Annual Reports Keepmoat Homes Annual Report 2018 | Page 15

Strategic Report
Making the most
of our strengths
The Group’s existing strengths support our growth
ambitions:
N
 ational scale, local understanding. Keepmoat has
successfully grown into a large national business with
deep local roots and we intend to maintain that national
and local approach.
D
 evelop our comprehensive offer. We have a broad
set of skills ranging from developing partnerships with
landowners, establishing supply chains, building houses
and flats and supporting large-scale, housing-led
regeneration.
O
 rganic growth. In the next five years we intend to
increase the number of new houses we build for sale
or rent by 50% – a major contribution to meeting the
country’s housing needs. We want to build more and
faster.
M
 arket and sector expansion. The need for more
housing means we can bring our distinct approach to
new markets:
  Grow our core: Our core markets will remain first
time buyer homes, and we will continue to work
in partnership with local authorities and housing
associations. We will continue to build our presence in
this market
  Enter new geographies: We continue to expand
our offer into Scotland, the South West and South of
England, where we have historically had little presence
  Enter new sectors: We will enter new markets,
so more housing opportunities will be created.
We are expanding our home offer by introducing
offsite manufacturing in to our developments, and
are creating partnerships with financial organisations
combined with our skills and capabilities to create new
homes in the private rental sector.
Keepmoat.com
L  everaging our scale. We have grown mostly by
financing and delivering small and medium sized housing
programmes, whether homes for sale or new build for
rent. Now, our national scale and financial strength
together with the breadth of our experience, and depth
of our skills and capabilities, mean we can compete to
deliver a greater number of larger programmes and
partnerships.
  Shape more partnerships. At the heart of our growth
will be deeper and broader partnerships with existing and
new partners. That requires us to understand partners’
challenges and objectives, and develop ways to help
them meet their goals whether economic – growth; social
– tackling deprivation, improving health; environmental
– reducing carbon consumption; financial – reducing
operating costs; operational – improving customer service;
or strategic – developing their housing portfolios.
E
 fficiency and effectiveness. As we grow bigger,
we risk becoming less agile. We want the best of both
worlds – being local and agile, almost like a small business
can be. But we also want the benefits of being a large
business such as professional rigour, quality, efficiency
and effectiveness in winning and delivering work. That
means we share what works well, and avoid duplication
and unnecessary spend, as our customers expect.
B
 uilding our brand. To build more homes we will need
more people to choose to work for us as colleagues or
with us as suppliers and partners. That means we need to
be better understood. Our audiences need to know what
we do, how we do it and why we are both different,
and better, than the competition. We need to further
build our reputation and ensure that we understand our
audiences’ concerns.
15