Client Care Flashcards
Tell about why it is important to develop long-term client relationships.
Loyal customer base provides repeat business over long period of time, so they give a stable financial platform.
Long client relationships also project a positive image both internally and externally.
These loyal clients are brand advocates, and word of mouth accounts for a lot of referrals in this industry.
Tell me about the different stakeholders you have come across in your role.
Anyone one who can affects, is affected by or is perceived to be effected by a project.
- Customers. Stake: Product/service quality and value. …
- Employees. Stake: Employment income and safety. …
- Investors. Stake: Financial returns. …
- Suppliers and Vendors. Stake: Revenues and safety. …
- Communities. Stake: Health, safety, economic development. …
- Governments. Stake: Taxes and GDP.
- Shareholders/owners. Stake: They own the business
Tell me about how you have tailored your client care to one of these stakeholders.
Opera Lane
1) I am proactive by reaching out to my clients and keeping them updated on my progress.
2) I involve my client in the goal-setting process and setting targets.
3) To achieve success, the client likely need to do some work themselves and needs to be involved to provide data etc.
4) I address the client’s needs before they know they even exist e.g. doing the snag reports
5) I build a relationship - Pick up the phone and make an actual phone call.
6) I treat my clients with respect and don’t get hung up on trivial things.
7) I am transparent, even when I made a mistake.
Why is it important to you to set objectives?
Objectives are Steps to Achieve Goals. Setting objectives with specific action-steps on the roadmap to achieving the long-term goals, gives me direction and clear focus.
Tell me about your duty of care towards your clients.
The ‘duty of care’ is a legal concept and obligation an individual or organisation owes to another party in performing acts or providing services or failing to act or provide those services which, with reasonable foresight, affect or could affect others.
A surveyor owes his client a duty to exercise reasonable skill and care in relation to the matters on which he is instructed. … Even where there is no contract, if the surveyor knows or ought to know that someone is relying on his advice, he will owe that person a tortious duty of care.
By Maintaining:
• Professional Indemnity Insurance.
• Complaints Handling Procedure.
• A procedure for handling clients money if applicable.
How have you defined your scope of services within the limits of your competence and PI insurance?
Yes. The scope of services and PII insurance are always noted in the TOE.
How do you set fees?
Suggest 1.5% then reduce to minimum .8% if there are a large volume of units included in the project brief. Consider your costs involved in the project and the fee you need to charge to cover the costs and a profit. Consider the market rate and competitors rate.
Opera Lane is : .8%
Lancaster Gate is: .8%
One of property is: 1.5%
Auction property is: 1%
How have you used standard forms of appointment?
I havent used a standard form of appointment yet. However, I will use one if I am asked to work on a project as a consultant Chartered Surveyor when I am qualified.
What mechanisms are contained within an appointment document?
- Parties to the Contract.
- Scope of work.
- Fees.
- How payment will be calculated.
- Dispute resolution Procedure/Method.
- Provisions for Termination.
- Define Responsibilities.
What insurance requirements are you aware of (both legal and RICS)?
- Employers Liability Insurance. - for compensation claims against you by employers for accidents or illness that occur from work activities.
- Third party Liability Insurance. - for compensation against non-employees.
How are stakeholders identified?
Anyone one who can affects, is affected by or is perceived to be effected by a project.
Explain formal communication systems with clients and stakeholders you are aware of.
Formal communication re OL: Written quarterly reports, weekly excel updates and virtual teams meeting, regular phone calls.
What KPIs might you agree with a client to monitor performance?
No. of enquiries/ viewings/ viewings to sale conversion/ viewer feedback. Hitting the target? Reaching sale price projections? No. of fall through sales.
How do you gather data during the inception stage of a project, including client briefings and site based information?
- Client Questionnaires.
- Key Performance Indicators.
- Pre-start meetings.
- Brenchmarking.
- Good, clear communication.
What is your role in Key Account Management?
This was a high level meeting with the directors to provide key account details of my clients, to debrief them on all aspects of the client management. As I had a good relationship with my clients and I knew a lot about how their organisation worked, I was asked to prepare slides on the people, their positions, the history, other developments, developments we work on, and details of house types, site overview, upcoming launches. The purpose of the meeting was so that if the main point of contact (me) was out sick, other team members would know how to takeover.
Tell me about an example of how you have provided good client care. Tell me about an example of when you have provided a high standard of service to a client.
Marina Village Greystones and Ledwill Park, Kilcock.
I was the main point of contact for the developer for all matters including purchaser management, contract updates, snagging queries and new launches. I built a strong client relationship by acting professionally and ethically, having a positive attitude, being helpful, responsive, courteous, and reasonable.
