Proposed Digital Marketing Strategy on Property Developer Case Study: PT Widyaka Propertindo

This thesis examines the implementation of digital marketing strategies to enhance the competitiveness and sales effectiveness of PT. Widyaka Property in Indonesia’s property development market. The company faces challenges in adapting to digital tools amid shifting consumer behaviors and external market conditions. The study develops a tailored digital marketing framework to address these challenges, leveraging PT. Widyaka Property’s strengths in affordable housing outside urban areas. The research employs a combination of internal and external analyses. For internal analysis, it examines the 7P marketing mix and digital strategies. For external analysis, it conducts consumer behavior and PESTEL factors. Insights from interviews with stakeholders identify key influences on digital marketing adoption, including technological capability, company size, government policy, social networking, and perceived benefits. A SWOT analysis and TOWS matrix provide strategic direction, while gap analysis highlights alignment issues between current strategies and market trends. The strategic recommendations include establishing a structured marketing and sales funnel, integrating CRM for personalized and data-driven marketing, enabling real-time insights that guide campaign adjustments and improve lead management, optimizing social media use (Instagram, Facebook, YouTube, and TikTok), and utilizing SEO/SEM to increase visibility. Also, strategies are segmented into short-term (channel optimization and database refinement), mid-term (CRM integration and platform-specific content customization), and long-term (analytics and multi-channel integration). Seasonal campaigns and complementary physical marketing efforts are also advised. The conclusion is the importance of adaptability, continuous training, and alignment between digital and physical marketing to improve customer engagement, reduce marketing costs, and maintain a competitive edge in the digital landscape for PT Widyaka Property

Introduction

The property development industry in Indonesia has a long-standing presence and is crucial in meeting the increasing demand for housing and commercial spaces. The competitive nature of this industry necessitates continuous innovation and effective marketing strategies to distinguish companies in the market. In recent years, the Indonesian real estate market has experienced significant growth, contributing approximately 2.5% to the country’s GDP in 2022.

Despite challenges posed by the COVID-19 pandemic, Indonesia’s largest real estate companies have reported rising sales in the residential housing and apartment sectors, indicating sustained dem (Booms & Bitner, 1981). However, according to the Bank Indonesia Property Sales Report for Q2 (Bank Indonesia, 2023), the residential property market faced a year-on-year contraction of 12.30%, with small and medium-sized housing segments experiencing declines of 15.81% and 15.17%, respectively.

Several factors have been identified as impediments to residential property sales in the primary market. Despite an overall contraction, there was a 6.59% increase in quarterly house sales, highlighting potential recovery. The rise of digital marketing has created opportunities for the property development sector to expand its market reach and engage effectively with potential customers, enhancing brand visibility, lead generation, and customer acquisition.

Founded in 2013, PT Widyaka Propertindo is a prominent property developer dedicated to shaping a smarter future through innovative approaches. The company recognizes that a home is more than a physical structure and aims to revolutionize residential living experiences. With a commitment to quality and customer satisfaction, the company targets young professionals, newly married couples, and first-time homebuyers.

A significant issue confronting Widyaka Propertindo is the historical inefficiencies and high costs associated with traditional marketing practices in Indonesia’s development sector. Although average sales during exhibitions reached 42 units, the annual cost of these events was Rp.215,000,000. Sales from exhibitions declined in 2019 to an average of only 17 units per year, prompting management to reconsider their cost-effectiveness. During the COVID-19 pandemic in 2020, the company halted exhibitions due to compliance with Large-Scale Social Restrictions or Pembatasan Sosial Berskala Besar (PSBB) regulations. Marketing efforts shifted towards banners and sales agents during this period.

In 2022, digital marketing initiatives proved successful as Widyaka Propertindo sold 25 units within a year at a monthly expense of Rp.1,600,000. The owner prioritized marketing through Instagram; however, challenges persisted as the marketing team struggled to meet KPIs, particularly achieving 32 leads scheduled for visits each month.

