Tag Archives: lead generation

"TLA engages with audiences when they're at the point of consideration, providing a wealth of information and knowledge via their content and websites, to help the consumer navigate the uncertainty and disruption within the car industry."

Tell us a little bit about yourself and your background and how you came to be at Performics.

I’m originally from Sweden, I grew up and went to university there. After working in Sweden for a year post-university, I decided I wanted to live abroad and try something new. I packed a bag and moved to London to try it out, 10 years later, here I am.

I joined Performics in 2016, starting out as an account manager. Now, I lead the affiliate team at Performics and look after activations, such as affiliates, influencers, and lead generation activity. That’s how I came into contact with TLA, I’ve had a relationship with them pretty much from the start.

How did you come to work with TLA?

When I first started, we had just onboarded the FCA Group as a new client. I had recently transitioned to an account director role and was overseeing a smaller team. The FCA Group fell under one of the account managers that was reporting to me, which initiated conversations with our main automotive providers, TLA being one of them.

It also helped that our previous head of team had a great working relationship with Anton, which meant I was quickly introduced to him and involved with TLA. We got along well, and I believed in the product.

What products and projects do you work on with TLA on day-to-day stuff?

Pre-Ukraine war and pre-chip shortage, and all the other fun stuff we’ve been dealing with throughout 2021 – 2022, our focus was very much on test drive activity. Essentially getting leads passed on to dealers to follow up and conduct test drives, with the ultimate aim to sell more vehicles.

Recently, there’s also been a bit of a shift relating to the challenges that the industry is facing, where test drives aren’t necessarily the main KPI that clients are looking to engage in. It’s also unlocked a lot of other challenges, whether that’s budget uncertainty, or even the reduced production of cars, which has naturally taken the industry down a path of more used versus new cars, which again can be quite challenging from a marketing perspective.

The channel is quite misunderstood, affiliate or lead generation, sometimes isn’t as appreciated as it should be, in my opinion. TLA engages with audiences when they’re at the point of consideration, providing a wealth of information and knowledge via their content and websites, to help the consumer navigate the uncertainty and disruption within the car industry. I see this playing out in a way where these types of publishers are playing a bigger role and have increased presence within clients’ media budgets, as impartial advice becomes more crucial to determine what vehicle to purchase.

10 years ago, the decision-making process was a lot simpler, where the main consideration was centred around which car to buy. Whereas in the future, there are more variables to consider – particularly as the industry shifts towards electrification and EVs. For instance, there’s a lot of range anxiety amongst consumers when considering an electric vehicle and independent third parties are better placed to help consumers navigate this, compared to manufacturers.

Is your relationship typical of a client-supplier relationship?

I would like to think that I am quite a personal individual. This is what I enjoy about affiliate marketing, it’s quite a personal media channel, where you’re not just inserting numbers into a Google or Facebook bidding platform with minimal personal input, you’re building a relationship and a partnership. This is how you unlock the biggest benefit for your clients, for yourself, and also, for the partner.

There’s very much a symbiotic relationship that takes place with the relationship at the centre of it, but I would also say that, as you engage in manners more personally, you do end up crossing paths with people that you might connect with more in other areas. That’s where I would categorise Anton and his team. They’re very open in terms of engaging their partners in different ways. I took part in the recent London to Brighton cycle, and a few years back, I took part in a charity game, where we went up to Liverpool to play at Anfield stadium.

So, I wouldn’t say typical, because they do go above and beyond in terms of creating positivity in the industry and give back, whilst creating a forum to bring people together from different walks of life and different areas within the industry to listen, but more importantly, keep strong relationships with whoever they’re working with.

Has there been a big evolution in the way you work over the past couple of years?

