Communication and Branding at Hamptons International

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Today, Hamptons International encounters an ongoing escalation ofrivalry on investment markets and space for residential buildings.The company continues to face a decline in transaction volumes andrents because of an aging population, growing concerns on the shiftsin the housing market, new mortgage regulations, and deterioratingaffordability (Hamptons International 2015). This means that the firmneeds to reposition its strategy and differentiation approaches toensure it increases sales despite diminished demand or intensifiedcompetition. For Hamptons International to meet the needs of theclients, it will have to develop strong communication and brandingstrategies, for example, flexibility, interior equipment,functionality, effective advertising, customer advocacy, relevantuniqueness, and favourable awareness. By cultivating a dynamiccomprehension of customers’ perspectives and attitudes, theorganisation will effectively build, regulate, tactically positionbrands, and plan marketing efforts (Fetscherin and Heinrich 2015).This means that the firm should build its brand around the conceptsof integration, uniqueness, and innovativeness defined by services,local experience, location as well as image. In this regards, thepaper illustrates how Hamptons International should utilizecommunication and branding to address customer needs.

Brand communication involves a set of activities that a firm developto influence a client’s perception of the provided products. Theconcept encompasses a combination of broadcasting and marketingapproaches that help to distinguish an organisation from rivals aswell as generate a permanent impression in the minds of the customers(Kavaratzis and Hatch 2013). Hamptons International should createbrand awareness, loyalty, management, and communication to ensurethat clients remain satisfied or committed to the services offered.Since it is overly difficult to differentiate the products offered byreal estate agents, companies in the sector can only resort tobranding to separate its goods from those of the competitors. Thefirm should develop its housing projects or brand campaign as anextravagant retreat and unique place where clients can receive astylish lifestyle with a genuine modern experience. It is imperativeto note that it is easier for a company to copy products offered byanother firm, especially in the housing sector. In this regards,branding will become the cornerstone of Hamptons International’ssuccess. However, it will require comprehensive individuality andcreativity on the part of the organisation to develop dynamicawareness or loyalty (Brodie et al. 2013 Fetscherin and Heinrich2015). Since the process will involve a rebranding of most aspects ofthe business, it is essential for the management to develop mergedimages, goals, self-image, and objectives of the brand. Furthermore,it will position the products as well as segment the market based onclients’ behaviours and needs. After identifying the unique imagesor brands to the position, the business makes decisions on theinformation that it will relay to customers.

Hamptons International might alter its logos or the elements used torecognize the brand to ensure it is suitable and unique. The firmneeds to clearly state its offerings, the competition it currentlyfaces, and the features that define its products. Moreover, for thebranding approach developed to work, the organisation must identifyits target clients, the benefits that people accomplish fromidentifying with the business, and the differentiating attributesthat the management will utilize to provide the guaranteed benefits.This means that the firm must cultivate an extensive and dynamicadvertising mechanism to promote its products to the clients(Fetscherin and Heinrich 2015). Brodie et al. (2013) assert thattechnological advancements have become critical in almost allengagements thus, Hamptons International must create a digitalpublic relation that will oversee marketing activities, for example,sponsorship, promotions, product development, research, and brandadvertising. The marketing team will have the mandate to identifytarget markets, the pricing strategy that the firm should adopt, thesegmentation to develop, and the alignment of products to the needsof the customers. The business should present an image thatidentifies with the clients, for example, the names and slogans thatthe firm will use in promotion must align with its value proposition(Swanson and Zobisch 2014). Moreover, the channels that HamptonsInternational chooses to communicate the offered products to thecustomers, must be extensive, flexible, as well as dynamic. Thecompany should use online platforms, for instance, social media,websites, blogs, emails, and e-news or brochures, billboards, orpromotions to market its products to clients. The use ofinternet-based strategies will allow the firm to reach a large numberof people, interact with them effectively, and illustrate thebenefits of the provided products.

One of the major components of the brand concept is the location asit illustrates the proximity of clients to the products offered.Hamptons International has mostly experienced sluggish sales becauseof intense competition, a large aging population, new mortgageregulations, a slowing economy, and concentration of new sites in onearea. In this regards, the firm must rethink its strategy by offeringproducts in different places across the United Kingdom. Kavaratzisand Hatch (2013) posit that location is a set of operational andphysical position and should be geared towards uniqueness. Since rentis usually expensive at centre places, the company should offerhouses in areas outside cities. Hamptons International shouldcultivate segmentation and positioning in selecting the mostappropriate sets of tenants or buyers. The organisation should sourceor build houses in places at the intersection point of publictransport, major roads, rail transportation, major market area, orupcoming malls (Swanson and Zobisch 2014). The dimension of the realestate should have a foremost impact on operational location since itbrings rivals and clients together, eventually raising the interfaceto higher heights and creating potentials for synergy (Kaiser et al.2015). For example, the company should source for space in Surrey,Manchester, Cambridge, and Yorkshire because of their easy access totransport modes, improved infrastructure, gaming facilities, as wellas an influx of the middle-income earners in the areas.

The intensified competition requires companies to change tact,particularly in the benefits they offer clients. In this regards,Hamptons International should provide centralized services to attractmore customers. The facilities should be an added value and notattached to the units a person buys or rents (Kaiser et al. 2015).For example, the firm should offer communication, entertainment,staffing, convenience, and security services to all buyers orresidents to differentiate its products from those of competitors.Furthermore, the firm should make green energy and internetfacilities part of its product performance (Mok et al. 2015). Thiswill ensure that new owners will most likely identify with the firm.It is critical to note that the branding concept developed by thecompany should adopt a marketing or pricing strategies that considerall potential buyers (Swanson and Zobisch 2014). Thus, it means thefirm must have a mortgage or interest-based plan to ensure it doesnot lose on clients who do not have enough money to lease or buyhouses.

In conclusion, it is imperative to point out that HamptonsInternational must create a branding strategy that creates awareness,loyalty, equity, personality, value proposition, and personality. Thebusiness should diversify to new locations, offer centralizedservices, cultivate a dynamic image, and involve clients in buildinga comprehensive brand. By creating strong branding and communicationapproaches, the business will manage to address all the needs ofcustomers.

Bibliography

Brodie, R.J., Ilic, A., Juric, B. and Hollebeek, L., 2013. Consumerengagement in a virtual brand community: An exploratoryanalysis.&nbspJournal of Business Research,&nbsp66(1),pp.105-114.

Fetscherin, M. and Heinrich, D., 2015. Consumer brand relationshipsresearch: A bibliometric citation meta-analysis.&nbspJournal ofBusiness Research,&nbsp68(2), pp.380-390.

Hamptons International. 2015. Market insight: What’s next forthe housing market. Hamptons International. Available fromhttp://www.hamptons.co.uk/media/365003/market-insight-december-2014.pdf

Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful projectportfolio management beyond project selection techniques:Understanding the role of structural alignment.&nbspInternationalJournal of Project Management,&nbsp33(1), pp.126-139.

Kavaratzis, M. and Hatch, M.J., 2013. The dynamics of place brands:An identity-based approach to place branding theory.&nbspMarketingtheory,&nbsp13(1), pp.69-86.

Mok, K.Y., Shen, G.Q. and Yang, J., 2015. Stakeholder managementstudies in mega construction projects: A review and futuredirections.&nbspInternational Journal of ProjectManagement,&nbsp33(2), pp.446-457.

Swanson, A. and Zobisch, P., 2014. Emotional intelligenceunderstanding among real estate professionals.&nbspGlobal Journalof Business Research,&nbsp8(5), pp.9-16.

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