Camerons Stiff & Co

A Message from Lord Pickles and Lord Blunkett, followed by Camerons Stiff & Co's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Camerons Stiff & Co is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.cameronsstiff.co.uk

43CAMERONS STIFF & CO |
BEST PRACTICE REPRESENTATIVE 2019
Managing Director Geoffrey Stiff
Our London offices
Based in northwest London, Camerons Stiff & Co is an
independent sales and lettings estate agency with an
exemplary local reputation. The company emphasises a
commitment to a tailored, personal and proactive approach
to the sector. The firm is one of the longest-established estate
agencies in the areas it operates and as such has become
an integral part of the communities it serves. In contrast to
the larger, corporate model of estate agency, the company’s
independent, family-run nature means that responsibility,
efficiency and honesty are at the core of its operation. In the
following
Review
article, the company’s Managing Director,
Geoffrey Stiff, offers a more extensive description of the
company and an explanation of its successes.
Our story
Camerons Stiff was established in 1982 and was initially set up to function as a
small practice serving the immediate areas of Willesden Green and Dollis Hill. The
company was founded by the late Geoffrey Stiff Senior and his wife June, with Mr
Stiff previously selling property in the London Borough of Brent for just over 40
years. His wealth of experience meant that their new company would be built upon
the values of professionalism, scrupulousness and candour, combined with his
extensive knowledge of the areas of practice and the properties withinthem.
FACTS ABOUT
CAMERONS STIFF & CO
»Managing Directors:
GeoffreyStiff and Alan Isaacs
»Established in 1982
»Based in northwest London
»Services: Residential sales, new
homes, lettings and lettings
management
»No. of employees: 26
»UK Property Awards Winner
for Best Website and
Marketing 2018
»Winner of four marketing
and website awards at the
2018-19 International Property
Awards
Camerons Stiff & Co
THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | CAMERONS STIFF & CO
Our company is now run by the
second generation of the same family,
and we are supported by a talented
team of 22 colleagues, one of whom
was part of the original team and
remains selling with us today. The
agency, initially a sales-only business,
extended its services into lettings in
2007 on the back of the buy-to-let
investment boom and a 24-hour
lettings management service. We also
expanded into the new homes sector
in 2013.
What makes our services
exceptional?
We are a small proactive business
with a strong local presence that can
alter our sales strategy in line with
new government legislation while also
providing extensive market insight
to predict future market trends and
purchasing behaviour. Our professional
advice helps our clients make more
informed decisions that can be the
difference between a good and an
excellent selling price. Being ahead of
the curve for our clients is a central
feature of the company and one on
which we certainly capitalise.
In a small, independent firm,
employees often work more
cohesively, and genuinely feel part
of a team and lets them know how
consequential and valuable their
contribution is. All of our sales and
lettings staff have to be accredited
with NAEA or ARLA Propertymark and
are fully trained in-house. This smaller
model also ensures that everyone
can feed off each other and develop
as professionals. We also operate a
pool commission model so that all the
negotiators will earn from a sale or
let regardless of whether they are the
lead introducer. As a consequence of
this, staff turnover is relatively small
when compared to other corporate
estate agents in our areas. Low staff
turnover means you have a thriving
business especially on the sales and
lettings side.
Our historical presence in our
areas means we can offer clients
and purchasers a much more
comprehensive picture of the locations
we operate in, their history and their
futures. This wealth of knowledge
simply cannot be replicated in a more
A range of our
marketing material
Our market insight and advice helps
our clients make informed decisions
that can be the difference between
a good and an excellent selling price
45CAMERONS STIFF & CO |
BEST PRACTICE REPRESENTATIVE 2019
corporate model, many of which are
artificial transplants into our areas.
My company also prides itself
on its personal and professional
customer service. Repeat business
and recommendation is a sizeable
portion of our custom, and it is this
reputational inertia that is a key driver
for our business. Thinking long term
rather than short term always builds
solid foundations.
Challenges in the sector
As in most sectors, there are a myriad
of challenges that we as a business
have to contend with. To some
degree, the challenges we often
face are perennial, and our ability
to overcome them in a dynamic
way is what defines us. Regulatory
and legislative changes are one of
the greatest challenges for small
businesses to keep abreast of, and it
would be preferable if government
and other statutory bodies were
more sympathetic in this regard.
More generally, we also have to deal
with technology advancement and
inexperienced competitors with over-
inflated pricing to win business.
For the most part, the recurrent
challenge we as a company will
continue to face are market upturns
and downturns. The recent downturn
in London house prices is not just
Brexit-driven (as most agents will
have you believe); Brexit is the
political instability that affects market
confidence, but essentially London
property prices are just suffering
a realignment with the rest of the
country after huge price rises between
2007 and 2011 (driven by a lack of
regulation of the overseas market).
The millennial generation, who are
far more mobile and flexible in their
approach to work, will underpin
the out of town property market
for years to come. We believe
the way to cope with shifts in
demand is to be agile and dynamic.
Good agency is managing clients’
expectationscorrectly.
If there’s one message to be taken
from this article, it is that smaller,
family-run independent agencies are
here to stay. It is no secret that larger
corporations in many industries have
crowded out smaller businesses, and to
some extent this is true in our sector.
However, moving into a new home
is an intimate process, and the role
of the smaller, more knowledgeable
companies like ours will always be
in demand – a demand that we will
always supply.
Our historical
presence
means we can
offer clients a
much more
detailed
picture of the
areas we
operate in
Welcoming interior of
our lettings office
Professionalism at our
core

www.cameronsstiff.co.uk

This article was sponsored by Camerons Stiff & Co. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister