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Listed real estate developer Metroland Australia appointed an administrator last Friday, just days after delivering a disastrous financial report in which its full-year loss multiplied by nearly 900%.
The business warned its retail property values had been declining and that it was continuing to negotiate with financiers. It has been heavily exposed to the retail space, where poor performances among small and medium-sized businesses have led to declining values.
It is yet another sign of strain in the construction and property sectors, which have been suffering under falling values since the financial crisis. Earlier this year, Metroland offloaded a 25% stake in the Greenway SupaCentre in Sydney's west for just $5 million, after buying it for $18 million in 2003.
The company announced David Levi of Levi Consulting had been appointed as an administrator with the administration applying only to the company, and not any of its subsidiaries.
David Levi was also contacted this morning but unable to reply prior to publication.
The company's most recent financial results show a troubling situation.
Metroland's loss skyrocketed <a rel="nofollow" href="https://www.asx.com.au/asxpdf/20120831/pdf/428fdw5qsmc13b.pdf" target="_blank">897% to $10.6 million</a>. At the time, it said the property market – especially in the retail sector – had continued to deteriorate, resulting in lower asset values.
The company's liabilities exceed its assets by $2.6 million, it said. During the previous year it incurred a $6.4 million impairment from investment properties, partly due to the SupaCentre investment and a $3.8 million charge relating to a property in Campbelltown Square.
"The ongoing operation of the consolidated entity is dependent upon the continued support by the financier and the ability of the directors to raise further capital," it said.
This article originally appeared on <a href="https://www.smartcompany.com.au/index.php" target="_blank">SmartCompany</a>.
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Property developer Metroland in administration

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Victorian construction company New Dimension Homes has entered administration, with Glenn Crisp of Jirsch Sutherland appointed as administrator.
New Dimension Homes had a turnover last year of around $7 million and previously traded as Icon Designer Homes.
Its website describes New Dimension Homes as "one of Victoria's top builders", offering single and double-storey homes and house and land packages.
Crisp told SmartCompany the business went into administration earlier this week, by which stage all of its 15 or so employees had left.
"It ceased trading about a month ago so we are dealing with a shell of a company," says Crisp.
"The company does not have any cash and does not hold a builder's licence to build any homes. "We had a meeting with the Housing Industry Association to work out how to get the homes finished for the home owners who are affected at the home owners' insurers would not deal with us."
Crisp says around 50 home owners have been impacted across Melbourne.
He believes the home owners have warranty insurance and the voluntary administration process triggers their right to claim under that insurance, but Crisp warns there will "certainly be delays" in finding new builders to complete the homes.
Creditors of New Dimension Homes are owed "quite a few million dollars" according to Crisp, with Westpac Bank as the major creditor and a number of suppliers such as Bunnings as large creditors.
The first creditors' meeting will be held on Friday, September 7, where creditors will have the opportunity to retain or replace the existing administrators.
The administration is the latest in a string of collapses in the Australian construction industry, with the <a target="_blank" href="https://www.propertyobserver.com.au/industry-news/unpaid-sub-contractors-trigger-nsw-government-reform-inquiry-into-construction-industry-collapses/2012080955934">NSW government announcing an enquiry</a> earlier this month to try to address the problems in the troubled sector.
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Victorian builder New Dimension Homes in administration

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The struggling construction sector has claimed another victim with the collapse of D&amp;G Verticon Hoist &amp; Crane Hire.
The construction company has entered voluntary administration with 150 jobs in danger.
The collapse comes as the New South Wales government launches an<a href="https://www.propertyobserver.com.au/industry-news/unpaid-sub-contractors-trigger-nsw-government-reform-inquiry-into-construction-industry-collapses/2012080955934" target="_blank"> inquiry into the rising number of collapses</a> occurring in the state's construction industry, following the administration of <a href="https://www.smartcompany.com.au/construction-and-engineering/051159-bluestone-construction-goes-under-and-warns-subcontractors-are-just-playing-catch-up" target="_blank">Bluestone Construction</a> in August, Reed Constructions in June and Kell &amp; Rigby in February.
D&amp;G Verticon Hoist &amp; Crane Hire was started in West Australia in 1998 and expanded to Queensland, New South Wales and Victoria with the acquisition in 2009 of the crane and hoist division of Verticon.
D&amp;G Verticon's Sydney projects include North Shore Private Hospital, Sydney Adventist Hospital in Wahroonga and terminals at Sydney Airport.
D&amp;G Verticon's website describes it as "Australia's largest hoist and tower crane rental company". However, the construction company appears to have been affected by the struggling construction sector, with Martin Jones and Andrew Saker of Ferrier Hodgson appointed as administrators last week.
The first meeting of creditors will be held on August 22 in Perth.
Neither D&amp;G Verticon nor Ferrier Hodgson were available for comment prior to publication.
This article originally appeared on <a href="https://www.smartcompany.com.au/index.php" target="_blank">SmartCompany</a>.
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WA crane hire company D&G Verticon Hoist & Crane Hire enters administration

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The founder of a New Zealand construction franchise has won a court case against a partner in his collapsed Australian company that  failed to pay the whole of the $3.75 million purchase price for the business.
The Queensland Supreme Court has awarded David Reid, who set up the franchise David Reid Homes with his father, more than $2.85 million against Russell Stephens and his luxury home company.
David Reid Homes earned its income from fees paid by franchisee builders. Founder David Reid and his wife held half-stakes in the master franchise business until they were approached by Stephens in 2007 about buying into the company.
Stephens had no background in building but had become a David Reid franchisee in Brisbane.
Stephens agreed to pay $3.75 million for a half-share in the master company but shortly after this purchase DRH Australia failed and Stephens lost virtually all his money.
Stephens tried to argue that he should not have to pay the outstanding money he owed because he was misled about the business and the franchise model used in the business wasn't viable.
The court did not accept this argument and Justice Jean Dalton found David Reid Homes Australia "failed and failed spectacularly in a fairly short time".
"However, there was no evidence placed before me as would allow me to even guess at the cause of that failure, much less any safe basis for me to assume that it was because of the existence of the four impecunious franchises, or information which would have come to light had enquiries been made following the disclosure of the existence of these four impecunious franchisees," Dalton said.
Stephen Giles, partner at Norton Rose, says the case provides some useful warnings to prospective franchisees.
"The real lesson is probably that if you make a poor business decision a court is not going to fix that for you," says Giles.
"Similarly in franchising, the regulatory framework is built not just on proper franchisor disclosure and behaviour, but effective franchisee due diligence. "
Dalton found that Stephens "made a deliberate choice not to investigate the businesses of the franchisees" during the due diligence process.
"Given the business model, as described above, and the short time for which the business conducted by David Reid Homes Australia had been operating, this was another remarkable omission," the judge found.
Giles says it is fundamental to speak to existing franchisees about the business before buying in.
"One of the most important things to do is speak with existing and past franchisees, a process facilitated by the Code requirement that includes contact details in the disclosure document," he says.
Giles says it is also important to be wary of businesses <a href="https://www.smartcompany.com.au/franchise-tips-and-trends/beware-the-franchise-website-that-only-sells-franchises">that rely on sales of franchises for revenue</a>.
In this case the primary source of revenue for David Reid Homes Australia was sales of franchises.
"Although this model had been successful in New Zealand, so had been the underlying housing construction business," says Giles
"It appears Stephens paid scant regard to ensuring or investigating the success of the underlying Australian business, focusing perhaps instead on the lure of making money by selling franchises.
"That is fool's gold – the best franchise systems have strong underlying businesses, and simply use the franchise model as an operating format.
"A good franchise model will not cure defects in any underlying business."
David Reid Homes franchisees in New Zealand have suffered a string of recent failures as the construction sector has struggled.
The David Reid Homes franchise in Nelson went into liquidation in 2010, following the collapse of other franchisees in Wellington, Manawatu, Pukekohe and Marlborough.
This article originally appeared on <a target="_parent" href="https://www.smartcompany.com.au/index.php">SmartCompany.</a><a target="_parent" href="https://www.smartcompany.com.au/index.php"> </a>
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Home building franchisor David Reid Homes awarded $2.85 million after legal fight with former master franchisee

