all residents at The Quarry and their guests is a strong selling point.

Experience shows that FTB properties also attract buy-to-let investors as the yields are generally attractive. Indeed, The Robinson Jackson Group already act for landlords with investments at The Quarry.

Let’s not write off other interested audiences. Buyers have diverse motivations, and a low-maintenance home could be perfect for empty nesters, relocators, divorcees etc., so our marketing should include a degree of broadcast targeting. (The lack of elevator services will most likely preclude elderly buyers.)

2.3.1: RESIDENT BUYER AUDIENCE 1

FIRST-TIME BUYERS AGED 25 – 35 What do we know about this audience: They will most likely be single or couples jointly buying a home. If it’s the latter, starting a family has been discussed, but give it a year or two. Our experience of 29 private sales in Brentwood with a similar price point was 45% single, 31% couples and 24% buy-to-let. For Shared Ownership, it was a much higher percentage for single and obviously no buy-to-let. They either live locally with their parents or rent, or are Londonbased renters seeking affordability. Still, they insist on an easy commute back into the Capital for work and socialising.

Our career-focused buyers may have work-from-home flexibility, so they will be craving a suitable environment to work remotely, and broadband is essential. Lightning-fast 944Mb speeds at The Quarry offers the benefit of HD movie downloads in 36 secs!

ChatGBT: Please list 10 lifestyle-specific benefits our audience will likely seek from their home. Rank in order of priority.

Lifestyle Priorities: 1.

Affordability: The primary concern for first-time buyer couples is finding an affordable home outside London that fits their budget and financial goals.

2.

Proximity to London: Easy commuting options, such as reliable train or bus services, are crucial to maintaining work opportunities and social connections in London.

3.

Family-friendly amenities: Access to parks, playgrounds, and recreational facilities that cater to children's needs is essential for couples planning to start a family.

4.

Work-from-home facilities: A dedicated workspace or flexible space with good internet connectivity, plus alternative spaces such as cafes for remote work, is highly desirable.

5.

Quality schools: Proximity to reputable schools and educational institutions for future children's education is a significant consideration for many couples.

6.

Community atmosphere: A welcoming and inclusive neighbourhood with a sense of community, including social events and local initiatives, can enhance the overall living experience.

7.

Access to healthcare facilities: Easy access to hospitals, clinics, and medical services ensures peace of mind and timely healthcare support when needed.

8.

Recreational and leisure options: Proximity to fitness centres, sports facilities, cultural venues, and entertainment options allows for a well-rounded lifestyle and leisure activities.

9.

Green spaces and nature: The availability of nearby green spaces, nature trails, or countryside areas offers opportunities for outdoor activities, relaxation, and a connection with nature.

10. Shopping and dining amenities: Convenience in terms of local shops, supermarkets, restaurants, and cafes provide access to daily necessities and dining options for a balanced lifestyle.

While eco-friendly credentials may not make the top 10 list based on the above criteria, they could be included as an additional factor. Eco-friendly features such as energy-efficient appliances, sustainable building materials, and renewable energy sources can appeal to environmentally conscious buyers who prioritise reducing their carbon footprint and living in an environmentally responsible manner.

Reaching First-time buyers: Discovering where our audience hangs out is easy; the challenge is receptivity, mainly in an age when people do everything to filter out commercial messages. If the audience is in property search mode, then engagement is naturally higher than if they're in social mode.

2.3.2: RESIDENT BUYER AUDIENCE 2

COUPLES AGED 35-45 WITH YOUNG FAMILIES What do we know about this audience: These couples are focused on creating a nurturing and comfortable environment for their children. They are likely to have local family roots in the area, where they themselves currently live or wish to return, with employment within a drivable distance. If they are local residents their current home maybe ex-council, Victorian or a postwar build, so an aspirational move to a spacious, modern family home will be attractive.

The Quarry may also catch the eye of families outside the immediate area who live in the more expensive London Boroughs and seek more for their budget. The ideal of living in a safe environment will certainly appeal.

ChatGBT: Please list 10 lifestyle-specific benefits our audience will likely seek from their home. Rank in order of priority.

Lifestyle Priorities: 1.

