F - REHDA Heads of Marketing - Sales Industry Roundtable 2022

REHDA Institute: Industry Insights Summary Report
REHDA Heads of Marketing & Sales

Industry Roundtable 2022
(Property Development Marketing
Issues & Solutions)
Date: 23 November 2022
Time: 3.30 PM – 6.30 PM
Venue: Sunway Putra Hotel, KL
CONTENTS
CHAPTER 1: INTRODUCTION 2
1.1 Background of REHDA Institute 2
1.2 Background of the Research Study 3
1.2.1 Industry Marketing & Sales 2022 and Closed-Door Focus Group 3
Discussion (FGD)
CHAPTER 2: METHODOLOGY 5
2.1 Industry Marketing & Sales Survey 2022 5
2.2 Closed-Door FGD for REHDA Members Heads of Sales 6
CHAPTER 3: MAIN FINDINGS 7

3.1 Industry Marketing & Sales Survey 2022 7
3.2 Closed-Door FGD for REHDA Members Heads of Sales 15
CHAPTER 4: CONCLUSION & RECOMMENDATIONS 23
CHAPTER 5: ACKNOWLEDGEMENT 24
INDUSTRY INSIGHTS SUMMARY REPORT: REHDA HEADS OF MARKETING & SALES INDUSTRY ROUNDTABLE 2022
“PROPERTY DEVELOPMENT MARKETING ISSUES & SOLUTIONS”
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF REHDA Institute
REHDA Institute acts as the training, education and research arm of the Real Estate and
Housing Developers’ Association of Malaysia (REHDA). REHDA Institute was relaunched in
2004 by then Prime Minister Tun Abdullah Badawi to address the research and educational
needs of the housing and property industry, witnessed by former Prime Minister Tun Dr.
Mahathir Mohamad. REHDA Malaysia has more than 1,500 property developer member
companies throughout Peninsular Malaysia. Members of REHDA have built more than 4
million housing units to date and contributed more than RM20 billion annually to Malaysia’s
GDP.
The affairs of REHDA Institute are governed by a Chairman and an independent Board of
Trustees, which consists of prominent industry personalities, including past-Presidents of
REHDA Malaysia who has contributed significantly to the growth and advancement of the
housing and property industry. The Institute’s objectives and activities focus on the three (3)
main pillars:
1. Training & Providing industry-relevant training and events for the real
Events estate and property development industry to improve
productivity, enhance knowledge and innovate new ideas
towards achieving the highest standards of professionalism and
advance best practices for the industry.
2. Research Spearhead industry-relevant research to drive improvements in

industry’s best practices, research contents for members’
consumption, and contribute positively to the overall
development of Malaysia.
3. Education Working hand in hand with tertiary institutions, the Institute

formulates Master’s Degree and Executive Programmes for
middle and senior management of the industry to groom future
industry leaders. Focusing on industry-relevant course
contents, these programmes are designed to empower
industry stakeholders with practical knowledge and applied
skills. Currently, REHDA Institute works with University Tunku
Abdul Rahman (UTAR), for a Masters of Real Estate
Development (MRED) Program offered by UTAR.
1.2 BACKGROUND OF THE RESEARCH STUDY
As one of the critical components in the property development process, marketing & sales
activities influences developers’ profit via sales generation and contributes to branding
exercise via awareness creation amongst potential property buyers. Therefore, understanding
the constantly evolving marketing and sales issues and their challenges is important in
ensuring the success of a development project and the company itself.
However, it is difficult to gain a comprehensive understanding of a property developers’

marketing and sales activities. One major hurdle is due to the concerns of confidentiality &
privacy information associated with the trade secrets of marketing and sales activities across
different competitor development companies.
As a neutral independent party working for the general interest of the industry, REHDA
Institute is taking the initiative to collect information and data related to the challenges faced
by developers, as well as potential impacts of sustainability trends – i.e. Environment, Social,
and Governance (ESG) compliance – that are affecting the real estate industry, in order to
provide an in-depth understanding on the issues and prepare the industry in facing and
embracing opportunities, alongside the uncertainties.
1.2.1 Industry Marketing & Sales Survey and Closed-Door Focus Group Discussion
(FGD) for REHDA Members Heads of Sales
On 23 November 2022, led by Datuk NK Tong (REHDA President) and supported by