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The Commissioner of Taxation has warned small businesses that have received grants or payments relating to floods or other natural disasters that it is cracking down on any income that is not declared.
Speaking at the <a href="https://www.smartcompany.com.au/tax/051003-talk-to-us-early-tax-commissioner-michael-d-ascenzo-delivers-plea-to-struggling-companies">NAB National Business Summit</a> Commissioner Michael D'Ascenzo told the audience the Australian Taxation Office was investigating $40 million in claims using data matching.
"There is a level of non-compliance there," D'Ascenzo said.
"An area where we are expanding our use of information matching is in relation to the receipt of taxable government grants and payments.
"This includes grants made direct to individuals and businesses, as well as contractor payments to individual and business entities from all three levels of government.
"In relation to these types of payments, we matched records from more than 10,800 taxpayers in 2011-12 and identified businesses not reporting correctly through undeclared income or overdue returns, raising more than $40 million in liabilities."
"Following<a href="https://www.smartcompany.com.au/politics/20110128-flood-levy-what-it-will-cost-you-and-what-s-been-cut"> severe flooding in Queensland </a>and natural disasters elsewhere in Australia, the public have been very clear that they have no tolerance for misuse of funds intended to rebuild communities affected by natural disasters."
A spokesperson for the ATO told SmartCompany the commissioner's reference to $40 million relates to data matching across all government grants, not just the flood areas.
"It's not necessarily fraud, it could be people just did not realise they had to declare that income," the spokesperson said.
"The flood regions were a focus because there were some dodgy operators up there on the rebuild."
D'Ascenzo said by working with other agencies such as the Department of Climate Change and Energy Efficiency, the ATO was able to identify a government grant, of $200,000 that was not declared.
"Further information from the Department of Human Services highlighted the same taxpayer had also received a disability support pension, at the same time," he said.
A spokesperson for the ATO says the office is using data-matching to identify and follow up businesses that are not correctly reporting taxable grants and other payments from federal, state and local levels of government.
"This includes grants that are awarded to micro businesses and contractor payments made to micro businesses across the three levels of government," she says.
In 2011-12 the ATO matched records from more than 10,800 taxpayers, and identified businesses not reporting correctly through undeclared income or overdue returns raising more than $40 million in liabilities.
Deepti Paton, tax counsel at the Tax Institute, told SmartCompany that taxpayers who had made honest mistakes in relation to government grants were on the radar of the ATO as well as deliberate fraudsters.
"The law in this area is not easy and it is something that people in that situation need to take professional tax advice on," she says.
"The ATO is very wise to ensure compliance with the rules because these payments are intended to benefit people who need them and should be treated a certain way under the tax laws.
"It's in everyone's interest that everyone complies with these laws, which is not to say that non-compliance is intentional, as it is easy to get it wrong."
Paton says problems arise as this is an area that most taxpayers are not used to dealing with.
"Obviously we have had a lot of natural disasters recently, so a lot of the taxpayers... may be in this situation for the first time," she says.
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Tax office warns about $40 million in tax rorts following Queensland floods

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The Sandringham Hotel in Sydney is now in the control of receiver Ferrier Hodgson, which is looking to sell the pub immortalised by The Whitlams in the songs God Drinks at the Sando and Blow Up the Pokies.

The Whitlams started playing at The Sando, and Blow Up the Pokies referred to the decision by the pub's previous owner to replace the stage with gaming machines.

Tony Townsend, owner of The Sando, says the receivership was "all a bit of a surprise" after Bankwest called in a $3.2 million loan facility.

"We had only informed the bank the previous week that we thought we had a solution for refinancing that would take a week or two weeks to settle," says Townsend.

"On Monday I went to the bank to bank the weekend takings, I paid all our suppliers, and then I was on the phone to my broker about the refinancing when I got a call from downstairs to let me know that three suits were downstairs and they served me their notice."

Townsend says the appointment of receivers means refinancing is very unlikely, which is "very sad".

"The problem is The Sando is actually profitable but we were leveraged very high, we were around 65% when the bank called in its facility and instead of rolling the bill over they decided to call it in," he says.

Once Bankwest called in the facility, Townsend was given seven days to pay $3.2 million.

"After the global financial crisis all the loan-to-value ratios were lowered by the banks from 75% to now the standard is 65% to 50%, and we were well over that, so couldn't refinance in that time," Townsend says.

"Within four weeks of that notice we were then in breach and our interest rates went from $16,000 to $48,000 a month because of the penalties and it just became something we couldn't service.

"We were in a position where we could not even service the penalty interest."

Townsend says he tried to save the pub through a failed bid to sell the building and lease it back but he now owes Bankwest $3.65 million and is 12 months down the track with receivers in place and personal assets tied up.

"I spent way, way, way too much money trying to save the hotel," he says.

"Since the introduction of the smoking legislation there has been a heavy pounding on the hospitality industry."

