<section data-scroll-anchor="false" data-testid="conversation-turn-48" data-turn="assistant" data-turn-id="request-WEB:55d7c6ac-8e6d-4881-ad49-0ed9bf66d1cc-23" dir="auto">
Melbourne’s apartment market entered 2026 with renewed momentum, but the recovery is uneven, policy-driven, and increasingly shaped by constrained supply.

According to the RPM Apartments &amp; Townhomes Market Report (April 2026), apartments have begun to outperform detached housing on key metrics,yet that performance is occurring against a backdrop of falling approvals and a tightening development pipeline.

At the end of 2025, Melbourne unit values reached a three-year high of $656,500, recording quarterly growth of two per cent. That figure edged ahead of the 1.8 per cent growth recorded in the house market over the same period, marking a notable shift in relative performance. While modest in absolute terms, the outperformance is significant given the sustained dominance of houses through much of the previous cycle.

This shift has been driven in large part by policy. The federal government’s expanded five per cent Deposit Scheme has had a disproportionate impact on apartment demand, particularly in Melbourne where the $950,000 price cap captures a large share of medium- and high-density stock.

As RPM notes, the scheme “heavily favours medium and high-density dwellings,” effectively accelerating demand in the apartment sector.

The impact is most visible in buyer activity. Victoria recorded more than 43,000 new housing loans in Q4 2025, the highest quarterly volume since mid-2022 and one of the strongest results in over a decade. This lift was broad-based across all buyer types, with first home buyers, owner-occupiers and investors all returning to the market with greater confidence.

This surge in demand has flowed directly into apartment pricing, particularly in Melbourne’s middle and outer rings. Middle-ring unit values reached approximately $757,500, a four-year high, while outer-ring units climbed to a record $650,000. Quarterly growth of 2.9 per cent and 2.5 per cent respectively significantly outpaced both the inner ring (0.8 per cent) and the broader house market.

&nbsp;

<img alt="RPM" data-entity-type="file" data-entity-uuid="4628dde5-ad63-4b03-b18e-77d0f750e2aa" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-04-24%20at%209.23.32%E2%80%AFAM.png?VersionId=ig6mqc7Oz7UaszRuzULrGtLPUxGf4NJC" />

&nbsp;

The divergence between apartments and houses is also being shaped by affordability. Detached housing remains out of reach for many buyers, pushing demand toward apartments as a more accessible entry point into well-located suburbs. This is particularly evident among first home buyers and downsizers, both of whom are increasingly prioritising location, amenity and lifestyle over land size.

At the same time, population growth continues to underpin demand. Victoria added more than 122,000 residents in the year to Q3 2025, with Melbourne attracting both overseas migrants and interstate movers, partly due to its relative affordability compared to other capitals.

&nbsp;

<img alt="Population" data-entity-type="file" data-entity-uuid="49e10567-a8b3-47c3-afbd-290f0bb62c49" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-04-24%20at%209.22.25%E2%80%AFAM.png?VersionId=.2Drmko4TPh02X55JdF3mIC1EcG0ZfGl" />

However, the most critical factor shaping the apartment market is not demand, it is supply.

Apartment approvals across Greater Melbourne have fallen sharply, signalling a constrained pipeline of future stock. In Q4 2025, just 2,339 apartments were approved, down 20 per cent on the previous quarter and 47 per cent lower than the same period a year earlier. On an annual basis, 11,066 apartment approvals were recorded, an improvement on the previous year, but still well below medium- and long-term averages.

&nbsp;

<img alt="Apartment approvals" data-entity-type="file" data-entity-uuid="12f2e7bc-fe01-40c0-80b5-9e829b279d98" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-04-24%20at%209.21.56%E2%80%AFAM.png?VersionId=5mnIXkXGoDgIJdAFhA0alm0cSKzEytqZ" />

This decline reflects a broader contraction cycle that has been underway since 2020. As RPM notes, “apartment approvals appear to be sliding back into a downward trend,” with developers increasingly focused on launching and completing existing projects rather than initiating new ones.

