Careers With Huttons Asia Pte Ltd

CLMD Training Directive Components: Leadership, and a Culture of Sharing and Teamwork

Training Directive, Broad Summary

As part of our Division’s growth, 4 key aspects have been involved.

1.     Leadership
2.     A Culture of Sharing and Teamwork
3.     Strong Focus on Training
4.     Building the Conglomerate

1.     Leadership

A crucial cornerstone building block in all organisations, Leadership within our Division is about creating certainty in an environment of uncertainty. 

Of which, there are 5 important attributes:

Certainty and Commitment, the leaders within the division are all congruent with a long term vision together to jointly build up the Division for the long haul, and we are committed to build, and create something of our own, there are no shortcuts.

Determination and Drive, to lead, to encourage, to be always pushing the very limits of what is achievable, to believe and inspire what a reasonable person deems impossible and achieve results in the face of adversity.

Innovation and Creativity, to constantly drive evolution within the organisation, to be on the forefront on skills and technology be an innovation leader within the industry with the long term perspective for building both skills and values in our associates.

Harmony, setting aside, resolving differences to always keep the end game in mind.

Responsibility, our associates are sons, daughters, brothers, sisters, fathers, mothers, to which, we are all responsible for.

2.     A Culture of Sharing and Teamwork

All organisations however mechanised and systemized they are, are always driven by flesh and blood.  People count more than anything in the success of any business, and in our Division, we recognise the key factor that having a strong culture is the gel that bonds the organisation together.

Culture is the tone that the organisation leaders set for the Division. 

For an organisation to grow, “Newbies are EVERYONE’s responsibility”

We are building a team based on Sharing, and Teamwork where new associates will be guided and trained but not just their mentors, but also their peers and team mates.

For the team leaders, this allows them to leverage on their own areas of expertise, this saves considerable time in training new associates, and generates a large pool of trained and driven associates for team level activities.

“Every lesson will be given freely if you are willing to learn, the only requirement, is that you pass it on when your turn comes”.

Best Regards,
Mervin Tang
Group Director
Division Lead Trainer, Project Sales
CEA Reg No. : R030951Z
Huttons Asia Pte Ltd

Mobile: (65) 9184 0208 

Sales Enquiry:


CLMD Training Directive Component - Project Sales

The Focus on Comprehensive and in-Depth training is the hallmark of our Division’s Strength.  As such, the training program becomes the CORNERSTONE and BEDROCK on which we build up New Associates, as well as enhancing the skills sets of Cross-Over Agents.

The Training Program first and foremost seeks to give a new associate an all-round, holistic picture into the world of real estate.  This allows the associate to identify and pursue real estate opportunities that present themselves.  Knowledge here is the key.  Knowledge or the ACCESS to knowledge allows the exploitation of given opportunities and this here is the key driver for the purpose of training.

The Training Program (Classroom)

In CLMD, the broad training structure as defined in 2012 has been broadly classified into 4 domains:

1.      Project Sales
2.      Private Resale/Rentals
3.      HDB Resale/Rentals
4.      Industrial/Commercial

Each of the above domains is headed by a Division Head that has extensive expertise and experience in the respective domains.  This allows for maximum efficiency during training and the sharing of valuable knowledge via direct interaction with them.

The training cycles runs for approximately:

Projects 6-8 Weeks
Resale/Rentals 2-4 Weeks
HDB Resale/Rentals 2-4 Weeks
Commercial/Industrial 4-6 Weeks

In this 13 Week Cycle, New Associates are given a broad based foundation in ALL aspects of Real Estate to allow them to best select the field that best suits their interest, and for subsequent training cycles to further on the depth of their understanding.

The Training Program (Field Work)

Supplementary to the Classroom sessions as above, periodically, New Associates may elect to join the Division Field Teams on Projects, either as mobile Hypers, or as Project Core Teams.
These Division Field Teams comprise of Associates drawn from the same Division, and personally led by Team Managers from the same Division.  This close relation between Team Managers and Associates within the Division makes for direct mentoring and open sharing work relationships to maximise the closing rate for New Associates.