Safety and Security: The safety of the neighbourhood and the home itself is often the top concern for families with young children.

2.

Proximity to Schools: Access to quality schools is usually a critical factor for families, especially when they have young children or are planning to start a family.

3.

Family-Centric Space: The size and layout of the home, particularly the number of bedrooms and family-oriented features, are typically high on the list.

4.

Community and Play Areas: A sense of community and access to play areas for children can be essential for families looking to create a supportive and social environment for their kids.

5.

Family-Friendly Amenities: Amenities that cater to families, such as daycare services and family events, are attractive but may vary in importance depending on the family's needs.

6.

Work-from-Home Facilities: The presence of a home office or dedicated workspace is significant for families, especially if remote work is an option.

7.

Recreational Facilities: While recreational amenities are valuable, they may not always be the highest priority, as families might prioritize other factors first.

8.

Affordability: Although important, affordability may not be the top concern for families who are more focused on providing a comfortable and safe home for their children.

9.

Convenient Shopping: Access to shopping and daily necessities is usually a consideration but might rank lower in priority compared to safety and educational access.

10. Transport Links: Proximity to public transportation is often less important for families, road links are more relevant and the presence of secure parking (in The Quarry’s case EV) is hugely sort after.

Reaching Young Families: Given the predominant local nature of this audience, they are highly likely to know the leading estate agents and if they are thinking of moving, will register their details. The Robinson Jackson Group has offices in all the major towns so if a buyer is looking to move within 1 mile, 5 miles, 10 miles, we have them covered.

Either in our day-to-day dealings or via our CRM and e-Marketing campaigns. Turning this audience’s heads and appealing to their nosey neighbour psyche is worth exploring using social media to showcase the fantastic homes and lifestyle they can expect at The Quarry. It will also be worth exploring the opportunities around local amenities and schools where mum’s congregate (and discuss their moving plans.)

2.3.3: INVESTOR BUYER AUDIENCE

BUY-TO-LET PROPERTY INVESTORS What do we know about this audience: Landlords prefer their investments to be close to where they live. Our internal research revealed that most clients are within 5-10 miles. They have either set out to invest in property or (accidentally) find themselves as landlords through inheritance, relocating with the intention to return, renting to buy, or moving in with a partner and keeping the spare property as an ongoing asset.

Landlords are having their margins squeezed by increases in BTL mortgage rates, changes in taxation and compliance obligations. From our experience, we have seen a decline in investors buying properties. However, the pool has yet to completely dry.

ChatGPT: Please list 10 decision-making factors for BTL investors looking to expand their property portfolios. You should consider that landlords want to attract tenants with the same profile as the FTB audience described above.

•

Rental yield potential: The primary factor for landlords is the potential rental income and the overall return on investment that the property can generate.

•

Location and demand: A desirable location with high demand for rental properties ensures a steady stream of tenants and minimises vacancy periods.

•

Property condition and maintenance: Landlords seek properties that are in good condition and require minimal maintenance to reduce costs and ensure tenant satisfaction.

•

Affordability and market value: Purchase price, ongoing expenses, and potential for property value appreciation are essential considerations for the long-term financial viability of their investment.

•

Rental market trends: Knowledge of rental market trends, including rental rates, occupancy rates, and supply and demand dynamics, helps landlords make informed decisions.

•

Amenities & facilities: Desirable amenities such as parking spaces, communal areas, and access to local amenities (shops, schools, transport) are attractive to tenants & therefore appealing to landlords.

•

Property management ease: Landlords may prioritise properties that are relatively easy to manage, with low tenant turnover, minimal maintenance issues, and straightforward administrative requirements.

•

Safety & Security: Properties located in safe neighbourhoods and equipped with appropriate security features offer peace of mind to both landlords and tenants.

•

Future growth potential: Considering potential developments, infrastructure improvements, and overall growth prospects in the area can contribute to the property's long-term value and attractiveness.

•

Energy efficiency and sustainability: Increasingly, landlords are interested in eco-friendly properties that offer energysaving features, lower utility costs, and align with sustainability goals.

