We all know the value of a five-star reputation, so investing in customer care is worth every penny, says Ginetta Vedrickas.
In these cash-strapped times, reducing your spend on customer care might seem like an attractive option, but the short-term gain could mean long-term pain.
“Developers who we have known get into difficulty with their customer base are usually those who have tried to cut corners in how they manage the purchaser post-completion,” says After Build’s director and co-founder Mark Hicklin.
“But a fly-by-the-seat-of-your-pants approach to aftercare doesn’t work and often leads to ugly complaints. This is where reputations are quickly damaged. Aftercare is a cost, and it does take from the bottom line. But no aftercare is even more expensive over the long run.”
Hicklin is, however, sympathetic to the housebuilder’s plight and recognises that the last 18 months haven’t been kind to business, least of all any organisations invested in the new homes sector.
“As co-founder of a service company providing aftercare, we have first-hand experience of the highs and lows of building new homes, even though what we do occurs at the very end of a build programme. Developers have had it hard, yet despite these unwelcome challenges, aftercare is more important today than it has ever been.”
After Build provides a national aftercare service to SME developers and Hicklin says its business model is focused upon smaller businesses, which can’t achieve the economies of scale that larger housebuilders enjoy: “We achieve significant financial efficiencies, which we share with our client base.”
He notes that great aftercare requires many things, such as warranty-trained personnel, dedicated technology, proven processes and a 24/7 presence, and he’s done the maths: “To illustrate this, a developer managing their own aftercare for 50 homes would spend around £2,000 a plot over two years; for the same number of plots, After Build would charge just £400 a plot. The difference is easy to explain.”
He says that a housebuilder would need at least two trained, dedicated people to take calls and organise contractors – this is where the bulk of costs arise – and points out that they would need a system to capture and record reported defects with the ability to generate detailed job descriptions and organise appointments as well as being able to manage out-of-hours emergencies.
“Some would say this is overkill; it really is not. We have worked with businesses who have tried to provide their own aftercare with untrained, part-time staff or job sharers, Word and Excel in place of a system, incomplete processes, and no out-of-hours coverage. It may be much cheaper, but it’s not aftercare.”
After Build provides two payment options, managing homeowners and a housebuilder’s contractors for two years. It provides out-of-hours emergency, a quality assurance inspection, a homeowner demonstration and gives homeowners access to its MYNH app, Managing Your New Home, a platform that sits on a smartphone or tablet for reporting problems. Unique to After Build, it’s “the ultimate in convenience,” says Hicklin.
“It provides a handheld aid that can link them to guidance and information or allow them to call and speak with any member of our team about problems or concerns they may have.”
How we all live has changed over the last two decades, driven by a technological explosion, with the internet and social media at the heart, which, says Hicklin, has had consequences for customer care.
“They inform, influence, and communicate in ways that have pushed the consumer’s expectations of good service to an all-time high. The instant nature of how the world is wired has rubbed off on us all. Anyone under 40 years of age has grown up in this era; to them, they know what they want, and when they want it, which is often now. Service in any sector must recognise this and act accordingly or suffer the consequences.”
New Homes Customer Care (NHCC) provides multi-award-winning outsourced customer care, inspection and repair services to new homebuilders, housing associations and build to rent specialists across the UK. NHCC offers a branded service that addresses defect reports from housebuilders’ end customers. For an annual fee, NHCC validates, investigates and manages the resolution of reported defects through either the original contractor, in-house multi-trades, or its nationwide repair network.
“We offer defect management services where we improve the customer journey and provide our clients with significant cost savings compared with direct costs associated with directly employed in-house customer care teams,” says managing director James Bush.
An impressive client portfolio includes HUB, L&G Affordable Homes, Homes by Harlequin, and Dominus, who Bush says have all “extolled the benefits of our outsourced customer care and defect management services which have positively benefited their customer journeys”.
Bush feels that customer care objectives haven’t changed significantly but expectations have: “Customers rightly continue to expect quick, efficient and quality resolution of issues that arise and are reported. Consumer expectations on the delivery of excellent service continue to rise however, and that is where the new home industry still lags behind the majority of other sectors overall. While there are many good examples, including our own award-winning outsourced customer care, I still come across far too many bad examples.”
“Great customer care is vital to the reputation and long-term sustainability of new-home development business, and it is surprising that homebuilders have only recently started to adopt the significant benefits professional outsourced services can bring, when other sectors like insurers have been doing it for years.”
Bush understands the challenges faced by housebuilders, who want to ensure that their technology is up to date so that they offer the very best for customers, but asks: “Is technology always the answer or must it go hand in hand with the personal touch? Technology is an important tool to improve the customer journey and in enabling transparency throughout the customer care process.”
He believes that the advent of AI presents further opportunities for improving the customer care experience, particularly in reducing lead times to resolve issues, through improved process efficiency and consistency, but warns: “Technology will never provide the full answer, as it goes hand-in-hand with technical expertise and professionals in customer care to really understand and manage the specific issues and circumstances.”