REHDA Institute team with collaboration partners from Universiti Tunku Abdul Rahman
3
(UTAR), a closed-door focus group (FGD) discussion session was held during REHDA
Institute’s Property Developers’ Sales & Marketing Summit & Industry Brainstorming.
The event was attended by Heads of Marketing and Sales Teams from real estate
development firms throughout Peninsular Malaysia.
The REHDA Members only closed-door FGD served several objectives:
1. To identify the main and current challenges faced by developers in real estate
development business;
2. To determine the impacts and preparation of developers in embracing the trend
of ESG;
3. To provide insights for future planning and future proofing of the property
development business;
4. To identify unserved gaps and provide training solutions that could address the
identified challenges and benefit developers in their business operations.
Datuk NK Tong, REHDA President, briefed the participants on the objectives and format
of the FGD session
CHAPTER 2
METHODOLOGY
This section will explain the approach of Industry Marketing & Sales Survey and FGD in gathering
meaningful information and data by REHDA institute.
2.1 Industry Marketing & Sales Survey 2022
Step 1: Defining the Study Scope
• The scope was determined based on comments and feedback from the
discussion with senior practitioners in property development industry as
well as from the previous FGD in 2021.
Step 2: Designing the Survey Instrument
• Based on the scope defined, survey questions were designed. The

content, wording and structure of the survey questions were crafted
carefully to ensure the survey form is easy to understand and answered
by the respondents.
Step 3: Administering The Survey Instrument
• The survey form was sent and distributed to participants of REHDA

Institute’s event on Property Developers’ Sales & Marketing Summit &
Industry Brainstorming, via SurveyMonkey online survey platform.
• A follow-up message was sent to remind the respondents to respond
and answer the survey form.
Step 4: Data Compilation and Screening for Analysis
• The collated data was screened to ensure the responses are complete
without any missing data and answered by the targeted participants. The
data were analysed and discussed in conjunction with the findings from
the FGD in this summary report.
2.2 Closed-Door FGD for REHDA Members Heads of Sales
The following figure will provide an overview of the flow of the FGD, whilst a detailed explanation will
be presented according to the flow.
Step 1: Identify Study Scope

• Scope of the study being identified, together with its focus
Step 2: Selection of FGD Participants

• 132 property developer representatives was selected as FGD
participants.
Step 3: Formation of FGD

• The selected participants were divided into 14 groups.
• Participants from the same development company were prohibited from
joining the same FGD group.
Step 4: Opening of FGD

• Led by Datuk NK Tong (REHDA Malaysia President).
• Purpose, procedure, rules benefits of having the FGD been explained.
• Moreover, measures taken in protecting confidentiality and privacy
information were acknowledged.
Step 5: Discussion by Participants

• Assisted by Facilitators from UTAR.
• Participants were invited to share their thoughts on the discussion
questions.
Step 6: Closure
• Representative from each FGD groups presented and reported the
outputs from the group, respectively.
The main findings from the FGD were discussed in the later Section. Such findings are deemed
necessary to provide practitioners with insights for future business activity planning. In addition, it
will provide REHDA Institute with the idea to deliver training and events that facilitate and prepare
the real estate and property development industry to embrace the potential opportunities for the
post-covid scenarios while strengthening the industry in moving forward in an era of ESG compliance.
CHAPTER 3
MAIN FINDINGS
The followings are the main findings from the survey & FGD:
3.1 Industry Marketing & Sales Survey 2022
As mentioned in Chapter 2, the findings from the survey are used as a reference to the FGD
and to understand the perspectives of marketing and sales personnel in the property
development industry. A total of 56 completed responses have been obtained from the survey.
Below are the key findings from the survey:
In your opinion, which of the following government’s proposed initiatives in

Budget 2023 has the most impact on the sustainable growth in the real estate and
property development industry?
7%
14% 27%
66%
Least Impactful
Moderate
60% Most Impactful
79%
25%
9% 13%
Increased funding allocation Stamp duty exemption for RM 3 billion in guarantees

for Government Housing first-time homebuyers under the Housing Credit
Programmes Guarantee Scheme
Among the proposed initiatives in Budget 2023, a large component (79%) of the respondents
believed that the stamp duty exemption for first-time homebuyers under the proposed
Budget 2023 has the most impact on the sustainable growth of the real estate and property
industry. The proposed initiatives in Budget 2023 included:
• 100% stamp duty exemption for first-time homeowners of properties priced

