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2021 HIA PROFESSIONAL MAJOR BUILDER AWARDS
2021 HIA PROFESSIONAL MAJOR BUILDER AWARDS
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Contents. 1.0 Business Summary
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2.0 Business Philosophy Principles & Leadership
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3.0 Business Planning, Marketing & Growth
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4.0 Customer Service & Satisfaction
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5.0 Managing the Business
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6.0 Financial Management & Ethical Conduct
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2021 HIA PROFESSIONAL MAJOR BUILDER AWARDS
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1.0 Business Summary
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2056 NEW HOMES HANDED OVER FOR OUR FAMILIES FROM JUNE 2020 - JUNE 2021
1.0 Business Summary
McDonald Jones Homes was proudly established in the Hunter in 1987. We opened our Sydney office in 2010, and have since opened offices in the South Coast, Port Macquarie and Canberra region. Coming together under the umbrella of the MJH Group, we employee 128 staff at our head office in Newcastle and 253 people across our other office locations. There are 28 sales display house staff, 24 in the MyChoice Design Studio and 38 employees in Construction and Service & Warranty. McDonald Jones works with 1306 vendors and contractors which delivers thousands of jobs and injects over $414 million into the NSW building industry. The MJH Group is an independent business operation, with McDonald Jones its flagship brand. Our NSW operations extend from Coffs Harbour in the north to the Mid North Coast, Hunter, Greater Sydney and down into the South Coast and ACT.
We are proud to offer solutions for every would-be home buyer, with innovative designs to meet a changing market and lifestyle needs. Our portfolio includes single and two storey architectural homes for first home buyers, growing families, and downsizers across several collections. We also offer Granny Flats, multi-generational Dual Occupancy designs and our stunning acreage Country Living Collection. The MJH Group also offers the convenience of the MyChoice Design Studio, MyChoice Home Loans and MyChoice Conveyancing. We cater to every buyer, no matter where they are in their home buying journey and have created products to meet the needs of each demographic. As the ‘Number One Builder’ in NSW, McDonald Jones delivers customers all the cost and time benefits of volume, married with an enduring commitment to quality build and an outstanding customer experience.
Over the last 34 years, McDonald Jones has grown from its grass roots in the Hunter to become one of the most trusted and successful home builders in the country. Not only do we build quality homes and provide job security and satisfaction for a wide range of employees and contractors, we also pride ourselves on our contribution to the communities we serve. Over the past 12 months, we have navigated the obstacles of a global pandemic and come out an even stronger, more focused and successful business. McDonald Jones is proud to have been recognised on numerous award occasions by the HIA, MBA, Work Cover and the various charities we support. We have entered the HIA awards every year since 2009, with the exception of 2015 and 2018.
2021 HIA PROFESSIONAL MAJOR BUILDER AWARDS
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2.0 Business Philosophy
Principles & Leadership
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2.0 Business Philosophy, Principles & Leadership
Our Vision is to become Australia’s #1 leading home builder.
2.1 Vision, Mission and Core Values – Outline your business’ vision, mission and core values and outline the principles and priorities that guide and assist you in achieving business success. The MJH Group has experienced phenomenal growth in its 34-year history and is now the Number 1 residential home builder in NSW and Number 3 in the nation. Post-Covid, our team has been formulating an aggressive plan to attain the position of Australia’s largest residential builder by 2025. Our philosophy underling that goal is: “What got us here, won’t get us there”. We recognise it is time for a hard reset on many of our practices, to take us to that next great step in our company’s evolution. In determining our direction, we keep top-of-mind the big four considerations in any construction business: Safety, Quality, Timeframes and Customer Satisfaction.
Our Vision is to become Australia’s #1 leading home builder We have identified four key areas necessary to realise that goal: • Sustainable profiles – 10% EBIT • Fair market share in the regions in which we operate – 10% for NSW • Leverage Customer Advocacy – 10% referrals • Maximise our People Advocacy – every one of our key stakeholders, from subcontractors to employees to satisfied customers, has a role to play Our Mission or, as we prefer to call it, our Purpose is simple: Build Better Lives. We exist to build better lives for our customers, staff, contractors and every person who benefits from our success. This is underpinned by our S ustainable Competitive Advantage which is: We Believe in Better. This is centred on a culture of continuous improvement to ensure we lead the industry in terms of: • Customer Satisfaction • Sustainable Growth • Efficiency • Innovation • Social Responsibility.