The Mobile Field Division’s focus is in:
A)     Direct Mentorship and
B)     Teamwork in the Hyping, Telemarketing and
C)     Showflat Presentation

A.     Project Sales

1.      Pre-Launch Activities
-        Agent Briefing
-        Assembly of Sales Kit Components
-        Comparative Market Analysis
-        Hyping/Prospecting/Marketing Activities

2.      Presentation Techniques
-        Offsite Presentation
-        Showflat Presentation

3.      Cheque Collection / Closing Technique
-        Presenting and securing the EOI
-        Closing Procedure for Preview
-        Closing Procedure for Active Project
-        Negotiation for Project Closing

4.      Managing Buyer Expectations Till S&P Signing
-        Liasing and Securing of Bank Loan
-        Liasing and Setting Lawyer Appointment
-        After Sales Service if Applicable

5.     Building a Life-Long Business with Your Client
-        Subsales
-        TOP Sales
-        Rentals

6.      Managing the Property on Behalf of Your Landlord
-        “Be a one-stop solution for all your landlord’s requirements”
-        General Repairs
-        Cleaning
-        Handover and Takeover of Unit

7.     Investment Approaches to Project Sales
-        Computation of Rental Yield
-        Computation of Capital Appreciation
-        Computation of Return on Investment
-        Selection of Benchmark
-        Analysis of Results
-        Adjustments and Conclusions

8.      Project Selection Strategy, GTA Approach
-        Assessment of Projects for feasibility for Core Team / Hyping
-        Tailoring Marketing Approach to Short/Mid/Long term approach

9.      Advanced Group Leader Training
-        Leadership 101
-        Building and Leading the Team In The Field
-        Planning and Executing Marketing Activities

Best Regards,
Mervin Tang
Group Director
Division Lead Trainer, Project Sales
CEA Reg No. : R030951Z
Huttons Asia Pte Ltd

Mobile: (65) 9184 0208 

Sales Enquiry:


CLMD Training Program Supplementary


1.       GTA Backyard
-        Focus on home court advantage
-        Selection procedure
-        Marketing approach
2.       TOP Project
-        Selection procedure
-        Listing acquisition
-        Marketing Plan
-        Team building and allocation of tasks
3.      Documentation for Sales and Leasing
-        Letter of Offer
-        Option to Purchase
-        Sales and Purchase Agreement
-        CEA Commission Letter
-        Letter of Intent
-        Tenancy Agreement
4.      General Prospecting for Sale and Listings
-        Flyers
-        Telemarketing
-        Referrals
-        Print and Online Advertisements
5.      Marketing for Resale and Leasing
-        New and Traditional Media
-        Showing the Unit
-        Generating the Hype
6.      Negotiation and Managing the Client’s expectations
-        The Salesperson vs the Consultant
7.      8 POWERFUL Closing techniques


1.      Understanding Rules and Regulations about HDB and EC
2.      Understanding Eligibility Schemes
3.      Orientation and visit to HDB Hub
4.      Financial Calculations
5.      Documentation and Paperwork Procedures
6.      CMA Procedures to determine lease pricing, selling prices
7.      EC Eligibility
8.      Rentals, Room Rentals vs Whole Unit


1.    Understanding Retail, Office, F&B
2.    Industry B1 & B2, Industrial Park
3.    Warehousing Sales and Leasing
4.    Sales and Leasing Procedures and Paperwork

5.    Lend Lease from URA




Dear All,

We have completed our 3 successive previews on LF, QBay and Alexandra Central.

We started this great adventure as a green team of Noobs. 

Many doubted we could have done what we set out to do, we have survived, and done so with pride.

