APRIL 2010 | www.opp.org.uk
Association Q&A: Paul Owen, CEO, AIPP | 27
Profi le and improvement | The AIPP has had ‘Zones’ at the major UK property shows featuring an enclosed community of member companies and ran a series a training days on ethical selling
My hallelujah moment was a big developer who had been recommended for expulsion that went to appeal. An agent was about to do a million pound business deal for them but wouldn’t work with a developer that wasn’t an AIPP member. The developer resolved the complaints because being a member of the AIPP was too commercially valuable.
have a Dispute Resolution Procedure. Of the 86% of members engaged solely in the sale of property, around 60% are agents and 26% are developers.
Why aren’t there more big players in the AIPP?
The simple answer is there aren’t many left, but we still have a good percentage of the recession survivors. We’ve gone from 400 to 320 members in the last year but we reckon around 60-70% of the overseas property industry in the UK has gone – so we have a good market share. Ironically, when we started
everyone thought we would only focus on bigger players, but we have many smaller agents as they gain from immediate credibility. Assetz is now on board, but the larger agents tend to need more convincing because they think they have all the credibility they need – but there is a consumer and a trade perception
they need to address in a new market. Once one of the big fi ve has joined, the rest will follow.
Is today’s AIPP what you envisioned it would be?
I thought it would take only two years for the level of awareness we have, but it took four. I also expected 800 members by now, but the market has shrunk. Coming in four years ago I had to think it would be massive and had to be ambitious because what is the point otherwise? I think we have the disciplinary procedure we wanted and there’s been a good uplift in consumer awareness in the last year.
Do you think the recession has helped the AIPP at a crucial time by giving the industry a way of winning trust when so much of it has been lost?
Let’s not forget that the AIPP launched in 2006 when the downturn
had already begun. But, as Churchill said, this is only the end of the beginning, so it seemed like a boom in comparison to now. Having said that, market conditions have certainly helped us out, because it’s made our argument about building trust more relevant.
How easy is it going to be for the next CEO to take the AIPP to the next level?
It won’t be an easy ride, but they will be coming to the AIPP during a good phase. The awards are looking good, with a million plus consumers receiving the members directory, and more trade bodies are approaching us for alliances. The key 2-3 years begins now, with a strategic period to capitalise on the recovery.
What is the AIPP board looking for in the new candidate?
They must have the basics like fi nancial acumen and commercial ability, but more importantly they need to be someone who can drive a
market, not just a company. They need to build consumer awareness, lobby government and connect with other bodies as well as managing the considerable association commitments like the customer service awards, members directory, disciplinary and mediation, and of course getting new members to join the association.
What will you take from your experience at the AIPP into your future career?
A recognition that making changes to a market takes time, but that shouldn’t stop you. It’s been reassuring to see that in a market that really did not want regulation, some have committed to it. Also, in this market, everything you do and say has an impact. This matters in every job.
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