Property Owner: Growth through service innovation
New leadership needed to demonstrate opportunities for growth
Existing revenue from service charges had limited growth potential
Competitors capturing value from changing customer needs
Lack of capability and capacity to develop new propositions
A nationwide property portfolio owner and manager provided limited management services to its customers, such as repairs and maintenance. These were charged to customers through a traditional service charge mechanism. The company’s new leadership team saw an opportunity to provide additional complementary services that would meet changing customer needs and create a new area of business growth. However, the operational team had no experience of setting up or delivering new services and did not know where to begin.
Tested and validated 25 new services in an innovation incubator
Begun rollout of new services with anticipated revenue of £40m p.a.
>300 customers involved, leading to improved engagement scores
Incubator embedded in ways of working with trained staff
Annual additional revenue validated and being realised
Arca Blanca needed to teach the client to design, test and rollout new services in a way that was low-cost and repeatable. We worked with a small team of the client’s people to set up an innovation incubator. This joint team worked with customers to develop ‘minimal viable services’ which could be used to test propositions and prices. 25 services went through the incubator, many requiring partnerships with complementary service providers. Successful services have been rolled out, and the incubation process has become embedded.
Arca Blanca have played a critical role in setting up and driving the incubator. We started [this project] as a trial through a quick start-up incubator approach and it immediately got traction as we learned what customers liked about it and adapted. It has grown rapidly.
Chief Operating Officer, Property Manager