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2.0 Business Philosophy, Principles & Leadership
As part of our reset, we have worked extensively with all of our teams to define the Core Values which will take us to the next phase of our business. They are:
OUR VALUES
Honesty We can be trusted
Accountable We take responsibility
Respectful We have care factor
Efficient We strive to be better
Teamwork We support each other
To realise our vision while remaining true to our values, we have developed our Strategic Objectives, which provide a clear road map for each area of our business:
SALES
OPERATIONS CONSTRUCTION PEOPLE
CUSTOMERS
• NO. NET SALES • MARKET SHARE
• NO. FILES TO SITE • TIMEFRAMES • ACCURACY • COST CONTROL
• NO. COMPLETIONS • QUALITY • TIMEFRAMES • MARGIN EROSION • SAFETY
• ORGANISATIONAL SURVEY • STAFF RETENTION • ENGAGEMENT CULTURE • PERSONAL DEVELOPMENT PLAN
• PROMOTERS – NPS • REFERRALS • SURVEY RESPONSE RATE • REVIEWS • TESTIMONIALS
• CANCELLATION RATE • CONVERSION RATES
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2.0 Business Philosophy, Principles & Leadership
Our purpose is simple: Build Better Lives.
OUR BRANDS
SHARED ATTRIBUTES
DISTINCT ATTRIBUTES
DISTINCT ATTRIBUTES
Great Design (philosophy) AFFORDABLE PREMIUM EFFICIENCY OF SCALE
Timeless Understated Considered • LIVING THE DREAM • DREAM LIFE • SAFETY & SECURITY • VISIBLE SUCCESS • LIFESTYLE REVOLUTIONARIES • TRADITIONAL VALUES
Youthful Bold Pioneering • LIFE ON DISPLAY • ASPIRATIONAL • TREND HUNTERS • BREATH OF FRESH AIR • GETTING AHEAD • LIFESTYLE SEEKERS
TRUSTWORTHY COLLABORATIVE INNOVATIVE
RELIABLE QUALITY
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2.0 Business Philosophy, Principles & Leadership
Sustainable Competitive Advantage.
From there, the McDonald Jones team has its own brand values to steer their course:
BRAND VALUES
AUDIENCE PERSPECTIVE AND OPPORTUNITY The compromised family that “wants to escape from” the compromise, the sacrifice. This is not how I see my true self. My personality is being ‘restricted’. A new home (and the right stylish home) is the opportunity to get the ideal ‘me’.
BRAND CHARACTER Infectiously passionate, fun and sociable, creative thinker, casually fun.
PROPOSITION Smartly designed homes transform who we are
VISUAL ATTRIBUTES Uncomplicated, clean and crisp.
MANIFESTO We are the lifestyle revolutionaries: transforming lifestyles one family at a time.
PRIMARY SUPPORT We are the champions for Smart Spaces. Design strengths: connectedness, flow, better spaces, variety of spaces, simple. Quality finishes, selections and colour choices. The effort to understand and ‘tailor’ designs / the product: flexibility and attention to detail.
SECONDARY SUPPORT Quality of materials – e.g. steel. Process rigour that delivers a high quality product.
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2.0 Business Philosophy, Principles & Leadership
We believe in better.
Change can be daunting for many and, in order to ensure all stakeholders are on board to strive for our 2025 goals, we are implementing a structured Change Management Process based on five fundamental principles: • AWARENESS of the need to change
A
• DESIRE to support the change • KNOWLEDGE of how to change
EMOTIONAL INTELLIGENCE
• ABILITY to demonstrate skills and behaviours • REINFORCEMENT to make the change stick Another key goal for all staff, which will contribute greatly to the 2025 goals, is maintaining an emotionally intelligent organisation. Emotional intelligence is the capacity to recognise our own feelings and those of others, to manage our emotions and to interact effectively with others – all qualities which are paramount in our people-focused strategy.