How have you dealt with an unrealistic client deadline?
I was asked to prepare an end of year synopsis report, with lots of graphics and charts and to provide it within 2 days. All of this information required extensive data collation. I had lots of viewings already booked into the diary. Advised I would need until Monday (3 days) and I met this goal (by working overtime).
How have you dealt with unrealistic client expectations?
Opera Lane - Board of Directors were based in London and read the Irish newspaper headlines reporting 9.7% growth in sale prices in 2021. The product we were selling was already at the top end of the market and there was little scope for further price increases. We prepared a market analysis summary document based on the Irish market, Cork market and then specifically the apartment market. The newspaper headlines were generally based on 3 bed semis not 2 bed apts. We also prepared a comparable document to show the overseas board of directors what else was available on the market at the price levels we were achieving.
Tell me about the approach you have taken when dealing with a regular customer (low property knowledge).
Meadowbank- Carried out a viewing with FTB’s that had never viewed a property before. I talked them through the sale process, providing general information on what comes next etc. I gave them leaflets on how to get ready to buy/ brochure/ price list. I also gave them our Sherry Fitz brochure for FTB’s and getting mortgage ready.
Tell me about the approach you have taken when dealing with a client with a high level of property knowledge.
Carried out a viewing with a Director of Savills on behalf of their client. I approached the viewing in a professional and friendly manner, I still pointed out all of the property specifications, finishes etc as the professional may not know this information. We chatted about marketplace activity. We spoke about rental values achievable. I followed up with an email after the viewing providing the requested comparable information.
How have you established a client’s objectives?
SMART
Specific: ‘What’ is the target or specific client area of improvement?
Measurable: What quantity, estimate, indicator of progress that can actually be written down? This serves as a measure of progress for future reviews, priority weighted.
Achievable: Is the knowledge and experience of the client/adviser enough to ‘get it done’? Can the client discipline themselves to stick to the objective?
Realistic: Can present resources, ‘realistically’ hit the future target measure? Is it attainable without being too easy or too hard? If too easy, does the client really need to take the maximum risk defined by risk profiling? Should ‘measure’ increase?
Time-bound: When can the result be achieved? Over what time period? (Deadlines make it easier to achieve objectives).
What is a client brief?
A client brief is essentially a recorded document that helps in guiding a project. The client brief, written by a client, explains the ins and outs of a project to the agency who’ll be working on it. It acts as a blueprint for your project that helps synchronize all stakeholders involved in the project and bring cohesiveness to the group.
The aim of a client brief is to convey what business problem they need help with, describe their overall brand persona, and define the end result they expect. This document thus, aligns all contributors with the project requirements, expectations, and overall strategy.
Since the client may not have enough experience with creating such documents, agencies often help out the client to understand and describe their problems effectively. It is a collaboration between 2 parties joining hands to successfully deliver a project.
How have you confirmed a client’s brief?
SMART.
How have you established a scope of services?
Your scope of practice can be defined as the limit of your knowledge, skills and experience. It is made up of the activities you carry out within your professional role, provided that you have the knowledge, skills and experience to do them lawfully, safely and effectively.
E.g. If a property has seriously concerning structural cracks I would refer the client to a building surveyor with experience in building pathology.
What is a standard form of appointment?
RICS ‘Forms of Consultant’s Appointment’ - Members and others involved in the appointment of surveyors are encouraged to use these forms when considering surveyors for a wide variety of different disciplines within the construction process and related fields.
The Form provides the basis for a contract between a client and a consultant and is suitable for use where a consultant (generally a chartered surveyor) is engaged on construction project-related commission.
Sets out the appointment terms for e.g. a quantity surveyor consultant working on a specific project.
How have you compiled an appointment document?
I do not have personal experience of compiling an appointment document. To do so: I would use the form/ template from the RICS website and fill out accordingly.
How have you established project stakeholders and their status within a project?
The vendor, the purchaser, the refurbishment team, my team, the funders.
How have you set up communication systems with a client and stakeholders?
Emails with two copied clients > phone call, as the clients make joint decisions. Daily.
Weekly development call for offers, sales, contracts, and viewings.
Quarterly reports on development performance, targets, price review and market commentary.
How have you issued reports to a client?
I fill in the template with all client updates, new viewing figures and new sales/ offers. Password protect. Issue report to client ahead of the call.
How have you dealt with a complaint?
Salesforce example.
Meadowbank example - purchaser thought she was viewing her actual unit.
Why would you use KPI indicators regarding your professional performance
- To provide a quantifiable measurement to assist parties in the construction.