Customer care professionals may be the key to managing new homeowners’ issues but Elevana’s managing director, Malcolm Pitcher, warns that not all are up to the job: “A lot of frontline staff are woefully ill-supported when it comes to the kind of day-to-day questions that customers ask them.”
Pitcher lists multiple concerns that can impact homeowners’ satisfaction, summarising them as “unwritten rules, uneven service, unhappy customers”: “While digital systems and AI dominate boardroom conversations, some fundamental issues in customer care are still being overlooked, often with serious consequences.”
He cites one of the most underestimated threats as “informal favours” granted to customers after legal completion. “Yes, digital investment is important, but housebuilders must not lose sight of the basics. Sweating the small stuff is where reputations are protected or damaged. Frontline teams need clarity, consistency and, above all, support. That means ensuring every piece of customer-facing documentation, including the homeowner manual, website, and all communications issued throughout the customer journey, are crystal clear on what the builder will and won’t do, and under what circumstances.”
Equally important, says Pitcher, is that information must be easily accessible and presented in a way that enables frontline staff to reference it confidently in conversations with customers, knowing they will be backed by senior management when they do. He points to a recent example on a development with consistently high satisfaction scores. “A customer asked a sales executive for a couple of extra paving slabs. The sales exec declined politely. Later that day, the site manager agreed. Delighted, the customer posted their success in the residents’ WhatsApp group, sparking a domino effect. Soon, other residents, some of whom had moved in over a year earlier, began demanding similar handouts. What had been a well-managed, harmonious development quickly turned into a site marked by growing frustration and discontent.”
Pitcher has numerous examples of inconsistency denting a housebuilder’s reputation: “One resident had been refused permission to store furniture in their garage prior to legal completion. Just days after she moved in, another customer was granted permission to do exactly that. The result? A claim for compensation from the original resident, and a string of avoidable emails, phone calls, and internal headaches that could all have been prevented with a clear, written policy in place.”
These may sound like petty examples, but Pitcher warns that these kinds of informal gestures can easily spiral into multiple complaints, reputational damage on social media, and poor survey scores. He says that the resulting inconsistency breeds customer resentment and puts employees in impossible positions.
“The root cause of situations like these isn’t poor judgement at the frontline, it’s a lack of structural clarity. Without clearly defined and consistently enforced policies on post-completion gestures, pre-completion permissions, and informal decisions, backed by a robust homeowner manual and digital presence, frontline staff are left to make reactive decisions under pressure.
“Too many homeowner manuals and housebuilder websites remain, frankly, as watertight as a colander when it comes to protecting staff and setting clear expectations for customers. It’s time for senior leaders to stop relying on frontline flexibility to paper over policy gaps and start providing the clear rules and cultural backing those teams deserve.”
Classic Folios and Spaciable has spent more than 25 years helping homebuilders turn basic customer engagement into brand loyalty through personalised, accessible, and centralised digital experiences.
“Our services, from plot-specific Home User Guides to white-labelled resident engagement platforms, are designed to help homebuilders and landlords provide a seamless journey for residents, from reservation to long after move-in,” says marketing lead Joe Harvey.
Pointing to the latest HBF Star Ratings 2025, Harvey is proud that his company supports almost a third of the coveted five-star recipients. “It’s a testament to the value of our tools in helping homebuilders deliver clarity, care, and confidence to buyers.”
He warns, however, that customer expectations have shifted dramatically: “In an age of instant gratification – same-day deliveries, on-demand streaming – even the longest sales cycle must now offer immediate reassurance. The wait for a new build can test patience – an endangered word in the consumer playbook – but that’s precisely where technology can help bridge the gap.”
Classic Folios’ Reservation Manuals and Home User Guides provide buyers with clear information about the purchase journey, handover process, and how to settle into their new home. Its Spaciable platform offers regular build updates, virtual home tours, document sharing, contact details, and direct communications from the homebuilder through email, SMS, and push notifications.
“This transforms passive waiting into active engagement, and helps homeowners feel connected before they’ve even moved in,” says Harvey. “Beyond completion, modern homebuyers demand efficient, responsive aftercare. They don’t want to be passed from pillar to post on a phone call; they want answers fast. With Spaciable, they can log issues through a defect management tool, access FAQs and documentation, and even view room finishes directly in-app.”
Harvey feels that customer care today is about pre-empting needs, not just solving problems. “It’s about enriching the homeowner’s day-to-day experience. Our latest Spaciable app enables features like community chats, neighbourhood updates, parcel management, facility booking, visitor access, and digital signage, making developments feel like vibrant communities, not just collections of homes.”
Harvey warns, however, that technology alone isn’t the answer: “The risk with digital-first approaches is losing the human touch, the empathy and reassurance that customers value. That’s why we pair powerful digital tools with responsive human support. Our team provides training, advice, and service that enhances, rather than replaces, personal connection.”
He warns housebuilders that the right technology partner can make a measurable difference: “Choosing suppliers who understand both tech and property helps avoid bloated tech stacks and ensures systems genuinely improve the customer journey. We always advise clients to prioritise streamlined, proven solutions that can evolve with their needs, rather than getting swept up in the hype being built by a tech blog or influencer on LinkedIn.”