The hotel was up for sale last year but failed to sell, according to pub website <a href="https://www.theshout.com.au/2012/07/11/article/Iconic-Sydney-pub-Sando-with-receivers/CXNUGHVMTE" target="_blank">TheShout.</a> 

The Sando underwent major renovations in recent years, according to TheShout.

Townsend says the receivership of The Sando is a symptom of the tough times the hospitality industry is experiencing, particularly in Sydney.

He points to <a href="https://www.smartcompany.com.au/leisure-and-gaming/20110121-pub-group-icon-hospitality-collapses-into-receivership">Icon Hospitality,</a> which went under, and Woolworths' application to the Australian Competition and Consumer Commission last week for approval to buy 30 hotels from another group.

"You have got those big corporations out there with propensity to buy those assets at fire sale prices," says Townsend.

"You look at the restaurant trade thinking about closing Sundays because it is too expensive, real estate and real estate owners are seeking more from their properties so rentals are going up, which is pushing the costs up while people are looking for a bargain," he says.

"The market is driving the prices down but the costs are going up. The taxation system hasn't helped hospitality either with the introduction of GST; we have become an enormous collector of GST."

Morgan Kelly, of Ferrier Hodgson, says the Sandringham Hotel business would continue to trade on an as-usual basis for the time being.

"I'm trying not to look like the fun police," he says.

"At the moment we are stabilising operations and continuing to operate in the ordinary course of business, including booking live bands."

Ferrier Hodgson has had a number of initial enquiries about sale but Kelly says it is very early days still.

"We need to think about how we are going to take it to the market. It has been on the market before over the last 12 months, so we need to assess what happened there and engage with agents who have previously been involved," he says.

Kelly says the intention is to continue to trade and provide a live music venue, although he concedes "what any purchaser does with it remains to be seen."

He says it is difficult at this stage to identify the cause of the administration.

"With live music you always run the risk of attracting the attention of the council for fines and that has been a problem for The Sandringham," Kelly says.

"That's certainly had an adverse impact on cashflow.

"We'll have a clear direction on the marketing strategy and campaign within the next two weeks."
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The Sando owner says recently renovated Sydney pub receivership due Bankwest, the council and 'the suits'

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Australian retailers are in for a "retail shakeout" over the next three years, and retailers including Harvey Norman are scaling back plans for new stores in anticipation, according to research by Citigroup.
Citigroup warns that while retail share prices may have halved, the retailers have not yet rationalised floor space.
It highlighted Harvey Norman and JB Hi-Fi as the "most vulnerable" and indeed Gerry Harvey, executive chairman of Harvey Norman, is putting new bulky goods developments on hold.
"We've never stopped like we've stopped at the moment," Harvey toldFairfax.
Harvey Norman opened between five and 15 stores a year in the past but Harvey says now "we're doing very little or nothing."
Citigroup's research found that deflation and online sales will constrain bricks and mortar growth and non-food retailers will need to cut floor space by 10% or more before margins can recover.
It found that many retailers have threatened to close stores, but few have actually done so despite subdued demand, signalling a rocky time ahead for retailers.
"Retail insolvencies were only at a similar level in 2011 as what they were in 2007, before the retail downturn," Citigroup found.
The research is echoed by industry analyst BIS Shrapnel's latest report on the retail property sector which warns that retail turnover growth this decade won't return to the "golden age" that ran from the mid-1990s to the financial crisis.
BIS Shrapnel forecasts that growth over the next five years will average just 2.9% a year, compared to the mid-1990s, which saw turnover growth of almost 5% a year on average in real terms.
Maria Lee, author of the report and senior project manager at BIS Shrapnel, told SmartCompany it was "subdued news for retail."
"It's not a disaster, we are not going back to pre the financial crisis but that was not a normal period, there is a new normal now," she says.
"If you look at total retail spending, we don't think that is going to grow all that fast, as people are saving more than they did pre the financial crisis and they are not spending as much of their household budgets on retail."
Lee says it is "not uncommon" to hear of retailers like Harvey Norman who have put expansion plans on ice.
"There are retailers still expanding but there are certainly some who are putting new stores on hold."
However, Lee says a halt to expansion does not always spell bad news for retailers.
"Quite often it is because they are seeing the internet side of their business growing more strongly so they are investing more in that," she says.
"Internet shopping really has taken hold and all retailers need to be on board, some are still reluctantly coming on and see it more as a defensive move."
Online retailing has a two-pronged impact. There's the obvious effect of taking market share from traditional retailing, but Lee says internet shopping also affects profit margins in store.
"Consumers are using price comparison websites or apps on their mobile phones when in-store, and then demanding a price-match in order for them to buy there and then," says Lee.
"This can have an impact on retailer profit margins."
This article originally appeared on <a href="https://www.smartcompany.com.au/index.php" target="_blank">SmartCompany</a>.
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Gerry Harvey shelves plans for new stores as retailers warned to get used to a new kind of normal

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Landlords of Darrell Lea's 69 stores are concerned about what the future holds for them after <a href="https://www.smartcompany.com.au/retail/050633-confectionary-group-darrell-lea-placed-in-voluntary-administration" target="_blank">administrators were appointed</a> to the confectionery and chocolate company yesterday.
If Darrell Lea is liquidated the retail stores will need to be released and each centre will deal with that in accordance with their individual leasing policy, according to Simon Fonteyn, founder and managing director of Leasing Information Services.
"Anecdotally there is evidence that leases which go into administration usually carry a higher incentive, but that depends on the quality of the location," he says.
"Landlords as a general rule do not like any vacancies whatsoever, so they will meet the market to get it re-leased."
Fonteyn says if Darrell Lea is sold as a going concern then it is just "business as usual", but a buyer may look at some closures on a case-by-case basis.
"From what I've read there are a number of factors at play. I know that Darrell Lea was well represented in terms of their tenancy; they were paying market rates and were well advised," he says.
"Obviously blind Freddie knows that in retail things are tight but other retailers are weathering the storm, so there are likely to be other factors involved in the collapse."
Darrell Lea's employees are also frightened about their job prospects .
PPB's Mark Robinson said a major review of the business was underway in the hope a buyer could be found to help save the 85-year-old company and its 700 workers.
"At this time it is business as usual and our primary focus is for the employees and store owners that are impacted by this unfortunate event," Robinson said in a press conference yesterday.
"This is an iconic brand which means a lot to Australians and I'm sure it will live on in some form into the future."
Robinson said the company's directors were disappointed and "saddened" by the problems they faced, although he said there was some hope for the business as the administrators had received several unsolicited approaches.
Jennifer Dowell, national secretary of the Australian Manufacturers and Workers Union food and confectionery division, says she is concerned that all 700 employees would lose their jobs if the company was liquidated.
"We don't really know a great deal at this stage. We spoke to the administrator yesterday and we are waiting for them to confirm that they have signed off on funding to pay the workers' wages, we are still waiting on that," Dowell says.
"They are saying they need a couple of days to ascertain the financial situation of the company and it does not look good.
"We are trying to find out if there is enough money to cover the employee entitlements and we are not sure if there is at this stage."
Dowell says PPB expects to have a better idea of what the financial situation looks like.
"Aside from securing funds to pay the wages, their first priority is to sell the company. They say to sell they may have to restructure and we are always worried when they talk about restructuring that someone is going to lose their job.
"The workers themselves are absolutely beside themselves as most of them found out through the media so they feel like they haven't been treated very well and, of course, they are upset and frightened."
Even Prime Minister Julia Gillard weighed in on the debate, saying it was sad news for the company.
"I certainly hope that we can see someone step forward and take this business over and keep that very famous Darrell Lea brand going for us,'' Gillard told reporters in Ipswich yesterday.
"Everybody has probably eaten a lot of their Rocky Road over the course of their lives, I know I have.''
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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What Darrell Lea's collapse means for retail landlords

