Return 
Share Hepsor, together with ROCKETSCIENCE, has transformed the way that it manages marketing for its residential and commercial real estate portfolio. The new model combined project strategy, analytics, advertising communication and performance management to enable selected projects to increase lead volume by as much as 36x and reduce cost per lead by as much as 86%.
Transformation in 2 minutes
The point of departure
Hepsor had a strong internal marketing team, knew its customers well and had strong digital capabilities.
As the portfolio grew more diverse, so did the marketing become more complicated. New developments, completed residential projects, sales in the final stages and commercial properties all needed different strategies, audiences and commercial priorities.
Hepsor decided to adopt a more structured approach to manage the performance of the portfolio.
Conversion
Hepsor team, along with ROCKETSCIENCE, presented a new marketing operating model.
Each development retained its own strategy but planning, measuring and optimization became more connected.
The new model combined:
- strategy for the project
- improved analytics and conversion measurement
- advertising communication of a commercial nature
- continuous performance optimization
- focus on the volume of leads and quality of leads
At the core of the system was Hepsor with its understanding of the product, the customer and the market.
ROCKETSCIENCE helped us develop the strategic framework, identify growth opportunities, and pull together the pieces to execute the transformation.
The findings
The strongest recorded improvements across selected projects were:
- As much as 36x increase in lead volume
- Reduction of cost per lead up to 86%
But the bigger picture was a more integrated view of performance, enabling to identify opportunities and the decision on where to take marketing’s attention and investment next.
The Challenge
Hepsor manages residential and commercial projects of very different commercial realities.
- A new development may have to generate demand.
- A mature project may need to enhance its acquisition efficiency.
- A development near the end of its sales cycle requires more specific communication.
- Commercial real estate has a smaller audience and longer decision cycle.
So you cannot have a universal marketing model for the entire portfolio.
Each project must be understood within the framework of its own commercial objective, stage of development, inventory, audience and available data.
The opportunity was to retain this project-level flexibility while creating a better common system for managing performance.
That was the start of the transformation.
Constructing the New Marketing Model
The main principle was simple:
One portfolio should not be one strategy for marketing.
Each project would need its own commercial logic, but they could all be run by common performance principles.
Each project would need its own commercial logic, but they could all be run by common performance principles.
It began with the business objective and strategy.
Marketing decisions became increasingly centered around one question:
What does this project have to accomplish now?
The answer shaped strategy, communication and investment.
- One approach was a launch.
- Another was required for a mature residential project.
- A totally different approach was needed for commercial real estate.
So marketing started with the commercial challenge, not with an ad platform or campaign format.
Analytics were baked into decision making.
Better framework to measure conversions enabled teams to understand:
- the evolving face of lead generation
- how acquisition costs were changing
- where the performance was getting better
- where bottlenecks persisted
- where further investment could create value
Reach and engagement were still useful indicators, as well as clicks, but they were not treated as final business outcomes.
The emphasis continued to be on lead generation, acquisition efficiency and relevance of incoming leads.
Communication was part of the show
The team at Hepsor had a deep understanding of each development and its customers.
ROCKETSCIENCE helped to bring that knowledge to life in terms of advertising strategy and communication.
Prospects had to see fast:
- what sets the project apart?
- for whom is it intended?
- what value does it provide?
- why should it be taken into consideration?
Communication could therefore evolve in line with the commercial situation of each project.
Marketing evolved into a connected system
Different activities had different aims. Some captured existing demand, some created consideration, some re-engaged potential customers.
Rather than evaluating each activity in isolation, teams increasingly examined the development of lead volume, acquisition cost, lead relevance, and the overall customer pipeline.
This resulted in a more commercial approach to marketing management.
Effect on Performance
The transformation resulted in substantial, measurable improvement across selected projects.
Lead volume increased up to
The highest increase in lead volume seen across the selected developments was 36x.
The improvement was the result of coordinated change across strategy, analytics, advertising communication and ongoing performance optimization.
Cost per lead down by up to
The greatest cost reduction per lead was recorded at 86%.
This resulted in selected projects generating significantly higher inquiries while improving the efficiency of marketing spend.
The quality of leads remained in the system
“Just increasing lead volume was not enough,” he said.
Teams also checked whether incoming leads were of commercial relevance and appropriate for further work by the sales team.
The question was not simply
How many leads did marketing get?
And it was also
Is this the kind of customer we want to talk to?
So the quality of the leads was evaluated against sales qualified lead criteria agreed with the commercial team.
More transparency of portfolios
The new model also gave Hepsor a better view of:
- which projects were making the biggest positive impact?
- where acquisition efficiency was growing?
- where was performance throttled?
- where did the strategy have to change?
- where can marketing investment add more value?
Marketing became easier to manage, not just at the campaign level, but across the entire portfolio.
Reasons of the Success of the Change
The strength of the Hepsor team was the basis for the transformation.
Hepsor brought with him a detailed knowledge of its projects, customers, market and commercial priorities.
ROCKETSCIENCE brought an outside strategic viewpoint, and specialized knowledge in analytics, performance marketing, advertising communication and real estate marketing effectiveness.
Hepsor kept ownership of its projects and marketing direction.
ROCKETSCIENCE supported the team in structuring the performance framework, identifying opportunities and turning them into concrete actions.
Importantly, the transformation did not give one universal formula.
Every project still received an individual strategy.
The difference was in the way strategies were built, measured and improved continuously.
Both teams worked increasingly around three core questions:
- Are we creating enough leads?
- Are we making them in an efficient way?
- Are the inquiries commercially interesting?
“We conducted ongoing performance reviews and made decisions regarding strategy, communication and investment jointly.
ROCKETSCIENCE was not an external supplier doing separate tasks, but was part of the Hepsor marketing team.
The Result
The most evident result of the transformation was a substantial increase in marketing performance.
Lead Volume Growth up to 36x
Cost per lead reduction as much as 86%
But the bigger picture was a huge overhaul in the way marketing was done across the portfolio.
Project strategy, analytics, advertising communication, marketing investment, lead generation and lead quality all became part of a more connected performance system.
For Hepsor, the change has created a better basis for handling and continually improving marketing across projects with very different commercial realities.
ROCKETSCIENCE’s collaboration proved that a strategic external partner can help a strong internal team translate deep market and product expertise into a more scalable performance system.
Hepsor team executed the transformation. ROCKETSCIENCE helped to deliver the strategy, structure and performance framework to turn that ambition into measurable results.
Methodology and confidentiality of data
The presented figures are the best performance improvements that have ever been achieved for selected projects and should not be understood as average results over the entire Hepsor portfolio.
You may have seen maximum improvement in lead volume and maximum reduction in cost per lead across various projects.
Due to commercial confidentiality we do not reveal individual developments, advertising budgets, channels, audiences, campaign settings and other elements of the marketing strategy.
The quality of the leads was measured according to the sales qualified lead criteria that had been agreed with the commercial team.
Gints Vanders
CEO, Hepsor Latvia
«As a developer, we put significant capital into every project we bring to market, so how quickly and predictably marketing turns into qualified sales conversations matters directly to our business. Working with ROCKETSCIENCE, we moved from managing individual campaigns to managing marketing across our entire Latvian active portfolio. Each project keeps its own strategy, but we now clearly see where our investment creates value and where it doesn’t. On selected projects we achieved up to 36x more leads at up to 86% lower cost per lead, and just as importantly, these are leads our sales team actually wants to talk to. What I value most is that they worked as part of our team: they strengthened our people rather than replacing them, and helped us make marketing decisions based on commercial outcomes, not activity.».