The pandemic and challenges experienced throughout the industry since then have changed how we operate. It’s mainly manifested in our attempt to help our clients navigate the uncertainty that we’re all experiencing, whilst realising that no one has all the answers and no crystal ball to see what the future holds. We’ve been able to come together and look at what we can see across our partners, publishers, and clients, to get a broader understanding of the market and determine how to tackle what might lay ahead. I don’t necessarily believe that our role has changed, but conversations have certainly shifted to cover larger, structural issues within the industry, rather than focusing on campaign optimisations and how to best position our clients in front of consumers.

What opportunities or challenges do you see over the next 12 months?

It’s clear that there’s a huge emphasis on EVs and a shift towards green energy. Particularly as legislation is also starting to point the industry in that direction, to the point that that’s now a given, in my opinion. Instead, I believe the challenges for the industry are more centred around tightening the macroeconomic landscape, urbanisation, and declining rates of car ownership overall. Even though consumers will still want to own a car, and will continue to do so to various degrees, dampened wage growth, in real terms, could prohibit the ability of car ownership – particularly for younger demographics. I envision this causing a move towards subscription-based services and OEMs trying to penetrate the sharing economy, causing car-sharing services to eat a larger chunk of the pie, at the expense of individual car ownership.

Urbanisation could also decrease the need for individual car ownership and cause an uplift in micro-transportation services such as e-scooters rental schemes, as consumers need to travel shorter distances and where a car would be more inconvenient than other forms of transportation. I could envision this being another shift taking place in the coming five to ten years, which will challenge the industry but also create some opportunities.

Five minutes with… TLA Head of Quality and Compliance Kathy Fleming

Following on from our Celebrating Women in Tech and Marketing round-table, we sat down with head of quality and compliance Kathy Fleming for a quick-fire Q&A session.

What’s your role and the role of your department at TLA?

Head of Quality & Compliance (including responsibility as the Data Protection Officer). The department is responsible for call monitoring and coaching. I have overall responsibility for FCA Compliance and one of the leads for the ISO27001 certification.

What do you believe has been the most important change to this industry over the last 5 years and why?

The new data protection law has undoubtedly had an impact on how consumer data is handled. Working with high profile clients puts us in a position of trust and it’s our responsibility to demonstrate our commitment to GDPR compliance. We must be able to demonstrate transparency and integrity in what we do, putting customers information rights at the heart of the service we are providing.

What changes do you think we’ll see in the next 5 years and what long-term impact will they have?

Better use of intelligent data (tracking data) which will help inform us and provide insights into consumer behaviour. Whilst this data will be valuable, there are certainly some compliance considerations that must be at the forefront of this activity.

What excites you most about the industry?

The development of systems to enhance what we already do – in particular the way in which TLA can evolve to become more diverse.

What aspect of your work or profession are you particularly passionate about?

Making sure that we operate with integrity in all of our interactions with customers – a DPO should act as the conscience of the organisation.

Where do you go for inspiration or to learn?

I attend a quarterly data protection networking meetings which is a great forum for sharing good practice with people in similar roles across different sectors.

Which entrepreneurs do you admire and why?

Our CEO Anton Hanley – because of his passion and tenacity.

What advice can you offer the next generation of women considering their future career?

Believe in yourself, have confidence in your ability and use every opportunity to improve and gain experience.

If you’ve got a question for the TLA team or want to know more about what makes us tick, why not get in touch?

5 lead handling steps to conversion success: turn more third-party leads into new customer sales

A proactive approach to lead handling and lead nurturing can have a drastic impact on lead-to-sale conversions, removing frustration and maximising your commercial performance.

Last month, we won Best Lead Generation Campaign alongside clients Mindshare, GTB and Ford at the Performance Marketing Awards. Drawing upon the success of that campaign and our 17-year heritage in the industry, we’ve compiled five steps that can help you and your sales to get the most out of the leads you buy – whether it’s from TLA or another third-party company.

1. Provide context

Not all leads are generated equally. If you’re working with a reputable lead generation partner that goes to great lengths to ensure quality, communicating how these leads are different to the sales staff that receive them can have a huge impact.

