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CASE STUDY
Village Residents’ Voice survey
Commercial Property customers
As a diversified property company, we have
a variety of customers. Major customers
such as supermarket chains and discount
department stores are anchor tenants
in our retail shopping centres and help
attract national retail specialty chains
and independent retailers. Creating the
right retail mix and environment delivers
a positive shopping experience, ensuring
repeat visits from shoppers.
Our office and industrial customers
comprise a diverse range of tenants:
government departments, blue chip
corporations and small to mediumsized
enterprises. Government tenants
Gowanbrae Village, We conduct research in each of our
Our previous Residents’ Voice survey told
Vic
business units to obtain feedback from us that some residents were unhappy with are increasingly looking to take space
our customers. For Retirement Living, our
annual Residents’ Voice survey showed that
levels of happiness remained consistently
high in FY10 compared to FY09. This high
level of satisfaction is illustrated by some
of the residents’ quotes:
their Village Manager. Nationally, 8 per
cent rated their happiness as 4 or less
out of 10. No other aspect of village life
received a higher level of dissatisfaction.
In Queensland, this was starker still, with
21 per cent expressing unhappiness.
in buildings where there is evidence of
a commitment to sustainability, while
business customers need great city centre
locations and industrial customers want
cost-effective locations close to transport.
“The bottom line is, I’m very happy. Another To address this, we took these steps:
Getting closer to our customers
resident from the village only said to me • Village Managers attended training
With customers firmly at the centre of our
last week, if she had known how wonderful programs to increase skills, including approach to business, we have ensured
this lifestyle was, she would have made
sales and customer relations,
we have the most up-to-date information
the move five years earlier.” Susan Manley,
on our top customers through the creation
• Some responsibilities were centralised
Templestowe Village
of the Top 50 Key Customer Profiles of
within our organisation to enable
“Since living at Gowanbrae we’ve both
our Commercial Property tenants.
Village Managers to focus more
noticed how much more relaxed we are,
on resident relations,
These profiles provide an overview of
despite being busier than ever. There’s • Several new Village Managers
the customers’ business and strategic
no such thing as a typical day around
were employed,
direction, their Senior Executives, financial
here! To anyone considering a move to a
• The number of Village Coordination
statistics and current opportunities related
retirement village, we couldn’t recommend
Manager roles was increased to
to the Stockland portfolio. The profiles
it more.” Joan and Derek Chamberlain,
support Village Managers better.
have been posted on a team site so they
Gowanbrae Village
are widely available and can be updated
In FY10, the percentage of residents who
regularly. These profiles will form the basis
The role of our Village Managers gave scores of 1 to 4 in relation to their Village
of a Customer Relationship Management
and residents’ happiness
Manager had halved nationally to 4 per cent.
project due to be implemented in FY11.
Over the past year we focused on the In Queensland, the improvement was
role of our Village Managers, who are dramatic: down from 21 to 2 per cent with
responsible for the day-to-day operations a concurrent increase in residents scoring
of our villages.
a maximum 10 from 24 to 35 per cent.
To deepen our understanding of what is
important to our customers, we undertook
research to examine how we can exceed
customer service expectations. We
conducted detailed interviews with Senior
Executives from our major retailers and
national specialty chains, and we also held
a number of focus groups with retailers.
The aim of the research is to understand
the ‘drivers of choice’ when retailers decide
on potential store locations. The research
also provides a benchmark to monitor
customer satisfaction. The final results
will help us develop customer-focused
initiatives, which will be delivered in FY11.
In the past year we have also improved the
Stockland Service Centre to provide better
service to our office tenants. Following an
initial review in FY09, we identified additional
areas for process improvement. This work,
which engaged internal stakeholders
including our Facilities Management,
Group Risk, Group Procurement and
Business Process teams, has streamlined
processes to create clear accountabilities
and key performance indicators for the
Stockland Service Centre team. This has
led to improved invoice management,
better relationships with our suppliers
and greater efficiency in the centre.
Rating customer experience in our
shopping centres
Our focus on customer experience at
our shopping centres has yielded positive
results. Our Mystery Shopper program
has continued to monitor performance
in the core areas of customer interaction,
centre facilities, common areas and
casual leasing during FY10. The scores
show a 7.2 per cent increase in customer
satisfaction with our retail centres. We
also outperformed our competitors on
the same measures by 7.2 per cent.