Reflections on the transformation of property management companies from property managers to property service integrators.

Property management, as the main management activity of the consumption link in the real estate market, is essentially a comprehensive management model gradually established to match the modern production mode of real estate development and operation. Because the subject is the management of things and the object is the special service form of human services, the content or activity process of property management is basically carried out at three levels: operation, management and service. 1. Global economic integration has led to intensified competition in the industry, and the transformation of the property management industry from management users to service users has become inevitable in the process of industry development. 1, "passive management" is the product of historical development derived from the dislocation of industry roles, which belongs to the dislocation of industry managers in labor-intensive service industries. At first, it was developed as a property management relying on the development of the real estate market, and it has always been passively carried out around the main axis of "standardizing the behavior of business households and meeting the requirements of housing management" given by developers. However, real estate developers in a strong position in the industrial chain, in the industrial framework of "who develops and manages" in the housing management department, have less return on resources invested in property management than other investments, and the operating functions of affiliated property management enterprises are weakened, and they are positioned as capital preservation or meager profit development, lacking long-term planning and market prediction. At the same time, with the development of modern urban construction, the corresponding urban management is insufficient. In the reality that the construction and use of a residential area will form a new community group, property management enterprises also undertake certain community management functions. Therefore, under the background that the real estate industry has become a pillar industry of the city, private ownership is neglected and urban management is lagging behind, and under the condition of unequal information, property managers have become managers' representatives in the industrial chain in front of many small enterprises. "Paying more attention to management than service" is a true portrayal of the property management industry in this period. 2. With the change of the internal and external environment of the property management industry, the traditional passive management mode deviates from the law of industry value more and more, and the living space of passive managers is getting smaller and smaller. Economic integration after China's entry into WTO has formed an industry pattern of dancing with wolves. Since China's entry into WTO, the government has opened the service market, and a large number of foreign housekeepers have entered, integrating the competitive advantages of high-end property management. Compared with domestic property management enterprises, it has absolute advantages in capital, technology, talents, management level and service concept, and basically forms differentiated services and market competitive advantages. Although domestic enterprises rely on human capital, humanized community culture and market diversification, they have advantages in the low-end market and scale, but the business model, service concept and diversified service system brought by foreign butlers are correct. Different needs and expectations make business households become mature consumer customers. With the value concept of property management service, that is, consumption, gradually taking root in people's hearts, business households are no longer the recipients of passive management, their demand for services is becoming more and more mature, and their participation in property services is also developing actively; With the gradual improvement of laws and regulations and the legalization of property rights, the definition of service is clear and transparent, and the self-awareness of rights protection and the enthusiasm for complaints of business households are making rational progress. The maturity of consumer customers has promoted the gradual maturity of the market. In the change of information society, with the promulgation of industry laws and regulations, the rule of law structure has been gradually improved, which has accelerated the market-oriented competition mechanism. In the process of the emergence of specialized property management companies, it has gradually become normal to optimize the allocation of market resources, standardize market behavior, allow operators to choose property management companies through active market selection and public bidding, and implement service management through contract entrustment. The improvement of service value has led to the emergence of the law of the jungle. The value of service is reflected in service operation, and the most obvious feature is price. On the one hand, the demand for services increases the competition of management fee pricing space, on the other hand, it also promotes the optimization of cost management with operation as the core. The passive management (charging) price does not have a dynamic effect with the service, which is the fatal injury (quality and price mismatch). The lack of dynamic mechanism causes fundamental conflict among organizational setup, management cost and service connotation, and weak price competition will make passive management-oriented property management enterprises become market predators. Second, the needs and expectations of different levels of business households determine the diversification of services and promote the gradual formation of a buyer's market. At the same time, property management enterprises with contractual relationship as the main line of operation have gradually become service providers, and their awareness of self-transformation in business operation has increased, and their business strategy transformation will change from five levels to service integrators. 1, professional service model reengineering and transformation From shouting "Wolf coming" before China's entry into WTO to dancing with wolves after China's entry into WTO, the opportunity of industry marketization has made competition burn to different grades of properties, and the emergence of a group of heroes has also made property management enterprises deeply realize that property management is essentially a kind of service-the payment of management fees by business owners is a purchase and consumption behavior that reflects the service value. At the same time, this continuous consumption behavior also makes the property management enterprises realize that the service oriented by the needs of the business owners is the value center of property management, and its consumption result directly affects whether the enterprise can establish a lasting service relationship with the business owners and make the enterprise profitable. The development trend of the industry has created the operation with service as the core advantage, and formed differentiated services under the guidance of the market. The essence of differentiated service is to reflect the cultivation of the core competitiveness of modern property management enterprises and form a reasonable relationship between service input and benefit-output ratio. Property service is a form of prepaid service consumption, and its service provision should not only meet the needs of business households, but also pay attention to the actual financial risks of cost variables on enterprise