Tenant Experience: 4 Customer Best Practices

Discover four real-world examples from both private and municipal housing companies. Each has embraced a data-driven, customer-focused approach and implemented a structured system for measuring and improving tenant satisfaction.These companies conduct ongoing qualitative and quantitative tenant surveys, using customer feedback as a continuous foundation for improvement. The following examples include both strategic and practical elements, all with proven impact on the bottom line. We've intentionally chosen straightforward, low-cost initiatives that can be adapted to different markets and circumstances. To maintain anonymity, company names have been omitted.

Improved Tenant Experience lowered vacancy rate

Housing company V managed a residential area considered “challenging.” Despite its attractive location and pleasant surroundings, the area suffered from a poor reputation. Combined with a weak housing market, this led to high vacancy rates and significant financial losses. The initial response was to lower rents to attract tenants, but an alternative strategy was proposed: rather than discounting, the focus would shift to improving customer satisfaction and turning existing tenants into loyal ambassadors.

A customer satisfaction system was introduced, and tenant surveys were used to start a constructive dialogue, asking residents what improvements they wanted to see. As the company acted on this feedback, perceptions began to shift. Thanks in large part to the strong dedication and involvement of facility managers and caretakers, the area’s appeal steadily improved.

• The vacancy rate in the area dropped dramatically for Housing company V
• Company V has received multiple awards for its high customer satisfaction

Contractor competition to increase quality and reduce costs

Private Housing company X had outsourced much of its property and facility management, relying on multiple external contractors. However, during procurement and negotiations, they repeatedly encountered the same issue: every contractor promised high quality and tenant satisfaction – with pricing to match – but the company needed more than just assurances. They wanted proof of value.

Their solution? A contractor competition. Two contractors were assigned half of the buildings each for a trial period of six months. At the end of the trial, performance was evaluated based on customer satisfaction results, and the contractor with the better outcome was awarded the full contract.

The outcome was a win-win for all parties. Contractors were given clear performance targets and a chance to demonstrate their capabilities, backed by fair compensation. The housing company secured measurable value for money without relying on guesswork. Most importantly, tenants benefited from improved service levels and better-maintained indoor and outdoor environments.

• Housing company received best ROI
• Contractor could prove their quality and value
• Tenant satisfaction was ensured

Decreased costs through tenant engagement

Company Y has over 20,000 tenants living in its properties, most of which were built in the 1960s. The housing areas largely consist of high-rise buildings and serve residents with a low socio-economic status. As part of a tenant engagement initiative, the company hired previously unemployed female tenants to clean both indoor and outdoor environments. The program delivered positive outcomes on several fronts – strategic, social, and financial.

The initiative helped reduce property management costs while also improving safety and the overall tenant experience. The women became local ambassadors, contributing to a stronger sense of community and security – simply by being recognizable as someone’s mother or neighbor. Due to the program’s success, what began in a single building was soon expanded across multiple properties. The model was so effective that other housing companies in the region adopted similar approaches.

• Decreased facility costs
• Major increase in customer satisfaction scores on “security” and “clean and tidy”
• Social sustainability and integration

Streamlined customer service saved time and increased customer satisfaction

Customer service is a critical function for all housing and property companies. The way tenants are treated and how their inquiries are handled plays a major role in shaping the overall customer experience. It also requires skilled – and patient – employees to turn dissatisfied tenants into satisfied ones. Depending on its performance, customer service can either be a powerful brand-building tool or a time-consuming, costly burden.

Private Housing Company Z monitored their customer service performance continuously but remained dissatisfied with the outcomes. Tenants weren’t receiving adequate responses, and too much time was being spent on long, often negative, conversations.

A change was clearly needed. The solution? Introduce clear communication guidelines for how to begin and end calls and emails. This included simple, consistent phrases like: “Thank you for calling, I hope you have a great day.” These phrases were used in every interaction, regardless of the tenant’s attitude or whether their issue could be resolved. The impact was immediate.

• Customer satisfaction increased dramatically on questions pertaining to "treatment"
• Time spent on the phone was reduced
• The customer service team became more engaged
• Overall company brand building was improved