Miles & Barr Ltd

A Message from Lord Pickles and Lord Blunkett, followed by Miles & Barr 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 Miles & Barr 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.milesandbarr.co.uk

37MILES & BARR LTD |
BEST PRACTICE REPRESENTATIVE 2019
Founding Partner Christian Miles
Our Ramsgate office
Established 20 years ago, Miles & Barr have grown
considerably, currently generating a group turnover of
£12,000,000. Their focus on the development of their staff
is evidenced by the fact that every sales and lettings manager
they currently employ has worked their way up from trainee
level. They strive to promote excellence within their workforce
and publish regular reports on the success of each branch,
holding an annual awards ceremony in January to reward
significant achievement. Christian Miles and Stuart Barr founded
the company in 1999. Here, they discuss the potential threat of
online agencies and the future of Miles & Barr.
Christian Miles and I established the company in 1999. As founding partners,
we have established an award-winning business through an unerring belief in
innovation, the development of internal systems and processes and the provision
of high-quality training for our staff. We are constantly looking at how we can
evolve and adapt our business to best suit the market conditions and the needs of
ourclients.
Having worked in the corporate world of estate agency through the 1990s,
Christian and I founded our business with the experience we had gained during
this time. We based our company on our mutual passion, self-belief and drive,
with a little luck and an appreciation of the value of recruiting the right people for
the right roles. Since the beginning, we have always valued our people and the
communities that we work in.
FACTS ABOUT
MILES & BARR LTD
»Founding Partners: Christian
Miles and Stuart Barr
»Established in January 1999
»Based in southeast Kent
»Services: Sales and lettings for
residential property, property
management and financial
relocation
»No. of employees: 250
»Group turnover: £12,000,000
Miles & Barr Ltd
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | MILES & BARR LTD
We have been, and always will be,
great believers in the importance of
the training and development of our
workforce. Our people take care of
our service, the service takes care of
our customers and the customers
take care of our profit. We use this
profit to reinvest in our services, and
this serves to help our reinvention,
which guarantees the future success of
ourbusiness.
From trainees to managers
Within our head office, we have a
dedicated training room where all
our in-house training takes place.
This includes the induction of new
recruits and the training of managers.
The importance of our training is
demonstrated by the simple fact that
every sales and lettings manager
has worked their way up from a
trainee position to their current role.
This ensures that each individual
understands our culture of valuing
people, not just property. It is in our
DNA to appreciate the importance
of training our teams to be the best
that they can be. We strive to be the
agent of choice and to offer a service
that consistently demonstrates how
we add value. As is often discussed, in
the absence of differentiation, price is
the ultimate factor when the customer
makes their decision.
With daily, weekly, monthly and
annual reporting, the management
teams are very focused on how each
office and individual is performing.
This data is then communicated across
our organisation through weekly
newsletters distributed to all staff.
These report the sales figures for the
previous week, including league tables.
We also publish a monthly newsletter
celebrating anniversaries, highlighting
excellent customer care by way of
customer feedback and welcoming
and introducing new recruits. This also
includes a guide to what is currently
happening across our services. We
hold a quarterly awards and company
meeting, with our annual awards
held in January. This celebrates the
successes of our top performers
and teams across all platforms. The
ultimate award we give is “Branch of
the Year.”
Kent Company of the Year
Our biggest accolade thus far came in
2007, when we were awarded Kent
Company of the Year. Thepanelof
The
importance of
our training is
demonstrated
by the simple
fact that every
sales and
lettings
manager has
worked their
way up from a
trainee position
to their
current role
Founding Partner
Stuart Barr
We are proud winners of the Kent
Company of the Year Award
39MILES & BARR LTD |
BEST PRACTICE REPRESENTATIVE 2019
judges described us as “A fast-
growing estate agent that thinks
outside the box.” We took the highest
accolade at the 2007 Kent Business
Awards, held at Detling Showground.
There were 11 other awards in
the competition, which attracted
recordentries.
The judges, representing Kent
County Council, which sponsored
the Company of the Year award,
said: “It may seem that picking an
estate agent as the Kent Company
of the Year is an incongruity, but in
this case Miles & Barr are no ordinary
estate agents. From the outset, they
showed that they think outside the
box, get heavily involved in their
local community and have a strong
dedication to their staff. This company
is one that is as different to what
we know as estate agents as chalk is
tocheese.”
In the 20 years since our inception, the
property landscape has significantly
changed. With new legislation looming
for the property management sector,
the constant threat, as perceived
across the industry, is the rise of online
agents. We do not believe, however,
that this is the end of traditional estate
agency. There will always be a place
for the online agent, but we believe
that the majority of customers still
value great customer service and care.
Being able to sit down and talk face
to face with one of our local property
experts is still a priority for most of
our customers. They ultimately entrust
us to act for them to get the best
possible prices for their homes. Trust
will always be, in our opinion, the
most important factor when a seller
or landlord is deciding which agent
to use. By avoiding complacency and
searching for ways in which we can
improve our offering, we are confident
we can expand. Through technological
innovation and evolving and adapting
our services to market conditions, we
will continue to strive to be the agent
of choice.
There will
always be a
place for the
online agent,
but we believe
that the majority
of customers
still value great
customer service
and care
A Miles & Barr training
day

www.milesandbarr.co.uk

This article was sponsored by Miles & Barr 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