Reaching BTL Investors: Discovering where this audience hang-out is notoriously more complex and expensive. With the growth of the Robinson Jackson lettings service in the last five years, we've found that most channels deliver an inefficient return on investment. This has included direct mail, Google PPC and social media campaigns.

The inefficient return from our letting's new business budget has led us to concentrate our efforts on exploiting the CRM database and partnering with industry software suppliers who monitor rental listing activity, plus overlay Land Registry and National Statistics information such as homeowners with second mortgages.

Our planned Autumn/Winter launch of an eMarketing programme presents opportunities to tap into the investor and landlord databases to promote The Quarry exclusively to this valuable audience.

2.4. DETAILED MARKETING PLAN 2.4.1: MARKETING & MEDIA MIX MATRIX: The table below summarises the media channels we have considered to target our audiences and maximise leads.

Media Channel

1: Buying Audiences

2: Investor Audience

3: All Active Buyers

Rightmove

Premium Listings Banner Advertising New Homes Banners e-marketing to RM database

Premium Listings RM’s investor database is of low quality by their own admission

Premium Listings Banner Advertising

Zoopla

Premium Listings

Premium Listings

Premium Listings

On the Market

The RJ Group is in a free trial period with On the Market. The portal suffers from poor brand awareness, so we advise prioritising Rightmove then Zoopla. We can include The Quarry in our trials.

robinson-jackson website

Homepage Branch Profile Pages Dedicated Landing Pages Blog/News Property results in price band

Becoming a Landlord Section Portfolio Landlord Section Landlord Portal 24/7, where maintenance issues are tracked

Other Websites

NewHomesForSale.co.uk

Investors tend to use the main property portals for research

Google

SEO and Pay Per Click against keywords (to be determined)

SEO Keyword ‘The Quarry’

Social Media

Facebook & Instagram Retargeting Advertising

We have not experienced returns for BTL landlords

Facebook & Instagram Retargeting Advertising

Local Advertising

Site Boards EA Window & Pavement

Site Boards EA Window & Pavement

Site Boards EA Window & Pavement

Robinson Jackson Databases

FTB and Young Families registering in 2023.

Tenant applicants currently letting from another agent or with RJ at the end of tenancy.

BTL Sales Applicants Landlords Registered 2023 Landlord Valuations Ongoing Full Landlord Database via our ‘Seasonal Investor’ newsletter

All new applicants at Erith.

Plus, the RJ Group database, whose criteria include an interest in new homes

Registered Interest to Date

Registered Interest to Date

Registered Interest to Date

Anderson Group Databases Erith & Barnehurst Offices

Home Page Branch Profile Pages Blog/News Display our adverts within the property results for similar bands.

The portals also feed national newspapers & other media websites.

This will maximise our reach.

SEO and Pay Per Click against keywords (to be determined)

Permanent mega sticker across the main window, plus swing boards outside the office.

Use window posters for tactical messages such as Open Days

The Quarry

Arrange a site visit to determine what signage can be used and update messages in line with our campaign. Identify a prominent location to advertise forthcoming Open Days.

Broadcast

TV, Radio and Outdoor can all be bought geographically. However, these are typically used against awareness rather than direct-response strategies and therefore would not be a recommendation.

Train Stations

We will produce and distribute Open Day flyers at Erith station between 7.30 & 9.30. Our sales staff will take this on personally, so they are on hand to answer questions.

2.4.2: DIGITAL ADVERTISING ON GOOGLE AND SOCIAL MEDIA. L&Q were running Pay Per Click on Google and Re-Targeting activity on social media. It is doubtful that they or their digital agency will share their keyword or targeting tactics, so we anticipate a fresh start. The Robinson Jackson marketing team are hands-on in the digital space and run campaigns directly and in collaboration with our digital partners. Given that digital is a specialist channel and further information is needed about the development, we will submit a detailed proposal for your consideration if appointed.

Our view on digital media: Online advertising effectiveness for any product or service can only be proven if a company has the budget, time, and ability to run monitored campaigns, run A/B testing and optimise over a long period. Most estate agents need more resources in the property sector or become impatient when the results take time. It is also hard to track 'what happens to a lead' because the product purchase cycle is long.