Division Mobile Team Report Card:

1.  Alexandra Central Preview - 21st Jan
Team Total Sales: $8,600,000
Gross Comm @ 1.3%: $111,800

2.  QBay Residences Preview - 18th Jan
Total Team Sales: $9,379,000
Gross Comm: $75,032

3.  La Fiesta Price Preview 11th Jan
Total Team Sales: $8,006,000
Gross Comm: $48,057
Team Total Gross Comm: $234,886

3 Previews in 10 days :- "We did it!!!" And made HUTTONS history.
Every launch we did, we were in the newspapers!

Ladies and Gentlemen, on behalf of your GLs,  DD Casey Lim, thank you for your trust and faith. As a division family, we have endured, and emerged stronger!

Best Regards,
Mervin Tang
Group Director
Division Lead Trainer, Project Sales
CEA Reg No. : R030951Z
Huttons Asia Pte Ltd

Mobile: (65) 9184 0208 Website:


Who we are:


As part of taking the division forward in 2013, we the team leaders within the division have conceptualized a formal structure to take on a larger influx of new associates into the division. 

All incoming associates are grouped together, and then trained at a batch level.  Having the associates trained as a group builds a strong bonding within the team, such that it makes for good networking, and sharing for information and leads later on in their careers:

New Associate Training Directive

Dear Colleagues,
As part of CLMD’s reaches towards new heights, each level of success attracts its own challenges.  Most pressing of which now is the high rate of new joiners coming into the Division. 

Building a structured training program is part of a natural progression in the Division’s growth, given that each of the team leaders has only so much time to train and guide incoming new associates, 2012 sees the establishment of a new training system in which all the 4 leading team leaders take turns to train and groom the new associates in a structured environment.
The new training system is modular, and designed specifically to generate interaction.  Gone are the days whereby the trainers teach and download information to the new associates.  This training module is interaction based.  Hence, each idea and solution that is generated by an associate is mapped over the whole class.  The end outcome is that each class participant takes back multiple perspectives on a case that they would otherwise not have considered if they were to tackle it alone.
The new training approach is such that the team leaders train from their respective areas of strength, namely in the following sub structures:

Projects:  Mervin Tang
Resale:  Casey Lim
HDB:  Jason Chua
Commercial/Industrial:  Andy Tan
This structure covers just about 99% of the entire real estate universe, with the objective of having a point of reference for all incoming associates whom they can turn to for direction and advice.  Within which, each of the team leaders conduct training classes cantered on their respective areas of strength, incoming new associates will then be cycled through each of the 4 domains, with each domain covering approximately 2-6 weeks of training.
A new associate’s entry point will be in the domain of PROJECTS.  Within the Real Estate Universe, a typical transaction would consist of 2 legs to an equation; involve sourcing for a “seller”, and then sourcing for a “buyer”.  PROJECTS very much simplify this process by having an array of ready products for an incoming agent to sell, hence, reducing the workload by 50%.  As with the case with Huttons, there are many ongoing PROJECTS at any one point in time, hence, new associates who come on board will have a ready product catalogue to begin marketing work.
In each training domain, the objective for the Team Leaders is to impart as much knowledge and experience to the new associates at the level that they can absorb and utilise, and ultimately, to impact their money making ability.  It must also be the emphasis that each training domain alone can be taught by the respective trainers for a full year to impart the full experience that they have, but working within strict time limits, to impart what is necessary, given the new associate’s requirements, to first and foremost, MAKE THEM BIG MONEY!!!
The following would seek to outline a structured lesson plan for a new associate to work themselves through:

PROJECTS:  Lead Trainer, Mervin Tang
1.               Introductions to Huttons Projects
Huttons Asia Pte Ltd is undisputedly the industry leader in the domain of new launch projects.  Fundamental to understand this strength is to be immersed in the company culture that is unique to Huttons that would not be found elsewhere in the Real Estate Industry.
·        Two critical components for a new associate to understand are SPEED, and a SUCCESS DRIVEN MINDSET.
·        Secondary but no less critical is FOCUS and the ability to SUSTAIN it to achieve closing the deal!