The existing digital marketing program faces multifaceted challenges, including difficulties in attracting the target market and considerable financial resources spent on trial-and-error approaches. Consequently, this program has not realized its full potential, necessitating a strategic overhaul to optimize resource allocation. During an interview with Nunu, a company stakeholder, revealed that current digital marketing strategies lack optimal effectiveness. Stakeholders are concerned about the misalignment between strategy conceptualization and practical implementation. Issues such as a shortage of specialized expertise within the marketing team and difficulties in achieving set KPIs were consistently identified.

This research aims to enhance the company’s existing marketing strategies, find a digital marketing strategy that will increase the company’s sales, and implementation strategy.

Literature Review

Marketing Mix 7p

The marketing mix is typically known as Price, Promotion, and Place. Based on Booms and Bitner (1981), in the context of services, the marketing mix is expanded by adding three additional elements: People, Process, and Physical Evidence, recognizing the distinctive characteristics of service-based offerings

1. Product: According to Loraas (2022), in property development, the product goes beyond a physical structure. Property consultations are also integral to the product, guiding customers through decisions and enhancing their experience.

2. Price: Evans and McKee (2010) highlight that pricing strategies in property development are shaped by various factors, with digital marketing crucial in conveying value.

3. Place: Place in property development is not confined to physical locations but extends to the online realm. The geographical reach of property developers has expanded globally through digital platforms (Chaffey & Chadwick, 2019).

4. Promotion: CIM (2009) states that promotion involves traditional methods like banners and flyers as well as digital initiatives such as social media campaigns and content marketing.

5. Process: Improving service quality involves identifying key attributes, setting clear objectives, establishing measurement processes, analyzing gaps, and implementing targeted action plans to achieve performance goals (CIM, 2009). Digitalization has streamlined processes in property development, enhancing transaction efficiency and transparency.

6. Physical Evidence: Ajmal (2023) showed that physical evidence, such as branding, packaging, or other physical attributes, reflects a brand’s identity. In property development, show units and communal facilities (e.g., pools, pavilions) demonstrate quality, reinforcing brand appeal.

7. People: People pertain to individuals directly or indirectly associated with the enterprise’s business aspects (McCabe, 2023).

Digital Marketing

Digital marketing has shifted from a term referring to the promotion of products and services through digital channels to a broader concept encompassing digital technologies to attract customers, understand their preferences, promote brands, retain customers, and increase sales.

Based on an empirical study focused on marketing managers, Verissimo (2014) mentioned that companies face internal and external pressures to use social media networks. These changes have impacted management and marketing practices worldwide; however, due to its frequent use within social networks, Facebook stands out as the main one.

Real Estate Marketing

Real estate is divided into three main parties: real estate demanders (prospective buyers and tenants), real estate providers (owners willing to sell and rent), and intermediaries who mediate between the supply and demand side, represented by real estate agents or institutions such as banks, which maintain real estate brokerage departments (Petermann, 2021).

Real estate companies are now using information technology to search and store data, which helps them grasp market opportunities and determine precise customer positioning (Xie & Li, 2021). Also, internet platforms, such as social media, have had a huge impact on the real estate business and have created new marketing opportunities (Munirah & Ezdihar, 2022).

Nevertheless, digitalization in real estate enterprises faces several barriers. The biggest barriers are at the upstream level, such as the difficulty of adopting new technologies, the lack of information technology talent, and the high cost of digital software (Xiang, 2022).

Consumer Behaviour

In the marketing strategy, consumer behavior is crucial to make it successful, especially in the property development industry. Customer purchase decisions, as explained by Nolcheska (2017), are significantly influenced by social interactions throughout the entire consumer journey, from problem recognition and information search to alternative evaluation, final purchase decisions, and post-purchase satisfaction.

Several things are included in describing customer decisions into different behavior patterns. Based on his research from Voramontri (2018), alongside Kotler and Armstrong (2014), enhances our comprehension by delineating customer decision-making into distinct behavior patterns such as complex buying, dissonance-reducing buying, habitual buying, and variety-seeking buying.