Hence, we have been running a 'test & learn' programme on Google since May 2022, with the objective to generate new business leads for established branches and to launch our Maidstone office specifically. Unequivocally, Google is a major success delivering a significant share of valuations for the new office and a ROAS* of 12 times the investment.

The return for established branches were a little less, possibly because our SEO investment already ranks the offices highly on Google. But still, a ROAS of 10 times the investment was a strong result. (*Return on advertising spend) 2.4.3: PROPERTY PORTALS We are huge advocates of the property portals, which is the opposing viewpoint to the disdain expressed by some high-profile estate agent groups in our industry. The portals offer agents the whole market in one place, a massive advantage over other sectors that face the challenges of finding their audiences across a fragmented media landscape.

As much as we sing the praises of the portals, robinson-jackson.com produces 53% of valuation leads versus Rightmove 25% and Zoopla 21%. This allows us to be less reliant on the portals and confident to invest more in our website, plus digital marketing.

For a new homes project, we aim to move the audience away from the portal environment onto our website platform within a few clicks. This is the opposite approach to L&Q which does not provide an exit from Rightmove, leaving the audience within a Rightmove microsite which (from our experience) poorly converts traffic into enquiry leads.

Of course, the audience can call and send an enquiry via Rightmove, but if they want extra information or a brochure, we recommend linking the user to a landing page hosted within our robinson-jackson.com website. This puts us in control of the data capture to manage and measure.

L&Q Microsite & Enquiry Form within the Rightmove environment is unlikely to covert and impacts lead generation.

2.4.4: ROBINSON JACKSON GROUP, DATABASE NUMBERS With 1.2 million contacts on our CRM database, we must apply segmentation techniques (and logic) to identify prospects with the greatest propensity to buy the style of properties offered for each Parcel released at The Quarry.

Given the importance of Customer Relationship Management, we employ a full-time CRM Manager as part of the core marketing team. With Amie Agapito’s knowledge of the systems, we can add filters based on the contact's activity to help us develop the targeted campaigns. The first stage is to produce an audit of historical prospects available, plus the rate each segment is refreshed with new registrations each month. The following are a few topline figures to whet our appetite, although we will further drill down into the numbers if appointed.

Segment Group - First-time buyer applicants searching locally: As of today, we have 4,058 ‘active’ FTB applicants to whom we can send proactive messages. We then have an extra 3,534 applicants who registered in 2023 but were archived. In this instance, we'd remove anyone under offer, exchanged or completed within the RJ Group. Then tweak our creative message with a slightly softer courteous approach if we are less confident the applicant is still looking.

The below chart shows a breakdown of new applicants registering across The RJ Group each month.

Segment Group - BTL Investor Applicants Registered by the Sales Department: In the first 9 months of 2023, we had 832 BTL Investors looking to buy a new investment property. Although these are lower numbers than previous years, it demonstrates that investors are still actively buying.

Landlords looking for new properties to buy are notoriously secretive as they do not want lettings agents pestering.

However, they are more visible for information about rental values or to market and manage their properties. Indeed, when we add the broader 'landlord registered' segment, our numbers swell and become interesting. (As you can see in the next segment group.)

Segment Group - All Landlords registered by the Lettings Department: Hot off the press, we have 23,163 subscribed landlords. This segment we can afford to be less cautious about sending available investment opportunities that might interest them. Indeed, Robinson Jackson’s drive for lettings’ new business includes quarterly blanket eMarketing, which includes 'our investor's choice of BTL properties'. If appointed, our Winter e-edition will exclusively include three Quarry properties and an invitation for more information and to view.

The investor database is constantly being refreshed with over 350 new contacts added monthly. We intend to include investment cards in the landlord pitch packs and debrief all lettings staff about The Quarry. As a sign of our commitment our Lettings Director wishes to add the following attractive offers: Offer to Quarry Landlords - 50% off our set-up fees, or 12 months of fully managed services for the price of 6 months.

