On property right reform

1. What is quality differentiation management?

Theoretically speaking, "differentiation" means recognizing the diversity of the objective world and applying it to management. To put it simply, it is not to engage in "one size fits all", but to treat specific things in a concrete way, "a key opens a lock". Simply put, the differentiated management of property quality is a process of meeting the service needs of different owners by formulating different quality standards and adopting different implementation measures.

Differentiated management of property service quality to meet the service needs of different owners.

2, the significance of quality differentiation management

1) is the overall development trend of the property management industry.

With the role of the whole property industry in building a harmonious society and the increasing awareness of owners' consumption and rights protection, the living environment of property service enterprises is deteriorating, and more and more property service enterprises are beginning to seek development and benefits from refined management and differentiated services. Some well-known enterprises in the industry have begun the road of differentiation, China Shipping? The launch and operation of Deep Blue brand, the three-level management system being built by Great Wall Property, the "red silk scarf" of China Merchants Property, the "golden key" of Vanke Property and the "golden housekeeper" of OCT Property all release a strong signal to us: the era of refined and differentiated management of property management industry is coming, and quality differentiated management is the general trend of industry development.

2) It is an inevitable requirement for the improvement of owner satisfaction.

In the economic society, whether a product or service can survive depends on the demand of consumers, and whether this product or service can develop depends on the satisfaction of consumers. Therefore, property management, as a service provided to owners, is a way of business operation, and the owners' direct perception of property services is the quality of property services. Only excellent service quality can improve the satisfaction of owners and the healthy development of enterprises.

The service with the highest quality standard is not necessarily the service that most satisfies all owners, but the service that best meets the actual needs of owners is the best service. Differentiated quality management is to strive to provide standard service quality for owners with different group characteristics and needs.

3) It is a strategic choice for market-oriented competition.

With the deepening of social and economic marketization, the development of property management industry will eventually achieve complete marketization. At that time, famous foreign property management service institutions, domestic traditional well-known property enterprises and emerging private property enterprises will compete fiercely for the property management service market. How to make your own enterprise in an invincible position in the market-oriented competition will be the main theme and the strongest voice in the study of enterprise strategic development. By realizing quality differentiation management, forging the quality of property services suitable for various types and levels, and then branding packaging, it will surely become the core market competitiveness of enterprises.

3. Realize differentiated operation on the basis of homogenization.

How to achieve the goal of differentiated management on the basis of homogenization? The author believes that the most critical foothold is subdivision, that is, refined management. Refined management is the internal basis of differentiation theory, and differentiated management is the external manifestation of refined management, and the two complement each other.

1) positioning subdivision

Quality management is a systematic work, and positioning is the foundation and core of any system engineering. Therefore, in order to operate quality differentiation management well, it is necessary to find accurate positioning and subdivide positioning.

A, property type positioning: property type is the hardware foundation of property service and determines the starting point of property service quality. High hardware conditions and high starting point of service quality. The positioning of the property should mainly consider the developer's positioning of the property and the service life of the development. For example, if the newly developed Portofino is positioned as a boutique mansion, the corresponding property service quality should be comparable to that of the boutique, and the seascape garden is also a high-grade property in the early stage of development. However, due to its long service life, it is more appropriate to position it as an ordinary high-rise building and provide corresponding property quality services.

B, the owner's characteristic positioning, the owner's demand is the software foundation in the property management service, which determines the focus of the property management service quality. Different owners have different needs, and the corresponding property services should also be different. OCT's property service owners are diversified, and generally include three characteristic groups in residential categories: quality-oriented and value-oriented; Comprehensive directional type. Clearly locate the characteristics of the owner, and then design the service content and quality standards according to the corresponding characteristics, so it is easier to implement quality differentiation management.

2) service model segmentation

Service mode is the way to provide services, and it is also an important factor to determine the quality of services. After early positioning analysis, differentiated management service mode is needed to provide services. Up to now, OCT's property development has also formed some unique property service modes, such as "building assistant" and "community housekeeper". One-stop service is convenient and fast, and has achieved good practical results. However, in order to achieve differentiated quality management, service models must also be treated differently and given differentiated connotations. For example, the implementation of the "Golden Butler" service model in high-end luxury houses reflects its initiative, affection and exclusive service characteristics; Carrying out the service mode of "Building Assistant" in ordinary high-rise residential buildings embodies the characteristics of one-stop convenient, efficient and comfortable service; Implement the "administrator" service mode in ordinary multi-storey residential quarters, focusing on meeting the safety and convenience needs of owners (users).