Conceptual Framework

Fig. 1. presents the conceptual framework that will be used in this study.

Fig. 1. Conceptual framework.

Research Methodology

This study utilized a qualitative approach method, collecting data from both primary and secondary sources. Primary data was gathered through in-depth internal interviews with two shareholders and two long-serving employees, representing internal and external perspectives for this research.

Secondary data was obtained from the company’s historical data, such as sales reports, marketing campaign reports, financial reports, prospect database reports, and project documents.

In this study, both internal and external analyses were conducted. The internal analysis will use the Marketing Mix 7P and Digital Marketing Strategy analysis. Meanwhile, the external analysis utilized Consumer Behavior and PESTEL Analysis.

Result and Discussion

Internal Analysis

Marketing Mix 7P

Product

With over a decade of experience in property development, the company introduces its latest project, GPC 2.0, featuring single-gate residential units. It offers two house models, Grande (type 68) and Venti (type 80), available in various land sizes and a hook type for larger areas. The design incorporates a Scandinavian concept with two floors and an open space layout, totaling 146 houses. Additionally, the company provides property consulting services to assist customers throughout home-buying, including mortgage approval simulations and guidance on credit processes with partner banks.

Price

The price strategy is based on cost, competition, and eligibility. Cost includes land, construction, and operational expenses, while competition ensures prices align with local averages. The strategy focuses on keeping prices competitive and affordable, with programs such as a 0% down payment and coverage for related expenses (taxes, fees, VAT), resulting in a low reservation fee of IDR 1,000,000.

Place

GPC 2.0 is situated in Bojong Nangka, Bogor Regency, West Java, an area known for better air quality and lower traffic congestion than urban centers. The project’s location near established infrastructure and amenities, such as schools and shopping centers, enhances its appeal. Customers can access information about GPC 2.0 through online platforms or visit the marketing gallery on-site.

Promotion

Before 2021, the company’s promotions were primarily offline, using billboards, flyers, banners, and exhibitions, but due to cost inefficiencies, many of these strategies were discontinued. Currently, the promotion strategy combines online and offline media, with print limited to banners near the project site. The primary focus is Facebook or Instagram ads, WhatsApp blasts, referral approaches, organic posts on Instagram or Facebook, and YouTube.

People

The sales and marketing teams handle customer interactions, including a digital marketer for social media ads and a telemarketing team for lead consultations. Content creation for Instagram is created by an agency, while telemarketing teams manage leads, consultations, and survey scheduling. Sales members assist customers during surveys and guide them through the mortgage process. Employee training includes role-playing scenarios to prepare for customer inquiries, while weekly evaluations help improve strategies based on competitor analysis and experiences.

Process

The owner has established a process strategy focusing on operational excellence (cost efficiency, quality, timely delivery), service excellence (aligning customer needs with company capabilities), and cost benefits (offering perceived affordable products). The reservation stage includes BI Checking (credit assessment), with assistance provided to improve credit standing if needed. Paperwork involves multiple verification steps and culminates in the SP3K credit approval document. The company coordinates with banks throughout the mortgage application and accompanies customers for final notarization, handing over ownership and building permits.

Physical Evidence

To persuade customers, the company provides physical infrastructure such as roads, pavilions (Joglo), jogging tracks, and swimming pools. Show units are built to represent the product clearly during surveys, and a marketing gallery serves as a consultation space. Online efforts include creating product knowledge content on Instagram to complement physical evidence.

Digital Marketing Strategy

As shown in Table I, the company utilizes several digital marketing channels for its digital marketing strategy, including Facebook, Instagram, the website, YouTube, and WhatsApp.