The reasons are well understood. Construction costs have risen more than 20 per cent since 2021, driven largely by labour shortages and material price escalation. At the same time, financing conditions have tightened, with lenders requiring higher contingencies and taking a more cautious approach to risk. Combined with recent interest rate rises, these factors have made feasibility more challenging, particularly for higher-density projects.

This dynamic is creating a disconnect in the market. Demand for apartments—particularly at the more affordable end—is strengthening, while the pipeline of new supply is weakening. In the short term, this may limit the number of new projects coming to market. Over the medium term, however, it is likely to support price resilience and potentially further outperformance relative to houses.

There are some signs of policy-driven supply response. The introduction of Victoria’s Mid-Rise Code, which streamlines approvals for four- to six-storey developments, is expected to improve delivery in well-serviced middle-ring locations. However, this is unlikely to materially offset the broader decline in apartment approvals in the near term.

Despite the positive momentum at the end of 2025, the outlook for 2026 has become more complex. Two interest rate rises early in the year have already impacted consumer confidence, while broader cost pressures, particularly energy and fuel, are feeding through to construction and development costs.

“Victoria’s built form market ended 2025 on a high, but early 2026 rate rises quickly reversed the momentum,” RPM notes.

The implication is that while apartments are currently outperforming houses, the trajectory of that outperformance will depend on how these competing forces evolve. Policy support and affordability are clearly working in favour of apartments, but constrained supply and rising costs are likely to shape the pace and nature of future growth.

What is increasingly clear is that apartments are playing a more central role in Melbourne’s housing market. As population growth continues and affordability pressures intensify, higher-density housing is becoming not just an alternative to detached homes, but a primary solution to the city’s housing needs.
</section>

Joel Robinson

Units lead Melbourne price growth as apartments outperform houses: RPM

Brunswick is set for some of its largest apartments ever delivered with the upcoming new development Frith &amp; Howarth, where the apartments are around 20 per cent larger than what has come before it in the sought-after suburb.

Developer Young Group focused its design on Frith &amp; Howarth around size and scale, but within a boutique building, to create a mini neighbourhood within the mid-rise development. There are just 24 apartments in the mid-rise building on Victoria Street, a short walk to Brunswick Station and the cafe and dining strip along Sydney Road.

“We spent hours comparing what’s currently on the market so we could offer genuine points of difference,” Young Group says, pointing to room sizing, storage, and functional planning as key drivers behind the design.

All of the two-bedroom apartments in the building have been snapped up, with just the large three- and four-bedroom apartments, with the biggest floorplans and best outlooks, remaining.

[smartcode_project:default project_id=134317 project_image_fid=354139]

Apartments open directly into open-plan living zones where full-height glazing draws light deep into the apartment. Sliding doors extend the space outward to terraces, many oriented toward the adjacent park or back toward the city skyline.

Kitchens sit within this central space, anchored by sculptural island benches that reference the building’s faceted exterior language. Storage is integrated across multiple layers, overhead cabinetry, concealed joinery, and, in larger configurations, dedicated sculleries or butler’s pantries.

[smartcode_project:default project_id=134317 project_image_fid=354137]

The penthouse is the largest ever offered in Brunswick. The penthouse measures nearly 400 sqm all-up, with 242 sqm of internal space complimented by a further 149 sqm of terraces.

It spans the whole top floor and has four bedrooms, four bathrooms, and parking for four cars.

[smartcode_project:default project_id=134317 project_image_fid=354133]

Low maintenance resident amenity has been created in the form of a landscaped rooftop, complete with&nbsp;vegetable plots, outdoor cooking areas, and aflresco dining spaces, designed as a place for neighbours to gather outside of their homes.

“To enable connection with neighbours, generous rooftop gardens with communal spaces and outdoor cooking areas offer a chance to develop a sense of community,” says John Patrick, Principal of <a href="https://www.apartments.com.au/landscape-architect/john-patrick-landscape-architects">John Patrick Landscape Architects</a>.&nbsp;

“Private open spaces with a selection of native and exotic plantings and gorgeous city views on the rooftop create a high-end aesthetic, with a low maintenance lifestyle. The perfect balance, so that residents can enjoy a serene living space.”

