Overall , the success of each of these businesses has enabled us to invest more in each of them . It ensures we can keep expanding the talent and growth in specialist areas , and provide career opportunities .
The three framework tiers evolve and respond to changing customer needs and the competitor landscape . What new capabilities will we need ? New skills ? New teams ? Different approaches ? How will we make sure that business owners in the group and their teams will be able to be as relevant and as strong in their communities tomorrow as they are today ?
OUR HORIZONS
Our H1 businesses are Ray White , Loan Market and White & Partners .
There are a number of H2 businesses developing in our family group :
• NurtureCloud
• Ray White Accounting Solutions
• Ailo
• Ray White Hong Kong
• Ray White Marine
Our H3 business is Neoval . Neoval was started by an idea that some of our data scientists and engineers had : that we could provide the best-automated valuations and price indices available in the market by applying modern and novel techniques to a market where price modelling technology had stagnated . The work that Neoval is doing will enable us to publish our own Ray White price indexes , at a suburb level .
We meet as a family every Monday morning to talk about our horizons . There are some regular questions we debate on these calls , such as :
ARE WE DOING TOO MUCH ? IS IT TIME TO PULL BACK ?
We ’ re investing to ensure we ’ re creating answers for a five to 10-year horizon . And as there ’ s uncertainty on what those issues are , we have to be relentless in covering a lot of bases .
ARE WE GETTING DISTRACTED ? DON ’ T WE JUST NEED TO LIST , SELL AND MANAGE MORE PROPERTY ? WRITE MORE HOME LOANS ? FIND BETTER PROPERTY INVESTMENTS ?
We like to empower a team that is forward-thinking and responsive to customers and let them go . Each business has its own teams and leadership focused on its own success . They can ’ t be slowed down by other businesses - and we avoid interdependencies between businesses for that reason .
Are we becoming a technology business ? We get asked this question a lot . In some ways , we don ’ t really accept the premise of the question . Our solutions are not either / or answers . It ’ s not about technology or no technology , or about people or no people , or about leadership or no leadership . It ’ s not an “ or ”, it ’ s an “ and ”. The value of local business leadership has been questioned by many pure technology companies . These voices like to argue that there is a new model with technology taking the place of leadership . We disagree .
WHERE DO WE STAND RE : ‘ BRAND ’?
Our family group has many brands . It doesn ’ t mean we are apathetic to brands . On the contrary , we ’ ve never been more focused on the presentation of our brands and what they stand for . They ’ ve never looked sharper . However , where , after a lot of effort and attempts to find solutions , the existing brand can ’ t support the direction of our members , we try to find alternative answers that keep us all together rather than drifting apart and becoming competitors .
Our presentation then focussed on Ray White and our priorities . Before talking about our future , we stressed that just because we ’ ve had a remarkable few years doesn ’ t guarantee us any continued success . There ’ s no better example of this than by analysing the change in market share of the 10 largest networks across Australia . It ’ s clear that simply having a large network , and a well-recognised brand , won ’ t guarantee momentum .
So when it comes to us defining how we plan to grow and add value to our members , we like the phrase of us seeking to be a springboard . It ’ s more than just support . It ’ s more than a brand . It ’ s a twoway relationship , whereby if you push harder you can go higher . It responds to ambition .
So what does this Springboard seek to achieve for its members ?
1 . PROVIDE A FAMILY EXPERIENCE .
We ’ re in the experience game . How we ’ re judged depends on the experience our members and customers have with us . How lucky are we to be able to say that the unique experience we offer is a family experience ? It ’ s an experience of being proud of what we do , one of hard work , and one of responsibility . Accepting everyone for who they are . Recognising ambition , celebrating success , and being there for the disappointments . We ’ re open and honest with our communication which sometimes may be difficult , but is always given with the best of intentions , to grow and move forward . That ’ s our unique experience .
There are some important areas we are focussing on to improve the experience we provide our members and customers :
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