RM500,000.00 and below;
• Increase stamp duty exemption for houses worth between RM 500,000.00 and RM 1
million from 50% to 75%.
While the increased funding allocation for government housing was considered the least
impactful, it was important for the government to continue supporting affordable housing and
provide the opportunity to be a homeowner to as many people as possible. Relevant initiatives
in the proposed Budget 2023:
• Allocation of RM 367 million for the development of People’s Housing Projects in urban
areas;
• Allocation of RM 358 million for the construction of 4,250 affordable houses under the
Rumah Mesra Rakyat programme.
These initiatives would be vital to promote home affordability and inclusivity of home
ownership, particularly amongst the B40 and M40 communities, according to Datuk NK Tong,
President of REHDA Malaysia, in an interview with The Star newspaper.1
Although the proposed Budget 2023 was considered to have lapsed as it was not approved or
debated in the parliament following the formation of the new government after GE15, this
reflected the voice of the industry to call for more government initiatives that would benefit
a wider pool of homebuyers, including the upgraders.
1
Higher stamp duty exemption a good move, says Rehda. Link https://www.thestar.com.my/business/business-
news/2022/10/10/higher-stamp-duty-exemption-a-good-move-says-rehda
8
With the increased bank lending interest rate, what are the marketing & sales
strategies you or your company deploy to address the current market situation for
prospective buyers?
38%
29%
27%
9%
Freebies & Rebates Financing Package Product Offering No action taken
More than one-third of the respondents have offered freebies and rebates for homebuyers as
a marketing and sales strategy to address the current market situation. More attractive
rebates and promotional packages with perks such as fixtures and fittings in new homes were
adopted to make them appealing to the market.
Financing package was one of the top marketing and sales strategies to attract prospective
home buyers. Easy payment scheme was the most common financing package to be offered
by the respondents (29%). Other attractive financing features included zero down payment,
zero interest instalment plan, and competitive interest rates.
The provision of housing that meets the needs of prospective buyers, such as more affordable
homes and houses with better design and worth in value, was the third top marketing and
sales strategy adopted by the developers, supported by 27% of the respondents. Innovative
and demand-based product offerings, such as dual key units and smaller size units with
compact layout designs, are considered to be vital to attract the target market. Furthermore,
pricing strategy for the product offerings is a key consideration point for developers to ensure
the affordability of products for the targeted groups.
Interestingly, 9% of respondents did not take any action to address the current market
situation. They believed that the current interest rate has returned to its previous normal level,
as there was no increment in the past years. What was more important for them was to
educate the consumers and clear up any misconceptions about the housing industry.
What are the main pain points of your digital marketing campaign?
41% of the respondents reported that lead generation and
management was the main pain point in their digital marketing
Lead generation and
management campaigns. In addition, 23% of the respondents faced obstacles in
data analytics for digital marketing performance and 18% faced
obstacles in developing digital marketing strategy. 11% of the
Data analytics for digital respondents have difficulties with digital marketing content and
marketing performance skills.
Getting immediate, desired results from digital marketing

initiatives have always been challenging. Based on the previous
Developing digital
marketing strategy digital marketing transformation initiative (DMTI) survey
conducted by REHDA Institute, a successful digital marketing
campaign involves constant monitoring, review, and adjustment
Digital marketing to reach the right audiences. With a longer-term strategic

content and skills initiative and continuous building of digital footprints, the upper
funnel initiatives would be linked to the bottom-line results.
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Group photo of Property Developers’ Sales & Marketing Summit & Industry Brainstorming participants at
Sunway Putra Hotel, KL on 23 November 2022
Participants actively listened and provided feedback Mr. Devasagayam A/L Ayyakkannu, Director of Bidara
during the FGD. Camar, represented his group to share inputs from their
discussions.
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How much is your company spending (estimated) on digital marketing initiatives
in 2022 and 2023?
Digital Marketing Spending in 2022