- To ensure that the Clients requirements are met, and if not why.
How have you measured KPIs?
- Planning, to clearly establish what needs to be improved.
- Analysis, to gather data and determine how big the task of achieving the KPI is.
- Action, to develop and implement improvement plans.
- Review, to monitor actual performance against performance targets.
- Repeat.
Does the client write the client brief? What info is included in the client brief?
Since the client may not have enough experience with creating such documents, agencies often help out the client to understand and describe their problems effectively. It is a collaboration between 2 parties joining hands to successfully deliver a project.
1) Describe the brand; what you do, core operations, company values etc.
2) Understanding client objectives - Project summary; What needs to be done, when, by who? Business challenges & goals.
3) Understanding client expectations. Target market; identify the audience, what are their needs? Competition; what are their campaigns, competing schemes, SWOT.
4) Detail of the project - Budget; do not avoid. Health & Safety / compatibility / time / cost / social / economic / standards / competitors
Rathmore – how did you prepare the ToE? How did you adhere to VPS 1?
I adhered to VPS 1 when preparing the TOE for Rathmore. VPS1 – TOE (what needs to be included): 1. Identity of client 2. Identity of valuer and their status 3. Asset to be valued 4. Purpose of valuation 5. Bases 6. Date 7. Extent of Investigations, Inspections 8. Restriction on use 9. Nature and source of information 10. Compliance with IVSC/Global Valuations Standards 2017 11. Assumptions & Special Assumptions 12. PI Cover 13. Disclosures 14. Fee 15. Complaints handling
Rathmore - Were there any limitations you highlighted?
Limitations - general inspection, not a building surveyor, not carried out a flood risk assessment. We also highlighted the assumption : That unless we have been informed otherwise, each property complies with all relevant statutory requirements (including, but not limited to, fire regulations, bye-laws, disability access asbestos and Health and Safety).
Meadowbank launch - How did you include the client in target setting? how did you achieve 23 sales?
On the lead up to the launch weekend, we had multiple meetings with the client in relation to units being released, no. of interested parties, buyer types, house types etc. We also discussed our target sales for the weekend - 25 units, which would be a sell out of that release. The client agreed with the target as we had a lot of pent up demand, since the previous launch of 20 units, 2 months previous. We kept a log of all interested parties details, their house type preference and max budget. On the Weds before the launch we sent out an e-vite by email to our interested parties list. The phones were extremely busy for the following two days. We encouraged people not to queue outside the show house, and we answered as many queries as possible before the launch.
Meadowbank launch 23 sales - How did you deal with the fact that the target was not met?
I called the client to report the 23 sales and the client was really happy with the sales achieved. I then reported the sales achieved to the wider client team by email - with a list of the units that were sale agreed and a break down of the buyer profiles. I provided some commentary of viewer feedback. I provided some added comfort that we had a lot of serious buyers at the launch weekend that didnt buy but would likely put down a deposit during the week.
Meadowbank launch 23 sales - How did you manage the client’s expectations?
The Meadowbank development had already had four phases of successful launch weekends, so in this instance the client was not anxious and was relatively confident that a high volume of sales would be achieved. We reviewed all price points, and communicated frequently throughout the week.
Meadowbank launch 23 sales - How did you develop the client relationship?
I had a great relationship with the client team. I had weekly sales/ contract call meetings with the sales managers, bi-weekly updates on snagging from the site foreman, and in person meetings with the head of sales and CEO once a quarter. The CEO was a strong, female leader that I respected a lot. I developed the relationship by being knowledgable, on top of my work, regular communication, being reliable and always good humoured. We had a very positive relationship without any conflict.
Meadowbank launch 23 sales - What strategies did you implement to improve sales in future?
We did not need to implement a strategy to improve sales - We achieved the following two sales during the work week so the target of 25 sales was met within a few days. This would be quite common that purchasers would think about the house for a few days if they were not very familiar with the development, rather than being impulsive on the launch day.
In future, we could give the client a target range for example 22- 25 sales.
Greystones – how did you advise your client effectively?
I advised the client on the below:
- which units to release next
- pricing
- marketing required
- strategy on having max three units available for sale at any one time.
How did you build a strong client relationship? Cork – how did you advise your fund client?
I prepared weekly reports for the client with all contract updates, marketing statistics and general discussion
points. I built a strong relationship with the clients by following through on commitments, clearly communicating and providing a proactive and professional service. I developed the relationship by being knowledgable, on top of my work, regular communication, being reliable and always good humoured. We had a very positive relationship without any conflict.