[smartcode_project:default project_id=134317 project_image_fid=354134]

Sustainability is embedded at both the building and apartment level. <a href="https://www.apartments.com.au/new-apartments/frith-howarth-288-290-victoria-street-brunswick-vic-3056">Frith &amp; Howarth</a> is one of only a small number of all-electric residential developments in Brunswick, supported by solar infrastructure, EV-ready parking, and high-performance glazing. These measures sit alongside less visible systems such as rainwater reuse and high-grade insulation, reducing long-term operational costs while maintaining consistent internal conditions.

Positioned within walking distance of Brunswick Station, Route 96 trams, and established retail along Sydney Road and Barkly Square, the development balances access to transport with proximity to open space, a combination that has become increasingly difficult to secure in inner-city sites.

“These exquisite homes are nestled in a culturally diverse neighbourhood, with parklands and nature right on your doorstep,” says Young Group.

[smartcode_project_cta:default project_id=134317]

Frith & Howarth to deliver Brunswick’s largest apartments

<a href="https://www.apartments.com.au/new-apartments/prince-parade-by-mirvac-brunswick-701-park-street-brunswick-vic-3056">Prince &amp; Parade</a> in Brunswick is entering its final stages of construction, with the removal of the project’s last tower crane and the unveiling of the building’s full façade marking a significant milestone ahead of completion this coming spring.

The Park Street development, designed by <a href="https://www.apartments.com.au/architects/bates-smart">Bates Smart</a>&nbsp;and Mirvac Design with landscaping by <a href="https://www.apartments.com.au/landscape-architect/jack-merlo">Jack Merlo</a>, is now largely structurally complete, with internal works progressing across the 169-apartment project opposite Princes Park.

<a href="https://www.apartments.com.au/builders/mirvac-construction">Mirvac Construction</a> Project Manager Sam Payne said the latest update reflects a transition from structure to refinement.

“Since our last update, all façade panels have been installed and the scaffolding and gantry has come down, unveiling the building in its full form for the very first time,” Payne said.

“A significant milestone was reached this month with the removal of our final tower crane, signalling the completion of major structural works and a pivotal step forward in the building’s transformation.”

[smartcode_project:default project_id=4802 project_image_fid=366856]

Apartments are now well advanced internally, with joinery completed to level eight and tiling to level six, alongside the delivery of a prototype apartment used to set the benchmark for the remaining residences.

This next phase coincides with the release of a completed furnished residence, styled by MCM House, and the introduction of private buyer tours, giving purchasers a clearer understanding of the finished product ahead of settlement.

<a href="https://www.apartments.com.au/new-apartments/prince-parade-by-mirvac-brunswick-701-park-street-brunswick-vic-3056">Prince &amp; Parade</a> will comprise 169 one to four-bedroom apartments, with completion targeted for early spring. Interiors focus on natural materials and muted tones with two design schemes, while kitchens and bathrooms adopt a restrained palette anchored by stone, timber and textured finishes.

Bates Smart Director Jeffery Copolov said the project reflects a shared design direction centred on liveability and sustainability.

“Blending Mirvac and Bates Smart’s focus on wellness and sustainability, <a href="https://www.apartments.com.au/new-apartments/prince-parade-by-mirvac-brunswick-701-park-street-brunswick-vic-3056">Prince &amp; Parade</a> offers a new kind of conscious, elevated living in Melbourne’s inner north,” Copolov said.

<a href="https://www.urban.com.au/new-apartments/prince-parade-by-mirvac-brunswick-701-park-street-brunswick-vic-3056">Prince &amp; Parade</a> presents Mirvac's third parkside collaboration with&nbsp;<a href="https://www.urban.com.au/architects/bates-smart">Bates Smart</a>&nbsp;in Victoria.&nbsp;Their previous collaborations delivered two of the city’s landmark apartment buildings: The Melburnian opposite Kings Domain and The Eastbourne on Fitzroy Gardens.