RM1,000,001 -
RM 1,500,000 RM 1,500,001 - RM 2,000,001 and
2% RM 2,000,000 above
2% 6%
RM 750,001 -
RM 1,000,000
8%
RM 100,000 and
below
RM 500,001 -
34%
RM 750,000
6%
RM 250,001 -
RM 500,000
23%
RM 100,001 -
RM 250,000
19%
Estimated Digital Marketing Spending in 2023

RM 1,500,001 - RM 2,000,001 and above
RM 2,000,000 10%
2%
RM1,000,001 - RM 100,000 and
RM 1,500,000 below
4% 23%
RM 750,001 -
RM 1,000,000
12%
RM 500,001 -
RM 750,000
4% RM 100,001 -
RM 250,000
25%
RM 250,001 -
RM 500,000
20%
Digital marketing spending by property developers in Malaysia is likely to have increased in

2023 compared to 2023. From the respondents, approximately 10% will spend RM 2 million
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and above on digital marketing, up from 6% in 2022. However, the percentage of respondents
who are expected to spend up to RM 100,000 in digital marketing is only 22% in 2023
compared to 33% of respondents who spent RM 100,000 and below in 2022.
The largest digital marketing spending category was between RM 100,001 to RM250,000 in
2023, with a percentage of 25%. In 2022, the largest category of spending is RM100,000 and
below.
We would assume that the strong growth of digital transformation in sales and marketing
activities of the property development industry has contributed to the larger spending
category in the range of RM100,001 to RM250,000 for 2023. However, this may also be due
higher cost of doing digital advertisement spending, as some respondents commented that
the digital marketplace has become much more crowded and competitive for preferred ad
space.
REHDA’s latest Property Industry Survey (PIS) showed a decline in new launches in 1H
2022, as shown below: -
In your opinion, what is/are the reason(s) for the reduced launches? What incentives can
encourage developers to launch new projects?
13
Reasons for Reduced Launches
50%
27%
20% 18%
9%
External Factors High Construction Delays in Housing Stock Labour Shortage

& Building Authority
Material Cost Approvals
Half of the respondents cited external factors - such as market uncertainties, higher interest
rates, economic slowdown, weak market sentiment, and political instability, as the main cause
of reduced new launches. Developers prefer to take a more cautious approach (wait and see)
on the market trends in the post-pandemic era. Other key reasons for reduced new launches
include high construction and building material costs, and delays in authority approvals.
Based on comments from some respondents (18%), developers are working to clear up the
sales of their current housing stocks. They believe that there is an oversupply in the current
market, with weak demand. Moreover, labour shortage makes it harder for developers to
implement new projects.
Proposed Incentives to Encourage New Launches by Developers
44%
19%
13%
9%
7% 6%
Home End-Financing Reduce Government Speed of Material and

Ownership Compliance Subsidies Approval Labour Issues
Campaign Costs
(HOC)
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To encourage new launches, 44% of the respondents called for the reintroduction of the Home
Ownership Campaign (HOC) and the stamp duty exemption for homebuyers. Introduced in
2019, the HOC was widely lauded for boosting housing demand and being effective in clearing
stocks. 2 Following that, ease of financing was suggested by 19% of the respondents to
encourage new launches. Innovative end-financing schemes, looser bank regulations on loan
approvals, and removing the 70% loan margin policy for third-home buyers would help to
stimulate the property buying process.
Reduction of compliance costs, including an increase in plot ratio and ceiling price for low-cost
and low-medium-cost housing units, were cited by 13% of the respondents as a means to
encourage new launches. Other proposed push factors for new launches included government
subsidies and increasing speed of approval. Some (6%) of the respondents also urged for
government intervention in building material cost and labour issues.
3.2 Closed-Door FGD for REHDA Members Heads of Sales
Below are the key findings from the FGD:
What are the top three challenges that you have faced in your sales and marketing
activities/campaigns?
79%
71%
36%
End Financing Speed of approval Supply and Demand

