When long-time Ivanhoe locals Graeme and Catherine, decided it was time to downsize, they weren’t necessarily in a rush.&nbsp;

Like many in their stage of life, they had started thinking about apartment living, but anticipated making the shift in two to three years.

That timeline changed when they visited <a href="https://www.urban.com.au/new-apartments/candela-ivanhoe-40-upper-heidelberg-road-ivanhoe">Candela</a>, a new boutique development by <a href="https://www.urban.com.au/developers/salter-brothers">Salter Brothers</a>. The project ticked all the boxes they were looking for: location, quality design, and long-term lifestyle benefits, which prompted them to bring their decision forward.

“It was the right place at the right time,” they said. “We knew immediately it ticked all the boxes, and we didn’t want to wait.”

[smartcode_project:default project_id=342 project_image_fid=358855]

Their decision to downsize was driven by a combination of practical needs and lifestyle considerations. Their existing home, while much loved, had become increasingly difficult to maintain. It spanned multiple levels, included extensive front and back gardens, and was starting to show the wear that comes with age.&nbsp;

They were looking for a more manageable lifestyle, one with less upkeep and more freedom. A brand-new apartment with no maintenance requirements and the ability to simply “lock up and leave” gave them peace of mind and a greater sense of control over their future.

Financially, the purchase made sense as well. The available stamp duty savings, strong price-to-value offering, and timing of the settlement suited their plans, making the transition smoother and more cost-effective. The apartment's design and inclusions further supported their choice.

[smartcode_project:default project_id=342 project_image_fid=357493]

The layout was both functional and flexible: three bedrooms, a butler’s pantry, a separate laundry, and a large open-plan living area. It gave them the freedom to host a family, accommodate guests, or set up a home office. The expansive balcony and elevated views added to the appeal, providing a sense of openness and connection to the outdoors.

“It just had a really good flow,” Catherine noted, something they found lacking in many other apartments they’d considered, particularly in the established market.

Candela’s boutique scale was another deciding factor. With a smaller number of residences and a top-floor penthouse position, the couple felt the development offered the privacy and space they were looking for, without feeling isolated.

“We liked that it wasn’t a huge development. It felt well-balanced, modern but still with a sense of community, not overwhelming,” they said.

[smartcode_project:default project_id=342 project_image_fid=357508]

Equally important was the ability to remain in Ivanhoe, a suburb they know well and have deep roots in. After 46 years in the area, proximity to local parks, shops, and familiar faces mattered just as much as the apartment itself.

“We didn’t want to give up the community we’ve known for decades. Candela allowed us to upgrade our lifestyle while staying in the place we call home.”

With a Walk Score of 90, the village location supports a convenient, connected lifestyle. <a href="https://www.apartments.com.au/developments/ivanhoe-vic-3079">Ivanhoe</a> Station is just a eight-minute walk away, and the neighbourhood offers access to parks, cafes, restaurants, and schools along Upper Heidelberg Road, all within easy reach.

Beyond the apartment, the couple also saw value in the broader vision for Candela, one that integrates residential living with public spaces and local amenities.&nbsp;

The development introduces 58 new apartments as well as a mix of commercial and social spaces that integrate contemporary architecture with the suburb’s existing character.&nbsp;

At ground level, residents will find a charming café and a lifestyle wellness centre, perfect for unwinding and rejuvenating. Meanwhile, the rooftop garden offers a stunning vantage point for residents to enjoy breathtaking sunsets, host gatherings, or enjoy barbecues with family and friends. It's not just a place to live; it's a vibrant community where every moment is an opportunity to connect and create lasting memories.

[smartcode_project_cta:default project_id=342]

Staff Writer

Why Ivanhoe locals are choosing to downsize to Candela

Mark and Roy Makari are expanding their presence in Sydney’s South West with a second major proposal for Leppington, this time envisioning a 900-dwelling mixed-use development just 850 metres from their previously lodged tower trio on Fifth Avenue.

Project management and construction management firm Creative Vision filed the plans for the&nbsp;multi-building project at <a href="https://www.apartments.com.au/new-apartments/230-rickard-road-leppington-nsw-2179">230 Rickard Road, Leppington</a>. The proposal seeks to establish a new focal point for the precinct through a high-density, transit-oriented development supported by diverse land uses.