[smartcode_project:default project_id=4802 project_image_fid=366857]

A key focus of the development is its landscape-led amenity offering. The central courtyard, spanning around 600 sqm, will feature established trees and planting grown off-site, alongside communal lawns and seating areas designed for everyday use.

Development Manager James Gardner said the outdoor spaces are central to the project’s lifestyle positioning.

“<a href="https://www.apartments.com.au/new-apartments/prince-parade-by-mirvac-brunswick-701-park-street-brunswick-vic-3056">Prince &amp; Parade</a> isn’t just a home, it’s a complete lifestyle offering, and the resident amenity is just one example of the elevated living experience the soon-to-be-complete building will be known for,” Gardner said.

The courtyard connects to a series of shared indoor and outdoor spaces, including a residents’ lounge, dining room, library and secondary west-facing garden area, designed as extensions of the apartments themselves.

Located directly opposite Princes Park and around four kilometres from the CBD, the development places residents within one of Melbourne’s most established inner-north precincts, with access to open space, transport and the retail and hospitality offerings of Brunswick and Carlton.

With façade works complete and landscaping and final finishes now underway, <a href="https://www.apartments.com.au/new-apartments/prince-parade-by-mirvac-brunswick-701-park-street-brunswick-vic-3056">Prince &amp; Parade</a> is moving into its most active construction phase, with permanent services and external works to be finalised in the coming months ahead of completion in spring.

[smartcode_project_cta:default project_id=4802]

Mirvac’s latest landmark, Prince & Parade Brunswick, enters final construction phase

Boutique Perth developer ADC has unveiled its latest project.

The developer, which focuses on bringing apartments to some of Perth's most premium inner-city and riverside suburbs, has launched <a href="https://www.apartments.com.au/new-apartments/mos-lane-mosman-park-46-manning-street-mosman-park-wa-6012">Mos Lane</a>, 68 luxury apartments and townhouses in the heart of <a href="https://www.apartments.com.au/developments/mosman-park-wa-6012">Mosman Park</a>.

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Alongside the one-, two-, three- and four-bedroom apartments, the development will also include five two-level townhomes and two luxe penthouses. ADC is also introducing a significant retail offering for residents through Mos Lane Village, which will feature a wellness studio, fish and chips shop, barber, and florist, adding a layer of amenity not typically found in the predominantly residential Mosman Park area.

Construction has already commenced on the project, which sits just a short walk from the Swan River, Mosman Park Bowls Club, and Mosman Park Golf Course.

House Agency Directors Tom House and Lachlan McDonald say they are fielding the majority of buyer interest from local downsizers, as well as buyers with a long-standing affinity for Mosman Park.
</section>

[smartcode_project:default project_id=148957 project_image_fid=364591]

Mos Lane will comprise two buildings; Samson House and Manning House, which have been designed by&nbsp;<a href="https://www.apartments.com.au/architects/nelson-koo">Nelson + Koo</a>, an emerging design consultancy specialising in the masterplanning and design of mixed use places and spaces.

The two buildings adopt distinct architectural responses to their surroundings. Manning House references the strong roof forms of nearby homes, with floorplates oriented to maximise light and long-range views, while Samson House is organised around a central atrium designed to bring daylight deep into the building and create a greater sense of openness.

At ground level, the inclusion of five townhomes introduces a typology more commonly associated with Mosman Park’s established streets, each with private courtyards and direct frontage, offering a transition between traditional housing and apartment living.

[smartcode_project:default project_id=148957 project_image_fid=364103]

Interiors have been led by Melbourne-based Hecker Guthrie, with an emphasis on practical, long-term liveability. Residences incorporate sculpted joinery, generous storage and flexible multi-purpose rooms that can adapt to changing household needs, whether for working from home, guest accommodation or additional living space.