2.5 SALES RATES AND PRICING FOR THE ACCOMMODATION SCHEDULE. 2.6 COMPARABLES & COMPETITION.

2.5 SALES RATES AND PRICING FOR THE ACCOMMODATION SCHEDULE AND FLOOR PLANS PROVIDED.

2.5 SALES RATES AND PRICING FOR THE ACCOMMODATION SCHEDULE AND FLOOR PLANS PROVIDED. VINCE HEDGES' PRICING RATIONALE In response to the end of the 40% 'Help to Buy' scheme, it is worth reiterating that 41% of private sales at Luna St. James, Brentwood were supported by Help to Buy (which at the time was only 20% relief, being outside the M25).

Therefore, we opt for 'Prices From' in The Quarry advertising to ignite excitement, particularly during parcel launches.

With no private sales since September 2022, our proposed advertised ‘From Prices’ are designed to reinvigorate stagnant sales rates, captivate interest, and position The Quarry as a must-visit development.

Given the configuration nuances demonstrated on the architect drawings supplied, we are presenting prices by house type. I recommend a physical tour with The Anderson Group to evaluate the merits within each type that will command a price premium such as bigger balcony, one vs two bathrooms, floor location in a block, end of terrace and outlook.

Offering three price points aligns with our approach for resale vendors, fostering effective discussions. Competitor analysis, affordability, and the impact of the resale market are considered, ensuring The Quarry's pricing strategy aligns with market dynamics and buyer expectations. Flexibility in pricing is vital, as it's a guide that may fluctuate over the three years; collaboration with the client will determine the optimal strategy.

As the project lead, Vince Hedge’s overall goal is to secure the best price for The Anderson Group on every unit. I strongly believe the response from the initial ‘Open Day’ promotion will set the tone for future prices.

2.6 COMPARABLES & COMPETITION

2.6.1: NEW HOMES CURRENTLY ON THE MARKET The following prices are published on Rightmove for developments within 5-10 miles of The Quarry. The examples used show our price position in the marketplace to demonstrate the premium value customers can achieve with their budgets by buying their homes at The Quarry.

2.6.2: RESALE HOMES CURRENTLY ON THE MARKET AT THE QUARRY Note: The sold prices below are published on Rightmove and therefore the actual price the buyer is paying could be higher or lower. The actual price will appear on Land Registry once the property has completed.

SECTION 3 – FEE & STAFFING CLARIFICATION (30%)

3.1: STAFFING PROPOSAL THE CORE TEAM Introducing Vince Hedges, our Owner Partner, boasting an impressive 42 years of experience in the business. With boundless energy and a vibrant personality, Vince defies expectations. He embraces a "work hard, play hard" philosophy, valuing dedication and enjoyment. His commitment to clients led him to leave Halifax corporate management in 1993 to rejoin forces with Alan Robinson and Peter Jackson as their first business partner. Vince's infectious enthusiasm and respected voice make him a standout among subsequent partners in the growing Robinson Jackson Group. Known for his unwavering honesty, integrity, and reliability, Vince is the driving force behind our successful Erith office, crowned 'Branch of the Year 2022.' With exceptional staff retention and loyalty, Vince ensures an extraordinary client experience. Appointing us would be a fitting reward for 30 years of hard work. One thing you guarantee from Vince is that his passion for The Quarry is personal.

But it's not all about Vince. The Quarry demands an exceptional team, which we are delighted to present: •

Garry Hazell, Branch Partner: 30 years experience with 24 years heading the sales team at our Erith office. A consistent high performer earns himself the greatest respect amongst his peers around the group. Garry is often asked to share his expertise with managers, offering his wisdom to help others develop their estate agency careers.

•

Sadie Wright, Sales Negotiator: 2 years career at our Erith office. The former singing Disney Princess brings a bubbly personality and confidence to clients, earning Sadie a reputation as a star new business winner and saleswoman.

•

Jane Wilkinson, Sales Progressor: 17 years experience with 7 years at our Erith office; Jane takes on the unenviable task of liaising between all the interested parties in a transaction, plus quite often chains that can include four or five properties. With her incredible skills, our office consistently delivers the lowest fall-through rate in the group, which has a massive impact on our performance and customer satisfaction.

•

Faye Randell, Branch Administrator: 3 years at our Erith office, where she helps us run a tight ship. As a bustling office, the phones are constantly ringing, but Faye cooly handles customers so we can ensure personal service for all.

