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tomizations are an important way of adding more perceived value to the customer. “Sometimes the apartment, just like a luxury car, is the most expensive asset that a person ever purchases. Our customers do not want just another product line, but to be able to put a personal stamp on it,” says Resquetti, who predicts an increase in the possibilities of personalization of properties.
However, the client’s participation is not limited to the purchase of the apartment itself. The construction company has its own sales team with 130 sales experts out of 1,775 employees. And according to the executive, a large part of the sales force is generated by client
referral. Currently, 88,000 clients live in towers built by Plaenge. This dynamic of indication was also incorporated into the digital relationship plan.
The transformations in the market require new ways of being available to the customer, but there is nothing inauspicious about the sales process. The refinement of digital relationship channels does not imply the end of the traditional sales booth and apart- ment exhibitions, according to Plaenge‘s director. “Our business model is focused on delighting the customer, and the firsthand experience of real estate products will remain important,” says
Resquetti. “But we are very much aware of the ongoing transformation, with our sen- sors well connected to what is happening in the housing market.”
In this respect, one advantage for Plaenge is that the company carries out each project from start to finish: they buy the land, develop the project, market it, build it, and execute the after-sales ser- vice. “Our operation is industrial and the customer has the feeling that he is buying directly from the factory. The client knows he will receive what we promised,” says the director of the construction company.
All of this recent restructuring, of Plaenge‘s customer relationship strate- gy, was preceded by the adoption of lean construction—also with help from Porsche consultants—in 2016. Marcelo Resquetti says that since its inception, the compa- ny has always had well-defined processes and systems, but the implementation of Porsche Consulting methodologies en- abled them to clearly improve existing pro- cesses—with the automotive industry as a role model. The product development pro- cess that was introduced is being followed by each of the forty-two projects that are currently in progress. Moreover, seventeen construction company sites have imple- mented a takt work cycle. “Our production control now takes place daily rather than on a weekly basis, as in the past,” says the executive. This has added great value to our production process—for instance, a 25 percent increase in productivity.
The next step was to digitize all of these processes for online monitoring. “At the end of the day, I know what was or was not produced, almost like in an
automotive factory. Our vision is clearly headed in the direction of an apartment industry,” Resquetti adds. The company is also working to consolidate a building information modelling (BIM) platform to manage the digital twins of each project.
Resquetti feels his company is well prepared to benefit from the high demand in housing: “All parties are working in a more organized, fluid, and less conflict-ridden way. That certainly will be fruitful.” For 2019, the company’s turnover is expected to increase by 20 percent in comparison with the previous year.
 “Our business model is focused
on delighting the customer.
Our operation is industrial.”
Director of Plaenge
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