2.                 Sequencing and Scripting
The objective is to attain fluency in a presentation, as well as to derive a structured learning process. 
·        In the beginning of a new associate’s career, it can take up to 12 hours to completely learn and be fluent in presenting a new launch project.  The end objective is to shorten this learning process to 5-10 minutes. 
·        This is done by having strict sequencing and scripting whereby ALL presentations have a fixed presentation format, with only adjustments made for specific information that is project specific.  That way, by stepping into any new project environment, the associate is conditioned to pick up the information that would fill up the “blanks” in the script, hence, saving time in the learning process.
·        Breaking down the scripts into segments.  This allows for flexibility in the presentation whereby the single script is now a deck of cards that the selling agent can use singly as and when they are needed.

3.               Preview
Objective:  To understand and to personally experience a Huttons VVIP Launch.
·        VVIP Preview is unique to Huttons whereby 50% or more of a project routinely sell out on the preview day.  Sales technique for showflat closing is very different from
·        Fundamental to this is in understanding the emotional state of the buyers as they come into the buying process.  Being able to manage the emotional expectations/states that the buyer is in will better keep the buyer in the right frame of mind to make the buying decision when the time comes. 
4.              Scripting Part 2, handling “Areas of Concern”
The key to an efficient and effective plan lies in ANTICIPATION.  As in a game of chess, the player who can best predict and plan for the possible courses of action that an opponent can make, will be able to plan countermoves way in advance, thus putting them in a position to predict the outcome.
·        Like human beings of which there are only at most 15 distinct personality types, there can ONLY be so many areas of concern that a buyer can have.
·        Being able to predict these areas of concern and addressing them without the buyer having to bring them up, will put the presenter in a good position relative to presenters who do not raise them.
·        The art then would be to incorporate all of the above into the present scripts to have these angles all covered.

5.       System Building for PROSPECTING

·        A common worry that all new associates have on coming into the industry is that on leads generation.
·        Here the desired outcome is a simple one.  “How to keep my phone ringing non-stop?”  The idea is to build a system that constantly generates leads.
·        System in this sense is defined as, “One time effort, long term results, minimal maintenance”.


The last module for this is the key to understanding and reverse engineering the sales approach in ANY deal, be it resale or projects.  Collecting cheques is easy by this time; the art really is in closing and making the deals happen.
·        The key is in understanding the sales process, and then anticipating likely scenarios that might play out during the preview phase.  For each anticipated scenario, options can be thought through and prepared for, hence cutting down on time lags and allows for quicker response times.
·        This is the difference between a successful closing, and just collecting back the documents
·        As a lead into RESALE, we also touch on the merits of having a backyard GTA as a “home base” in addition to running full-fledged on the New Launch Projects arena. 

7.       New Launch GTA
As with “home base” GTA, the idea is to establish and entrench a sense of familiarity in the new associates such that they achieve a level of understanding on the projects within the GTA that use repeated CMA (Comparative Market Analysis) The end result is to achieve a home court advantage that one would have if operating a “home base" GTA.
·        There are 3 predominant clusters within Singapore that have repeated launches again and again.  Key to this is to understand the history and the economic fundamentals that underpin this urban renewal.
·        To understand the thought process that goes into designing business systems that support the project GTA areas is key to business success in this domain.

Diversification and the ability to seize ALL opportunities
As previously discussed, success in real estate is predominantly skills driven.  Skills give access to the different classes of real estate available.  The real estate industry is cyclical in nature, hence a down period in a certain segment might correspond with a boom time in another.  What we in CLMD therefore seek to do is to cover a broad spectrum on skills sets and understanding such that opportunities that arise may be quickly grasped and capitalised upon.  Seeking the necessary knowledge and skills when the opportunity presents itself is clearly to late.