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Small family-owned and managed farms are struggling for survival in the face of corporate and large-scale agriculture.

Research released yesterday by the Australian Farm Institute, entitled Will Corporate Agriculture Swallow The Family Farm?, found that in Victoria last year, only 28% of family farms were of sufficient scale and profitability to earn enough income to support the families owning them.
Only half of this group was classed as likely to achieve the same success in the future and more than one-third of all family farms relied on adults living on the farm to earn wages elsewhere, reinforcing the stereotype that many farm wives have to work as local doctors, hairdressers and teachers for their families to survive.
Another 39% of farmers earned so little from trying to grow and produce food that their family income was below the median of all Australian households.
AFI chief executive Mick Keogh told SmartCompany that family farms were at a disadvantage as revenue needed to be close to $500,000 a year for a farming business to have enough scale to be profitable.
“That is the hard reality at the moment; it is too hard to be profitable with low turnovers,” Keogh says.
The figures point to a growing view among policy-makers that corporate farming is inevitably going to grow in the future, and that farm businesses increasingly need to develop the scale and professionalism that is only possible within a well-capitalised structure, such as a corporate farm business.
However, Keogh cautioned the figures also included some farmers who farmed for lifestyle reasons rather than to make an income.
“If you look at farms with under $100,000 of sale a year, they tend to have in excess of 95% of their net income from off-farm wages,” he says.
“So the farm makes virtually no profit and they exist on off-farm wages.
“In effect they are choosing to be involved in farming for a range of different lifestyle reasons, it could be a vet who works in town and runs a farm on the weekend.”
Keogh says while many family farms are struggling, there are some family farms which are big and very profitable.
“It is not just corporates. There are farm businesses that are very big, they can be owned and operated by a farmer and they can be very big,” he says.
“I think the smaller farms have to take action, whether it is sourcing income off the farm to survive or looking at more specialised production like targeting farmers’ markets, or targeting specific markets like hospitality and finding themselves a business opportunity and surviving.”
Keogh warns there is a “strong disconnect” between the public perception of where food comes from and the reality, with 20% of famers producing almost 80% of total production.
“While the major retailers and food producers flat out advertise their connection with the average Joe farmer, a bloke on a tractor with his hat on, that’s not the reality. The reality now is much larger scale farm businesses,” he says.
Jock Laurie, president of the National Farmers Federation, says the family farm still has an important role to play in Australia but there is no doubt there is a lot of strength in the Australian corporate sector.
“Family farms are very strong and resilient businesses. They keep plodding along; whether they are profitable or not is another thing,” he says.
“The farmers work long hours and don’t necessarily work for the money others get paid and so, in many ways, they are very efficient.”
Laurie says the drought and changing family structures are both having an impact on family farms.
“Intergenerational change is an issue as generally what happens is property sizes get smaller, but when family businesses get scale they can do pretty well,” says Laurie.
“It’s a sign of the times. Many family farms have one or two people to work off the farm to generate income.”
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
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Almost three-quarters of family farms don't make enough to support the family

