Boutique villa developer, Canggu
Situation
The developer launched in October with six reservations in the first 30 days, almost entirely from a soft list built over the prior 18 months and from three preferred agent partners in Seminyak and Canggu. By February the project had added only two further reservations and one of those had since fallen through at deposit stage. Leadership could not explain the slowdown. The forecast was rebuilt every Monday morning from agent self-reports. Two of the three internal sales agents were below quota with no defined intervention plan, and the founder was personally taking every second viewing because no one in the team could be trusted to convert. Marketing spend had been doubled in January with no measurable effect on qualified pipeline.
Intervention
- Conducted a forensic audit of the prior 11 months of enquiry data, viewing logs, and reservation files. Identified that 62 percent of enquiries were never re-contacted after the first reply and that the team had no shared definition of a qualified lead.
- Mapped the full sales process from first enquiry to deposit, surfaced four undefined stages, and rebuilt the pipeline with explicit exit criteria at each stage in a shared CRM view.
- Rewrote the discovery and viewing scripts around buyer profile, intended use, and exit horizon, in place of the existing feature-led property tour. Coached each agent through three live viewings before signing off.
- Introduced a weekly pipeline review chaired by the founder, plus a fortnightly forecast versus actual review with the head of sales. Forecasts were locked on Friday and not revised mid-week.
- Restructured agent commission to weight closing over first contact, and renegotiated attribution rules with the external agent network so that lead ownership transferred cleanly at the qualified stage.
Outcome
- Project sold out 11 weeks ahead of revised internal forecast, with the final four units reserved in the last six weeks.
- Forecast accuracy moved from plus or minus 35 percent to within 10 percent month over month from month three of the advisory.
- Re-contact rate on warm enquiries moved from 38 percent to 91 percent within the first six weeks.
- Founder reclaimed roughly one full day per week previously spent rebuilding the pipeline view from agent self-reports.
“We thought we had a marketing problem. It was a commercial process problem. The audit was uncomfortable in the right way, and the advisory work paid for itself inside three months.”
Representative engagement. Client name and identifying details have been removed at the client's request.