Challenge
Seeking to improve and enhance the customer experience

Jones Lang LaSalle (JLL) is the second-largest commercial real estate services firm in the world. Its property management division had set aggressive growth goals that required innovating the way it serviced property owners and their tenants. It also believed it needed to elevate its services above that of a commodity offering and to differentiate its brand versus its primary competitor, CBRE.

JLL had previously generated several business-building ideas to enhance the tenant experience, but it needed help in taking this work to the next level in order to achieve its business objectives. Specifically, it was looking to do a better job: 1) retaining existing clients who might entertain competitive offers; 2) acquiring new clients who were not familiar with the division; and 3) driving premium pricing of clients willing to pay more for a differentiated offer.

Solution
Using brand as inspiration for experience and growth

The FullSurge team led a process that included three phases of work: 1) rapid immersion and research preparation, 2) client/tenant research, and 3) strategic development and execution planning.

In Phase 1, we interviewed managers within the division to flesh out all the offer ideas that were being discussed. We then recommended strategic platforms that acted as more significant, broader concepts that encapsulated individual ideas in ways that would resonate more profoundly with tenants and owners. In Phase 2, we used those platforms—along with accompanying value propositions and offer ideas—to guide in-depth interviews and group discussions with tenants and facility managers in key markets around the U.S. Through this research, we uncovered insights that helped us narrow-in on the optimal platforms that satisfied unmet needs in the market. We also gained knowledge around which offers had the most appeal, and which ones could be abandoned due to either low appeal or the high investment required.

In Phase 3, we packaged recommendations around a sub-branded program. We developed brand name options, along with visual concepts, to guide creative development efforts. We also created schematics for a digital app that would become the cornerstone touchpoint of the new offer. Finally, we developed details for high-priority offers, a marketing plan, and a metrics system to track key performance as the program was launched.

Through this research, we uncovered insights that helped us narrow-in on the optimal platforms that satisfied unmet needs in the market.
Impact
Prioritizing and sequencing platforms for growth

We presented the platforms and individual business-building ideas to the JLL management team. The platforms and accompanying ideas were prioritized in terms of revenue potential, ability to increase tenant loyalty and satisfaction, and complexity of implementation. Following our project, the JLL team worked with internal task forces and external agency partners to launch the programs in the market.

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