•

Dominic Kleywegt, Lettings Partner: 19 years of experience and rapidly growing our Lettings business by integrating their specialism into the sales disciplines. Referrals between both factions are working brilliantly with confidence between us all that clients will receive a professional experience.

•

Joe Mullan, Area Director: 16 years of experience and responsible for the 30+ lettings specialists we now employ.

•

Stuart Harris, Lettings Manager: 10 years experience and head of landlord services based 10 mins walk from Erith at the Barnehurst office. Stuart's market knowledge is exceptional with the volume of activity we now handle in the Bexley Borough. We are pleased to get his input for our proposal document.

THE MARKETING TEAM Tony Robinson, Group Operations Director: I have nearly 30 years of experience in marketing, with the first 15 years in London's Adland working on many high-profile brands. This period culminated in a Business Director's role on the Proctor & Gamble account, where I was responsible for a team that planned advertising campaigns for one-half of their £250m annual budget. Then the lure of estate agency came knocking (in the form of my dad!), the polar opposite of the Blue Chip environment I’d been used to. I’ve enjoyed my time immensely, and I’m proud of the contribution I can bring to The Robinson Jackson Group.

•

Sam Lund, Design Manager: Sam has been by my side for 14 years since I joined the company. I felt that if we handled our marketing internally rather than relying on external companies, we could be more efficient and more creative. It's unusual for an estate agent to offer its own graphic design facility, but it gives clients the benefit of a quicker turnaround if changes need to be made. They can even sit with Sam or liaise via Zoom to make changes. Sam is also responsible for the company's brand appearance and advertising to attract new business. Including, the graphic design, layout, and production of the tender document you are now reading.

•

Amie Agapito, CRM Manager: I foresee a customer database playing a pivotal role in a project of this nature; Amie has 10 years of experience, is analytical and is astute in making the most of the systems and software at our disposal. Amie is highly respected at Reapit, our CRM system provider and is responsible for the smooth running of our website alongside a brilliant team of website developers and digital specialists.

•

Tala Hedges (Vince’s wife), CRM Assistant: Tala has worked within the RJ Group for over 6 years as part of the Central Support Team for the Marketing and Accounts departments. With the importance of our CRM systems, particularly compliance, Tala covers GDPR, Anti Money Laundering and Reapit support for our offices.

3.2: FEE AND CHARGES PROPOSAL At Robinson Jackson, we are committed to transparent and fair fees for a personal service and award-winning results.

Our fees are indicative of the commitment to completing each sale at The Quarry. Therefore, for The Anderson Group, the production, media expenditure, and services supplied by third parties will not be subject to our markup surcharge.

3.2.1 SALES, GRAPHIC DESIGN & MARKETING FEE We are delighted to offer The Anderson Group a 1.5% + VAT fee, subject to a minimum of £4,000 + VAT. The fee will include: • Vince Hedges, your main contact and lead for this project.

• Twice weekly reports against enquiries and unit progression.

• Erith’s number 1 sales team for over 30 years is located 5 minutes from The Quarry.

• The Erith Robinson Jackson office handles enquiries 7 days a week.

• On-site sales staff based at the marketing suite Thursday to Monday, 9am to 4pm.

• Open Day events are promoted and held quarterly to support new parcel launches.

• Personal Sales Progressor(s) provided to all customers to guide and monitor each sale through to completion.

• Marketing Strategy, Planning and Execution are provided in-house.

• Graphic design for a development brochure, site advertising and point-of-sale materials.

• Property advertising across Rightmove, Zoopla, Prime Location, On the Market and robinson-jackson.com • eMarketing via our CRM systems to suitable applicants registering across the Robinson Jackson Group.

• Design of the website landing pages and inclusion with robinson-jackson.com.

3.2.2 SOLICITOR AND FINANCIAL SERVICES REFERRAL FEES Our partner solicitors, Cook Taylor Woodhouse will offer an exclusive discount of £545 to all buyers at The Quarry. In addition, as a gesture of goodwill and Robinson Jackson’s commitment to a long-term relationship, we propose a £50 donation to The Anderson Foundation charity for each customer that uses our preferred solicitors. Plus, a donation of £25 from our in-house Financial Services, Kelly Financial (part of the Quilter Network) for every mortgage arranged at The Quarry via their broker.