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Have you clicked and collected recently? Or shopped at a kiosk? Or popped into a pop-up shop?
If you have, you’ve experienced one of the new retail models which are changing the way consumers shop.
Innovative retailers are turning to these new models to fight back in the face of low consumer confidence and <a href="https://www.smartcompany.com.au/economy/049977-warning-that-retail-growth-outlook-could-stagnate-after-fall-in-monthly-retail-turnover">dismal growth forecasts in the retail sector</a>.
1. Click and Collect
“Click and collect” is the solution for all those consumers whose joy of online shopping is tempered by the sheer inconvenience of queuing up at a post office with a missed-delivery card, or <a href="https://www.smartcompany.com.au/retail/20120116-retailers-increasingly-embrace-lay-by-click-n-collect-to-snare-greater-share-of-consumer-wallet">waiting at home for hours for a delivery truck to arrive</a>.
Consumers purchase goods online by “clicking” and then “collect” the goods from a store or locker.
It’s a model that UK shirt retailer TM Lewin is planning to roll out in Australia, enabling consumers to order a shirt online and then pop into a store to pick it up.
Gerard Crawford, country manager for TM Lewin in Australia, toldSmartCompany click and collect has been gradually rolled out in TM Lewin’s UK stores over the last couple of years and has proved to be successful, particularly in the retailer’s London stores.
“It is just an added choice for the customer, with click and collect you have the convenience that saves you having to wait for something at home,” says Crawford.
“It is more prevalent now in the UK and we have developed it from testing and trialling and now have it in the majority of the stores and it does work.
“Some department stores have taken retail space in the UK purely to have the space as a click and collect depot.”
In the UK, catalogue chain Argos had led the way with click and collect stores that do not display any products and exist only for customers to collect orders.
It’s a strategy that has been a huge success for the catalogue chain, with half of its £4 billion sales now multi-channel.
Click and collect is not as widespread a retail model in Australia as it is in the UK, but that is set to change with TM Lewin’s move and retailers including JB Hi Fi, Australia Post and Coles adopting the concept.
Jim Cooper, spokesperson for Coles, says click and collect is popular with the supermarket’s online customers who do not want to lock in a time to be home for delivery.
“They like the fact that click and collect lets them shop online, but collect their order when it suits them. They also save money by not paying home delivery charges,” says Cooper.
“The click and collect option operates from 43 Coles stores around the country, and is already generating thousands of orders a week.”
Coles is also running a trial where click and collect customers can collect their orders from refrigerated lockers located at Coles Express fuel sites.
“The early results of the trial have been encouraging, but customers tell us it could be improved. For example, by using a pin pad door rather than a obtaining a key from the service assistant,” says Cooper.
Australia Post has started using click and collect parcel locker sites to store goods bought over the internet with those who subscribe to the service receiving a single use six-digit code via SMS and email each time one of their parcels is ready for collection.
“The 24/7 parcel lockers mean customers can pick up their parcels on the way to work, on the way home or even on the weekend,” says Mel Ward, media and communication manager at Australia Post.
“A small trial at a facility in St Kilda resulted in 1,500 customers signing up to use the parcel lockers.
“As a result, we are extending the trial to a further 10 locations in Melbourne, Sydney and Queensland, with plans for a national rollout to further expand this service.”
Brian Walker, retail expert at The Retail Doctor, says the click and collect model represents a move from web-only retailers to multi-channel sales that use “clicks and bricks” together.
“It is the merging of online and the physical store. So we know that research and buying online is increasing, but it is a way of providing a technical process and experience of an online order with an in-store example,” says Walker.
“I think we will see more and more of it in Australia, it will just become a standard play in its own right.
“Conceptually, it is not a lot different from days gone by, from having a telephone and getting a retailer to put something aside for you and then collecting it.”
Walker says click and collect is particularly attractive for commodities like basic apparel and groceries with time poor customers who want to control the point of pick up.
2. Kiosk retailing
Forget megastores and big box retailers; the new retail model is for smaller and smaller “kiosk” retail units.
Hairdressing franchise Just Cuts, founded by Denis McFadden, has unveiled a haircutting kiosk at a Westfield shopping centre in the Melbourne suburb of Doncaster, <a href="https://www.smartcompany.com.au/start-up/049760-just-cuts-kiosk-highlights-shrinking-franchise-operations">in a bid to attract time-poor consumers</a>.
Luke Manning, Just Cuts business development manager, says the franchise would love to establish more kiosks over the next year.
Manning says the outlay for a normal Just Cuts site – which is typically 30 to 40 square metres – is anywhere between $160,000 and $260,000.  But for a kiosk site a franchisee could be up and running for $100,000, so it could be an ideal option for new franchisees with less capital.
“The kiosk was created for a niche market where an existing owner might want a second salon or for smaller shopping centres,” he says.
“It has been well received and my hope is that we see a lot of them in the next 12 months. We have people on the run coming in and we have had people from every demographic using them.
“For franchisees, it is cheaper. Start-up costs are less than half the initial start up costs of a salon and a kiosk is relocatable, so if it’s not working we can move it to another site.”


<hr class="system-pagebreak">
<a target="_blank" href="https://www.propertyobserver.com.au/retail/hotdog-shop-dognation-almost-cuts-the-mustard-in-one-of-melbournes-smallest-retail-premises/2012061555135">Dognation, a newly opened hotdog shop in central Melbourne</a>, also operates a kiosk model with its three metre square shop.
Owner Seong-Lee Ang told SmartCompany he thinks Dognation is the smallest food shop in the city.
“Our leasing agents said they have never heard of anything as small as three square metres for a food shop,” says Ang.
Ang says the small format of Dognation creates interest from consumers with people walking past and taking photos of the store as it is “so unique”.
“The talking point of us being in such a tiny spot has been a really big thing, besides the product itself,” he says.
There are also practical advantages to Dognation’s small size, with Ang saving significant money on the lease.
“Per square metre the rent is not cheap, but obviously because we are only paying for three square metres as an overhead the rent is not that expensive,” says Ang.
“It is a big factor to us to say what is our productivity out of such a small space and there are definite advantages from a cost point of view.”
Ang says he is already in the planning process for more stores and will try to continue the kiosk model.
“I had a leasing guy call me today and he said we have another small kiosk space if you are interested. I think a lot of people are getting the idea that small spaces work well for certain types of businesses and ours is certainly one of them.”
David Gordon, partner in charge of the national retail advisory practice at WHK Group, says kiosks are attractive because they are cheaper.
“The cost of rental is less, the cost of fit-out is less, you need less staff because your security of product has a more physical framework,” says Gordon.
“There is a narrow range of stock sold in a kiosk. It is quite a category-based outlet, so you don’t need a vast range of stock and you don’t need to take the stock risk that a shop would take.
“Often you don’t need to take the long-term rentals that a shop has to take with landlords.”
However, Gordon warns kiosk retailing is not the panacea to all retail problems.
“It has its disadvantages and they are that your physical presence is not as enhanced as a shop would be. You don’t have the range so you essentially let customers down; the customer service isn’t as good.”
<h3>3. Pop-up shops</h3>
New products come and go, and now the stores that sell them do the same. Pop-up shops have taken off in the UK and USA and <a href="https://www.propertyobserver.com.au/https://www.startupsmart.com.au/innovation/three-reasons-behind-the-surging-popularity-of-pop-up-stores/201203145674" rel="nofollow">now in Australia as well</a>.
Amy Malin, co-owner of Danish furniture importer Modern Times, has built her business on “one-off concept stores that blur the line between retail store and exhibition” and Modern Times is now onto its third pop-up shop in the Melbourne suburb of Collingwood.
Malin says having a pop-up shop was the ideal way to start Modern Times as a business and was a great way to generate publicity.
“For us, it was a way to see if it was something we wanted to do, because it was a new business for us. It allowed us to test the market, and to create buzz.
“I have a background in events and we felt confident that we could run it like an event and market it like an event,” says Malin.
“There is that sense of urgency because it is temporary; people want to come and have a look straight away. For a regular shop, there is no urgency for consumers or for publicity.
“People like something a little underground and they expect it to be something interesting – and we didn’t disappoint people.”
Malin hasn’t decided whether Modern Times will run a fourth pop-up or look to set up shop permanently.
“Because we sell furniture, it is quite intense to pack up and move. That was confirmation for us that we should do a permanent shop,” says Malin.
“But we could also go and do a pop-up in Sydney or pop-up in New York, and it’s a great way to market our website as well.”
Walker says pop-up shops are perfect for event style retailing and allow retailers to surprise consumers.
“Pop-up shops give you instant accessibility, instant wow factor if done well, and put you in environments that you might not be otherwise,” he says.
“The challenge is that it is not a cheap solution and that is the first thing some retailers do. They put up a cheap fitting and it is uninspired.
“A pop-up shop is an extension of the brand and should be treated that way – so investment of capital is key.”
This article originally appeared on <a target="_blank" href="https://www.smartcompany.com.au/index.php">SmartCompany</a>.
</body></html>