operation. In other words, the benefit of service output does not change with the service cost. In property services, different grades of property projects determine different service consumption benefits, and the change of service cost directly determines the effective cost management of enterprise operation and the improvement of service productivity. The purpose of professional service mode is to reduce the ineffective consumption in the service process caused by too many levels of management, huge departments and too complicated and time-consuming operation links, and to form market operation advantages. To put it simply, in the process of service value transmission, property management enterprises and business households learn how to avoid unnecessary costs and negative impacts on perceived service quality in the content and form of interactive services. In fact, in the provision of service consumption oriented by business households, business households have participated in the deepening of the service process, such as the implementation of management reporting system and service content publicity system, and professional services are exactly what business households expect. Process reengineering is also the core process of cultivating customer loyalty in the process of market operation. The re-engineering of specialized service mode mainly obtains competitive advantage through the internal and external key points of service "supply combination" and forms different levels of differentiated services. External key points reflect the relationship between enterprises and families with service value, while internal key points show the resource utilization of service efficiency. The foundation of the relationship between business owners to reflect the service value is to create a service system oriented to meet the needs and expectations of business owners. In essence, business owners are not only the recipients of services, but also participate in the production of services as an operating resource element. This interactive process makes the service consumption of business owners reflect the value relationship between property management enterprises and business owners, that is, the process of service provision and consumption occurs at the same time and keeps continuous in time. The process of service makes it necessary for property management enterprises to make intangible services tangible, and the tangible evidence is to establish a professional service system. The property management service system defined as special service has three levels in essence, that is, (1) is the core service of property management enterprises: mainly customer (explicit and invisible) services, financial management and collection and payment services, housing and ancillary facilities, equipment management, etc. (2) Property management enterprises must provide convenient services for business owners to accept core services, including security services, comprehensive environmental management services, supporting services for houses and ancillary facilities such as maintenance, vehicles, clubs, etc. Supporting services that can increase the expected demand of business households and create added value of services: mainly including community services such as convenience services, agency services, cultural services, information services and commercial services, and personalized services such as characteristic services, butler services and customized services. The establishment of service system is a tangible product combination in the operation of property management enterprises. It is not only the basis of professional service mode, but also the resource of service efficiency, that is, the interaction of business needs in the service process. On the one hand, through the tangible product portfolio, business households, enterprises and employees form an interactive value transfer relationship in the service process. Property management companies provide quality services (professional services) by continuously improving service attitude, upgrading problem-solving skills, efficiently managing service time (speed, deadline and process changes) and responding to invisible services (such as business consultation, data processing, complaint and complaint handling, service remedy, etc.). ); And strengthen the service quality management (professional service management) in the delivery process, so that the needs and expectations of business households can be continuously met, and the experience value (central value relationship) of business households' perception of service quality can be improved, thus achieving the increase of business households' satisfaction. On the other hand, through the extension and expansion of service product portfolio, property management enterprises make the resource identification of service efficiency form a professional competitive situation, with the purpose of strengthening the service concept, guiding enterprise operators to effectively analyze and determine the development and identification of service resources, absorbing the differentiation degree of service products from the availability, differentiating their own services from competitors (or equal competitors), and forming new service product line links through the application of new technologies or differentiated services. For example, using the technical advantages of core services to form a large-scale specialized product service system with core technologies and make it market-oriented has become a favorable tool for property management enterprises to establish competitive advantages; Through the application of networking and digital information technology, convenient service can effectively reduce service delivery links and unstable factors, make standardized services develop professionally, reduce consumption cost, and double the core competitiveness of enterprises. Supporting services show strong competitiveness in service innovation (service scope and service items) and service refinement. From the perspective of development, the characteristics of community-based supporting services are the focus of differentiated competition between property management enterprises and their rivals in the future, and also the breakthrough point for property management enterprises and business households to form the value intensity relationship of interactive services. In addition, the resource utilization of service efficiency lies in the resource interaction under the competitive situation, and convenient service in the operation of property management enterprises is an indispensable product portfolio. Property management enterprises should optimize or revise the professional competitiveness of convenience services according to the needs of competitive situation, such as seeking collaborative service outsourcing mode to meet the convenience service needs of business households with professional services; In addition, the situation of service competition makes the training of professionals in property management enterprises a resource point to improve service quality and efficiency. In the design of talent training, enterprises outsource training to full-time training or management consulting institutions in the form of alliance and cooperation, which can bring new external ideas and service operation methods, thus reducing the burden on enterprises and optimizing the cost structure in the service process. 