3) service standard subdivision

Standard is a core factor of quality, so the most direct embodiment of quality differentiation management is service standard differentiation, so service standard subdivision is very important for quality differentiation management. The current lS0 dual system of OCT Property has been running in various property projects for many years, which has greatly promoted the standardization and standardized operation of the company. However, there are still many disadvantages in the implementation of the same standard because of the great differences in the actual situation of each project. The corresponding service standards should be formulated under the framework of each service model, which is more operational and instructive for the front-line work of each project and conforms to the core characteristics of the service model. Specifically, on the basis of lS0 system, we can keep the original internal management documents to ensure the consistency of the company's internal management, rewrite the service standard documents such as management regulations for the content of external services, take the front-line personnel of the management service center as the leading force to compile, determine the service content and standards according to the characteristics of property projects and the service needs of owners, sort out the workflow based on scientific and practical operations, fully reflect the operational characteristics of various projects, and have subdivided service standards, and then implement and promote improvement.

4) perform subdivision

I. Staffing Details Property management industry is a labor-intensive industry. Under the "people-oriented" business philosophy, human resources are particularly important. As a direct provider of property management services, personnel differentiation is the basis of quality management differentiation. In the "golden housekeeper" mode, the housekeeper and the maintenance work together to highlight the "housekeeper" function, and should be equipped with high-quality personnel with high academic qualifications, strong communication skills, strong management skills and rich experience; In the service mode of "building assistant", the management and maintenance functions are combined to realize a real one-stop convenient service, and professionals with high maintenance technology and strong hands-on operation ability are equipped; In the "administrator" mode, the management function is relatively weak, and the management and protection functions should be combined with practical personnel with high safety skills and hard work. This hierarchical staffing is also conducive to the realization of the company's talent ladder training, while providing a broader room for nursing staff to rise.

B, training methods, subdividing new employees' entry, and conducting pre-job training and on-the-job training, so that employees can integrate into the work faster and ensure the high quality of service. The existing multi-level training mechanism of the company is still very effective, but the responsibilities need to be more clear, and at the same time, the second-level training or even the third-level training of each management service center should be strengthened. Part-time trainers in management service centers strengthen the skills training for front-line staff. The training methods can be diversified, but the content focuses on the service standards and operational points at each center level. The company's training center focuses on strengthening the supervision and effect evaluation of the training work of each management service center, providing management and technical support for part-time trainers in each center, and organizing first-level training at the same time in the awareness of homogeneous service, quality and law. The two complement each other, which will certainly play a powerful role in supporting and promoting the implementation of quality differentiation management.

C. Subdivision management service fee As the saying goes, "As you sow, you reap", and the output is directly proportional to the input. In recent years, the company's operating costs have greatly increased, but the management service fees of various projects are always at the same low standard, which leads to the phenomenon that "the management fees will not rise even if the prices rise", which seriously violates the principle of market economy. Income determines expenditure, and quality management without corresponding cost support cannot bear the fruit of quality service. It is necessary to strengthen the calculation of the cost of each project, make the financial operation more transparent and open, and put forward more reasonable management service fees, so as to increase investment accordingly and realize quality service. Of course, the difficulty of rising management service fees is well known in the whole property management industry, and it is difficult to achieve it in actual operation, but realizing flexible management service fees will be our direction.

5) control mode subdivision

A. Internal quality control of each project

As the most direct provider of property service products, the project management service center constantly improves the essence of IS0900 1 quality management system "PDCA", and innovation and reform come from the management service site. Therefore, each management service center should implement internal promotion consciousness, establish an internal long-term improvement mechanism, focus on improving internal quality inspection, and comprehensively improve the on-site management level through inter-post inspection and inter-series inspection. Different property types have different forms of internal quality control. Smaller centers can set up quality management specialists, and high-end property projects can set up quality management teams. Members include all kinds of key employees, who comprehensively and effectively supervise and promote daily management services.

B. Quality control of each project supplier

Due to the professional division of property management services, more and more professional suppliers are introduced to provide services, and the control of supplier service quality directly affects the whole property service quality and company brand image. On the premise of ensuring the service quality and etiquette of suppliers, according to the characteristics of different types of owners, adjust the service model and standard of suppliers. For example, in view of the strong privacy demand of high-end property owners, the supplier's "hidden service" is implemented, that is, by adjusting the service time and other means to avoid the owner's sight and ensure to provide the owner with a high privacy living space; For the service demand psychology of owners of multi-storey residential quarters, we should adopt the "express service" of suppliers, so that owners can really see the property service and feel that they have bought the service after paying the property service fee.