Australian retailers devising new methods to entice customers offline

Article summary

<ul data-end="785" data-start="311">
	<li data-end="459" data-section-id="5hbcyr" data-start="311">Pikos Group has released the five-penthouse collection at Skye Kangaroo Point, headlined by a two-storey sky home spanning more than 1,000 sqm.</li>
	<li data-end="561" data-section-id="1p7lq8n" data-start="460">Early buyer interest suggests the residences could set a new Queensland apartment price record.</li>
	<li data-end="667" data-section-id="1y70z0l" data-start="562">The collection includes four move-in ready penthouses and the highly customised Skye One residence.</li>
	<li data-end="785" data-section-id="yvm0y1" data-start="668">The release caps one of Bri​sbane's most ambitious luxury apartment developments overlooking the Brisbane River.</li>
</ul>

<hr data-end="790" data-start="787" />
Pikos Group has released the five-penthouse collection at its <a href="https://www.apartments.com.au/buildings/skye-residences-by-pikos-kangaroo-point-8-river-terrace-kangaroo-point-qld-4169">Skye by Pikos</a> development in Kangaroo Point, with early buyer interest indicating the flagship residences could eclipse every apartment sale previously recorded in Queensland.

The collection crowns the luxury riverfront development with five residences, including four completed penthouses and Skye One, a two-level sky home spanning more than 1,000 sqm that will be tailored to its eventual owner.

[smartcode_project:default project_id=90059 project_image_fid=374075]

Wanting to offer a fully customisable home, Pikos is offering Skye One as a blank canvas, allowing the buyer to work alongside the developer's design team to customise the home's layout, finishes and internal spaces.

The residence will feature a 247 sqm private rooftop terrace with its own swimming pool, sauna, steam room, outdoor kitchen and multiple entertaining areas overlooking the Brisbane River and CBD skyline.

The remaining four penthouses have been completed and are ready for immediate occupation, each offering four bedrooms, expansive open-plan living areas, soaring ceilings and private lift access.

[smartcode_project:default project_id=90059 project_image_fid=374059]

One of the defining features throughout the project is its use of Roman Classic Travertine, with more than 20,000 sqm of the natural stone imported from Italy after being personally selected by Pikos Group Founder and Executive Director Pedro Pikos, interior designer Julie Williamson and third-generation stone specialist Mario Caucci.

Pikos said the penthouse collection represented the culmination of the company's long-term vision for Skye.

"True legacy isn't measured by what we build today, but by what endures tomorrow," Pikos said.

"Our ambition is to create places that become more valuable with time, enrich the lives of generations, and stand as timeless landmarks long after we've stepped away."

[smartcode_project:default project_id=90059 project_image_fid=374060]

Williamson said the interiors were inspired by the natural character of Kangaroo Point and the Brisbane River rather than international design trends.

"Materiality tells the story of a place," Williamson said.

"We looked to the movement of the Brisbane River, the texture of the cliff face and the warmth of the surrounding landscape to create interiors that feel understated, enduring and unmistakably Brisbane."

Positioned above the Kangaroo Point cliffs, Skye places residents within walking distance of Howard Smith Wharves, South Bank and James Street while offering uninterrupted river and city views.

[smartcode_project_cta:default project_id=90059]

Joel Robinson

Brisbane's next apartment price record? Pikos unveils Skye's exclusive penthouse collection

Article summary

<ul data-end="888" data-start="289">
	<li data-end="442" data-section-id="8tsh6o" data-start="289">DVB Projects is preparing to launch its second Gold Coast apartment development, with demolition now underway at 137 Old Burleigh Road, Broadbeach.</li>
	<li data-end="573" data-section-id="1nyxl3e" data-start="443">The 34-level tower will comprise just 49 ultra-luxury residences, including half-floor, full-floor and penthouse apartments.</li>
	<li data-end="717" data-section-id="oiyimj" data-start="574">The launch follows strong demand at DVB's nearby Sea Glass project, which is more than 50 per cent sold and currently under construction.</li>
	<li data-end="888" data-section-id="epk9o9" data-start="718">The development adds to the transformation of Old Burleigh Road, with premium beachfront apartment projects continuing to reshape the tightly held Broadbeach strip.</li>
</ul>

<a href="https://www.apartments.com.au/developers/dvb-projects">DVB Projects</a> is preparing to launch its second Gold Coast apartment development, with demolition now underway on the Broadbeach site as the Sydney developer moves closer to bringing the ultra-luxury project to market.

The 34-level tower at <a href="https://www.apartments.com.au/new-apartments/137-old-burleigh-road-broadbeach-qld-4218">137 Old Burleigh Road</a> will comprise just 49 residences, ranging from half-floor apartments through to full-floor homes and a penthouse. The launch follows the strong sales performance of DVB's nearby Sea Glass development. More than half of the apartments at Sea Glass, on the other side of Broadbeach, have been snapped up, well ahead of its late 2027 completion

<img alt="DVB Projects to commence demolition on $320m Broadbeach luxury tower" data-entity-type="file" data-entity-uuid="2944b4be-c84e-4b54-8dc1-c712e76704c0" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/E02_Exterior_Street%20Level%20Entrance.jpg?VersionId=YoNig7pRdrE3HCue7sUj78LzJteeQf3H" />

The start of demolition at 137 Old Burleigh Road signals DVB Projects’ underlying confidence in the Gold Coast’s luxury beachside apartment sector.

“We see the Gold Coast as one of the most compelling lifestyle markets in Australia, particularly at the premium end where demand continues to deepen,” said Dean Brown, Managing Director of DVB.&nbsp;

“This project has been carefully designed to respond to that demand - delivering large-format residences with a level of quality, privacy and amenity that is still relatively rare in the apartment market on the beachside."

Brown says the site itself is "exceptional."

"Old Burleigh Road is one of the most tightly held beachfront strips, and opportunities to deliver a project of this scale and calibre in this location are extremely limited.”

<img alt="DVB Projects to commence demolition on $320m Broadbeach luxury tower" data-entity-type="file" data-entity-uuid="398f377a-c037-455e-9250-0c5e0d84c35b" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/I12_FF%20Balcony.jpg?VersionId=NwOiRWGMubR1c8wthuEfggklcja7al9." />

The project will comprise 40 half-floor residences of approximately 260 sqm, alongside eight full-floor residences spanning around 524 sqm.

A single penthouse will crown the building, featuring a private pool, barbecue area, indoor gym and dedicated entertaining spaces.

Residents will have access to a resort-style suite of amenities, including a 20-metre pool with daybeds, a gymnasium, hot and cold plunge pools, a sauna, and private residents’ lounge and dining facilities.