Material selections draw on a restrained palette of textured stone, timber and neutral tones, with options for lighter or darker schemes. Detailing such as fluted glass, full-height joinery and integrated appliances is intended to balance functionality with a more refined residential finish.

Outdoor spaces are a consistent feature across the development, with balconies and terraces designed for dining and entertaining, and larger apartments incorporating outdoor kitchens. Orientation has been considered to allow residents to choose between morning or afternoon sun, while mature street trees and landscaped communal areas contribute to a softer streetscape.

[smartcode_project:default project_id=148957 project_image_fid=364107]

Shared amenities are positioned to support both day-to-day convenience and occasional use. These include a private dining room with a caterer’s kitchen, alfresco entertaining areas, and a bookable guest suite for visiting friends and family. Additional practical features such as a resident workshop, storage facilities, car and pet wash areas, and concierge-style services for cleaning and dry-cleaning collection reflect a focus on usability.

Positioned between the Swan River and Cottesloe Beach, and within reach of schools such as Iona Presentation College and St Hilda’s Anglican School, the development is aimed at a broad buyer group, from downsizers seeking a lower-maintenance alternative to larger homes, through to local residents looking to remain in the area in a different housing format.

Mos Lane represents one of the more significant additions to Mosman Park’s limited pipeline, combining new housing supply with a village-style retail centre in a suburb where opportunities for large-scale redevelopment are relatively constrained.

[smartcode_project_cta:default project_id=148957]

Living village precinct set for Mosman Park as ADC launches Mos Lane

An entity linked to I&amp;D Group Founder Ivan Filipović has filed plans for a new residential development at 188–202 Swan Street in Cremorne, targeting a prominent site within the tightly held Swan Street activity corridor.

The proposal seeks to redevelop the consolidated Swan Street landholding into a <a href="https://www.apartments.com.au/new-apartments/188-202-swan-street-cremorne-vic-3121">high-density mixed-use project</a>, replacing a series of existing commercial buildings with a significantly scaled residential outcome. The planning submission positions the development as a response to increasing demand for housing in well-connected inner-urban locations, particularly within established activity centres.

Plans outline the construction of a 14-storey building delivering 165 apartments above a four-level basement, alongside a ground-floor retail and commercial offering designed to activate the streetscape. A key feature of the scheme is a new north–south pedestrian link connecting Swan Street to Railway Place, intended to “enhance permeability and provide an active, publicly accessible connection through the site.”

<img alt="First Look: Plans lodged for Ivan Filipović-linked Cremorne apartment project on Swan Street" data-entity-type="file" data-entity-uuid="7332a8f8-dd2b-483d-b86e-320658838c84" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/cremorne.png?VersionId=cXm8vAaRdHh.LpYVbecrRkjckgu9mtAF" />

The development will retain part of the existing built form at 198–200 Swan Street, while the remainder of the site will be cleared to accommodate the new structure. Basement levels will provide 196 car spaces and 113 bicycle spaces, with vehicle access from Railway Place. Communal amenity is distributed across the building, including a shared outdoor area on Level 1 and a rooftop terrace for residents.

Ground level uses include retail tenancies fronting Swan Street and the pedestrian link, a residential lobby, and a flexible commercial space positioned to support community-oriented uses. The planning report notes this space “could be offered as a flexible space within the development for community groups,” supporting short-term or longer-term occupancy arrangements.

<img alt="First Look: Plans lodged for Ivan Filipović-linked Cremorne apartment project on Swan Street" data-entity-type="file" data-entity-uuid="8208bf7b-cc67-485d-ad0f-1d73a74c907f" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/cremorne%20lane.png?VersionId=69ctjC0txXv0zCHy7qQUpJyGwvPAT7gw" />

The site sits within the Swan Street Major Activity Centre, surrounded by a mix of retail, hospitality, and emerging residential development, and directly opposite tram services along Swan Street. East Richmond Station is located to the south, providing strong rail connectivity, while the broader Cremorne precinct continues to evolve as a mixed-use hub.

