Rawson Homes

Defining how to “try on a house”.

Services:
Sectors:
Background and challenge

01

Already one of Australia’s leading home builders, Rawson Homes was entering its busiest year yet and needed to (re)define its role and position in the marketplace. The business was experiencing a high degree of inbound traffic and enquiry, but lead capture, sales qualification and conversion needed improving.

We worked with Rawson Homes to develop a fully functioning Welcome Centre concept for the client’s display home sales office. The objective was to improve the customer experience in order to: improve the sales agents’ ability to capture leads and increase conversion rates; increase access to information for both the customer and employees; enhance interactions with customers and increase dwell time through better design, and differentiate the experience from competitors and drive perceptions of professionalism.

Our approach

02

Firstly, we needed to understand who the key visitor groups were and add depth to each visitor group persona, fleshing out key characteristics, concerns, preconceptions and drivers.

We analysed the sales team’s approach to different groups – what worked well and what didn’t – and also investigated why 70% of customers stopped engaging after the first contact and defined new actions to help relieve friction points and retain more people early in the process.

Jeanne Ogilvie
Customer Experience Lead
Frost*collective
We recommended elements such as VR tours, which could be done prior to visiting or on-site, as well as 3D-printed mini models of the home you’ve just designed to take home, rather than a flat plan or a complicated architectural drawing, to round out the experience at every touchpoint.”

By deepening our knowledge of people’s journeys when choosing a home builder, from initial consideration through to post-purchase, we were able to outline the main phases of the journey and associated characteristics, drivers and pain points.

Last but not least, we worked to understand the role and performance of Welcome Centres as service platforms.

Solutions and outputs

03

We developed a framework that tied together the wayfinding, physical design, service, brand, information and data components into a single, coherent system that delivers on customer needs at each phase, and drives people though the sales funnel.

Our CX strategy redefined the Visitor-to-Builder relationship and provided the tools to implement a highly differentiated customer experience. Based on the customer and employee research and insights, we were able to define a set of key principles and recommendations including:

The opportunity for visitors to self-qualify at entry – (by indicating what stage of the buying journey they are at and what their needs are), Welcome Centre “Roadmaps” for direction and support, Digital “Journey Planner” to help the visitor through the stages.

We developed a framework that tied together the wayfinding, physical design, service, brand, information and data components into a single, coherent system that delivers on customer needs at each phase, and drives people though the sales funnel.

Based on the customer and employee research and insights, we were able to define a set of key principles and recommendations including:

The opportunity for visitors to self-qualify at entry – (by indicating what stage of the buying journey they are at and what their needs are), Welcome Centre “Roadmaps” for direction and support, Digital “Journey Planner” to help the visitor through the stages.

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