Mismatch
More than three quarters (79%) of the respondents highlighted that end-financing was the
top challenge faced in their sales and marketing activities. Most respondents stated that
there were inadequate packages provided by the bank to cater to home buyers, especially
2
Home Ownership Campaign 2020/2021 sales hit RM25.65b as at end-Feb, says Rehda. Link:
https://www.theedgemarkets.com/article/home-ownership-campaign-20202021-sales-hit-rm2565b%C2%A0-endfeb-
says-rehda
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first-time homebuyers. From the previous Industry Marketing & Sales Survey 2022, some
insights were provided by the respondents on the issue of end-financing, as listed below:
• Banks provide lower market valuation, as compared to developer’s SPA price, resulting
in lower loan margin for potential house buyers;
• Tighter lending policies by financial institutions;
• Poor buyer’s eligibility for end-financing;
• Constant shift/ changing of bank regulations.
Speed of approval was ranked as the second biggest challenge faced by the respondents
(71%). The respondents highlighted the slow approval of the Advertising Permit and
Developer License (APDL) by the Ministry of Housing and Local Government (KPKT) (for
instance the APDL application could take four to six months to be approved).
The third biggest challenge faced by the respondents was the mismatch between supply and
demand (36%). This challenge came due to the mismatch between the preliminary analysis of
property development projects and targeted consumers. The table below is a compilation of
a list of key comments from the respondents on the issues of supply and demand in housing
industry.
Supply Demand
• Oversaturated market • Population
o Oversupply of similar o Young generation has less interest to invest
products resulting in high in property and would compare investment
competition with unsold returns and capital appreciation between
units in certain areas. property investment and other forms of
• Product offering investment.
o Developers don’t keep up with o Small population size and limited target
the latest features, such as market in Malaysia.
façade, facilities and designs. • Economy
o Property location is not o Middle income trap.
favourable. o High living cost environment.
o General market unable to afford paying the
10% differential sum.
o Bearish market sentiment: Lack of buying
interest due to rising inflation and uncertain
economic development.
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Other challenges raised during the brainstorming session included difficulties in obtaining
good-quality leads, and government regulation issues, mainly including but not limited only
to, Bumiputera Quota and Housing requirement regulations.
What are the top three solutions/strategies have you taken to address the challenges?
To address the aforementioned challenges, the respondents have adopted some strategies
and solutions, of which some were shared below:
No Challenge Solutions/Strategies
1 End • Train staff to perform the pre-loan assessment.
Financing • Outsource loan broker.
• Provide valuation report to support approval.
• Pre-consultation with valuers & banks.
• Better screening of customers.
2 Speed of • Continue using Housing Integrated Management System
Approval (HIMS) to apply for APDL.
• Close monitoring with the authority on progress of application.
• Cross-coordinate with KPKT on the application status for APDL.
• Produce a proper timeline and guidelines to accommodate the
delay by the authority.
• Request assistance from REHDA.
3 Mismatch • Produce more Innovative products such as green buildings
between (through green financing) and modern-style houses to attract
Supply and customers.
Demand • More innovative schemes in collaboration with banks such as
Houzkey, a Rent-To-Own scheme.
• Tracking of the supply and demand trends based on the HIMS
platform.
• Calls for extension of HOC to attract customers.
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What are the top three challenges that you faced in digital marketing
activities/campaigns?
79%
71%
43%
21%
Lead Quality Cost Talent/Expertise Content
Lead quality is ranked as the top challenge faced by respondents (79%) in their digital
marketing activities, as they are struggling to obtain high-quality leads. The respondents
commented on the authenticity and quality of conversion on the leads and were curious about
the strategies to obtain a higher conversion rate from the leads.
The second biggest challenge faced by respondents in digital marketing activities is cost
(71%). Most of the respondents do not seem to be happy with the turnover of their digital
marketing effort, or in other words, the conversion of their leads. The respondents stated that
the cost per lead (CPL) in digital marketing is high, in addition to concerns about the conversion
rate and quality. Additionally, cost includes the labour, tools & equipment, and continuous
operation and improvement of the digital marketing initiative. During the brainstorming
session, some respondents agreed that traditional marketing costs way less and is deemed to
be more effective than digital marketing.
Following is the challenge of getting the right talent or expertise (43%) for digital marketing
activities. Since digital marketing is a relatively newer concept for property marketing in
Malaysia, many of the respondents are quite new to the concept. Talents are difficult to
nurture in their companies as it costs time and money, and they usually opt to outsource
digital marketing activities.
Content (21%) is the fourth biggest challenge for the respondents. There are many factors
behind attracting digital consumers in buying a certain product, but the most important aspect
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of a digital marketing component is the content. Contents need to be culturally sensitive as