Best Regards,

Mervin Tang
Senior Marketing Manager
Division Lead Trainer, Project Sales
CEA Reg No. : R030951Z
Huttons Asia Pte Ltd

Mobile: (65) 9184 0208

Sales Enquiry:


Training Directive 2012 – Supplementary 20th July 2012

In the beginning of 2012, with the support and participation of the 4 team leaders KL, Jason and Andy, plus Division Director Casey Lim, CLMD embarked on a training initiative in 2012 that was primarily designed to achieve the purpose of:

  1. Mass training of all associates to cover all aspects of real estate from Project Launches, Resale, HDB, and Commercial/Industrial.
  2. Secondly, to immerse all incoming associates into an environment that has existing successful senior associates, evidence to them being that they too will get there very soon.
  3. To drive recruitment numbers for the whole division, by centralizing the training and mentorship functions such that even young managers would be able to bring in new associates.
  4. To instill a new culture of openness and sharing in the Division whereby associates/managers assist and supplement each other in their work.
Each “Cycle” was scheduled to run for:
7 weeks in Projects,
2 weeks in Resale
2 weeks in HDB
5 weeks in Commercial/Industrial

Currently, Cycle 1 has just completed their training, and they together with the new batch have begun Cycle 2.  The success of the Cycle 1 has thus led to the opportunity to scale up the Training Directive to include the next level of operations.

Cycle 1 has brought about 2 new dimensions, namely:

  1. An Esprit de Corp amongst the Cycle trainees
  2. A ready cadre of trained associates to take out team level projects
Within the current system of Huttons Asia Pte Ltd, the strength of the company lies in project sales, as such, it is the easiest route for new incoming associates to build their business within.  There are essentially 2 ways that this works, firstly by “hyping”, whereby associates have free reign over their choice of projects and time that they operate.  The second is the time and location bound “core team”.

The difficulties faced when training the 2 types clearly are that “hypers” will have no fixed operating location; hence they will be much harder to train collectively.  The “core team” on the other hand if led personally by a team leader will provide direct mentorship, and collective training, and sales activities in the field for the duration of the project. 

This is where I believe the next phase must unfold towards.

Building on the strong Esprit de Corp amongst the new associates and the cadre of trained associates from Cycle 1, I propose that the next step of the training directive of 2012 move towards action in the field taking the following:

Form: (Project X)

  1. For associates in CLMD to be collectively led and organized by the team leaders to step forward first as Group Leaders (GL), leading a collective of new associates from the Division in project core teams within the GL’s targeted Project GTA.
  2. As the skill competency and results of the associates gets built up, they will then be seeded into new projects as GLs, again with CLMD associates forming the supporting core team.
  3. To ultimately work projects as a close unit whereby specialized tasks and training are then possible to achieve greater results for the whole division.
  4. The support functions from CLMD HQ will include training, research, marketing channels, manpower allocation, etc to field teams to ensure their rapid success.
Intention: (Project X)

1.       To first chart and plot a systematic process whereby associates are supported and groomed into their future roles as GLs, and then to further enhance and support their development (“Assisted Path”) into CGL, 2IC, and then finally as Project ICs, all the while assisting them to recruit and build their own business groups.
2.       To build up a large collective “result”, by focus in Projects such that the Division’s results and momentum generate the results that creates a self sustaining driver for recruitment, and leadership building.
3.       To provide an activity platform where associates learn on the job direct from their mentors.
4.       As part of a 5 year training and recruitment investment into team building, to quickly develop the existing cadre of new associates into successful young managers, and the build many more success stories as part of our larger end goal in the real estate business.

Moving forward, this Training Directive 2012 – Supplementary is intended to work in conjuncture with CLMD Training Directive 2012.  The base key to this is first and foremost to provide a training platform for ALL associates in the Division.  From this training cadre, individual team leaders will then be free to formulate business plans that can draw on this pool of trained salespersons.

Associates, who have completed Project “X”, will have an experience and results level that would surpass and complement the existing cadres who are in the basic training cycles.  This talent pool is also available for team leaders to enroll into CLMD Real Estate Business Projects.

Best Regards,
Mervin Tang
Senior Marketing Manager
Division Lead Trainer, Project Sales
CEA Reg No. : R030951Z
Huttons Asia Pte Ltd

Mobile: (65) 9184 0208 

Sales Enquiry:

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