Table I. Digital Marketing Strategy

Categories	Channels
Organic content	Use Instagram to create engaging, informative posts (product content, distance content, and promotional content). Post daily and organize the content into monthly highlights to build trust and showcase project successes in selling homes.
Paid media	To promote the project, the company targeted advertising and promotional initiatives. Paid ads on Instagram and Facebook targeted a specific audience in the Jakarta metro area, ages 25–55, interested in property. With a weekly budget of Rp 400.000,-, ads aimed to reach customers’ WhatsApp numbers for further consultation. Varied results in ad performance; inconsistent reach and engagement despite similar settings and spending.
Telemarketing	Telemarketing engages leads acquired from direct inquiries or paid ads such as WhatsApp contacts from Facebook/Instagram ads.Telemarketing provides consultations (product information, price range, and the advantages of the residential project, such as building materials, housing facilities, and proximity to essential public amenities), schedules property surveys, and reminds customers of appointments. Telemarketing also manages a customer database to track interests, follow up on past leads, and share new promotions. However, data is fragmented across multiple files, leading to inconsistency.

External Analysis

Consumer Behaviour

Consumer behaviour analysis is based on internal observations, secondary data, and external interviews, focusing on the 7P marketing mix.

Since the initiation of the Graha Pesona Cikeas argets individuals and families seeking affordable housing near Jakarta, providing convenient access to essential facilities (schools, hospitals, shopping centers) and transportation options. Minimum income criteria (IDR 8 million for Grande type, IDR 12 million for Venti type) help ensure mortgage eligibility, aligning with the company’s focus on mortgage-based purchases. Most consumers are young families looking for a primary residence, not an investment, often familiar with the area or having family nearby, attracted by the quieter and cleaner environment outside Jakarta.

On social media, consumers frequently ask about pricing, promotions, and locations, responding particularly well to low-interest mortgage promotions from bank partnerships. However, a common issue arises as many consumers fail to follow up on initial inquiries. This highlights the need for improved digital engagement strategies.

For consumers unfamiliar with the area, concerns about accessibility and ongoing development (damaged roads, limited facilities) present barriers. Additionally, some consumers face mortgage application rejections due to poor credit status, although the company offers guidance for those willing to resolve these issues.

Consumers prioritize viewing ready units, comparing options in the area, and evaluating open-space designs. This layout is often new and raises concerns, particularly regarding heat and lack of air conditioning in unfurnished homes. Effective sales staff play a critical role in addressing these concerns, building trust, and explaining the benefits of open-space layouts. Consumers value sales representatives who provide clear guidance throughout the entire purchase journey, especially since many are first-time homebuyers needing assistance with mortgage applications and paperwork.

PESTEL Result

Table II shows the result of the PESTEL framework analysis, covering Political, Economic, Sociocultural, Technological, Environmental, and Legal factors. Appendix Table A provides detailed explanations for each aspect of the PESTEL framework.

Table II. Pestel Framework Result

Aspects	Result
Political	Opportunity, Threat
Economy	Threats
Socio-culture	Opportunity, Threats
Technology	Opportunity
Environment	Opportunity, Threat
Legal	Opportunity, Threat

SWOT–TOWS Analysis

SWOT Result

Table III shows the result of the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis based on the internal and external analysis.

Table III. Swot Analysis Result

Strengths	Weaknesses
– Innovation housing project – Comprehensive property consulting – Accessibility to public facilities– Competitive pricing strategy – Integrated telemarketing – Diverse bank partnerships – High experience in property development – Provision of legal certificates – Location with better air quality and traffic conditions	– Inconsistent marketing approach – Limited technology adoption and knowledge gap – Poor data management – Human resource challenges – Inconsistent management of online platforms – Developing infrastructure
Opportunities	Threats
– Growing demand for affordable homes – Growing middle class and youth demographics – Growth of digital marketing – Consumer preferences outside the city center – Infrastructure development – Government policy and legal security	– Economic fluctuations and uncertainty – First-time buyer anxiety – Credit and mortgage challenges – Political and regulatory uncertainty – Competition with other developers – Generational differences in property preferences – Consumer hesitancy due to unfamiliarity – Digital transformation and engagement challenges

TOWS Matrix Result

This matrix is a strategic planning tool that integrates an organization’s internal strengths and weaknesses with external opportunities and threats. Table IV presents the results of the TOWS Matrix.

