Here is a recent chart from Mike Moffat showing how much development charges have increased in the City of Toronto from 2009 to today:

We've, of course, seen this before. Back in 2020, I shared an article that developer Urban Capital published where they did a cost comparison between a project they had done in 2005 and a project they were doing in 2020. What they uncovered was that development charges alone had increased by 3,244%! The most of any line item in their pro forma.

Development charges over the last real estate cycle have been an insidious problem. Meaning, the industry knew they were crazy high, and we were all trying to be vocal about it, but let's face it -- the general public doesn't have a lot of sympathy for developers complaining about high fees. They are also largely hidden from purchasers and renters. The charges just get lumped in.

If our industry could figure out how to be more transparent and separate out these charges, much like a sales tax, I think it would go a long way to showing consumers what they're actually paying when it comes to new housing. And then maybe something positive would happen. Because this is a major reason why new housing has gotten so expensive in this region.

Can you imagine if property taxes had increased by 3,244% over the last 15 years? I can't. Because no one would have ever allowed that to happen.

For better and for worse, the current market is going to serve as a rude awakening for municipalities. We've reached the breaking point. The housing market is, as we've talked about, in a "state of economic lockdown." And when people don't buy new homes, it means developers no longer have the money to pay development charges.

The typical way to do it looks something like this:

• Hire a creative agency

• Come up with a new name and brand identity that speaks to your target market

• Create a new website and new social media accounts

• Start marketing the project with this new single-purpose brand and identity in the forefront (the developer's brand is usually far less prominent)

Of course, this is the typical way and things do vary. What I would like to discuss today is this last point: the interrelationship between new project-specific brands and developer brands. Because in most other industries, the brand of the company is paramount. It is everything. When BMW releases a new car model, it is BMW and then the something. It is not the something, with BMW hidden at the bottom of the page.

So why is real estate any different?

One possible explanation is the entrepreneurial and opportunistic nature of development. New projects are often the result of people and groups coming together to make a specific "deal" happen. And unless you're an established player with a long history, you may not have a consumer-facing brand with much equity in it. So you rely on a new single-purpose one instead.

But perhaps the main reason is that, as an industry, we have never really succeeded at making buildings a product (architects sometimes despise when you call buildings this). It is for this reason that every building can feel like a prototype and that prefabrication remains this dream that never seems to become a reality. A product implies something repeatable and producible at scale. And buildings are generally not that. Every market and site are unique.

All of this said, there are ways that developers are building meaningful brands for themselves.

The first way is to obviously focus on building your own brand alongside or in lieu of strong project brands. One example of this is Toronto-based Urban Capital. They build a specific kind of condominium building/product and, to the extent that it's possible, it doesn't change whether they're building in Saskatoon or in Halifax. David Wex, one of the partners, describes this as branded vs. opportunistic real estate development.

Another example is Toronto-based Fitzrovia (which I wrote about, here). They are one of if not the most active rental developers in the city. And if you go into one of their apartment buildings, you'll find the same No. 10 Dean coffee shop and bar in the lobby; the same rooftop pool (called LIDO); the same gym (called The Temple); and the list goes on. Their goal is to build a consistent and hospitality-like experience for apartments.

The second way to go about building a brand is to make it so attractive that other developers will pay you to use it. The best example that I can think of is London-based YOO. A partnership between John Hitchcox (a developer) and famed designer Philippe Starck, they have built a business out of creating branded residences for third-party developer clients. And this is in some ways the holy grail of development: you get paid without taking on the risk of building.

Of course, this same licensing model is also used with hotels. And hotel brands are globally the most common kind of branded residence. What this obviously tells us is that brands matter a great deal in real estate. They matter so much that developers will pay to use the right one, because it will likely command a premium and it will likely increase sales/leasing velocity.

It is for this reason that I've always felt it important to grow the parent brand alongside any project-level brands. And it's why we never bother creating new social accounts for our individual development projects. Brand building takes time. If you're going to invest time and money into one, why not take advantage of the compounding at the very top of the house.

I am, of course, generalizing, but we live in a world of comparables and proof. In the slightly-modified words of Seth Godin, we have been trained to show up with proven and verifiable answers because that's what will get us an A on the test or what will allow us to keep our jobs. And there's nothing wrong with that. Risk mitigation is an important part of any organization. But if everything you're doing is already proven, then by definition, and regardless of any claims, you are not innovating. Because if something is truly new, then it may not actually work.

My friend David Wex -- who is on a mission to develop modern condominiums all across Canada -- once told me that if he were to hire consultants to prepare market studies for his projects (he doesn't), they would almost always tell him never to build. And that's because there are often no comparables to point to and say, "look at this thing over here, it shows that somebody has already done this before and has been successful." Instead, he has been forced to ask himself, "is there no comparable product offering because the market doesn't exist or because nobody has done it yet?"

This is a risky proposition. Because if you're wrong -- and the market doesn't exist -- then you will likely fail. But if you're right, and you get to introduce something new to people that want it, then you get the benefit of a commanding market position. You were right about something that most people thought was wrong and/or didn't bother to explore. That's why Seth Godin has argued that innovation really requires two things. It requires guts, because the thing you're trying may not work. And it requires generosity, because innovation is, after all, about trying to make things better.

I think this is a great way of putting it.