C. Quality control at the company level

The quality control of each property project at the company level is mainly reflected in the quality inspection, which ensures the implementation of the company's management system and workflow through the inspection of internal data management, and ensures the provision of quality services to the owners through the experience of managing the site. After the establishment of differentiated management service standards, the quality inspection foundation at the company level is richer and more accurate. We can consider dividing the quality inspection area into property grades, clearly distinguishing the key contents from the inspection standards, and checking the operation of high-end property projects, high-rise residential quarters and multi-storey residential quarters by three inspection teams every month, so as to improve the disadvantages of different types of existing properties with the same content and standards and mixed operation, and effectively control the quality of first-line property services from the company level.

D. Strengthen the quality control of third parties

With the rapid development of social economy and the vigorous development of harmonious culture, the public pays more and more attention to property management services, and property service enterprises are also under increasing supervision and control pressure from service owners. More and more property service enterprises will also passively accept the pressure from the third party to take the initiative to seek the third party's control power to supervise the quality of property services. At present, the third-party management and control power of OCT property mainly includes lS0 system audit unit, customer satisfaction survey unit and other professional institutions, but it is mainly concentrated at the company level, and the breadth is greater than the depth, which does not reflect the characteristics of differentiation. We can focus on broadening the external supervision channels of high-end property projects. For example, professional investigation companies can only investigate the owner's recognition and recognition of the pure waterfront "Golden Butler" service model, and professional consulting companies can sort out and reconstruct the organizational structure and workflow of the "Golden Butler" model. At the same time, we can make full use of resources and establish a way to listen to their opinions and suggestions on website management and a "golden housekeeper" model.

6) Publicity segmentation

Quality differentiation management is also inseparable from publicity and packaging. Brand packaging and publicity can be carried out through various service models and standards, that is, packaging into a variety of service product brands. Through various publicity means, the reputation and market competitiveness of the company can be further strengthened, which is conducive to the necessary market expansion in the future: for introverted owners, guide the owners.

The correct consumption concept of "equal quality and equal value" avoids the unreasonable requirements of some owners for high-level service standards while paying low-level management fees. At the same time, before the new project takes over, strengthen the publicity of property service products, and strive to be "menu-oriented" so that owners can choose appropriate service products independently.

7) Key factors of quality differentiation management

A. Company organizational support

The decision-making subject of quality differentiation management is the company management, the guiding subject is the functional department, and the executing subject is the project management service center, which needs the full attention of the company management and the direct and powerful support of the management service center at the organizational level. The Quality Management Department takes the lead in compiling differentiated service standards, formulating personalized service models and strengthening service quality control capabilities. The Human Resources Department strengthens post analysis and personnel capacity analysis, and provides corresponding human resources for each center through "setting posts by people". At the same time, we should do a good job in the performance appraisal of managers in each center, reward the excellent and punish the poor, and diversify the training methods in the training center, emphasizing the cultivation of consciousness. And provide guarantee for the training work of each center: the financial audit department strengthens the support and control of the financial calculation, budget and execution ability of each center to ensure the cost and investment of differentiated operation management; The Engineering Environment Department strengthens the support of maintenance ability and engineering technical means of each center to ensure the contribution of engineering environmental factors to quality service; The brand promotion team strengthens brand integration and hierarchical construction, strengthens targeted publicity, and reasonably guides owners' consumption demands while providing company reputation.

B, the project manager's execution ability

As the saying goes, "All is fair in war" shows a project manager's leading position in implementing quality differentiation management. First of all, the project manager should strengthen the quality consciousness, fully understand the management connotation of quality differentiation, and have a clear positioning and profound management understanding of the projects he manages. Secondly, strengthen the overall improvement of management ability, professional and technical ability and execution ability, strengthen external communication and handle the relationship with owners, strengthen internal management and handle the relationship with employees, and organize, coordinate and control the service products with corresponding quality standards to be put in place. Finally, according to the difficulties in project management, strengthen the management ability suitable for differentiated management service mode. For example, in high-end, large-scale property projects, focus on strengthening the ability of institutionalized and standardized construction, so that work experience can be well solidified and passed on, and "managing people by system" can be realized. In mid-range and small-scale property projects, the management difficulty of managers is relatively small, so we can focus on improving the professional and technical ability of properties to provide front-line employees.