NOVEMBER/DECEMBER 2019 GLOBEST. REAL ESTATE FORUM 49 www.globest.com/realestateforum
C&W SERVICES BRAND TEAM
At the completion of Cushman & Wakefield and DTZ’s merger, the facility
services business was rebranded as C& W Services. Although the facilities had
a 65-year history and 600 clients, the new brand was completely unknown.
On Day 1, the firm’s communications arsenal was limited, as was its budget. The new marketing team’s lean staff needed a strategy that would
appeal to all audiences, and bolster sales and client retention.
That strategy included corporate storytelling that promoted individuals
and teams in order to create a memorable illustration of the company’s
value. These stories resonate with all audiences and collectively show that
employees succeed because of the company’s vision, new direction, innovation and culture. Hoping to capture and share a few stories each quarter, the
team strived to establish a tangible personality for the young brand.
In 2018, the content strategy and website underwent an evolution to
include educational and technical content. The four-person team added
lead-generating content without sacrificing the people-focused brand.
Instead of a few stories a quarter, the team now posts at least two pieces of
content each week.
Last year, the content and digital strategy evolved to better reflect the
firm’s investment in innovation, technology and industry-leading subject
matter expertise. As a result of the marketing efforts, through increased
lead generation from email, sponsored content and a strong SEO performance, a multi-million-dollar qualified pipeline was generated, totaling 30
times the marketing budget. While operational factors clearly drive customer satisfaction and renewal, the company’s renewal rate has risen to
97% since the rebranding.
DJM CAPITAL PARTNERS MARKETING TEAM
DJM Capital Partners’ marketing team goes beyond
commercial real estate, blending hospitality, entertainment, fashion and lifestyle to embrace each
community and impact neighborhoods. Through
ongoing engagement, the marketing team is part of
a larger effort to change the dynamic between customer, tenant, landlord and the surrounding community.
The DJM team re-imagines the retailer’s role in
tomorrow’s economy and influences how multi-platform consumers engage with retail brands.
DJM’s approach to marketing is rooted in creating
retail environments that build long-term engagement between brands and customers.
In many ways, each DJM property is its own lifestyle brand with a unique style and target audience.
This approach demands a focus on marketing from
conception to opening day. The process begins by
delving into the backstory of a location and drawing
on the community’s strong link to the past, evoking
the historical underpinnings of the surrounding
area. The team achieves this by developing and
implementing a consistent schedule of events, branding and programs that attract a particular segment of
the market. The team utilizes the public spaces to
create town squares that encourage lingering.
The team produces more than 1,200 events and brand activations annually, drawing more than 30 million guests. Each property maintains its own Instagram and Facebook page, which have accumulated tens of thousands of followers. The team oversees the creation and
development of new content, including curated custom imagery and event photos. Most important, the DJM marketing strategy has
translated into positive consumer foot traffic and sales figures.
Spencer Sheehan Michelle St. Amour
Cat Hansen Jennifer Williams Chad Cress