According to the Scoping Report prepared for the Department of Planning, the scheme includes around 900 apartments across multiple towers, including 135 dwellings designated for affordable housing. A mix of market and subsidised apartments will be supported by ground-level activation through retail and office space, a childcare centre, and a hotel, forming a comprehensive urban precinct.

<img alt="Mixed Use Development 230 Rickard Rd Leppington" data-entity-type="file" data-entity-uuid="34797362-f3dc-4d84-8235-2657fc5f3bde" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Plan.png?VersionId=Uzckrz9tUpDQl5lX1_WMhjnv16bsr8wG" />

The Design Report by <a href="https://www.apartments.com.au/architects/studiosc-0">Studio SC</a> notes that the project “intends to deliver a high-quality, high-density built form that supports the vision for the Leppington Town Centre, integrating mixed-use outcomes and public domain upgrades.” The development is expected to be delivered in stages, although a precise timeline is yet to be confirmed.

The project will be assessed through a future State Significant Development Application, with the Scoping Report indicating the team will seek design excellence via a competitive process or through an expert design review panel. Early massing diagrams suggest a series of mid- to high-rise buildings framing a central landscaped spine, with emphasis on pedestrian permeability and public space.

The planning documentation flags a strong sustainability agenda, stating that the development will “respond to the urban heat island effect, incorporate water sensitive urban design, and prioritise active transport”.

<img alt="Mixed Use Development 230 Rickard Rd Leppington" data-entity-type="file" data-entity-uuid="369d7b54-1279-4cde-88ec-dcb215594414" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Podium_1.png?VersionId=QArL7B2kkLt63vl5xvL0FNV_ardAlez4" />

The proposal follows in the footsteps of the Makaris’ nearby Fifth Avenue site, where they’ve submitted plans for three towers comprising nearly 500 apartments, with 10 per cent dedicated to affordable housing. That project features commercial podiums, a childcare centre, and a new public park that would occupy more than a third of the site.

Both developments are situated within walking distance of Leppington Train Station and fall under strategic precinct plans promoting higher density housing. The town centre is undergoing substantial transformation, driven by state government planning reforms aimed at fast-tracking housing delivery.

Together, the two projects represent a combined ambition of nearly 1,400 new homes across just under two kilometres of central Leppington.

First look: 900-home mixed-use precinct planned for Leppington

Leading Australian integrated property development group, <a href="https://www.apartments.com.au/developers/aqualand-australia">Aqualand</a>, has released the signature penthouses crowning its landmark AURA by Aqualand precinct at 168 Walker Street in North Sydney, unveiling Il Magnate and La Divina as the largest and most luxurious penthouses in the suburb.

With prices anticipated to commence from $15 million, and each accompanied by a new Porsche Carrera 911 valued at over $500K, the residences mark the culmination of <a href="https://www.apartments.com.au/buildings/aura-by-aqualand-north-sydney-168-walker-street-north-sydney-nsw-2060">AURA by Aqualand</a>’s decade-long journey and the beginning of its final sales chapter. 
&nbsp; 
Their release follows more than $850 million in record-breaking residential sales and the building’s completion and occupation.

[smartcode_project:default project_id=30959 project_image_fid=358868]

The Richards Stanisich-designed 284 sqm Il Magnate and 224 sqm La Divina penthouses, collectively known as The Icons of AURA, are conceived as grand luxury homes rather than apartments, with expansive proportions, elevated materiality and curated identities that reflect their status as one-off residences.&nbsp;

Il Magnate features a grande master suite, complete with substantial walk-in dressing area and ensuite, three other bedrooms, second ensuite and another bathroom, powder room, open plan kitchen, scullery, substantial dining area and generous living room divided by a feature fireplace, and a multifunction wintergarden, which is ideal for a study and adjoining office breakout space. &nbsp;

Meanwhile, the La Divina residence offers the same amenities, sans the powder room, on a slightly smaller alternate floor plan configuration.