2. The transformation of functional service agents in the market-oriented operation of the property industry is more manifested in the competition for similar services of the same group of consumers, and only functional quality services determine the competitive advantage of services. The so-called functional quality service refers to the way in which business households receive services and their service perception experience in the process of service products and service consumption. Described by the simplest positioning, what kind of service the property management company needs (or expects) to organize and provide is the core of the whole service activity process. Due to their own resource limitations, such as the limitation of service technology and the uncombined service products, property management enterprises cannot complete the services with universal needs and personalized needs of business owners through community resources. It is necessary to rely on the integration of internal and external resources in the community to form a service product link. Then, the property management enterprise becomes the de facto agent of community service, looking for the service products needed by the business households in the role of agent, organizing the service product chain through its own service operation system and providing them to the business households according to the standardized service system. For example, with the improvement of living standards, businesses in residential areas generally have the service demand of keeping fit in harmony with nature. Limited by financial resources, the community cannot directly purchase a large number of combined fitness equipment, and can rely on social welfare activities. By providing equipment to community neighborhood committees, the community is responsible for site implementation and service provision, so that the national fitness advocated by neighborhood committees can be organically connected with community health services to meet the outdoor exercise needs of merchants, and a business-social sponsorship (products provided by merchants)-community service organization and provision can be formed. 3. Changes in the role of service management With the increasingly obvious competition situation in the industry, the survival of traditional property management enterprises is under pressure, and the changes in the external environment also force property management enterprises to enhance their awareness of self-adjustment. Property management enterprises have gradually formed a beneficial management system with corporate governance structure oriented to the service needs of enterprise users, and the role of managers has gradually changed into service providers. In the operation mechanism, improve the management level and service level, meet the needs of business users, highlight the main position of business users in the process of service interaction, and form functional services and benefit management. In this process, because the property management enterprises don't know what resources the business owners need or how many resources they need to meet their expectations, they can apply marketing technology and organization to the service, and the property management enterprises can realize the designed service concept according to the needs of the business owners and the overall plan formulated. Make full use of the resources of property management enterprises (personnel providing services, service and maintenance technology, meeting the time of service provision, and participating in the needs of commercial users) to integrate services that can be prepared in advance, manage the service process through the service "governance system"-customer service center, and meet the needs and services of commercial users in the process of interacting with them to improve their satisfaction. At the same time, absorb new resource elements in the interaction, re-integrate service resources, and promise the needs and expectations of business users. The management service process of wuguan enterprises is essentially a process of creating value transmission, that is, the perceived value of business households' services, which makes the formation of business households' perceived value related to the management level of wuguan enterprises in the relationship between business households, and also urges wuguan enterprises to create valuable services, reflecting the existence of the factual marketing relationship of business households' price-service value ratio. 4. Changes in differentiated competition caused by accounting mode With the gradual improvement of industry laws and regulations, the charging standards, methods, accounting methods, payment standards and income distribution methods of * * * facilities and equipment are clearly negotiated by the owners' committee and the property service enterprises and agreed in the form of contracts. On the one hand, it restricts the centralization of financial management of property management enterprises, and gradually forms a transparent accounting mechanism for the service cost of a single business outlet (management office). Enterprises must find ways to increase their income in supporting services and product combinations. On the other hand, the parallel implementation of salary system and contract system makes the accounting of operating profit more complicated, and the accounting mode of enterprises is restricted by different service levels of different property projects. Its refined accounting management will determine the production of operating profits of property management enterprises, and have a significant impact on the quantification of enterprise product structure, especially the types and scales of properties, thus guiding the market-oriented competition direction of enterprise management. For example, the salary system may be the main source of profit for ordinary residential property services, and the contract system has become the first choice for property management enterprises to create profits for high-end properties or comprehensive properties. Through the analysis of market-oriented operation data, determine the main competitive market, integrate effective service resources and value standards, thus forming a business strategy with differentiated market competitive advantages. 5. The introduction of marketing methods leads to the change of business model. The introduction of marketing methods mainly uses the geographical and resource constraints in the relationship chain between property management enterprises and business households, and refines the service system of business households by using the cyclical strategies of customer strategy, cost strategy, convenience strategy and communication strategy around the active service concept that business households cannot do without property management enterprises. That is to say, the persistence of services in the property industry makes property management enterprises strive to turn written commitments (tenders or contracts) into tangible service products, improve the added value of services through service quality, optimize service prices, and form a service-perceived quality experience in the process of service interaction, so as to achieve service dependence and attraction, thus deepening property management enterprises' awareness of the needs of the community service system, which in turn makes property management enterprises better understand the needs of business households, such as what services they need. What kind of service and so on. , analyze the needs of business households, through the integration of cooperative network and enterprise resources, combine into community value-added service products, meet the convenience of business households, and provide them with timely service expectations at competitive prices in the market to form appropriate and effective demand services. The supporting service or convenience service system has been enriched and improved, the refined service model has become the differentiated competitive advantage of market-oriented operation, and the profit growth point and profit model of operation have been formed.