By providing the context behind the lead – where it originated from, how it has been qualified, what information the consumer provided, what opt-in procedures were used and more – sales staff understand the quality of the opportunity they have. That ultimately means they can dedicate the appropriate time and energy towards engaging the consumer and converting the sale.

There are a number of ways this communication can be done, from presentations to brochures to videos. It will be down to you and your lead generation partner to discuss and agree on what works for you and the sales teams you need to engage.

2. Be quick

Leads cool quickly. A study published in the Harvard Business Review found that qualification rates drop by as much as 400% when consumers are contacted after 10 minutes of submitting an enquiry compared to 5 minutes. Now imagine if they haven’t been contacted for more than 24 hours. The impact of response time on conversions cannot be underestimated.

Our in-house team contacts consumers who have made an enquiry as soon as they’re received. If they are qualified as a lead and distributed to your CRM, we recommend that they are contacted at the earliest possible moment to ensure the lead stays hot.

3. Be persistent

The same Harvard study also concluded that by attempting to contact a consumer six times, contact rates increase by 70%. A qualified lead puts your sales teams in the driving seat to engage and convert a new customer. By allowing a lead to spoil, your sales teams could effectively be handing over the impetus to a competitor.

A qualified lead for us is someone who has arrived by way of an inbound enquiry and has double opted in to be contacted by our client’s team. In short, they’re expecting the call. So, if for some reason they can’t answer straight away, be persistent and keep trying!

4. Remain adaptable

Most third-party leads are consumers who enquire as part of their research and comparison journey – a journey they remain in right up until the purchase takes place.

While they may have expressed a clear interest in one particular product or service, it’s important to acknowledge that they could still making up their mind and remain open to different options. It therefore makes sense for your sales team to do the same.

They could arrive one of your products but now want to discuss other options you provide. Or perhaps they’ve had their head turned by one of your competitors. By staying open to different possibilities, your sales teams give themselves the greatest scope for providing what they want and need. Lead nurturing doesn’t end until the sale is complete.

5. Repeat and clarify

Don’t assume that because the script used as part of the qualification process has covered the key features or benefits of your product or service that the consumer doesn’t want more before committing to a purchase.

We go to great lengths to make sure the information shared with a consumer is understood, but it never hurts for sales teams to repeat and reinforce the message when first contact is made. Likewise, there is only so much information a consumer wants to hear or is able to take in on a qualification call or via a digital qualification.Having opted in to be contacted by your sales team, that consumer is now primed for more granular detail about what you can offer that others can’t.

In our experience, following these five steps can help you and your sales teams to get more out of the leads you buy and maximise your potential for conversion. If you’d like more information on any of the above, drop us a line and we’ll arrange a follow-up call.

TLA, Ford and Mindshare win Best Lead Generation Campaign at the PMAs

We are thrilled to announce that our work alongside media partners Mindshare and GTB on behalf of Ford has won Best Lead Generation Campaign at the Performance Marketing Awards 2019.

The awards were handed out at last night’s (30 April) black-tie dinner at London’s Grosvenor House, where clients, media agencies and performance marketing specialists celebrated the most successful and impactful work from the past 12 months.

In what was a highly-contested category, the judges singled out the Ford campaign for “Strong in-market audience targeting strategy, layering points of contact during the buying process to lead the user down the funnel, further qualifying the lead”.

Alongside Ford, other brand winners on the night included Liverpool Football Club, Debenhams, Etihad and Very.

One of the most pleasing aspects of this win is that the campaign was the very definition of great teamwork. We enjoyed a fantastic working relationship with Mindshare, GTB and Ford that provided the ideal basis for a successful campaign. The work also involved every part of the TLA team – from account management to digital marketing to tech development to customer service to quality control.

Mindshare’s Daniel Sichel commented:  “The Lead Generation campaign for Ford is potentially one of the most important campaigns that the Affiliate team at Mindshare have ever run. Due to the volume of Ford enquiries being generated through the campaign, we have put in place a complex framework of management, commercials and measurement to maintain a high quality of leads.