I&amp;D Group, founded by Ivan Filipović, is regarded as one of Victoria’s largest formwork contractors, partnering with major construction firms across large-scale public and private developments. The Swan Street proposal signals a move into development-backed opportunities tied to strategic inner-city sites.

First Look: Plans lodged for Cremorne apartment project on Swan Street

Customers

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Deposit guarantee company Deposit Power is now under external administration following the placement of Auckland-based CBL Insurance into interim liquidation.
External administrators from Chifley Advisory were appointed to the company.
Deposit Power offered deposit guarantee bond products, assisting Australian borrowers and investors to buy residential and commercial properties without the need to provide a cash deposit.
In a report by the Australian Financial Review, an estimated 10,000 residential, commercial, and property investors could be affected by the company’s collapse.
The deposit bonds are a form of bridging finance for up to 48 months for off the plan buyers.
Investors calling the Sydney office are met with a recorded message that the company is facing "external issues."
Deposit Power's bonds were sold to first time buyers.
Self managed super funds purchasing commercial or residential property are also using the deposits bonds. 
After the interim liquidation, insureds and beneficiaries under policies and surety and financial risk bonds are being urged to obtain advice from their insurance brokers to determine whether they need to purchase new insurance cover or secure additional or replacement bonds. 
A notice from the external administrators says CBL Insurance is “liable to pay any valid claims payable to any beneficiary of any guarantee issue by them”, and that all claims should be directed to CBL Insurance.
New Zealand’s High Court ordered CBL Insurance last month to be placed into interim liquidation following the Reserve Bank of New Zealand’s application.
Auckland-based insurance broker and building warranty provider Stamford Insurance said in a statement yesterday that it has stepped in to protect CBL Insurance clients. Stamford said it has secured Lloyd's of London’s help to protect buyers and homeowners.
It is not clear from the company's statement if its scheme to protect CBL Insurance clients will cover those in Australia as well.
“The underwriters in London responded immediately to our request and are committed to providing New Zealand homebuyers with the finest building warranties," said Stamford director Duncan Colebrook in the statement.
Stamford said its scheme will do the following:
<ol>
<li>For buyers who have signed a contract and paid a deposit where work has yet to start, Stamford will cover the risk that they may lose their deposit if their builder becomes insolvent.</li>
<li>If construction has already started, Stamford will guard against builder insolvency and provide 10 years’ defects cover on completion.</li>
<li>For homeowners who have taken possession of their homes within the past 12 months and who may have lost their protection against major defects arising with their home, Stamford will offer them a new 10 year policy.</li>
</ol>
Deposit Power’s external administrators said in the notice that an interested party may buy the company’s business, but that “the sale has its complications as the company was only an agent/authorised manager of CBL Insurance”.
“Given the nature of the company’s operation, any sale transaction will need to happen quickly, or it will not happen at all.”
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j.ballantyne1990-6AQqhLzZaK

