Welcome to The B Word, the podcast that unravels the intricacies of B2B branding. Our monthly episodes feature guests from diverse realms, including technology, venture capital, private equity, and more.
Together, we delve into the essence of branding, its mechanics, and its significance in the contemporary business landscape.

In this episode: we delve into the world of fractional real estate investment, demystifying complexities and exploring innovative approaches with Jatin Ondhia, CEO of Shojin Property Partners. Jatin also discusses Shojin's recent rebrand journey with Structure. So, tune in to discover how Shojin is revolutionising the real estate investment landscape and making it accessible to a broader audience.

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About: Shojin is a fractional property investment platform, its mission is to be the number one global marketplace for fractional real estate investing. Shojin strives to make real estate investing more fair, accessible, and transparent to everyone by simplifying and lowering the barriers for investing in institutional-grade opportunities previously only accessible to the ultra-wealthy.

Episode highlights:

Launching the business: what led to the co-founding of Shojin in 2009, and what gaps or opportunities were identified?

1. Evolution from Personal Investments: Jatin explains that his background in real estate investment, influenced by cultural attitudes towards property, led him to accumulate a portfolio. Observing interest from peers in banking circles, he recognised a gap: many professionals lacked time or inclination to invest directly.
2. Addressing Funding Gap: Shojin identified a lack of funding for mid-sized projects
   (£10-60 million), enabling developers to access capital and offering investors attractive returns (20-35% annually).
3. Global Reach and Impact: Today, Shojin has investors from over 50 countries, spanning from individual investors to family offices, facilitating the funding of much-needed housing projects in the UK while providing attractive returns to investors.

Differentiation: what sets Shojin apart in its approach to shared investing and opportunities compared to others in the market?

1. Differentiated Approach to Crowdfunding: Jatin explains that traditional crowdfunding platforms merely facilitate transactions without considering investor interests. Shojin, however, takes a more involved approach.
2. Investor-Centric Model: Shojin prioritises investor interests by actively assessing project risks, monitoring progress, and ensuring alignment of incentives.
3. Partnership in the Investment Process: Shojin is not just a funding platform but a partner in the investment process, co-investing and closely monitoring projects from start to finish.
4. Aligned Incentives: The model ensures that Shojin only succeeds when investors do, creating a mutually beneficial and aligned relationship between the platform and its investors.

Education: how does Shojin prioritise education and financial literacy for potential investors, especially in the complex realm of property investment?

1. Emphasis on Education: Jatin highlights education as a core aspect of Shojin's mission, recognising that not everyone is an expert in property investment. Despite the complexity involved, Shojin aims to demystify the process and empower investors with knowledge.
2. Addressing Financial Literacy: Beyond property investment, Shojin seeks to contribute to broader financial literacy efforts. Jatin stresses the importance of understanding financial concepts, even at a basic level, given the deficiencies in traditional education systems.
3. Accessible Resources: Shojin provides a range of resources on its platform to educate potential investors, offering guidance and information to ensure they make informed decisions. These resources aim to bridge the gap between complexity and accessibility, enabling investors to understand the product before investing.

Rebrand drivers: what were the main drivers behind Shojin's recent branding exercise, and what were you aiming to achieve through this project?

1. Alignment with Current Identity: The previous branding felt outdated and inconsistent with Shojin's current identity, values, and working style. There was a need to realign the branding with what Shojin is today.
2. Consistency Across Platforms: The inconsistency across various platforms, including the website, cards, and overall branding, highlighted the necessity for a rebranding effort to ensure a cohesive and unified brand image.
3. Vision and Values: The primary goal of the rebranding project was to align the branding with Shojin's vision, values, and purpose as a business.

How does Shojin's rebranding effort align with its vision of democratising access to real estate investment, and what message does it aim to convey to its target audience?

1. Alignment with Vision: The rebranding effort reflects Shojin's broader vision of democratising access to real estate investment. By presenting a more modern and accessible brand image, Shojin aims to reach a wider audience and make investment opportunities available to everyone.
2. Engaging the Mass Affluent: Shojin recognises the importance of engaging the mass affluent population, which includes approximately 600 million individuals. The rebranding effort is aimed at making investment in real estate more relevant and appealing to this demographic.
3. Professionalism and Trustworthiness: While aiming for a modern and accessible brand image, Shojin also emphasises professionalism and trustworthiness. The new branding conveys a sense of reliability and expertise, essential for attracting investors.

Expectations of the branding process: what were there expectations and experiences during the rebranding process?

1. Jatin expressed that he approached the rebranding process with a meticulous mindset, often scrutinising each aspect to the 'nth degree'.
2. Despite the intangible nature of branding, Jatin emphasised the importance of how the branding would make potential clients feel when they interacted with it. He highlighted the difficulty in striking the right balance between appearing professional yet accessible and avoiding the perception of being cheap or overly flashy.
3. Collaboration with the marketing team, which offered diverse perspectives, was essential to ensuring the branding appealed to various demographics.
4. His primary expectation was that the brand work would be something he felt proud to present as an extension of himself and the company's values.

What advice would you offer to others considering rebranding or undergoing a similar process?

1. Give the rebranding process the time it needs and understand that it's more than just changing a logo; it should weave through the entire organisation.
2. Clarify your objectives and desired outcomes from the rebranding initiative, involve key stakeholders from the beginning.
3. Take your team on the journey with you, soliciting input and feedback to ensure buy-in and alignment across the organisation.

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Disclaimer: please note the conversations in this podcast does not constitute financial or other professional advice. You should consult your professional adviser if you require financial advice.

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