well as attractive to the viewers to attract quality leads.
What are the top three strategies that you have adopted to address challenges
relating to digital marketing?
No Challenge Solutions/Strategies
1 Lead Quality • Carry out digital marketing campaigns based on targeted
age group.
• Regularly analyse the efficiency of different digital.
marketing platforms.
• Explore more digital A&P channels and other options.
2 Cost • Ask for more budget allocation.
• Invest in an integrated system to ensure immediate
response.
• Adopt hybrid marketing.
3 Talent/Expertise • Growing an internal digital marketing team.
• Outsourcing by engaging with the right agencies.
• Direct engagement with digital expertise.
4 Content • Create contents that are more creative, and easy to
understand.
• Create different contents for A/B testing (also known as
split testing) and refresh the content every 2-3 weeks.
To improve lead quality, the respondents focused on obtaining and ensuring the specific target
group of consumers to market their products. During the discussion, the most common
criteria for the target group are aged-based and with the target product of properties below
RM500,000.00.
In addressing talent issues, growing an internal digital marketing team is a cost-efficient way
as outsourcing or recruiting external agencies to do the operational matters is quite expensive.
However, this method is also noted to be a problem as the respondents stated it takes time
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and are uncertain of the true potential digital marketing can bring. Some of the respondents
opt to outsource to experts due to time consumption and inadequate understanding of digital
marketing. Regardless of how expensive outsourcing is, it gets the job done. Outsourcing of
talents and expertise will help the company to focus more on product creation and leave the
digital marketing technicalities work to the external talents.
Contents for digital marketing are hard to curate as the respondents commented, as they
would need to find the right amount of structure and sensitivity to cater to their targeted
group of consumers. With the right content, developers can attract quality leads.
In your opinion and experience from the overall big picture point of view, does
ESG compliance bring more overall benefit to your company, or does it only
increase cost?
Others
21.43%
Benefit
42.86%
Cost
35.71%
During the brainstorming session, 42.86% of the respondents believed that ESG compliance
brings more overall benefit to their company, while 35.71% perceived ESG as increasing cost.
The rest did not provide any response or it depended on the circumstances.
What is your next step or action plan with ESG adoption?
71.42%
42.86%
28.57%
Education/Awareness Cost/Financing Government
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Categories Comments
Education / • Educate and raise awareness among developers and
Awareness buyers.
• Choose more sustainable options for development, such as
sustainable land development and construction methods.
• Adopt the UN Sustainable Development Goals (SDGs).
• CSR - recycling and awareness campaign.
• Include ESG as part of company branding and promote ESG
products.
Cost • Easier End Financing.
/Financing • Low awareness and return of investment (ROI).
• Lower maintenance cost.
• Lower interest rates by Banks.
Government • Governance & guidelines.
• Incentives from the Government for Green certification.
• Tax Exemption.
Through educating and embarking on ESG compliance, more awareness could be created for
developers and buyers to promote ESG for more sustainable development options
(sustainable land and construction methods). Educating consumers can also play an important
role in familiarising them with ESG compliance to buyers.
To support Bursa Malaysia’s ESG initiatives, the respondents hope for more incentives by the
government as ESG can result in higher cost of doing business. The government could provide
governance and guidelines, especially regarding steps, applications, and challenges,
specifically regarding future climate change and other environmental risks. Respondents also
suggested that the local councils provide additional incentives for Green certification.
The developers should promote ESG compliance by relating their values and benefits to the
purchaser. ESG awareness can also be highlighted by adopting SDG (Sustainable Development
Goals) developed by United Nations General Assembly. The framework for achieving a better,
more sustainable future for everybody is found in the Sustainable Development Goals. the
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Sustainable Development Goals are a framework for achieving a better, more sustainable
future for everyone.
One of the action plans is to incorporate ESG into the company’s branding. Developers may
utilise ESG compliance as a leading management tool to communicate tangible data about
how a company’s practices can build stronger brand integrity through sustainability.
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CHAPTER 4
CONCLUSION & MOVING FORWARD
In conclusion, three (3) main points were identified during the discussion.
1. Top challenges faced by property sales and marketing teams was HIMS or APDL
approval, end-financing, and mismatch between supply and demand, different from
the previous year’s top challenges of end-financing, digital marketing and external
factors.
2. Digital marketing remains a challenge for property developers, and one key question
is whether it should be outsourced or insourced.
3. Company size is the key factor in the implementation of digital marketing and ESG
practices. While larger firms have more resources to be deployed (due to economies
of scale), however, for digital marketing and ESG, it could be a challenge for smaller
firms.
In response to the wish list of FGD’s participants for REHDA Institute:
1. Digital Marketing Training