Deposit Power collapse to affect 10,000 home buyers

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GUEST OBSERVER
Customers are good at troubleshooting the small stuff and research shows when they come to customer service staff they expect complex problem solving, options or answers - not apologies.
My research used video recordings of interactions between airline staff and customers to analyse the behaviour of both the staff and the passengers. I examined the non-verbal cues of the airline staff in more than 100 interactions and found that when they made effusive apologies it actually diminished their ability to be effective problem solvers.
Businesses have been trying to be better at customer service since it was invented. But unfortunately it seems like they aren’t making much progress.
A 2017 study showed that 62 million families in the US are estimated to report at least one service problem a year. This left 56% customers in a “rage” or extremely upset.
According to the same study, only 25% of the customers were able to resolve the service problem in one contact with the company. In fact, 19% reported having to contact the company more than seven times to resolve the problem. Despite this, 80% of the customers remained unhappy even after the resolution.
Cost of ineffective problem solving is estimated at US$313 billion in sales for US businesses alone.
But below par customer service is not unique to US businesses. One Ernst-Young survey showed that Australian consumers fare no better. 56% experienced unacceptably poor service in a 12-month period and 57% of those who complained were very or fairly dissatisfied with the way the problem was resolved. Also, 47% upset customers posted their complaint on social media but in 75% of the cases, the company didn’t respond.
The loss to Australian businesses from these problems: A$720 for every negative customer experience, and A$40 billion per year.
How customers are changing
Over time, the nature of customer’s problems have changed with the internet and social media.
Now customers prefer to solve simple and typical problems on their own using online resources provided by companies. My research shows they increasingly reach out to companies with complex, unexpected and urgent problems.
Customers are also now connected to a community of consumers who actively vocalise and report their service problems on social media. This community are increasingly aware and confident about the what (outcomes) and how (process) of problem solving.
A 2017 market research survey of consumers in North America, found that consumers actively and increasingly use a range of self-service channels including FAQs (60%), online community forums (38%), online virtual agents (37%), mobile apps (35%) and chatbots (32%). Many of these options did not exist just a few years ago.
According to this same report, intelligent assistants like Google Assistant, Apple’s Siri and Amazon’s Alexa will make it easier for customers to use self-service options.
Leading service organisations are developing and prototyping new artificial intelligence tools to respond to these trends. For instance, Vanguard, an investment advisor group, is piloting an artificial intelligence project to assist customer service staff answer questions and problems posed on inbound calls from customers.
Vanguard’s plan is to have customers engage directly with this bot and transition customer service staff to handle more complex activities.
What customer service providers should be doing
My research shows customer service staff should only empathise or apologise to customers in the first five to seven seconds before moving on to creative problem solving. We found customers view “small” talk in customer service interaction as a sign of ineffectiveness.
If customers are presented with options to solve their problem, my research shows, it gives them a sense of control over the difficult situation. In an experiment we conducted, customers were shown two scenarios, both of which were identical in nature. The problem involved a lost bag that contained materials and clothing for an important job interview.
The first scenario provided a single solution, while in the second scenario there were three reasonably comparable alternative solutions for the customer. At the end, the customer chose the same solution in both scenarios.
Our research found customers expressed greater satisfaction with the multiple choices of the second scenario. It’s the quality and quantity of the solutions given to customers that’s the crucial difference.
Yet in many companies, service agents are directed, trained and monitored only to connect with customers and make them feel comfortable. This training is intuitive, easier to script, amenable to supervisory monitoring and suitable for standardised training.
By contrast, creative and problem solving is not intuitive or easy to train. This is the challenge for service companies.
<img src="https://counter.theconversation.com/content/91646/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1">Businesses must forgo the easy route to customer problem solving and take a more counter intuitive approach. By overcoming this challenge, business could see substantial payoffs and stem the financial losses that spring from bad customer experiences.
Jagdip Singh, Professor of Marketing, Case Western Reserve University
This article was originally published on <a href="http://theconversation.com" target="_blank">The Conversation</a>. Read the <a href="https://theconversation.com/customer-service-staff-need-to-be-problem-solving-not-apologising-91646" target="_blank">original article</a>.
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Customer service staff need to be problem solving, not apologising: Jagdip Singh