<img alt="DVB Projects to commence demolition on $320m Broadbeach luxury tower" data-entity-type="file" data-entity-uuid="d1642bb0-9a66-4427-a022-dfc0988c6287" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/A02_Pool%20to%20View.jpg?VersionId=c0IXPyn_Gp_Kn3XCwzMrqIVkAdCEwVXP" />

Sales agent Todd Matheson, of <a href="https://www.apartments.com.au/project-marketer/pezet-matheson">Pezet Matheson</a>, which is marketing both 137 Old Burleigh Road and Sea Glass, said 137 Old Burleigh Road would address a clear gap in the market for genuine luxury products.

“There are very few opportunities on the Gold Coast where buyers can secure a residence of this size and quality in a new building,” Matheson said.

“What we’re seeing is a growing cohort of downsizers and interstate buyers who still want space - they’re not willing to compromise on living area, entertaining or finishes.

“This project has been designed with that buyer in mind. It offers the scale of a home, combined with the convenience and security of apartment living, in one of the coast’s most desirable positions.”

<img alt="DVB Projects to commence demolition on $320m Broadbeach luxury tower" data-entity-type="file" data-entity-uuid="59aae0ca-5639-4320-8aca-d0bf60f48e43" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/E01_Exterior%20Hero.jpg?VersionId=DS8Zfy2WtgUEtdfe0TEUuf1W1GfcZq8S" />

Located on a 1,156 sqm site one block from the beachfront, the development will replace an ageing walk-up building and is expected to contribute to the ongoing transformation of the Old Burleigh Road strip into one of the Gold Coast’s most prestigious residential corridors.

With the development moving into the delivery phase, 137 Old Burleigh Road is slated to hit the market later this year.

[smartcode_project_cta:default project_id=145141]

DVB Projects to launch second Broadbeach apartment tower as demolition commences

A proposal to redevelop one of North Sydney's ageing commercial buildings has taken another step forward, with plans for a 38-storey mixed-use tower adding momentum to the long-awaited transformation of the Alfred Street precinct.

Now on public exhibition through the NSW Government's Housing Delivery Authority-led State Significant Development pathway, the proposal for 271-273 Alfred Street would replace an underutilised commercial building with 95 apartments, ground-floor retail, commercial space and affordable housing. The proposal was submitted by&nbsp;Tara Shore Pty Ltd, acting for the John Taylor Family Trust.

While the project will deliver much-needed housing on the southern edge of the North Sydney CBD, it also represents another piece of a broader precinct that has spent years in planning limbo.

<img alt="First look: New public domain vision underpins 95-apartment North Sydney tower on Alfred Street" data-entity-type="file" data-entity-uuid="7e1ce1b4-38df-48ab-992f-386814d86308" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Alfred%20St%20da%20podium.png?VersionId=sC_h6w.A9VEoB98qsqowPlIoz__sBZBt" />

Despite its proximity to both North Sydney Station and the Victoria Cross Metro, redevelopment of Alfred Street has progressed slowly over the past decade as broader planning controls, zoning and building heights remained unresolved. The introduction of the Housing Delivery Authority pathway has provided a new avenue for projects to progress, allowing rezoning and development assessment to occur concurrently and unlocking sites that have long been earmarked for renewal.

Designed by Office of Cortese &amp; Gilder, the proposal seeks to do more than replace an ageing office building. The architects have positioned the project as the first stage of a wider public domain vision that would improve pedestrian connectivity and create a more cohesive mixed-use precinct as neighbouring sites are redeveloped over time.

The proposal includes a widened Alfred Street setback, new street trees, landscaping and outdoor seating, along with a landscaped through-site pedestrian link connecting Alfred Street with Little Alfred Street. The connection is intended to become the first section of a future east-west pedestrian network extending across the precinct.

<img alt="First look: New public domain vision underpins 95-apartment North Sydney tower on Alfred Street" data-entity-type="file" data-entity-uuid="8ea39ac3-46ad-4562-b4a0-b862e91c2dda" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Alfred%20St%20da%20site.png?VersionId=K7umCd21KpetEFuVfsPlnJKhUOsmTTdV" />

The mixed-use tower would comprise retail space at ground level, commercial uses on level two and apartments from level three upwards.

In total, the development would deliver 95 apartments, including nine one-bedroom, 28 two-bedroom, 56 three-bedroom and two four-bedroom residences. Twenty-one apartments, representing 15 per cent of the residential gross floor area, would be secured as affordable housing and managed by a registered community housing provider for at least 15 years.

Nine basement levels would provide 133 resident car spaces, seven motorcycle spaces and 111 bicycle spaces.

According to the Architecture and Urban Design Report, the public domain strategy is designed to transform what is currently an inward-facing commercial edge into a more active and connected pedestrian environment, creating a stronger relationship between the commercial core and surrounding residential neighbourhoods.

Office of Cortese &amp; Gilder has also prepared a broader public domain framework spanning neighbouring properties between 263 and 283 Alfred Street, arguing that a coordinated approach to redevelopment will deliver better public spaces, improved tower separation and a more connected streetscape as the precinct evolves.

The proposal comes at a time where North Sydney is slated for future residential growth. Commercial developer FiveX has residential plans for the neighbouring site at 275 Alfred Street. They've proposed a 39-storey mixed-use tower with 184 apartments, while Freecity was recently approved for nearly 300 apartments across a 51-storey building on Walker Street.

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/first-look-freecity-gets-green-light-for-mixed-use-apartment-and-hotel-tower-in-north-sydney">First look: Freecity gets green light for mixed-use apartment and hotel tower in North Sydney</a>

Read more:&nbsp;<a href="https://www.apartments.com.au/news/nsw/first-look-fivex-plans-39-storey-residential-tower-in-booming-north-sydney">First look: Fivex plans 39-storey residential tower in booming North Sydney</a>

&nbsp;

Alfred Street the latest North Sydney pocket to be transformed by residential development

Buyers considering a residence at boutique Gordon townhouse development <a href="https://www.apartments.com.au/new-townhouses/lume-gordon-43-47-dumaresq-street-gordon-nsw-2072">Lume</a>&nbsp;now have another reason to bring forward their decision.

For a limited time, purchasers of a residence at Lume will receive a BMW iX3 50 electric SUV, valued at more than $120,000, as part of their purchase. The offer is designed to add value for buyers while complementing the lifestyle envisioned for the architecturally designed Upper North Shore development.

Scott Timmins, Development Manager at <a href="https://www.apartments.com.au/developers/winim">WINIM</a>, said the partnership was created to provide buyers with a compelling reason to act.