Table IV. Result Tows Martix

TOWS	Strengths	Weaknesses
Opportunities	S.O strategy	W.O strategy
– O1. Growing demand for affordable homes – O2. Growing middle class and youth demographics – O3. Growth of digital marketing – O4. Consumer preferences outside the city center – O5. Infrastructure development – O6. Government policy and legal security	– S1. Innovative housing project – S2. Comprehensive property consulting – S3. Accessibility to public facilities – S4. Competitive pricing strategy – S5. Integrated telemarketing – S6. Diverse bank partnerships – S7. High experience in propertydevelopment – S8. Provision of legal certificates – S9. Location with better air quality and traffic conditions	– W1. Inconsistent marketingapproach – W2. Limited technology adoption and knowledge gap – W3. Poor data management – W4. Human resource challenges – W5. Inconsistent management of online platforms – W6. Developing infrastructure
Threats	S.T strategy	W.T strategy
– T1. Economic fluctuations and uncertainty – T2. First-Time buyer anxiety – T3. Credit and mortgage challenges – T4. Political and regulatory uncertainty – T5. Competition with other developers – T6. Generational differences in property preferences – T7. Consumer hesitancy due to unfamiliarity – T8. Digital transformation and engagement challenges	– ST1. Utilize comprehensive consulting services to build familiarity and security for First-Time buyers (S2, S5, S8, S7, T2, T7) – ST2. Adapt quickly to new political and regulatory shifts (S7, T1, T4) – ST3. Leverage bank partnerships to mitigate economic and mortgage challenges (S2, S6, T1, T3)	– WT1. Strengthen datamanagement for lead tracking and data-driven marketing (W3, T5, T6) – WT2. Avoid digital marketing stagnation by regularly evaluating progress (W1, W5, W6, T6, T8) – WT3. Collaborate with external consultants to address technology gaps (W4, T8)

Business Solution

Evaluating the Gap

Evaluating the Gap

Analyze strategies from the TOWS matrix to align with company needs, integrating strengths, weaknesses, opportunities, and threats. Focuses on data-driven decision-making, technology optimization, and adaptability to market changes to enhance digital marketing efforts and support sustained growth.

Adapting the Marketing and Sales Funnel

Establishes a structured funnel with clear stages: Awareness, Consideration, Conversion, and Advocacy. Utilizes CRM data for personalized campaigns and automated retargeting strategies to nurture leads effectively and minimize drop-offs through real-time optimization based on key metrics.

Leveraging Technological Tools and Channel (WO2, WO4)

Addresses of platforms like Instagram, Facebook, and the company website. Explores new channels (e.g., TikTok) and improves SEO/SEM efforts to engage younger demographics. Implements solutions or introduces A/B testing and analytics dashboards to track and compare engagement and ROI across channels.

Data-Driven Marketing and CRM Integration (WO3, WT1, SO4)

An outdated and underutilized customer database to create custom audiences for targeted ads. Integrates a CRM system for enhanced lead management and insights into campaign performance, lead behaviors, and employee effectiveness. Implements a lead-scoring model to prioritize high-potential leads, improving targeting efficiency and boosting conversion rates.

Maximizing Digital Marketing Growth (SO1, SO2, SO3, WO2, WO3)

Integrates digital strategies with customer journey touchpoints, especially telemarketing. Develops a multi-channel attribution model to measure the impact of digital and physical interactions on conversions (customer journey). Content creation to audience preferences and combines physical marketing with online promotions tied to seasonal buying moments and mapping the customer journey across channels.

Building Trust and Credibility (SO4, ST1, ST3)

Addresses buyer concerns about property ownership complexities through educational content on social media, telemarketing consultations, testimonials, and organized consultation events. Leverages sales expertise to build credibility and reduce buyer anxiety.

