Every Branded Residence Has a Brand, Not Every One Has a Sales Strategy
- Kevin Wash
- 5 days ago
- 2 min read
When a property developer decides to enter the Branded Residence sector, where should their priorities truly lie?
Developers often begin by consulting various advisory firms to choose the right model, brand, and pricing structure. They meet with hospitality and non-hospitality brands, engage architects to design efficient, sustainable, wellness-focused buildings, and pursue leading standards such as LEED Platinum. They hire interior designers, landscape experts, branding specialists, and an array of consultants to ensure the project is “best in class.”
The list is long, and that’s not even all of it.
But consider this: what will be a prospective buyer’s first interaction with the project?Will it be any of the above?
The answer is no.
Their first interaction will be a marketing message—an advertisement, a promotion—encouraging them to request more information. And then comes the sales follow-up.
This is where the Buyer’s Journey begins.
Yet in this long list of experts, strategists, and creative minds, where is the Sales & Marketing (S&M) strategy?Where is the ethos of the sales team?Where is the plan to ensure the Buyer’s Journey reflects the quality of the project at every single touchpoint? Where are the recruitment criteria, the training structure, the KPIs, the administrative processes, and the follow-up SOPs that protect continuity and brand integrity?
They are nowhere to be found. Does that make sense?
So who is responsible for this, the Developer or the Brand?
In reality, developers are given a menu of brand benefits, often without meaningful training or guidance. Unsure what to do with them, they hand everything over to a “Master Broker,” typically recommended by one of the many consultants. The broker rarely prioritises these benefits, and as a result, the buyer never fully understands them.
No one examines the consistency of communication with potential clients.No one owns the experience from first inquiry to handover a process that can be lengthy. It can be dreadful… or it can be an extraordinary lead-up to a truly exciting new chapter in a purchaser’s life.
If the Buyer’s Journey is recognized as essential to the purchase process, shouldn’t the Sales & Marketing strategy experts sit at the head of the table rather than as an afterthought?
So here is the real question:
How can a project claim to be “best in class” when the very first interaction with a buyer is an afterthought? Without a sales strategy, the rest is just expensive noise.
Kevin Wash / VOS Consultants
