IRVINE, CALIFORNIA – Top
executives from Brookfield Residential Southern California teamed up at the ULI
OC/IE Leaders & Managers Program on September 21st to present lively
conversation about the importance of a thoughtful corporate culture and its
effect on a company’s overall success. John O’Brien, Vice President of Housing,
and Rocky Tracy, Vice President of Sales, dove into a presentation of how
Brookfield Residential, now in its 20th anniversary year, has gained
a reputation as a leader in product design, community development and
authentically creating an engaging culture.
Their
discussion began with Brookfield’s brand statement, “Creating the best places
to call home”. Citing the company’s role
as homebuilder and land developer, and its Southern
California sales success, 603 homes closed in 21 communities so far
in 2016. They talked about their unique corporate culture that won them honors
as the top place to work in Orange County. In addition, they cited the rapid
expansion of the Southern
California division since 2004 and the company’s vigilance about
doing the right thing toward all stakeholders.
The commitment
to do the right thing, they said, is based on thinking through decisions
according to their core values of passion, integrity and community, exemplified
in their approach to CRM (Customer Relationship Management). They believe in giving back to the community
through academic and sports programs at schools, community service projects and
volunteerism, benefitting both community and their team. These points related
to their discussion of company values and their four pillars: engagement,
sustainability, innovation and experience.
Regarding
engagement, they cited the need for team members’ readiness to work, to fully
participate in the process of home and community building. The company has also
created the position of Director of Customer Experience. Engagement with customers relies on raising
the bar internally and externally to create a positive and memorable
experience. This, in part, involves the integration of innovative uses of
technology, and they cited strategic partnerships with Apple and the resulting
concept of “the connected home.” Use of virtual reality to decrease the need
for model homes is something the company plans to deploy in San Diego County
next year. They also pointed to the use of technology to stay connected to
customers, as well as to enhance the living experience in their new homes.
In the
area of sustainability, they used the term “True Blue” – a reference to True
Brookfield, the touchstone of brand authenticity. For Brookfield,
sustainability is long term and relates to the materials, systems and
construction of the homes, but also the ongoing relationship with their buyers
and communities. They referred to actions such as the efficient use of
resources including measuring water usage and grey water systems that will be
included in homes as of this fall. They also talked about positioning the HOA
as an extension of the developer, and creating a sustaining partnership with
the Association to maintain a key Brookfield product and the lifestyle that
they offer.
Understanding
the customer experiences is essential. The company has established designated
“ICE Teams,” (Improve Customer Experience) to identify problems and formulate
solutions. As an example, they changed
the phase release process as customers reported feeling disrespected in a
cattle-call approach. The company has won top awards for their customer
experience, which they point out is thorough going, beginning with their first
impressions.
The
ICE Team also works to gain ideas, insight and solutions within the company,
giving all departments a voice in consensus building while maintaining open
mindedness. As they put it - “No Shooting The Messenger.” Brookfield also
commissioned IDEO in San Francisco to analyze the company’s systems for best
use of land, new product design, and the customers overall experience,
surveying both those who purchased and those who didn’t.
The
two spoke at some length about the homebuilding process, which Brookfield
Residential refined three years ago. They take research and development
seriously, and spend a good deal of energy and money on maintaining a leading
edge. Their process is geared toward new idea products that reflect what
they’ve learned from buyers, both in terms of homes and community. As for new
product introduction, a six-week period includes creation of conceptual docs
that have undergone research by the marketing team with the Director of
Development playing quarterback. Then, a hand off to the architect and frequent
meetings with structural engineers, interior designs, and vendor partners readies
the new concept to move forward. Purchasing then bids out the work and produces
a budget with all costs included. The overall process has supported a long list
of new, relevant and fast selling products.
A
thorough discussion of the sales process took up a portion of the presentation.
They talked about closing the gap between a customer’s dissatisfaction with
their present living situation and the promise of a better future being
important enough to move forward with the new offering. The discussion expanded
to how the team is able to discern what customers say they want and what they
‘really’ want. Actions speak louder than words for sales people, but using the
right vernacular can affect the emotional engagement of customers.
Another
highlight of the presentation was an overview of how Brookfield incubates
future buyer segments by maximizing customer’s willingness to make referrals.
Willingness to refer has reached 92.3% with 30% of sales coming from Brookfield
Enthusiasts.
Throughout
the presentation, the executives used examples from a diverse variety of dynamic,
new Brookfield communities and new home concepts to speak to unique geographic
and market situations, and how the different projects came to succeed.
In the
area of lessons learned, they each made several clear points. John O’Brien said
he believes in making yourself an incredible value – an asset that is unique.
He also advised becoming well versed across the many pieces of what your
company does so that you have a broad spectrum of expertise.
Rocky
Tracy spoke about always being open to learn something new – you don’t know
what you don’t know. He advised developing the attitude and aptitude to remain
open, and avoid being stuck in a rut.
Continuing
with a roster of leading top marketing executives and leaders in community
development and homebuilding, ULI INDUSTRY LEADERS & MANAGERS PROGRAM runs
through November 2nd, 2016 with a break during the week of the ULI Fall
Meeting, October 26th. The program is being organized and led by
John Martin of Martin & Associates. Participants at every level of
experience and various industry disciplines attend these valuable
two-and-one-half hour seminars that meet Wednesday evenings from 6 p.m. to 8:30
p.m. at First Service Residential in Irvine. There are several ways to
participate including special pricing for ULI OC/IE Members and non-members as
well as students and the public. For details on these special programs or to register,
email Kendra.Chandler@uli.org.
The Urban Land Institute (www.uli.org) is a nonprofit education and research
institute supported by its members. Its mission is to provide leadership in the
responsible use of land and in creating and sustaining thriving communities
worldwide. Established in 1936, the ULI has more than 40,000 members worldwide
representing all aspects of land use and development disciplines.