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2.0 Business Philosophy, Principles & Leadership
ACHIEVING BUSINESS SUCCESS
ONE PAGE PLAN
- 1 -
STRATEGY
DATE:
NOW
WHERE
• • • • •
• • • • • KEY GOALS / TARGETS / KPI’S / MEASUR EMENTS
• • •
• • •
• • •
HOW WHAT ARE WE DOING / ACTIONS / NEXT STEPS
BY WHO
BY WHEN
STATUS
1
2
3
4
5
6
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S = Sales / O = Operations / C = Construction / P = People / CX = Customers
Group Services
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2.0 Business Philosophy, Principles & Leadership
2.2 Leadership How do you engage and empower your team to deliver your business philosophy on a day-to-day basis?
LEADERSHIP GOAL - THE 4 IMPERATIVES
P
INSPIRE TRUST
SPIRIT
Inspire Trust – to build credibilty as a leader, so that people will trust us with their highest efforts.
Clarify Purpose – to define a clear and compelling purpose that our people will want to offer their best to achieve. SPIRIT
Align Systems – to create systems of success that support the purpose and goals of the organisation, enable our people to do their best work, operate independently of us, and sustain over time.
Unleash Talent – to develop a winning team, where our people’s unique talents are leveraged against clear performance expectations in a way that encourages responsibility and growth.
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2.0 Business Philosophy, Principles & Leadership
Working from our six core company values, we have identified ways to build and sustain a healthy, productive team culture:
BUILDING A HEALTHY, SUSTAINABLE TEAM CULTURE
Honesty We can be trusted
Accountable We take responsibility
Respectful We have care factor
Efficient We strive to be better
Teamwork We support each other
Short term plan – to conduct a program that will: • Refresh and apply the positive attitudes, mindsets and approach that highly engaged teams consistently demonstrate • Develop a collaborative team culture that drives a respectful, energising, supportive and accountable work environment • Deliver an amazing customer experience • Build a greater awareness of communication style • Implement intiatives to maintain enthusiasm, energy, resilience and to proactively embrace change.
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2.0 Business Philosophy, Principles & Leadership
2.3 Social responsibility – How are you working with the community to increase their perception of your business as being an ethical and honest organisation? McDonald Jones Charitable Foundation Each year, our Charitable Foundation provides donations to eligible community organisations across the Sydney region and broader regions throughout NSW, ACT and QLD. We support numerous projects and initiatives across three core pillars, specifically in the areas of Research, Health and Education. We have a strong commitment to supporting community organisations and registered charities for projects, initiatives and programs which address important community issues which the Foundation has recognised as key focus areas. Build for a Cure In 2017, McDonald Jones joined forces with the Walker Corporation Pty Ltd, local suppliers and trades to construct, furnish and sell a completed house and land package in Appin, NSW, with all funds raised going to the Children’s Cancer Institute of Australia.
We have continued the Build for a Cure initiative every year since and, to date, MJH Group has raised almost $3million for the Children’s Cancer Institute. This year, we will be building our charity house in August at Mulgoa Sanctuary. It will be auctioned in September and, from its sale, we hope to add another $1million to aid research into childhood cancers.
Bill Honoured In late 2020, our founder, Bill McDonald, was presented with an Order of Australia Medal.
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2.0 Business Philosophy, Principles & Leadership
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3.0 Business Planning, Marketing & Growth
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3.0 Business Planning, Marketing & Growth
3.1 Business Planning Explain how goals and targets at all levels of the business are determined and measured In developing our 2025 strategic goals, we were determined to adopt a hugely collaborative approach. If we are to achieve our goals, we must have agreement across the board on our values and direction. We believe determining our values is the foundation on which our success will be built. Just as a poor slab results in an unstable home, we knew we had to commit the time and resources to ensure our business planning foundations were as solid as they could be. Rather than the vision coming from top down, we went out to all of our teams and worked with them to encapsulate what our core values should be and what they mean to them. We wanted to know how they want to interact with each other to build a collaborative, respectful team culture working towards a common goal. From this, our six values were set. We are currently conducting a series of 16 workshops across the state, each chaired by a facilitator and involving approximately 30 staff members. During the workshops, we are fleshing out with our teams what attitudes and mindset they bring to work to deliver on our business growth.