3.2.3 MEDIA EXPENDITURE Standard property advertising across the major portals is included in the sales & and marketing fees. Enhanced advertising with the portals and investment in offline and online channels will be charged to the client with no markup.

On request, our marketing team will produce a month-by-month plan in support of the parcel launches. This process should include input from The Anderson Group to share your learnings from previous Quarry campaigns. Thereafter, we propose a quarterly review to assess the leads generated which we will digitally track back to the media channels, so we can subsequently adjust the channel mix accordingly. As an indicative monthly spend, we propose a budget of £3,500 per month for an initial trial period to include Rightmove, Google Pay Per Click, Facebook, and Instagram advertising. Detailed costs for PPC will be made available if appointed. (All media costs, payable via Robinson Jackson

by The Anderson Group with no markup.)

RIGHTMOVE BREAKDOWN To create standout within search results, we suggest one home per type with ‘Prices From’ via the following products: Enhanced Feature Properties: £250, Premium Listings: £60.

Banner advertising on Rightmove forms part of the ‘test & learn’ strategy. We recommend three-month mix trials of the following search terms to ascertain which terms return the highest leads. The costs below are reflective of the user search volumes. It is noticeable that Abbey Wood and Woolwich stations gain high search volumes amongst buyers so are worthwhile including in the trials.

Rightmove Search Terms Erith Abbey Wood Belvedere Dartford Bexleyheath Woolwich

Featured Banners Area Station £254 £30 £203 £132 £203 £21 £528 £153 £475 £101 £507 £264

Local Homepage Banners Area Search Station £255 £85 £255 £335 £255 £74 £638 £255 £638 £192 £638 £670

3.2.4 SCHEDULE OF PRODUCTION CHARGES When submitting our tender, the extent of the image library, floor plans, printed materials, or brochures available for marketing purposes is yet to be clarified. Therefore, we have provided production charges. Charges are offered to The Anderson Group with no agency markup.

• • • • •

Property Photography - Show home: £195, Empty property: £160, External only, per property: £90 Property Video - Internal video: £200 Development Photography: Property Street Scenes £175 Development Drone Footage - Drone video & photos: £375 (video: £250, photos: £175) Erith Landmarks & Amenities: half day £350 full day £595

3.2.4 DEVELOPMENT BROCHURES During our research into the current marketing, the various development and parcel brochures available need to be clearer to the consumer. We would therefore appreciate working closely with The Anderson Group to produce development materials that are fit-for-purpose and cost-efficient. We recommend a straightforward solution: a single brochure of 16 pages offering customers a development overview. To complement the overview brochure, we suggest a set of double-sided A4 inserts for each property type.

Our solution prevents wastage, allows for amends and keeps costs down. We intend to utilise small batch printing; thus, huge stocks do not need storage. Digital versions of the brochure are essential, including PDF versions and 'Issue' e-brochure, providing customers with a virtual turn-page experience. The cost of which is minimal.

Design Costs: We have experience with external marketing agencies charging developers typically £5,000 for a single brochure. Since we have in-house graphic designers, we are happy to provide the studio time at £1,500. Plus, £150 for each property type insert. (This is subject to fair use and amendment requirements).

Print Costs:

Master Brochure (single version)

A4 Property Insert (per type)

Quantity

16pp A4 (350gsm cover silk, 170gsm text silk, Matt laminated)

Double sided single sheet (350 gsm silk)

150

£350

£53 (per unit type)

250

£ 480

£84 (per unit type)

500

£ 676

£158 (per unit type)

3.2.5 DEVELOPMENT & LOCAL BRANDING We can identify on-site marketing opportunities during an arranged development tour with The Anderson Group if appointed. Co-branding with Robinson Jackson will support the public image of the development and provide channels for buyer enquiries to book their viewing.

Subject to the outdoor advertising opportunities available on-site and in the local community, design and production requirements will be discussed following a joint site visit. (The share of profile between L&Q and RJ to be discussed.)

SECTION 4: The Customer Journey (15%)