The boss of a regional independent which is opening six new offices this year says that the idea of online versus traditional is a nonsense.

Rob Sargent, CEO of The Acorn Group which operates in south London and north Kent, said: “The real battle is upfront fee versus full ‘no sale no fee’ service.”

He said: “It’s almost an insult to call high street agents ‘traditional’. Most agents, like ourselves, have been online a lot longer than the newbies in the market.

“I would be surprised to go into even the smallest high street agent and find they are not spending as much online, if not more, than an online agent.

“There is the cost of Rightmove and other portals, our own websites, and most agents would be very active on Twitter, Facebook and Instagram.

“Online agents often present themselves to the public as a solution – but I am not sure what it is a solution to.

“Nor are online agents very transparent about delivery of completed sales.”

Acorn is proof of faith in the high street – and full service.

It has already opened three new branches this year. It is due to open in Sidcup, Kent, on July 14, with two more offices to launch by the end of 2018.

It will bring the network up to 35 offices and headcount up from nearly 400 as of now to about 430.

And expansion will not stop there: “We plan to roll out another ten offices in the next three years,” said Sargent.

However, the business’s online strategy is equally important.

Social media is used to stress Acorn’s involvement in, and knowledge of, the communities where it works, rather than a platform solely through which to market properties.

“We are fully involved in the places where we work – in local schools, charities, golf clubs – and we get very involved with individual families over a long period.

“We’ll offer them property advice, knowing it won’t generate fees at the time but eventually; conversion rates are high because they know they can trust us.”

He believes there is no substitute for the fullest possible service: “In the current climate especially, you cannot just list a property and stick it online. It will sit there unless real people are there to sort out problems, market it properly, negotiate and see it all the way through to a sale.

“This is a people business, and customers will pay for a premium service. Our fees are holding up well and we’re probably the most expensive agents in the areas where we operate.

“Our branches are open six or seven days a week, 12 hours a day, typically from 8am to 8pm, and all our viewings are accompanied. Although not all our offices are open Sundays, we’ll do viewings seven days a week. We like to think that we have met all the buyers on our books, and get to know them.”

The business operates several brands, and is highly diversified, offering commercial agency, estate management, surveying, mortgages and conveyancing among a string of services.

“It is a big driver across the group that we have different income streams: in 2015, 43% of our revenue came from sales. It is now about 37%, and that is deliberate. We have recently expanded into leasehold services, including leasehold extensions and management, and we have built up a good Build to Rent business.”

Sargent has experimented with out of hours live chat, but thinks that online availability 24/7 is over-played: “People are making important, life-changing decisions – they find the time to come and talk to us.”

He does come across a “smattering” of Purplebricks boards in the Acorn areas, but says it is really about getting across to vendors that it is not the perceived savings they will make that is important, but their net sale price after fees.

He said: “The price model for online agents generally seems to hover around the £1,000 upfront mark. Clearly the problem for the upfront model is the more you do for the customer after you have taken the money, then the more your profits are eroded.

“We see residential sales as labour-intensive if you want to do it well. The more that agents go down the cheap fee route, the more we will go in the opposite direction.”

A keen supporter of OnTheMarket, Acorn is also an investor in tenancy deposit replacement business Zero Deposit, which he says is proving very popular: “It’s not that tenants can’t afford to pay deposits, more that they don’t want to tie up substantial sums of money for perhaps three or four years.”

Sargent has been watching the Countrywide crisis unfold with concern: “The back to basics strategy is obvious – but I do wonder if there is a real understanding of what the basics really are.

“Countrywide needs to get its senior management team to the frontline of the business – talk to the staff, listen to them, support them, and make sure they really know what is going on, and how to deliver the quality of service that historically they have been synonymous with.”