“We created a transparent working relationship with The Lead Agency, in order to regularly share insights, learnings and we are constantly looking at ways we could improve the campaign. Our aim was to create a ‘Best in-market lead generation campaign’ and I believe we did so,” he added.

TLA’s groundbreaking advertising technology was used to deliver high-quality leads to Ford in significant volumes, helping the client to achieve its challenging year-end targets whilst restoring its faith in third-party lead generation.

For more information about our success and all of last night’s winning entries, download the book of the night.

Ford lead generation campaign earns second award nomination

Award season for the marketing and tech industry is hotting up and we’re delighted to announce another nomination.

Our work on behalf of automotive giant Ford, working alongside media partners Mindshare and GTB, has been shortlisted at this year’s Campaign Tech Awards.

The work has been nominated for Best Lead Generation Campaign – a new category for the event, which ‘showcase and celebrate groundbreaking technology-driven work by companies and individuals across the marketing, advertising and media industries’.

This the second nomination received for the Ford campaign this year, having already been shortlisted for the same category at the Performance Marketing Awards. For the Campaign Tech Awards, the work will be judged by a panel of industry experts from the likes of Snap, LEGO GROUP, Vodafone, Facebook and Verizon Media.

One of the fantastic things about this particular project was the level of collaboration between TLA, Mindshare and GTB. Here’s what Daniel Sichel of Mindshare said about the work:

“The Lead Generation campaign for Ford is potentially one of the most important campaigns that the Affiliate team at Mindshare have ever run. Due to the volume of Ford enquiries being generated through the campaign, we have put in place a complex framework of management, commercials and measurement to maintain a high quality of leads.

“We created a transparent working relationship with The Lead Agency, in order to regularly share insights, learnings and we are constantly looking at ways we could improve the campaign. Our aim was to create a ‘Best in-market lead generation campaign’ and I believe we did so,” he added.

The awards take place on Wednesday 5 June at the Marriott Hotel Grosvenor Square.

2018 in Review: A year to remember for TLA

In 2018, we earned independent recognition, secured new clients, developed cutting-edge technology and raised a significant sum of money for charity. It was a special year for everyone connected with TLA.

2019 is well underway and our focus is firmly on the future, but it would be remiss of us not to recap on some of our biggest achievements of the last 12 months and say a massive thank you to everyone who has helped make them happen.


One of the most pleasing aspects of 2018 was the recognition we received from some of the UK’s biggest and most respected organisations. In the early part of the year, we were named in the Financial Times’ league table of the 1,000 fastest-growing companies in Europe. We featured featuring as the 56th highest-placed UK business in the FT 1000 and 363rd overall.

Soon after, we were invited to the Northern Tech Awards by Tech Nation to discover where we had placed in its Northern Tech 100 table. Our growth rate over the last three years saw us named as the 5th fastest-growing technology business in the North of the UK and the top-ranking company with Liverpool headquarters.

We followed those up with what are arguably the two of the most prestigious tech industry league tables in the country. We were named as the 50th fastest-growing tech company in the UK as part of The Sunday Times’ Tech Track 100 and 38th in Deloitte’s UK Technology Fast 50.

All four represent great recognition of our continued growth and commitment to driving performance through technology.


Regular visitors to the TLA blog will have seen a lot of GDPR-themed content from us over the last 12 months – and with good reason.

As a company that generates, processes and distributes large volumes of consumer data, we have a huge responsibility to make sure we take an ethical and accountable approach. It’s a responsibility we have always taken seriously, but there was no doubting the ground-breaking nature of GDPR, which came into effect in May.

Our proactive approach begun almost two years ago, ensuring company-wide and top-down buy-in and taking decisive action to go beyond the regulation’s requirements. This included updates to processes, policies and technology that have all helped to make us a stronger business and partner to our clients.

