Lurot Brand Ltd

A Message from Lord Pickles and Lord Blunkett, followed by Lurot Brand Ltd'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 Lurot Brand Ltd 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.lurotbrand.co.uk

13LUROT BRAND |
BEST PRACTICE REPRESENTATIVE 2019
General Manager
JamesRobinson
One of our three London offices
specialising in mews houses
The phrase “the most influential estate agency that you
have never heard of” might sound overly ambitious but, in
the case of Lurot Brand, this may not be an exaggeration.
There are many innovations in the property industry that have
become so standard that people don’t even consider who
thought of them or how they became the norm. Lurot Brand has
been the force behind many of them, with Chairman Antoine
Lurot being one of those few who have shaped not only how
estate agents go about their business but also how surveyors’
value, how banks lend and how judges judge. General
Manager James Robinson tells
TheParliamentaryReview
more.
A history of innovation
In the 1960s and 1970s, mews were hugely undervalued, although being located
in the very best part of town. They were often run down, dirty and at risk of
demolition. During Antoine’s international car rallying years during the swinging
sixties, he found that many of his fellow racers, such as Jochen Mass, John Surtees
and James Hunt, fettled their cars in mews. As a few mews started to be gentrified,
he saw how these unloved working mews could be saved if, one by one, they were
developed sympathetically, so he championed them by starting the only estate
agency to specialise in mews properties: Lurot Brand.
His first step was to get to know his “patch” by visiting every single mews in
London on his Honda Monkey bike. He took photos and documented more than
800 streets, building up unrivalled knowledge and expertise, which became the
foundation of Lurot Brand’s mews directory.
FACTS ABOUT
LUROT BRAND
»General Manager:
JamesRobinson
»Established in 1971
»Based in central London, with
offices in South Kensington,
Notting Hill and Bayswater
»Services: Estate agency
services, specialising in the
sale, rental and management
of mews houses in central
London
Lurot Brand
THE PARLIAMENTARY REVIEW
Highlighting best practice
14 | LUROT BRAND
»LEADING THE WAY
The company was an instant success,
selling mews properties to artists,
designers and media people. The firm
also, however, became known for
innovations.
A continued legacy of leading
the industry
London estate agency has changed
a great deal since Lurot Brand’s
inception, but never more so than
in the last ten years. The internet
and the tools it has brought us have
beenmind-boggling.
We have seen an explosion in
proptech, which appears to give birth
to apps and software start-ups almost
daily. All of which is fantastic, but
we have to be extremely careful that
in this brave new world, we do not
lose the most fundamental qualities
of good estate agency: truth, honesty
andintegrity.
We still work with many of our
original clients, who are joined daily
by new mews enthusiasts from
around the world. Such people
adore the houses we sell and let,
finding our highly customised
approach refreshing and reassuring.
The majority are referred to us by
existing clients delighted to have
found a more successful alternative
to the undifferentiated style of
agency offered by the majority of
ourcompetitors.
There is so much more to agency than
advertising property on portals and
emailing buyers with sales particulars.
Very often, what a buyer thinks they
want to buy is not actually what
they end up buying, and it takes a
seasoned estate agent to listen to
their needs and make suggestions.
A good estate agent will have the
ability to affect a buyer’s perception of
value in a way that an online agency
nevercould.
You may be thinking: of course we
would say this – after all, we are estate
agents – but it may surprise you that
we estate agents invariably use estate
agents, rather than online agents, to
sell our own properties.
Because we do the job every day,
we know how important it is to have
We still work
with many of
our original
clients, who
are joined
daily by new
mews
enthusiasts
from around
the world
This typical mews street
is a great representation
of the properties we
specialise in
1. Lurot Brand was the first to use price per square
foot to value residential property in the UK and
tocreate floor plans for all instructions.
2. It was the first agency to produce a monthly
magazine, called Mews News.
3. In 1991, Antoine was one of the three founding
directors of Central London Estate Agents.
4. Antoine was a founder of The London Magazine.
5. Antoine was a founder of the Association of
Residential Letting Agents.
6. Antoine was appointed a fellow of the National
Association of Estate Agents from day one for his
“contribution to the industry”.
7. The London Magazine awarded Antoine their inaugural
Lifetime Achievement Award for his extraordinary
innovations in the London property industry.
15LUROT BRAND |
BEST PRACTICE REPRESENTATIVE 2019
an intermediary during negotiations.
Estate agents have databases of
the very best buyers relying on
agents, not portals, to notify them of
properties coming to the market in
specificlocations.
Unlike other estate agents, we offer
a great deal more than internet
marketing. As well as the hot
applicants already registered for mews,
we also have a unique database
of loyal mews enthusiasts, mews
owners, landlords and mews collectors
who buy strategically. We also have
excellent relationships with relocation
agents and property finders whose
clients prefer our personal and highly
discreet service.
Although our reputation produces
the majority of our business, the
internet certainly comes a close
second. In particular, our website
yields an incredible 54 per cent of
our buyers and has now been entirely
remodelled and updated to create a
powerful vehicle for delivering our
messageworldwide.
The future
There will always be demand for
specialists and the bespoke in any
industry, and we have benefitted
immensely from our chairman’s
foresight. Our specialisation and
integrity have allowed us to thrive in
the most difficult of markets, current
times included. However, all the laws
and regulations visited upon the
industry benefit the large corporate
estate agents, and we have seen too
many very good independent agencies
being driven into either folding or
selling up to one of the big five.
The chancellor views the property
market as an inexhaustible source of
tax revenue that will pay for Brexit and
bring us out of austerity. However,
looking at the collapse in property
transactions, as published by the Land
Registry, he is in danger of drowning
the golden goose. The budget was a
missed opportunity to rectify both his
and his predecessors’ mistakes. I just
hope that he is pragmatic enough to
do so in the Spring Statement.
Our
specialisation
and integrity
have allowed
us to thrive in
the most
difficult of
markets
Left: Our winter 2018
Mews News magazine
Right: Chairman and
Founder Antoine Lurot

www.lurotbrand.co.uk

This article was sponsored by Lurot Brand Ltd. 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