In this industry, reputation is everything says Harvey pointing to “sky high” buyer expectations and consumer empowerment: “Disappointment is often aired not just in surveys, but on social media, review platforms, and even through national press outlets eager to spotlight stories of poor service or unresolved defects. That’s why consistent, thoughtful customer care is no longer optional; it’s essential. By providing clear communication, proactive updates, and easy access to support, housebuilders can foster trust from day one. And, when issues do arise, it’s the speed and tone of the response that customers remember. With platforms like Spaciable, builders can ensure their aftercare is not only efficient, but empathetic, turning potential critics into brand ambassadors. The best reputations aren’t built on perfection, but on how companies respond when things go wrong.”
In-house Research Ltd has also spent over 25 years helping housebuilders understand what their customers think, feel, and need. A leading provider of independent customer satisfaction research in the sector, it partners with more than 70 national and regional developers, along with social housing providers and local authorities to deliver the insight they need to improve quality, service, and, ultimately, customer loyalty.
“The modern homebuyer is more informed, more vocal, and more service-conscious than ever before. Empowered by online reviews, digital tools, and higher consumer standards, they no longer just expect a well-built home; they expect a well-managed journey,” says chief executive officer Tom Weston.
In-house’s services – including real-time feedback platforms, completion and aftercare surveys, performance benchmarking, and sector-recognised awards – are designed not just to measure satisfaction but to understand what buyers genuinely value. But there has been a significant shift, warns Weston, pointing to research drawn from tens of thousands of post-completion interviews annually, which identified key shifts in buyer expectations. Speed and responsiveness are no longer luxuries but basic requirements and delays in communication are now seen as service failures. Personalisation matters, not just in terms of bricks and mortar, but in communication, tone, and how their concerns are addressed. Transparency and trust are non-negotiable as today’s buyers expect open dialogue about timelines, issues, and responsibilities, and, most importantly, accountability. Post-completion care has become the defining stage of the customer experience, the point where long-term trust is either earned or lost.
“These expectations reflect broader trends seen across industries. Homebuyers now benchmark their experience not just against other developers, but against seamless, customer-first brands like Amazon, Apple, or John Lewis. As a result, the housebuilding industry is under increasing pressure to rethink how it delivers value beyond the home itself. These expectations aren’t limited to experienced buyers or high-value homes, they span all price points, tenures, and customer types. Social media plays a significant role, amplifying individual experiences and allowing others to witness, share, and form opinions based on them.”
Many housebuilders choose Movin Technology to help them create the best customer care model possible, but director Nigel Thomas has noticed a common concern: “Many UK housebuilders are currently grappling with how to improve customer retention, specifically, how to ensure that buyers who reserve a property follow through to completion.”
He feels that, thanks to a “notably high dropout rate”, this is now a significant concern, pointing to housebuilder’s year-end statement last year, which pinpointed its reservation abandonment rate at 26%. “There is nothing anyone can do about purchasers whose circumstances have changed thanks to job loss or divorce, but they can do something about customers who just experience buyers’ remorse, and improving the dropout rate is substantial, especially considering the operational costs and opportunity loss involved when a sale falls through after reservation.”
Retaining existing customers is typically more cost-effective than acquiring new ones, says Thomas, who advises housebuilders to adopt “new kids on the block” social messaging platforms: “Keeping people updated using social messaging platforms that are in the homebuyers’ hands is proven. By simply keeping homebuyers engaged with personal, one-to-one social messages – including calls to action (CTA), and snippets about their new area, new lifestyle, their home and the development – throughout the build journey basically works.”
He feels that this activity is best driven by onsite sales and customer retention teams: “They have the personal relationship with the homebuyer, and it is these one-to-one personal messages that support other marketing initiatives. Giving the teams the right social messaging tools and the right guidance and training in their usage, when and how, is imperative and is our objective.”
Ridgepoint Homes understands the importance of the customer care journey right from the start of a project, says sales and marketing director Elaine Stratford: “The customer journey is ever evolving.
It begins, in most cases, digitally online. That said, digital still has not replaced human contact and support by phone and in person. We believe that providing comprehensive information at the start, going over it in a second meeting if they wish, and providing them real assistance during their purchase is essential.”
She also acknowledges, however, that having access to digital online support is also a benefit, “giving armchair reading at their fingertips whenever they need it”. She adds: “Providing updated photographs as the build progresses and putting them online for the client is not only informative and reassuring but it builds the excitement.”
Katie McLaren, Ridgepoint customer care manager, stresses the value of not sitting back and waiting for potential problems: “By having a proactive approach from our onsite build team and customer care, we are not experiencing any major problems being raised by customers. We aim to be as efficient as we possibly can, which in turn reassures our customers. Communication is the key.”
Stratford adds that real human emotions can’t be ignored on what is aways a momentous day for any new homeowner: “Handover date should be bordering on the theatrical. Having a sales team who show that they are thrilled for the client that the home is now theirs. That the care and attention in preparing that home for them has been done and checked and checked again. From putting in the essentials for the client to a celebratory bottle of fizz, people make the difference, and I hope that never changes.”