The result was a GDPR programme that allowed clients to confidently continue with their lead generation campaigns, generating incremental sales at a critical time. Furthermore, our programme received great publicity, not least of all for the independent endorsement we received from ASE Global.

ASE’s report concluded: “What’s particularly impressive is that the work undertaken by The Lead Agency goes far beyond what the new legislation requires.”

Cutting-edge technology

One of the most exciting things for an employee at TLA is the commitment to continuous improvement. Our value ‘go beyond limits and expectations’ is something you see daily throughout the business as we push to be the best we can be as individuals and collectively.

We never top looking for ways to take our technology to the next level to provide a better service to clients and consumers. And in 2018, that resulted in us launching our new Landing Page Builder, Publisher Portal, Client Portal, Policy Management Portal and Quality Control Portal – all of which have led to improvements across internal processes and client results.

The biggest tech evolution however was our customer acquisition platform, which we’ve been working on over the second half of the year.

Built on the principles of transparency, effectiveness, simplicity and compliance, this new platform will transform how businesses generate incremental sales when it launches in 2019. Watch this space!


We’re passionate about creating opportunity. But it doesn’t end with our clients or staff. We commit to giving back to a worthy cause every year.

In 2018, we set an ambitious target of raising £10,000 for the NSPCC – a fantastic charity that deserves a lot of support. To achieve our goal, TLA and friends took part in a series of mammoth endurance challenges, including the London Marathon, Man v Lakes and a London to Paris Cycle.

We are immensely proud to have raised a whopping £10,450.40 and cannot thank the people who have donated enough. It genuinely means a lot to everyone here.

And finally…

We would like to extend that thank you to everyone who has played a part in what we were able to achieve in 2018 – including our clients, partners, suppliers and teammates. None of it would be possible without your continued trust, support and commitment – and for that we are immensely grateful.

We hope all of you enjoyed a great 2018 year and have made a successful start to the new year. We’re excited to see what it will bring.

Acquiring the Driving Generation: 8 important stats about millennial new car buyers

Within two years, 40% of new car purchases will be made by millennials – a generation of early adopters and natives of the digital world.

As competition for market share in the new car market remains fierce, engaging this lucrative audience is vital for advertisers and agencies.

So, who are they and how do we reach them?

For starters, let’s clarify who we’re talking about. Millennials – or Generation Y, as they are also known – refers to people born between 1980 and 1996 (give or take two or three years depending on your source). They follow Generation X (1965-1976) and baby boomers (1946-1964) and precede Generate Z (1997 to present day).

The Driving Generation

Millennials are becoming known in the industry as ‘the driving generation’.

According to a study by MTV, millennials drive 72% more miles than baby boomers, and 18% more than Gen X. Spending longer on the road is perhaps why millennials are reported to have little interest in ‘flashy’ cars, but instead are in market for reliability and practicality.

Compared to baby boomers, millennials tend to take longer to decide on what car to buy, an average of 15.7 vs 16.9 weeks. The Gen Y/millennial consumer also considers a wider range of vehicles during their research. This suggests that their decision is malleable and can therefore be influenced, if approached at the right time during their buying journey, to ultimately find the car that is right for them.

Despite the lengthier period in market, millennials are keen for convenience. This generation grew up in a time when convenience was emphasised, whether that be via increased digitalisation, technological advances or innovation – simplification and convenience is a consistent theme.

What do your millennial consumers expect?

Millennials have grown up in a world of choice-paralysis. Numerous products from numerous companies and numerous ways of paying for them.

Ultimately, because of their wide range of options, it is essential to guide your millennial consumer along the right path and ensure that the process is as simple, easy and accessible as possible.

Quality of service and products are of high importance to millennial consumers. With the rapid speed of online connectivity, news can travel fast. Thus, meaning that despite how long it may have taken to build it up, brand reputation can be crushed quickly, and perhaps unjustly, due to poor customer experience during the buying phase.

