Круглый стол "Риэлторы и застройщики: как правильно выстроить отношения?"

Business Problem: Developer–Realtor Relationship in Crimea (and Interregional Competition)

The main bottleneck is lack of trust and insufficient product knowledge on the realtor/agency side:

• Agents don’t study their properties deeply enough.
• Developers dislike this mismatch and respond with dissatisfaction.
• Even when developers create information channels, trust and project-specific mastery still lag behind.

Market Shift Drivers

As competition grows, commission pressure increases:

• Commission norms rise with competition.
• In resort/investment-heavy regions, selling economics can differ from “mainland” markets.

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Operating Frameworks / Playbooks Mentioned (Explicit or Implied)

1) Trust + Enablement Playbook

Developers need ambassadors/representatives for each project—people who can vouch for quality and sell consistently.

Agencies need structured training/coaching focused on:

• project facts,
• differentiators,
• how the deal works end-to-end (payments, deadlines, documentation),
• how to present the offering credibly to buyers.

2) Commission-Based Sales Economics

Realtors will prioritize developers when:

• commission + reliability justify the effort.

A key example logic described: changing commission materially changed sales performance (see KPIs below).

3) Segmentation by Developer Partner Model

Developers range from:

• “Bring the client, then we’ll talk” (minimal support)
• to “Full interaction and support” (agents receive answers 24/7; fewer process failures)

4) Specialization vs. Generalization

Realtors should act as generalists (able to handle both resale and new builds), while still maintaining:

• presentation competence,
• the ability to close deals for each segment’s different buyer motivations.

5) Lead Generation vs. Residual Traffic

Two GTM routes were discussed:

• paid targeted lead buying (high conversion potential),
• or residual inbound (e.g., resale clients who later need new builds) + content/social media.

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Key Metrics / KPIs / Targets (Including Numbers)

Commission Levels (Crimea Trend)

• Previously: 3% for “expensive luxury” when sales were difficult
• Then: 5% (if property stagnated)
• With increased interregional agents: commission became ~5–7%
• Current discussion: southern coast of Crimea average ~8%
• Mentioned: 10% (not framed as an average)

Sales Impact from Commission Change (Tempo Project Example)

• Before February (after initial commission terms):
  • Nov–Jan: ~2 transactions/month (very low sales)
• Action:
  • In February, commission increased by 2.5×
• Result:
  • Sales “significantly changed,” and Tempo became a leader in sales

Scale of Agency Ecosystems (Training ROI Implications)

• Yalta/Alushta: about 500 agents
• Sochi: about 15,000 agents (approx.)

Implication: With high agent churn (agents work “1–2 weeks, then leave”), mass training often becomes wasteful.

Lead Cost + Conversion Math (Sochi Lead-Gen Model)

• Targeted call cost: ~10,000 rubles
• Conversion rate assumptions discussed: 10% (also referenced 20% as more favorable)
• Implied client acquisition cost:
  • ~100,000 rubles per client (under the stated assumptions)

Example deal economics:

• Commission rate: ~6%
• Average check: ~10 (multiplier used in their calculation)
• Commission total: ~600,000
• Split of economics:
  • Client cost: ~100–200
  • Remainder split between agency and agent
  • Example ending: ~400, split evenly (~200/200)

Plan Horizons / Timing Expectations

• “In the next 1 year nothing will definitely change”
• “Up to 2 years changes won’t be fundamental”
• Later competition likely intensifies (Sevastopol potentially included more strongly)

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Concrete Examples / Case Studies

1. Commission-Led Turnaround (Alexey / Tempo)

   • Keeping commission low resulted in ~2 deals/month
   • Raising commission 2.5× led to rapid sales leadership

2. Developer Presentations Tailored to Realtors (Alexey’s 3-question structure) At events, realtors should be addressed with a 3-question framework:

   • Commission (starting point)
   • How to sell THIS developer/project specifically (teach the pitch + differentiators)
   • Proof of reliability (protect realtor reputation; no “cheating”)

3. Developer Ambiguity Harms Training Adoption (Dmitry / Vladimir example)

   • Developers complain that agents don’t know the product well
   • Counterexample described: some developers train regularly—each complex/project rep trains employees (including by complexity)

4. Events as Interregional Enablement (Avazil group story)

   • A Krasnodar developer ran multi-city realtor events (2022)
   • Idea: a specialized agency can organize materials and re-activate sales focus quickly, rather than distracting agents toward resale

5. Sochi Agency Model: Lead Generation vs. Local Specialist Limitations

   • Lead buyers with high-priced targeted calls outperform developers selling limited inventory
   • Developers become less competitive when agencies can offer a “supermarket-like” choice across many locations

6. Market Discipline via Boycott Risk (Tyumen example)

   • When key Tyumen developers reduced commission sharply (e.g., 4% to 1%), a boycott occurred and prices later rose again
   • Takeaway: commission “games” can damage long-term partner trust

7. “Feed the Realtor” Examples

   • Developer flew realtors in and funded realtor presentations heavily, pricing the expense into the product
   • Another developer used active PR/social-media and built strong realtor enthusiasm in target regions

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Actionable Recommendations (Business Execution)

For Developers

• Build project ambassadors / trusted representatives instead of relying only on generic sales materials.
• Create project-specific agent training (avoid default mass programs; tailor to expected agent churn and sales volume).
• Ensure “end-to-end reliability” includes care for:
  • payment process,
  • construction deadlines,
  • speed/quality of documentation submission.
• Treat commission as part of the economic model, not a negotiation afterthought (“need volume” logic).

For Agencies / Realtors

• Invest in deep knowledge of each complex:
  • facts + objection handling + accurate expectations of what the project delivers.
• Improve presentation skills, especially for remote/investor buyers:
  • online presentations,
  • explaining profitability vs capitalization,
  • credibly “selling the story” on Zoom/teleconferences.
• Consider a specialization strategy:
  • generalist capability for resale → new-build routing,
  • plus narrower mastery points for presentation segments.
• Use enablement tactics to prevent “fantasy mismatch” between promised and delivered development features.

For Both (Ecosystem Strategy)

• Align expectations on how leads are sourced:
  • If partner economics depend on paid leads, commission must reflect conversion economics.
  • If relying on residual traffic, adjust sales process and trust-building accordingly.
• Expect interregional competition to intensify:
  • plan for ongoing partner onboarding, not only one-time events.

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Forward-Looking Expectations (High-Level)

• Near-term (1–2 years): commission likely stays high; major behavioral change unlikely soon
• Mid-term: mainland agencies expand; local wins will require stronger personal/brand authority to earn referrals
• GTM shift: more focus on remote/investment buyers and interregional deal flows (personal brand + credibility in specialized chats/Telegram networks)

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Presenters / Sources Mentioned

• Alexey (Crimean realtor; sales leader in Tempo context)
• Anton Titarenko (developer from Crimea)
• Sergey (agency leader; manages sales departments; supports multiple developers)
• Dmitry (developer/agency figure)
• Konstantin Rivera (agency head in the Krasnoyarsk event story)
• Vladimir Vladimirovich Putin (mentioned symbolically regarding “seller” narrative)
• Aldar Khusainov (Tyumen boycott anecdote)
• Natalia Glebova (named as someone likely discussing partner/client brand mechanisms)
• Eliment (developer example; pays high realtor acquisition/presentation cost)
• Viktor Tarasenko (head of an Astrakhan developer expanding into Yekaterinburg)
• Avazil group of companies (Krasnodar developer; national events)
• Dom RF (data/source used for project tables by an experienced broker/model)
• Besnovstroy (Moscow operator of new buildings)