At McDonald Jones, we develop and provide an annual business plan to all staff. The business plan always focuses on growth, innovation, improving customer relations, and staff fulfilment and retention. It is presented to all staff and then discussed weekly, to ensure all targets are being achieved. Throughout the business, all staff are issued with a position description, including KPIs to ensure targets are met by all staff members. Targets are set by the executive managers and it is up to all managers and staff to ensure their departments are staffed adequately to ensure targets are met. We meet every Monday to communicate weekly sales results and share key metrics across the business. Information shared includes traffic numbers, quotations, requests, deposits, website and social statistics, customer sentiment, survey results and productreview.com.au ratings.
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3.0 Business Planning, Marketing & Growth
How can we be better for our customers?
What issues and considerations are taken into account when developing your strategic and operational plans? When we are developing our strategic and operational plans, we look at a range of factors, including micro and macro- economic restraints, as well as environmental issues and existing infrastructure. Our customers form the central element we build around and the core focus throughout all strategic and operational plans is the question: ‘How can we be better for our customers?’ Who amongst your team is involved in developing and implementing this plan? The executive management team lead this charter; however, all teams are involved in the entire process – from detailing the research, business results and intel, to shaping the annual business plan and focussed promotions and initiatives, to implementing key drivers.
Key facets in developing and implementing our annual Business Plan include:
ANNUAL PLANNING: At the end of every calendar year, we develop our annual strategic and operational plans during a dedicated planning weekend held offsite. This sees directors, the executive team, senior management and functional heads collaborate to plan our business objectives and develop strategies to achieve and exceed them. TRACKING AND MONITORING: We break down our annual plan into 120-day business plans, to allow us to analyse the success of our processes in the short term and provide us with regular opportunities to readjust if we are falling short. KEY PERFORMANCE INDICATORS (KPIs): Staff KPIs enable us to track staff performance and guide the allocation of resources and training. Every employee has unique KPIs, developed through discussion between team managers and the HR department. Formal annual performance reviews give staff the opportunity to become involved in KPI-setting. FORECASTING (BUDGET AND FINANCIAL): Setting the budget is achieved through discussion between the executive team and the functional managers; followed by Board of Directors approval. This allows us to pinpoint operational adjustments for stronger service to our customers (for example, increasing our display home presence) and ensures we meet our income expectations. The budget is managed and reviewed by the relevant operations manager.
The Executive Management Team
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3.0 Business Planning, Marketing & Growth
We use BusinessCraft to track and monitor the status of every customer we’ve interacted with.
MONTHLY REPORTS: Monthly progress updates from all aspects of the business are vital in tracking targets, projects and initiatives. Additionally, they provide insight into team efficiency, shortfalls and identify, where process improvements are needed. SOFTWARE: We use BusinessCraft to track and monitor the status of every customer we’ve interacted with. From leads, sales and pre-construction through to construction and service and warranty, these programs provide a cross-functional look at the progress of our jobs and the functionality of our processes. BusinessCraft requires teams to mark off the completion of job milestones, so we can track jobs and measure performance against forecasts – helping us to push builds through in a timely manner. CRM tracks complaints and trends in product defaults to help us determine when process, supplier and trades adjustments are necessary.
DISPLAY HOME WORKFLOW: This tracks the status of display homes along the preconstruction and construction timeline. The document forecasts dates for different milestones and the opening of the display home, to ensure processes and systems are successfully meeting expectations. AUTOMATED WORKFLOW REPORTS (DAILY AND WEEKLY): These are given to the sales estimating manager and team leaders to track preconstruction and construction targets and help ensure we are meeting timelines.
BusinessCraft Screens
BusinessCraft Team
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3.0 Business Planning, Marketing & Growth
We have a COVID-19 Safety Plan and are committed to keeping you safe.
Covid-19 Posters
‘Our Pledge’ TVC
1.5m
Supporting media file #4
3.2 Marketing Please provide an overview of your current marketing strategy and how the strategy is applied on a day to day basis. McDonald Jones is the flagship brand of the MJH Group. We have experienced outstanding success in our 34-year history and, at the heart of that success has always been knowing our customers and answering their needs and desires. Our marketing strategy acknowledges elements within and beyond our control, from political and economic pressures, to the constantly changing social media landscape and the technology which enables it. Importantly, we respond to each point. The final strategy outlines our road map for growth, healthy sustainability and delivers our clients an unsurpassed experience.