The typical millennial car buyer expects a transparent approach to business proceedings. Clarity of information requests and honesty is important to consumers during a high-stake, high-expense purchase, such as buying a car. The consumer expects a good standard of customer service, and failing that, a quick response to minimise disappointment and rectify any issues.

The growth of digitalisation

Third-party sites are the most commonly-used platforms for automotive shopping, with 78% of shoppers using them as part of their search.

Furthermore, 88% of millennials take to the internet to research their car purchase. Exploring the reliability and practicality of cars is much more accessible and easier when done at the click of a mouse, with the immediate response of a chatbot.

The growth of digitalisation and connectivity has also allowed social media platforms and innovative technology to form an empowered generation of new customers. Millennials are demanding cars that are stylish and practical, with adequate tech features that will help them to stay connected.

This audience has grown up in an age where technology continues to improve at a rapid rate. They are, as a result, quick to embrace digital innovation, giving a distinct advantage to brands that lead the way.

Ultimately, there are big opportunities for advertisers and agencies that can meet millennials’ technological expectations and provide a credible, transparent and quality service.

Communicating with millennials

With 59% of millennials following a brand on social media before purchasing a product, and 81% viewing their twitter account daily, it’s a sure indicator that social media is one of the most effective platforms for targeting millennials. It therefore comes as no surprise that millennials are twice more likely as any other generation to turn to social, rather than phone or email, when communicating with a brand.

It’s clear that millennials prefer to engage online, whether that’s via social media or digital messengers, such as chatbots. When it comes to chatbots, 60% of millennials have used them, 70% of those report positive experiences, and of the millennials who have not used them, more than half say they are interested in using them. Chatbots link seamlessly with millennials’ expectations, bringing instant gratification, conversational engagement, digital connectivity, and convenience.

Through pioneering the use of innovative tech and intelligent targeting through popular digital channels, we can target the consumer with the right message at the right time. By adapting the wording and approach based on the consumer, website they are visiting and product of interest, we can tap into the buying journey of the millennial car buyer.

8 stats you need to know about millennial new car buyers

  1. By 2020, 40% of new car buyers will be millennials (Brandwatch)
  2. Millennials drive 72% more than Baby Boomers, and 18% more than Gen X (Advantage Tec)
  3. Millennials tend to take longer to decide what car to buy, an average of 16.9 vs 15.7 weeks compared to Baby Boomers (V12 Data)
  4. 88% of millennials use the internet during the research and shopping process when buying a car (Brandwatch)
  5. 56% of millennials say they would rather clean their homes than negotiate with a car dealer (V12 Data)
  6. 59% of millennials follow a brand on social media before purchasing a product (SproutSocial)
  7. 81% of millennials view their twitter account daily (SproutSocial)
  8. 60% of millennials have used chatbots, 70% of those report positive experiences, and of the millennials who have not used them, more than half say they are interested in using them. (Forbes)

Learn more about how our technology has made us a market leader in digital customer acquisition.


The Age of Transparency: How consumer attitudes have changed, and why brands must do the same

From GDPR to social media, the world of information has changed. And so too have consumer attitudes, with increased awareness and interest in data protection, ethical behaviour and transparency.

GDPR, the most recent and highly-publicised change, has perforated the public consciousness as well as the business community. Consumers are now more aware and therefore more cautious over how their data is being used than ever before.

The new regulation was put in place to ensure a higher standard of consumer consent. Yet, despite the heavily publicised lead up, it was reported that 60% of EU businesses were still unprepared for GDPR when it came into effect on 25th May.

However, the shift in consumer attitudes goes far beyond GDPR compliance. Consumers now want and even expect businesses to be transparent about their intentions across the full spectrum of business activities.

Transparency, consent, authenticity and trust are central to affirming all-important long-lasting brand relationships but they remain a challenge for many organisations. A study carried out by measurement and analytics firm Integral Ad Science (IAS) revealed that 56% of senior marketing professionals cite transparency as a key concern in their advertising.