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Employees have become an inevitable part of company image. But when employers make judgements and hire on the basis of attracting the “right” kind of people, they leave themselves open to charges of discrimination.
US clothing retailer Abercrombie &amp; Fitch found this out the hard way. It was recently ruled against in a long running court case brought by a young Muslim woman who was denied a job at the retailer because she wore a headscarf.
Abercrombie &amp; Fitch has since replaced its infamous “look policy” which banned caps and black clothing and sought people with a “preppy style”, with a new dress code it says allows customer service staff to be “more individualistic”. It has also changed its hiring practices to not consider attractiveness. Store staff, previously referred to as “models” by the company are now “brand representatives”.
Closer to home, fitness retailer Lorna Jane recently raised the ire of some Australians by advertising for a “Receptionist/Fit Model<a href="https://www.news.com.au/lifestyle/fashion/lorna-jane-receptionist-and-model-job-ad-includes-physical-measurements/story-fnjev30n-1227430876631">”</a>, outlining specific body size requirements. It later clarified that it had decided to combine a traditional back-office role with a front office one so that the successful applicant could “liaise directly with customers on a day-to-day basis, receive their feedback and allow Lorna Jane to deliver an even better product to benefit our customers and their active lifestyles”.
Beyond the ‘right attitude’
In a recent study we set out to find how customer perceptions were impacted by the appearance of customer service staff. We investigated the increasing importance of having employees with not only the “right” attitudes, but also “right look” and “right sound” in service encounters in the apparel retail sector.
The qualitative study included a sample of customers of leading Australian fashion retailers. Semi-structured interviews were conducted with 51 customers. Half of the sample were female and the average age of the customers was 29 (the youngest being 18 and the oldest 61).
‘Matching’ and ‘mirroring’ effects
We found customers tend to approach store staff that look similar to them. They also prefer to approach staff of their own age and same gender for help or ask questions associated with fashion. In some cases, customers whose English is not their first language also prefer staff who can speak their native language.
“I am an Asian, and it is quite clear that my friends and I do prefer to be served by someone from our country. Especially, for some of people, whom I know of, who are not comfortable with speaking English… Yes, this goes for both men and women.”
“As a Muslim woman, I would like to talk to a female staff rather than a male. I prefer to talk to someone who come from or look like they are from the same country as me. … Yet, I do not like to talk to a man.”
Customers are more inclined to “match” or “mirror” their age, gender, race and ethnicity with customer service staff in more involved buying situations than in simple and less risky occasions, such as trying to locate a product in store.
While not extensively investigated in the service encounter literature, the concept of “mirroring” has been established in many other domains such as psychology. As such, it is not a completely new idea. This “mirroring” impact has been explained in social identity theory as a person often puts greater value on “in-group” members who have shared characteristics.
Customers also use age and gender as a non-verbal cue in a “matching” process to decide if a staff member can offer trustworthy advice. In other words, customers attempt to “match” the age and/or gender of a frontline employee with their expectations of what a person with expertise should look like.
Many customers claim that the good appearance of the sales assistant and the managers helps them to hold back their anger in response to service failure at a certain level.
“I don’t know why, … . But I will try to hold my anger when I see a good looking sales assistant.”
“I will be more polite with an older person. … Yes, I will be less polite and straight forward to a younger person.”
They also admit that at some point in time they are willing to visit the store again because of the appearance of the customer service staff.
“My friend and I always come back to this section because of the sales person - he is very cute… Well, most of the time we just come to look for the guy… We sometimes buy clothes in that section too.”
“Yes, I used to go back to a shop just to see someone… But not anymore though, that when I was much younger.”
Gender in service encounters
Our study also found that many gay men would be happier to interact with another gay service employee. However, staff handsomeness did not impact on the gay customers’ decision to approach the staff for advice. Nevertheless, some gay men said they prefer to simply see rather than talk to good-looking staff.
“I only like looking at a cute guy… I guess I am just too shy to talk. But you know, this is part of window shopping… ha ha ha.”
“It does not matter if they are handsome or not. I find them the same.”
Some lesbian customers said the gender of the sales staff had minor to no impact on their decision to approach someone for advice.
“I am happy to get help from anyone … man, woman, lesbian or gay … I am happy with any of them. … At the same time, I am expecting them to treat everybody equally.”
“Personally, I would prefer to talk to women, but I also do not mind talking to men.”
In short, the visible diversity of staff influences customers in a service encounter and, depending on the purchase occasions, customers prefer to, for example, interact with older/younger or male/female staff. In general, having staff who share the same appearance as customers may deliver a competitive advantage to retailers.
Park Thaichon is assistant professor of marketing at S P Jain School of Global Management and can be contacted <a href="https://theconversation.com/profiles/park-thaichon-175182" target="_blank">here</a>.
Sara Quach is a PhD student at Swinburne University of Technology and can be contacted <a href="https://theconversation.com/profiles/sara-quach-175976" target="_blank">here</a>. Both are authors for The Conversation.
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