Residential redevelopment company (name withheld) · Real estate · Pune
Diagnosis, process rebuild, coaching and weekly review, over five months.
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Healthy footfall. Bookings behind target. And the number of buyers coming back for a second visit had collapsed to two in January.
Follow-up had no cadence, and channel partners had gone quiet.
The revisit was not tracked as a stage.
Visits were logged, bookings were logged, and the stage in between, the only one the salesperson fully owns, was invisible.
Which meant nobody could manage it, coach it, or notice when it collapsed.
Defined revisit as a tracked stage and established a baseline.
Coached the site conversation, so a first visit had a reason to produce a second.
Rebuilt the follow-up system, with a stated reason to return rather than a reminder the property exists.
Reinstated weekly partner reviews, which had lapsed.
Weekly review with the sales head throughout.
Visit, revisit and booking counts from the client’s own records, with revisit defined as a separate tracked stage from the start of the engagement. Specific to this project, its inventory and its market during the period.
January and March closed nothing. The pool had to be rebuilt before it could convert, and bookings lagged it by four to six weeks.
That lag is the whole argument for tracking the pool rather than the close. A booking number tells you what happened six weeks ago. The revisit pool tells you what is about to happen, which is the only one of the two a manager can still act on.
How a Pune residential redevelopment company found that return site visits, not closing, were the real problem. Once return visits were tracked and managed, buyers coming back for a second visit rose from seven to twelve, and bookings followed four to six weeks later.
Twenty minutes on the phone is a reasonable place to start.
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