Георгий Скляров: 4 из 5 застройщиков закупают лидгены. Но почему их все еще хейтят?

Summary

The discussion presents real-estate lead generation as a sizable, measurable channel—not simply a way to buy a batch of calls. Its performance depends on selecting effective partners, sharing downstream sales data, managing fraud expectations, and responding quickly to interested buyers.

Market and budget

• In a survey of 20 top developers in Moscow and St. Petersburg, 4 in 5 bought lead-generation traffic. The guest cautioned that this reflects top-tier developers and may not represent smaller or second-tier companies.
• Standalone lead generation may account for 10–15% of the media plan. Including call-center activity and lead-generation work booked under other budget lines, its overall share may be around one-third, potentially higher.
• Some developers make lead generation a primary acquisition channel rather than relying mainly on paid search, and report reaching their required advertising-spend share of revenue (DRR).
• A rough example: spending ₽300,000 to sell a ₽10 million apartment implies a 3% DRR. The speakers describe 3% as very good and around 5% as workable; the transcript’s exact upper benchmark is unclear.

Lead-generation playbook

• Treat it as a managed channel, not a plug-and-play purchase. Results vary greatly among suppliers. A101 reportedly tested about 40 lead-generation partners in the prior year, retained 8–10, and dropped roughly 30—about 75%. The guest used this to illustrate that finding a successful partner can take multiple tests.
• Share sales-funnel data with suppliers. Return outcomes for each batch of calls—such as visits, no-shows, and deals—so partners can:
  • Identify sources and partners that convert.
  • Cut weak sources and increase spend on stronger ones.
  • Optimize by traffic type and improve call cost and lead quality.
• Use consistent analytics and attribution. Comparisons with paid search or classifieds can be misleading unless brand and non-brand campaigns are separated and tracking is reliable.
• Audit performance independently when a developer will not share data. The guest says his company may conduct its own lead audits, though open reporting is presented as the better route.
• Respond quickly. The speakers recommend contacting a new enquiry within minutes—ideally around 5 minutes, rather than waiting for the prospect to follow up. Buyers often compare several properties and may forget or move on.
• Build sales capability beyond inbound enquiries. The speakers argue that sales teams should also be able to work outbound leads and cold traffic, especially in a weak market.

Fraud, quality, and property segments

• Fraud and junk contacts are present across traffic channels, not only lead generation. The guest advises planning for roughly one problematic or fraudulent call in every 30—about 3%—rather than treating one bad call as evidence that a whole partner is failing. The transcript’s exact percentage wording is garbled.
• Quality control can include call review, number and messaging checks, and monitoring repeated risk signals from a partner. The guest says his company disconnects partners when evidence indicates fraud.
• The speakers distinguish lead quality by property class:
  • Lead generation is most common in economy and comfort segments.
  • It can produce less volume in business class.
  • The guest considers it poorly suited to elite properties, where calls are costly and fraud is harder to manage.
• The guest reports conversion rates ranging roughly from 1.5% to 5–6% across different projects, emphasizing that results depend on the product and execution.

Changes in the channel and regulation

• The guest describes a shift away from mass calling of databases toward opt-in, higher-intent traffic: people requesting a callback through landing pages, lead forms, or property-selection quizzes.
• He expects lead generation to remain relevant because developers will continue needing to sell apartments, but says the channel will keep changing.
• At the time of the discussion, the details of call labeling and related compliance requirements were still uncertain. The guest supports clearer regulation, consent, and a more professional market, and expects providers to adapt once rules are clarified.

Operational lessons and examples

• A major client once received an incorrectly addressed email containing commercially sensitive documents. The guest’s account shows the value of verifying recipients and attachments before sending.
• The host describes a separate client spreadsheet with an incorrect formula for calculating partner DRR. The error distorted performance analysis and helped motivate development of a centralized tool for buying and managing leads instead of relying on Excel.
• The guest’s recipe videos offer a personal-brand example: his bone-broth video reportedly reached 6.5 million views and reconnected him with former acquaintances. His takeaway was that expertise-based marketing can reach people through unexpected, accessible content—not only industry topics.

Sources and presenters

• Violetta Volkova — host.
• Georgy (Gosha) Sklyarov — entrepreneur and co-founder/managing partner of Dvigus.
• The episode is from the “Colleagues Asav” podcast; Stas is also mentioned in the closing credits.