REHDA Institute will improve the content and structure of digital marketing training,
including challenges and strategies, to support property marketing and sales teams in
growing towards digitalization.
2. Accessibility to market data and industry information
REHDA Institute will continue its efforts to address the research and educational needs
of the housing and property industry. REHDA Institute will look into more efficient
ways of sharing property knowledge and information for the members to access
exclusively. REHDA Institute will also explore more opportunities for exclusive
brainstorming sessions for the members to engage with each other and address
industry challenges as a whole. REHDA members are urged to support the Property
Industry Survey and other surveys conducted by REHDA Institute, so the Institute can
hear more feedback. The data would be used to understand the industry and the
market, and to engage with the government and media accordingly.
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CHAPTER 5
ACKNOWLEDGEMENT
A special thanks to the Universiti Tunku Abdul Rahman (UTAR) team for their support in
facilitating the FGD and preparing the summary report.
REHDA Institute’s Heads of Marketing & Sales Industry Roundtable 2022 is made possible
with the participation and support of senior marketing & sales representatives from 77
development companies, as listed below.
No. Company Names No. Company Names

1 1 Pavilion Property Consultancy 40 Mah Sing Group
2 368 Segambut 41 Marques Land

(a subsidiary of IJM Land) (a subsidiary of Platinum Victory)
3 Aspect Synergy 42 Masteron Group
(a subsidiary of OSK Property)
4 Atlantic Dynamics 43 Matrix Concepts (Central)
5 B&G Capital Resources 44 Maxim Heights

(a subsidiary of Mah Sing)
6 Bandar Rimbayu 45 Mitraland Management Services
(a subsidiary of IJM Land)
7 Bandar Serai Development 46 Mudajaya Land
(a subsidiary of Gamuda Land)
8 Berjaya Land 47 Naim Land
9 Bertam Properties 48 Naza TTDI
10 Best Builder Management 49 OCR Land Holdings
11 BH Builders 50 Parkwood Developments

(a subsidiary of Asian Pac)
12 Bidara Camar 51 Pavilion Integrity
(a subsidiary of Platinum Victory)
13 BJB Heights 52 Pembinaan Jaya Depan
(a subsidiary of Handal Group)
14 BKG Development 53 Pembinaan Serta Hebat
(a subsidiary of Chin Hin Group) (a subsidiary of Platinum Victory)
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15 BON Estates 54 Perbadanan PR1MA Malaysia
16 BSS Development 55 PJD Management Services

(a subsidiary of OSK Property)
17 Bukit Hitam Development 56 Platinum Victory Holdings
(a subsidiary of TAHPS Group)
18 Cangkat Hartamas 57 Plenitude Management Services
19 Colourcove 58 PPB Hartabina
20 Cosmowealth Housing Development 59 Protasco Land

(a subsidiary of Mah Sing)
21 Country View Resources 60 Putrajaya Holdings
22 DNP Land 61 Q Homes Sdn Bhd

(a subsidiary of Wing Tai)
23 Em Hub 62 RB Land
(a subsidiary of ALCOM/SCLand) (a subsidiary of IJM Land)
24 Eng Han Property 63 S P Setia
25 Esteem Business Park 64 Saradise Sdn Bhd

(a subsidiary of Rivertree)
26 Fairview Development 65 Setia Alamsari
(a subsidiary of S P Setia)
27 Gamuda Land (Kemuning) 66 Setia Ecohill
(a subsidiary of S P Setia)
28 GLM Emerald Square (Cheras) 67 Setia Putrajaya
(a subsidiary of GuocoLand) (a subsidiary of S P Setia)
29 GLM Property Services 68 Sia Her Yam Realty
(a subsidiary of GuocoLand)
30 Glomac Berhad 69 Simas-D Sdn Bhd
31 Gunung Impian Development 70 Sime Darby Property
32 Hillcrest Gardens 71 Solaris Prestasi
33 Intelek Kekal (M) 72 Southville City