To achieve our critical numbers, our primary focus is on strengthening our customer advocacy, building our content and engagement on our growing social channels and maximising the potential of our CRM system. During major disruptive events, such as Covid-19, the success of this has been driven by our ability to communicate effectively, while remaining relevant and being innovative in how we connect with our customers. The delivery of our marketing strategy revolves around striking the right balance of brand and tactical retail executions, all underpinned by open and easy-to-understand communication with our customers. Our marketing team’s goal is to generate awareness around the importance of community and the significance of home. To achieve this, we employee a range of marketing strategies, digital and otherwise.
Physical distancing
Hygiene and cleaning
Record keeping
Wellbeing of staff and customers
QR Code - Huntlee Display Homes
Provide feedback on this business at nsw.gov.au/covid-feedback
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3.0 Business Planning, Marketing & Growth
Knowing our customer
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3.0 Business Planning, Marketing & Growth
37,593 Followers. 19,500 Followers.
We are leaders in: Traditional Media + Social Media + Digital Innovation Engaging our brand with customers on:
• Facebook – 37,593 Followers • Instagram – 19,500 Followers • Pinterest – 3.5 million visitors every month • Live Chat 24/7 • Online Webinars every two months – with over 300 attendees per event • Email Newsletters – More than 14,000 Subscribers
3.5 million visitors every month.
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Knights Shield Promotion
2021 Knights Poster / Card Collector
Knights – Season Launch TVC
The ‘Match Fit’ Marketing Team.
Supporting media file #3
We have a creative in-house team of marketing, design and digital experts, delivering a full suite of media, campaign creative
Key iconic sponsorships in the Hunter form a big part in supporting our grass roots community, and include: • McDonald Jones Stadium – The Home of the Hunter
and brand activities. • Graphic Design • Copy Writing • Social Media & Content Development • Strategic Marketing • Digital & Website Development • PR & Publicity
• Newcastle Knights • RUOK Day – Hunter • Tacking Point Surf Life Saving Club
RUOK Social Posts
2021 McDonald Jones Homes / Knights launch day activity Marquee
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Billboard
Our ‘History Making’ $60,000 cash discount saw record numbers of visitors to our displays and more than 4,000 people per week to our website during the campaign .
An extraordinary offer for you.
*Conditions apply. Excludes NOW Series.
BRAND CAMPAIGNS Our brand integrity is an essential element to why our customers are excited to build a McDonald Jones home – we know home is the most important place in the world for families and can truly transform the way people live. Our ‘Discover extraordinary in every room’ brand campaign invited families to explore the possibilities of great design with McDonald Jones.
Full page press
Our tactical promotions help drive the display home and website traffic. Our ‘History Making’ $60,000 cash discount saw record numbers of visitors to our displays and more than 4,000 people per week to our website during the campaign. This coincided with HomeBuilder grants and a surge in new home builders looking to escape the city to regional areas like the Hunter, it has been one of our most successful offers.
Full page press
Love Extraordinary TVC
$60,000 Cash Discount TVC
Supporting media file #2
Supporting media file #1
We were the first to introduce the 20 Month Fixed Price during Covid-19 to offer customers absolute peace of mind during their build and during any delays with land registration.
Social posts
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Full page press
2056 new homes handed over for our families from June 2020 - June 2021.
1500 unique visitors every week.
3.0 Business planning, marketing & growth
MEASURING OUR SUCCESS... 2056 NEW HOMES HANDED OVER FOR OUR FAMILIES FROM JUNE 2020 - JUNE 2021 We measure our success on a daily basis across a number of platforms to ensure we can continually optimise engagement, feedback and conversion for our sales teams.
4.7 from 1,086 reviews • View Statistics
Website Visits: Our website has on average approx. 1500 unique visitors every week to explore our designs
Display Traffic: Our sales teams see more than 1300 people every week across our display footprint of 24 display offices.
Product Review: We manage and track all feedback via Google and Product Reviews to help maintain our outstanding customer experience score of : 4.7 Product Review Score
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• Recent activity
• Progress update
• Contact us
• Recent photos
• Documents
Our Customer Portal
THE CUSTOMER JOURNEY
Customer Experience: We track our product engagement across numerous platforms and social pages, such as our Customer Portal surveys, customer Instagram posts of their builds, the celebration moments with our handover packs, attendance at our live and online events, open rates and click through on our email newsletters. With measurable and live >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50
www.mcdonaldjoneshomes.com.au
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