Transparency in marketing

There are many customer touchpoints throughout a consumer’s buying journey. Understanding and improving the points can enhance user and customer journey mapping. Yet, each one brings about greater risks for businesses if their intentions are unclear.

As our head of performance marketing Paul Court argues, “understanding all customer touchpoints and ensuring that compliant and transparent activity is consistently demonstrated will lead to stronger results”.

Social media is a great example with sites such as Instagram and Twitter allowing for direct contact to be made between a consumer and a company. Consumers can even go so far as connecting with company directors (if they so wish), thus demonstrating an even higher level of openness, transparency and cultural awareness.

Transparency in culture

But transparency is not a tactic to help companies attract consumers. Authenticity is key and that must ultimately come from within – a company’s core values and culture.

According to the American Psychological Association’s (APA) 2016 Work and Well-Being Survey, only 51% of respondents feel their values match their employer. Failure to be clear and ethical in business proceedings has a negative effect on staff, leading to decision-making that can damage the external brand image.

A company’s core values should be in harmony with not only their staff but with their consumers’ attitudes, cementing a clear and mutual understanding of honest and ethical proceedings.

Transparency in data

Considering all of this, GDPR should not be viewed as a blocker, but as an opportunity to affirm the relationship between your brand and your consumers. Transparent companies will be able to disclose the fair and ethical reasons behind their regulatory processes, building trust in the process.

Research carried out by Forbes showed that when a company uses data in a relevant way and can be trusted, the customer is more willing to share their data. Offering reassurance and providing customers with the real reasons behind information requests online will therefore nurture the brand-customer relationship.

The assistance of third-party companies in that endeavour, whether that be in lead generation or other parts of the business, must be founded upon responsible and ethical practices. Partners must be committed to putting transparency at the forefront of their business proceedings to ensure that the delicate trust between brand and consumer can be strengthened even further.

To learn more about our transparent approach, read what ASE Global had to say about our GDPR compliant leads.

Key trends in the UK property market

The UK Property Industry is continuously moving and evolving, with the unpredictable effects of Brexit looming, the ever-changing demographic structure and advances in technology.

Here are some of the latest trends and stories being discussed within the UK property market:

1. Cheaper to buy than rent

Despite an increase in rentals (Countrywide Research has predicted that by 2022, 20.5% of homes will be rental) evidence still points to buying property being cheaper than rental.

Research carried out by Santander reveals the average monthly rent in the UK is currently £912 per household, compared to monthly repayments of £723 for the average first-time buyer household. This means average savings of £189 a month or £2,268 a year for buyers compared to renters.

2. Online continues to grow

Homebuyers and sellers continue to turn to online estate agents thanks to the strong levels of service they receive.

Online agents increased their market share by 11% during the first quarter of the year, giving them 7% of the overall market.

Flexible contact hours, 24/7 customer service, face-to-face visits from local experts and lower costs are contributory factors for its continued growth.

3. The grey pound dominates the market

Younger buyers are outnumbered by older buyers in the UK property market due to the preferable wage to house-price ratio at the time of purchase.

Homeowners aged 66+ were responsible for around 43,000 property transactions in the first quarter of 2018, a 46% increase compared to the same quarter in 2017.

4. House prices keep climbing

Housing prices have shown a steady incline in recent years and property consultants, Strutt & Parker, predict that the figures will continue growing.

According to the UK House Price Index, as of April 2018, the average house price in the UK is £226,906. Prices have risen by 1.2% compared to the previous month and risen by 3.9% compared to the previous year.

These figures are supported by Strutt & Parker, who, despite Brexit uncertainty, have provided a five-year prediction on the housing market, with an estimated 18% rise in housing prices by 2022, growing 2.5% year-on-year.

5. Homeowners on the increase

Despite property prices continuing to rise, the number of homeowners has risen for the first time in 13 years.

Following the financial crash of 2008 that created a clash between wages and property prices, the Government has positioned accessible homeownership as a matter of importance.