[smartcode_project:default project_id=30959 project_image_fid=358863]

Each occupies half of AURA by Aqualand’s topmost 28th level, comes with four secure car spaces and pairs sweeping Sydney Harbour panoramas with large-scale living spaces, refined detailing and a level of craftsmanship and amenity rarely offered in the North Shore market.&nbsp;

Penthouse residents will also receive Etymon’s ‘Black Key’ private concierge and lifestyle management service, an invitation only offering providing the ultimate in bespoke personalisation, including a range of everyday discrete services, from dinner party management, grocery deliveries, pet feeding or plants watered, dinners, snacks and coffee deliveries, event ticket sourcing, right up to organising travel visas and international airfares. Rarely seen in Australian properties, the service provides residents the benefits of living in a world-class luxury hotel-style home, akin to The Ritz, or the Waldorf Astoria.

[smartcode_project:default project_id=30959 project_image_fid=358862]

<a href="https://www.apartments.com.au/interior-designers/richards-stanisich">Richards Stanisich</a>’s Director, Kirsten Stanisich, said the studio set out to craft residences that feel profoundly considered, contemporary and deeply connected to their setting.

“From the outset, we approached these penthouses with the sensibility of a grand Parisian residence - generous in scale, elegant in proportion and designed to feel more like a handcrafted home than an apartment," Stanisich said.

“Their elevated position and sweeping harbour outlook informed every decision, creating a rare connection between urban sophistication and natural calm. We shaped each space with expressive materiality, sculptural forms and bespoke detailing that invite touch and interaction.&nbsp;

“The result is a pair of residences defined by volume, light and an inherent softness - refined, flexible and deeply personal. These penthouses are unlike anything else in North Sydney, offering a sanctuary of true luxury framed by some of the city’s most remarkable views.”

For Aqualand’s Head of Sales &amp; Marketing, Alex Adams, the collaboration with Porsche underscores the shared ethos behind the residences.

“Aqualand’s collaboration with Porsche underpins both brand’s sharing an obsession with craftsmanship, design excellence, and enduring value," Adams said.

“Our penthouses are created for those who appreciate the finer details and expect the extraordinary at every touchpoint. Including a Porsche simply extends that experience beyond the residence - it’s a continuation of the lifestyle our buyers already live.”&nbsp;

[smartcode_project:default project_id=30959 project_image_fid=292862]

Aqualand’s Managing Director, Jin Lin, said the penthouses represent both the pinnacle of AURA by Aqualand and an important design benchmark for the company’s future pipeline.&nbsp;

“These stunning penthouses reflect the purest expression of Aqualand’s design ambition," Lin said.

“The unparalleled design intent makes them not only the glistening crown of AURA by Aqualand, but the crown of North Sydney itself. They’re essentially a thank you gift to a burgeoning community that deserves this level of quality and architectural consideration.&nbsp;

“We’re leveraging the unrivalled standard set here as the foundation for what comes next, including our upcoming Anderson Street, Chatswood; 15 Blue Street, North Sydney and Central Barangaroo projects. Purchasers of these penthouses will essentially be living inside the blueprint of Aqualand’s future.

“These landmark residences demonstrate how far North Sydney has evolved and the strength of demand for highly curated, bespoke luxury homes. They’re more than penthouses, they’re legacy residences.&nbsp;

“With AURA by Aqualand now a thriving new precinct with residents well and truly settled, and our in-house world-class lifestyle amenity activated, Il Magnate and La Divina represent a once-in-a-lifetime opportunity to secure an extraordinary piece of North Sydney’s future.”

[smartcode_project_cta:default project_id=30959]

Joel Robinson

Aqualand launches North Sydney penthouses with free Porsche Carrera 911

<a href="https://www.apartments.com.au/developments/bokarina-qld-4575">Bokarina</a> Beach has quietly evolved into one of the Sunshine Coast’s most complete coastal lifestyle precincts, defined not just by proximity to the ocean, but by how residential living, local retail and everyday amenity are stitched together.&nbsp;

Gardner Vaughan Group’s <a href="https://www.apartments.com.au/new-apartments/bask-bokarina-38-bokarina-boulevard-bokarina-qld-4575">Bask Bokarina</a> now represents the final residential chapter in that transformation.

[smartcode_project:default project_id=141609 project_image_fid=333360]

Over recent years, the Bokarina Beach precinct has taken shape as a walkable, community-oriented neighbourhood, anchored by beachfront access, Lake Kawana to the west, and a growing mix of cafés, specialty retail and public open space.&nbsp;

With Zinc Bokarina already delivered next door by <a href="https://www.apartments.com.au/developers/gardner-vaughan-group">Gardner Vaughan Group</a> (GVG), Bask is the last opportunity to buy a brand new apartment within the precinct, effectively rounding out a fully formed coastal village.

