He The real estate market has changed rapidly in recent years. The expansion of franchises and digital platforms installed a more standardized modelwhere big players multiply offices and networks. In this scenario Traditional real estate agencies faced a crucial question:¿How to grow without losing your identity?
Automation, new management systems and the franchise model drove much of the company towards A more industrial format. However, this path also opened up another: that of Customers who want personal treatment supported by a person and person responsible for the operation. This room of The direct relationship with a broker has gained ground again.
In this sense, some companies have decided to take this place, Betting on growth other than franchises. And instead of expanding in this way, they decide Do it with your own branchesbut while maintaining a single operational direction.
As a company with more than three decades of market presence, he summarizes this discussion in one sentence: “The real estate business is not about meters, but about peopleThis approach, says LJ Ramos, has characterized their growth from the beginning, when they introduced the term “real estate agent” to highlight the specialization in each segment: offices, premises, industries, fields, second-hand houses and ventures.
“The market became more crowded and we were playing a different game. We don’t want to lose the specialization that has always characterized us,” explains the company.
To differentiate, The company decided to reformulate its imageThey invested in their own marketing team and external branding, but with a focus on repositioning their human differentiation versus volume.
The model has its own logic. The supporters assure this Many customers still want to know who is responsible for operations. That is why they prefer a branch system in which the business policy is the same at every point and the decisions always go in the same direction.
“When we saw that the market was always full of franchises, we examined this option,” says Diego Cazes, general manager of the company. Because, he explains, Franchises may give more money, but have not been identified.
“Luis Ramos and I always wanted to professionalize this area in our own way. We didn’t want to lose our unique policies or the coherence that we have in all our sectors. That’s why Instead of franchising, we cover Capital Federal and the entire northern area with our own branches“, he adds.
Modernization goes hand in hand with this strategy. The Integration of new tools and artificial intelligence Applied to communication and analysis, they aim to streamline work without losing the direct relationship between broker and client. Technology acts as a complementnot as a replacement.
“Today we are using artificial intelligence to give brokers more tools and improve communication with people,” adds Cazes. And he highlights another point that guides his business model: “We are not a boutique hotel, we are a large company but with specialized treatment“.
All of this is happening at a time when The company is trying to find its next equilibrium. Following the rise of franchising, the industry is beginning to present a wider range of possibilities. Growing no longer necessarily means multiplying space. This may mean consolidating your own network and deepening the specialization of your teams.
The industry’s new challenge is not to be massive or exclusive, but to be Stay relevant in a market where technology is advancingbut the value of the human relationship continues to make the difference.
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