Since the Help to Buy equity Loan scheme was announced, over 160,000 properties have been purchased, with 81% being made by first-time buyers. Meanwhile, Stamp Duty cuts will apparently save four-out-of-five first-time buyers up to £5,000. However, the cuts are mainly benefitting existing homeowners due to the rise in house prices.

6. New-build homes becoming more popular

A number of factors are driving an increase in homeowners, first-time buyers and buy-to-let investors choosing new-build properties.

Among the key reasons is higher energy efficiency compared to that of older properties. The HBF claim that occupiers of new-build homes save £629 a year through being more energy efficient. Other factors include the Help to Buy Equity Loan scheme and the opportunity to customise new-build properties – saving money that might be needed for renovating an older property.

7. Shopping influences location

Online services from other industries are influencing location searches within the property market.

Location to schooling and transport services continue to be primary influences on purchasing decisions. But other location-based factors – such as access to local shops – are becoming less of a consideration in location choice thanks to online delivery services.

We reach thousands of UK homeowners every month, connecting them to property services that relate to selling and buying their home. To discuss your lead generation needs, contact us today.

Development manager James McDowall discusses his journey to TLA and search for innovative .NET developers

We’re growing. And as a result, we’re recruiting for the very best .NET developers to join us in Liverpool. But what can future employees expect from the city’s fastest-growing tech business?

To answer that question (and more) we’re joined by development manager James McDowall, who arrived at TLA earlier this year from Iceland Foods. He begins our chat by telling us what attracted him to his new role.

 “TLA is a market-leader and a technical innovator. That was obvious right from the outset and I knew it was something I wanted to be part of.”

James’s journey here via the world of frozen foods began with a Computer Science degree at Staffordshire University before roles as a systems developer at Aegon, a contracting position with Alliance & Leicester and five years at Hill Dickinson as a senior IT developer.

The Iceman cometh

At Iceland Foods, where he spent 6 years (most recently as technical architect) James was primarily responsible for leveraging their technology systems and leading a project which added over £1 million to the business in its first year.

“It was a versatile role,” he explains, “I was able to work on many different projects such as HR systems, a supplier financing portal, and labour and schedule planning for the 800+ stores and 26,000 staff that Iceland had at the time.

“Considering the number of technical challenges that we faced, the ability to seamlessly link all the pieces together to deliver a solution that had such a hugely positive impact within its 12 months was a significantly proud moment for me and my career”.

A few months after leaving Iceland, James is in Liverpool heading up our Platform Development team, one of three within TLA alongside Engagement and R&D. His remit covers leading a team of seven junior, mid- and senior-level .NET developers, steering the development life cycle on key projects and working on a major CRM development project.

“My main responsibilities are to apply the right technology fit, and work with my immediate team to deliver the best solutions for the business to further our lead generation activity.

“On a day-to-day basis, they will use bespoke technology to quantify and qualify the leads that come into the business before sending them on to the client.”

Technical innovators

As we continue to grow as a business, James is working with our in-house talent acquisition team to find and appoint .NET developers that have “technical diligence, problem-solving skills, and the ability to articulate technical requirements to non-technical people”.

He believes those new starters will be joining an “innovative, dynamic and progressive” team that “wants to be here and wants to keep improving”.

He cites the studio’s regular ‘brown bag’ lunches as one of the ways, the team push each other to be the best they can be. “One of the developers will give a talk about a subject within IT that they’re passionate about. The talks inspire new solutions, which helps to create a passionate, supportive and collaborative environment.”

James is determined to grow his team with the right people – a vision shared by other departments.

“Anyone considering a role at TLA needs to be prepared for a fast-paced environment where every day brings new challenges and where new technologies are embraced,” he says.

“We don’t just want developers, we want technical innovators with the willingness to strive beyond the norm and help us pioneer industry-shaping technology.”

If you’d like more information on the opportunities within James’s team and across the business, visit our Careers section today.