(a subsidiary of MKH) (a subsidiary of Mah Sing)
34 Jayyid Land 73 Sunway Belfield
(a subsidiary of Platinum Victory) (a subsidiary of Sunway)
35 JKG Central Park 74 Sunway Integrated Properties
(a subsidiary of Sunway)
36 Kiaramas Development 75 Sunway PKNS
(a subsidiary of Asia Quest) (a subsidiary of Sunway)
37 Kl Wellness City (H) 76 TSI Holdings
25
38 KLCC (Holdings) 77 Tungling Development
39 KL-Kepong Country Homes

(a subsidiary of KLK)
Group photo of Datuk NK Tong, Datuk Haji Muztaza bin Haji Mohamad (Trustee of REHDA
Institute), UTAR team and the FGD participants.
26
REHDA Institute
Wisma REHDA, No., 2, Jalan SS 5d/6, 47301 Petaling Jaya, Selangor
For more information, please contact:
siewyee@rehdainstitute.com | 012-335 7268

F - REHDA Heads of Marketing - Sales Industry Roundtable 2022

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F - REHDA Heads of Marketing - Sales Industry Roundtable 2022

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REHDA Institute: Industry Insights Summary Report

REHDA Heads of Marketing & Sales

CHAPTER 3: MAIN FINDINGS 7

CHAPTER 4: CONCLUSION & RECOMMENDATIONS 23

1.1 BACKGROUND OF REHDA Institute

2. Research Spearhead industry-relevant research to drive improvements in

3. Education Working hand in hand with tertiary institutions, the Institute

1.2 BACKGROUND OF THE RESEARCH STUDY

However, it is difficult to gain a comprehensive understanding of a property developers’

On 23 November 2022, led by Datuk NK Tong (REHDA President) and supported by

The REHDA Members only closed-door FGD served several objectives:

2.1 Industry Marketing & Sales Survey 2022

Step 1: Defining the Study Scope

Step 2: Designing the Survey Instrument

• Based on the scope defined, survey questions were designed. The

Step 3: Administering The Survey Instrument

• The survey form was sent and distributed to participants of REHDA

Step 4: Data Compilation and Screening for Analysis

Step 1: Identify Study Scope

Step 2: Selection of FGD Participants

Step 3: Formation of FGD

Step 4: Opening of FGD

Step 5: Discussion by Participants

3.1 Industry Marketing & Sales Survey 2022

In your opinion, which of the following government’s proposed initiatives in

Increased funding allocation Stamp duty exemption for RM 3 billion in guarantees

• 100% stamp duty exemption for first-time homeowners of properties priced

Freebies & Rebates Financing Package Product Offering No action taken

Getting immediate, desired results from digital marketing

Digital marketing to reach the right audiences. With a longer-term strategic

Digital Marketing Spending in 2022

Estimated Digital Marketing Spending in 2023

Digital marketing spending by property developers in Malaysia is likely to have increased in

External Factors High Construction Delays in Housing Stock Labour Shortage

Proposed Incentives to Encourage New Launches by Developers

Home End-Financing Reduce Government Speed of Material and

3.2 Closed-Door FGD for REHDA Members Heads of Sales

Below are the key findings from the FGD:

End Financing Speed of approval Supply and Demand

Lead Quality Cost Talent/Expertise Content

What is your next step or action plan with ESG adoption?

Education/Awareness Cost/Financing Government

CONCLUSION & MOVING FORWARD

In response to the wish list of FGD’s participants for REHDA Institute:

1. Digital Marketing Training

No. Company Names No. Company Names

2 368 Segambut 41 Marques Land

5 B&G Capital Resources 44 Maxim Heights

9 Bertam Properties 48 Naza TTDI

10 Best Builder Management 49 OCR Land Holdings

11 BH Builders 50 Parkwood Developments

16 BSS Development 55 PJD Management Services

19 Colourcove 58 PPB Hartabina

20 Cosmowealth Housing Development 59 Protasco Land

22 DNP Land 61 Q Homes Sdn Bhd

25 Esteem Business Park 64 Saradise Sdn Bhd

31 Gunung Impian Development 70 Sime Darby Property

32 Hillcrest Gardens 71 Solaris Prestasi

33 Intelek Kekal (M) 72 Southville City