Fast Adaptation to Changing Conditions (ST2, ST3, WO4, WT2)

Enhances adaptability to political, regulatory, and market conditions by forming partnerships with banks to offer promotions and ensure compliance through ongoing training. Implements regular reviews of external changes during weekly meetings for timely adjustments in marketing strategies.

Preventing Stagnation and Encouraging Innovation (WO1, WT2, WT3)

Fosters a culture of innovation by collaborating with external agencies to improve campaign effectiveness while reducing internal resource burdens. Training internal staff on digital marketing tools to build long-term capabilities and regularly evaluating progress to adopt new marketing techniques for competitiveness in the digital landscape.

Action Plan

In Fig. 2, the action plan analyzed by the author in his study is divided into three categories: short-term, mid-term, and long-term action plans. Each category outlines specific strategic initiatives.

Fig. 2. Action plan. Source: Author analysis process, 2024.

Conclusion and Recommendation

Conclusion

This project examines PT. Widyaka Property’s digital marketing strategy aims to enhance the company’s digital marketing with the research question:

1. Existing marketing strategies: The company primarily utilizes social media platforms such as Facebook, Instagram, and WhatsApp for digital marketing. While the website and YouTube have been used, they lack consistent maintenance due to limited resources. The marketing approach includes organic content, paid media, and telemarketing. Organic posts engage audiences without direct financial incentives but yield minimal responses. Paid media shows inconsistent performance, generating awareness and facilitating consultations through telemarketing follow-ups. However, the customer database is currently disorganized.

2. Proposes Digital Marketing Strategy: Using SWOT analysis and the TOWS matrix, several effective strategies are proposed to create a seamless customer journey that maximizes engagement and builds trust:

• Adapt the Marketing and Sales Funnel by using CRM data, personalized engagement at each stage, retargeting for dropped leads, and real-time optimization to improve conversions and reduce drop-off.

• Leverage Technology Tools and Channels to improve current platforms and consider new ones, like TikTok and SEO, with A/B testing and an analytics dashboard.

• Integrate Data-Driven Marketing and CRM to enhance targeting, update the database, segment audiences, and improve lead management.

• Maximize Digital Marketing Growth through seamless telemarketing and digital marketing efforts to make a seamless customer journey.

• Build Trust and Credibility with educational content, telemarketing consultations, and testimonials.

3. Strategy Implementation: A priority matrix divides the strategies into short-term, mid-term, long-term, and regular actions to effectively implement them in alignment with the company’s resources and capabilities:

• Short-term goals include enhancing the marketing funnel and optimizing social media platforms such as Instagram, Facebook, and YouTube, exploring new channels such as TikTok, refining the customer database, implementing CRM tools, and launching segmented seasonal campaigns with external agencies supporting content quality.

• Mid-term objectives focus on integrating CRM for personalized lead management, adopting SEO/SEM strategies, developing platform-specific content, and organizing consultations to foster trust.

• Long-term strategies involve analytics-driven optimization, lead-scoring models, and a multi-channel attribution system to improve customer retention, supported by internal staff training.

Recommendation

Based on the analyses conducted, it is evident that the company’s strengths can effectively meet the needs of specific market segments. Properties located outside city centers offer advantages such as lower prices, better air quality, and reduced traffic congestion—factors that attract a substantial customer base. Leveraging these strengths through a robust digital marketing strategy can amplify the company’s appeal to potential buyers. Although PT. Widyaka Property was founded in 2011. It only began implementing digital marketing strategies in 2021 to reduce costs. However, an overly narrow focus on cost reduction could risk stagnation, limiting the company’s ability to adapt to the rapidly evolving digital landscape. Currently, its digital marketing efforts rely heavily on Instagram and WhatsApp.

To increase effectiveness, it is recommended that the company integrate both physical and digital marketing channels while utilizing existing digital tools and platforms more effectively. Additionally, implementing a monitoring system would enable better oversight of internal operations, facilitate timely adjustments, and support sustained digital growth.