The event highlighted quite a few things for me (quite apart from the embarrassing amount of time that can fly by between website news postings). Chief amongst these was that there is real value in throwing a party. See blog.

www.red-eng.com

The event highlighted the value in throwing a party. For all the hair-shirt/austerity/only-for-profit/cash-is-king mood that prevails in much of the construction sector at the moment, it’s good to show a little hospitality and generosity now and again, and to provide an opportunity for those who move in similar circles to meet, compare notes and, at risk of sounding a tad luvvy-ish, feel part of some sort of community.

In fact, arguably this is an especially good time to get people together in this way. It has greater rarity value than in more prosperous years (hence more people free and willing to attend), it shows off confidence and resources, which has to impress Red’s clients and daunt less healthy rivals and, because people are in greater need of a lift (especially in late January), it is more appreciated than usual. Lots of goodwill and feel good factor all around then, all thanks to Red, whose positioning and profile steps up yet another notch.

Of course, one key to the success of this year’s event was past commitment. Being at least the third time around at this venue, it was established in the minds of many, thus guaranteeing good attendance and encouraging more people of yet greater quality to turn up, too.

The ‘take home’ from Red is thus that, once you’ve got to the formula right, the real dividends come from sticking with it.  It’s good to party – but you’ve got to work at it.

www.red-eng.com

“Following the highly encouraging results in recent months I am delighted to report the year-on-year comparison for December is even more positive.”

Amongst the figures Andrew went on to report were an increase of 24% in demand (measured by new applicants) and, after a real dearth of stock in some areas, an even greater jump in the number of new instructions. Almost every office showed an increase in the number of sales of at least 25%, some of more than 50%.

In part, Jackson-Stops & Staff’s success has been thanks to a broader positioning than some key rivals, who are perceived as being only interested in the super-luxury, multi-million pound market and thus not “ordinary” country homes at, say, £800,000. It is also, I suspect, reaping the benefits of a corporate structure which imposes minimal central overheads and thus really shows its worth in tougher times.