"In today's market, buyers need a compelling reason to act now, and the BMW partnership was designed to create that catalyst. We wanted to add genuine value for our future purchasers. Choosing the all-electric BMW iX3 50 also reflects the values behind LUME, forward-thinking design, innovation and a more sustainable way of living. It's a premium incentive that complements the lifestyle our buyers aspire to and rewards those who commit early."

[smartcode_project:default project_id=7354 project_image_fid=374893]

Delivered by WINIM in partnership with Burtonwood Investment Partners, Lume comprises 14 architecturally designed two, three and four-bedroom townhomes created for families seeking the space of a freestanding house with the ease of modern, low-maintenance living.

The three-storey residences, designed by award-winning architecture practice <a href="https://www.apartments.com.au/architects/rothelowman">Rothelowman</a>, have been tailored for families and multi-generational living, featuring private internal lifts, flexible lower-level spaces, generous open-plan living and entertaining areas, media rooms, and landscaped outdoor spaces with custom outdoor kitchens.&nbsp;

Inside, engineered oak flooring, bespoke dining joinery with integrated wine fridges and backlit bars, sculptural porcelain bathrooms, Parisi freestanding baths and Astra Walker tapware create interiors that balance functionality with refined finishes.

Each townhome has been designed to combine generous internal spaces with sustainability initiatives such as EV charging infrastructure, while <a href="https://www.apartments.com.au/landscape-architect/arcadia-landscape-architecture">Arcadia</a>'s landscaped communal areas, centred around a restored creek line and native planting, encourage residents to connect with nature and spend more time outdoors.

[smartcode_project:default project_id=7354 project_image_fid=269527]

Rothelowman's Gary Tsui said the architecture was conceived to respond carefully to its Upper North Shore setting.

"Our vision was to create elegant, uplifting homes that draw on and positively contribute to the local character through meticulously considered design and an interaction with the surroundings."

The communal landscape has been designed as more than an open space between homes. Arcadia's Ben Newell and Kate Phillips said the adjoining reserve provided an opportunity to create a distinctive natural retreat for residents.

"Just as waterways carve their way through Ku-ring-gai's landscape, a raised boardwalk weaves through the reserve, connecting the homes to this tranquil oasis."

[smartcode_project:default project_id=7354 project_image_fid=374892]

Located just 300 metres from <a href="https://www.apartments.com.au/developments/gordon-nsw-2072">Gordon</a> Village and Gordon railway station, Lume offers convenient access to Sydney's CBD while placing residents close to some of the North Shore's leading schools, including Ravenswood, Pymble Ladies' College and Knox Grammar. Lane Cove National Park, Gordon Golf Club and a range of cafés and restaurants further reinforce the family-focused lifestyle on offer, with the BMW iX3 50 complementing everything from local trips around Gordon to weekend drives and city commutes.

Construction is underway with completion expected in mid-2027.

[smartcode_project_cta:default project_id=7354]

Boutique Gordon townhomes now come with a BMW iX3 50

Two apartments have sold for more than $10 million at EADE Byron Bay, setting some of the highest apartment prices ever achieved in the coastal town and underlining the growing appetite for luxury beachfront apartments in Australia's most popular coastal locations.

The $210 million project by Vitale Property Group has now secured more than $70 million in sales, led by residences that changed hands for $12.75 million and $11.75 million.

The record-breaking transactions reinforce the shift occurring in Byron Bay's premium property market, where affluent downsizers and lifestyle buyers are increasingly opting for high-end apartments over large beachfront homes.

<a href="https://www.apartments.com.au/new-apartments/eade-byron-bay-29-shirley-street-byron-bay-nsw-2481">EADE Byron Bay</a> occupies a rare 6,000 sqm absolute beachfront site on the corner of Shirley and Milton Streets overlooking Main Beach and The Wreck surf break, just 350 metres from Byron Bay's town centre.

The 25-residence development is the first beachfront apartment project approved in Byron Bay in more than a decade and is currently under construction, with completion expected in May 2027.

[smartcode_project:default project_id=145590 project_image_fid=359521]

The project has attracted a mix of local Byron Shire residents downsizing from larger homes, alongside interstate buyers from Sydney, Melbourne and Brisbane seeking a permanent coastal lifestyle without compromising on space.

Designed by <a href="https://www.apartments.com.au/architects/hayball">Hayball</a> and with interiors by <a href="https://www.apartments.com.au/interior-designers/alexander-co">Alexander &amp; Co</a>, EADE comprises&nbsp;10 garden apartments ranging from 284 sqm to 622 sqm, nine with private pools, five full-floor apartments and 10 rooftop residences with private plunge pools, expansive outdoor entertaining areas and uninterrupted ocean views.

[smartcode_project:default project_id=145590 project_image_fid=359527]

<a href="https://www.apartments.com.au/developers/vitale-property-group">Vitale Property Group</a> Managing Partner Chris Vitale said the project's combination of scale, location and limited future supply was driving buyer demand.

"There isn't another beachfront holding in Byron Bay of this size and position that could be developed again," Vitale said.

"Buyers are responding to the scarcity and the irreplaceability of a site of this calibre and to floorplans they can't find elsewhere in the market.

"We are seeing buyers place significant value on quality, space, design, resort-style amenities and the rarity of the location. The sales achieved to date demonstrate that discerning purchasers recognise the long-term significance of what is being created at EADE Byron Bay.

"Many are coming from larger homes in the Byron region, or from Sydney, Melbourne and Brisbane, and are after the space, security and convenience, without the upkeep of a house."

&nbsp;

[smartcode_project:default project_id=145590 project_image_fid=359523]

The Byron Bay project follows Vitale Property Group's delivery of the Mondrian Hotel and Private Residences at Burleigh Heads, with EADE continuing the developer's focus on luxury coastal developments.

Residents will have access to a resort-style swimming pool, gymnasium, sauna, cold plunge pool, concierge services and dedicated workspaces, while the project is targeting an 8-Star Green Star rating.

EADE Byron Bay is being exclusively marketed by Projx Australia in conjunction with WHITEFOX Projects.

WHITEFOX National Projects Director Phillip Rand said demand had been driven predominantly by owner-occupiers.

"We are seeing buyers at EADE place significant value on quality, space, design, resort-style amenities and the rarity of this location," Rand says.

"The sales achieved to date demonstrate that purchasers at this level recognise the long-term significance of what is being created at EADE Byron Bay."

Residences at EADE Byron Bay are currently priced between $4.75 million and $15.95 million.

&nbsp;

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[smartcode_project_cta:default project_id=145590]

Cara Waters

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