When the Sales Team Is Pulling From Three Different Versions of the Same Project Sheet

Walk into most mid-sized real estate development offices and ask where the current project master data lives. One sales manager will say a shared folder. Another will pull up a WhatsApp message with a screenshot. The marketing executive will quote a cost-per-sqft figure from a printout that is six weeks old, before the developer revised it for the re-launch. The registrar office attached to the layout has changed twice since acquisition. The SM incentive structure was updated verbally at the last team meeting, and nobody circulated a memo.

You end up with four versions of the same project in circulation, none of them authoritative, all of them slightly wrong. At the moment a customer asks for the current offer period and the advance amount, your ME quotes numbers from the previous launch cycle.

This is the friction that a structured project record eliminates. Not the strategy — the ops.

What a Single Project Record Actually Needs to Contain

The Launch Type field is a two-state toggle: New Launch or Re-Launch. This matters more than it looks. A re-launch record should be a new database entry linked to the same project name and location — not an overwrite of the original launch record. You want the history. If a layout was launched at Rs. 2,800 per sqft in January and re-launched at Rs. 3,050 in September after infrastructure improvements, that delta is your pricing justification to the registrar and to bulk-buying channel partners.

Guideline Value and Registrar Office are the two fields that the sales team treats as boring admin and that will destroy a booking if they are wrong. Guideline value determines stamp duty liability at registration. If your ME gives a customer a registration cost estimate based on a stale guideline value, and the actual figure at the Sub-Registrar Office is 40% higher, the booking falls through at the documentation stage. The Registrar Office field exists precisely because layouts spanning zone boundaries sometimes register at different SR offices depending on the plot number range, and your team needs to know which office is handling this specific project before they take a customer there on a Saturday morning when you cannot be reached.

The Advance field carries two fixed options: Rs. 50,000 and Rs. 1,00,000. Hard-coding these values prevents the ME in the field from quoting a custom advance to close a soft prospect, which creates a compliance problem downstream.

The Incentive Fields That Determine Whether Your Team Bothers Selling This Project

Incentive for SM and Incentive for ME are free-text because incentive structures in Indian real estate are not simple percentages — they stack with volume bonuses, plot-size premiums, and offer-period multipliers that change per launch. The free-text field lets you paste the full incentive grid into the record rather than summarising it into a number that strips context.

The Offer Period for Marketers and Offer Period for Customers exist as separate fields because they are often not the same window. An early-bird customer offer might run for 30 days from launch. The marketer offer — the commission structure available to channel partners — might run for 45 days. Your channel partners will call and ask on day 32 whether their deals still qualify. If you have to reconstruct this from email threads, the answer will take 20 minutes. If it is in the record, it takes 20 seconds.

The Cheque In Favour Of field — CITY HOMES or VIP Housing and Properties — is the one that trips new MEs every single time. Customers preparing DDs ahead of the site visit need this information accurately. A returned cheque at the advance stage because the entity name was wrong costs a booking and probably that customer's referral network.

The project record with all eighteen fields filled in correctly is worth more than any marketing deck you will produce for the same layout.