GVG has positioned Bask to strengthen that lifestyle framework. Ten ground-floor retail spaces are planned beneath the residences, extending Bokarina Boulevard’s existing activity and reinforcing the area’s everyday convenience, from casual dining and coffee to local services, within a short walk of the beach.

[smartcode_project:default project_id=141609 project_image_fid=333359]

The residential component comprises 135 apartments across two buildings, Mydas and Caretta, with a clear shift toward larger three- and four-bedroom layouts and penthouses. That mix reflects a maturing buyer profile in Bokarina, where demand is increasingly led by owner-occupiers and active downsizers seeking space, permanence, and connection to place rather than short-term coastal accommodation.

Design and amenity have followed the same logic. Residents will have access to a heated plunge pool, gym, private dining room with a full kitchen, landscaped communal gardens with barbecues and a firepit, and a shared herb and vegetable garden, facilities intended to support daily use rather than resort-style turnover. Pet-friendly features, including a dog wash bay, acknowledge both buyer expectations and the area’s dog-friendly beach, located around 250 metres from the site.

[smartcode_project:default project_id=141609 project_image_fid=333366]

“Bokarina has become one of the Sunshine Coast’s most desirable beachside communities, and Bask represents the very last chance to buy new in this location,” GVG Director Sam Gardner said.&nbsp;

“Our focus has been to create spacious, functional apartments that meet the needs of locals who want to downsize without compromise, as well as those seeking a full-time coastal retreat.”

Positioned between the Pacific Ocean and Lake Kawana, Bask apartments have been oriented to capture outlooks toward the water or the Glass House Mountains, reinforcing the project’s connection to its natural surroundings. With parks, beachfront paths, hospitals, retail and public transport already in place, Bask arrives at a point where the broader precinct is no longer emerging, but established.

Construction is expected to complete in Q3 this year, with apartments ready to move into this Spring.

[smartcode_project_cta:default project_id=141609]

Bask to complete Bokarina’s Sunshine Coast lifestyle precinct as final apartments are released

Property development giant <a href="https://www.apartments.com.au/developers/avid-property-group">AVID Property Group</a> is approaching completion, and sell-out, of its Surry Hills apartment development, <a href="https://www.apartments.com.au/new-apartments/the-rathbone-23-47-flinders-street-surry-hills-nsw-2010">The Rathbone</a>.

The Flinders St project has sold well over half of its 32 apartments, which will sit above two retail spaces.

Now hitting the market are the final 14 one-, two-, and three-bedroom apartments, which start from $1.15 million. AVID is targeting a mid-2026 completion.

[smartcode_project:default project_id=5947 project_image_fid=51208]

AVID General Manager New South Wales Danny Boubli said as more apartments are introduced to increase housing options in inner-city areas, homebuyers are searching for a &nbsp;sense of belonging in addition to location, convenience and value.&nbsp;

“There are very few opportunities for new developments in Surry Hills, and since acquiring the site, we’ve even seen one early purchaser merge two apartments plans together, reflecting the demand for a spacious, premium offering in a prime location,” Boubli said.&nbsp;

“Demand has been strong since we launched to market – we don’t see these final apartments staying on the market for long.”&nbsp;

Architectural firm Studio SC has designed the building which pays homage to the former 1900s Rathbone Terraces that once sat on the 990 sqm island site.

Boubil said the team has made every effort to create "truly liveable apartments", through&nbsp;functional floor plans, security, storage, and the inclusion of quality fittings.

[smartcode_project:default project_id=5947 project_image_fid=51207]

&nbsp;

Sustainable design has also been implemented throughout the development, with natural light flooding each apartment, ventilation throughout, extensive landscaping and where possible, materials with a high level of recycled content and low volatile organic compound paints have been used. &nbsp;

Apartments range in size from 57 sqm for the one-bedrooms to the large-scale 165 sqm three-beds which are priced at $2,575,000.

[smartcode_project_cta:default project_id=5947]

AVID launches final apartments at The Rathbone, Surry Hills

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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