Xie overview

She adheres to the mass line, pays attention to in-depth investigation and study, constantly improves the system and policy of affordable housing and low-rent housing, and accelerates the process of housing marketization. "With the deepening of housing system reform, the promotion of housing commercialization and the acceleration of urbanization, in recent years, China's property management has shown an unprecedented development speed and achieved a series of gratifying achievements, making positive contributions to building a well-off society in an all-round way and building a harmonious socialist society." Xie said to him.

In support of Xie's statement, in recent decades, the scale of the property management industry has been growing, the management field has been expanding, the service quality has been gradually improved, the competition mechanism has been gradually formed, the legal environment has been continuously optimized, the role of the industry has become increasingly apparent, professional teams have been formed, and property management has gradually taken root in people's hearts.

According to incomplete statistics, by the end of 2005, the housing area with property management in China exceeded 654.38+000 billion square meters, and the coverage rate of property management was close to 50%. The coverage rate of more developed cities such as Beijing has reached 70%, and that of Shenzhen and Shanghai has reached over 90%. The output value created by the above three urban property management enterprises has accounted for about 2% of the local gross national product. There are more than 30,000 property management enterprises in China, including more than 300 first-class qualified enterprises and more than 3 million employees.

Xie introduced that in the past 20 years, the field of property management services has been changing from small to large. From export-oriented commercial housing to domestic commercial housing, from ordinary commercial housing to old housing reform communities, from residential property to office, industry, hospitals, universities and commercial properties, from small supporting facilities to large public buildings, from single-type property to comprehensive property, from pure market-oriented property services to socialized logistics services of institutions, enterprises and institutions. Nowadays, property management has been extended to all fields of real estate management. The property management industry is undergoing a transformation from extensive service mode to intensive service mode.

"In economically developed cities, more and more owners have changed from passive acceptance to active participation in property management. More and more construction units have realized their specific identity and responsibilities in the early property management and actively tried to create good external conditions for property management. " Xie said to him.

At the same time, since the implementation of the "Property Management Regulations", the number of property management bidding projects has increased significantly, and it has extended from residential properties to other types of properties; The subject of bidding has expanded from the construction unit to the owners' meeting, state organs and enterprises and institutions; Many small and medium-sized cities have also started the attempt of property management bidding. With the breaking of the monopoly mode of "who develops and manages" and the implementation of separate operation, a fair, open and just market competition mechanism is gradually taking shape. In the process of rapid development, the property management industry has also encountered many difficulties and pressures, exposing a series of problems and contradictions. Xie attributed these problems to six aspects: the credibility of the industry was questioned; Conflicts between related subjects are frequent; The relevant system has not been implemented; The market mechanism needs to be improved; The dilemma of law enforcement has not been solved; Industry risks are increasing day by day.

Xie said that it has been three years since the promulgation of the Property Management Regulations, but the formulation, revision and abolition of property management policies and regulations in some provinces and cities are still lagging behind, and many existing regulations are contrary to the spirit of the regulations, which brings difficulties to the harmonious promotion of property management. Some enterprises have not seriously studied and implemented the system established in the Regulations, and some managers do not have a deep understanding of the spirit of the Regulations. They still stick to the customary practices for many years, and the problem of offside and dislocation in their operations is more common.

Xie said that although the property management pre-bidding system has been widely implemented in large and medium-sized cities across the country, most of them are invited to bid, and some projects are accompanied by bidding, so the market competition is not sufficient. In addition, because some property management companies do not have the status of independent contracting and bidding, the marketization of property management resource allocation is low, and fair competition still exists. For some time, in some places, there are still some enterprises rushing into the market to compete for projects, forming vicious competition.

According to Xie, there are many troubles and obstacles in the implementation of the property management regulations and its supporting policies. Due to the strong position and insufficient coordination of some monopoly industries, the power supply and water supply departments in some places failed to collect relevant fees from end users in accordance with the provisions of the Regulations, and the situation of transferring the cost risk to property management enterprises still cannot be completely changed in many cities. In addition, the problems left by the early development of the construction unit not only make the property management enterprises bear many lagging costs of development, but also increase the difficulty of management and charging. In addition, in recent years, the objective restriction of the growth of property service income and the rigid increase of property service cost have made the average profit rate of the property management industry decline continuously, and some enterprises are in a state of loss. Xie believes that the frequent problems and contradictions in the property management industry at this stage objectively show that the rapid development of the industry makes the groups faced by property management more and more large, and the contradictions naturally increase. Subjectively, the improvement of industry service quality and the strength of industry self-discipline need to be strengthened. In addition, we should see that behind these problems, the deepening of housing system reform and the deep-seated social contradictions of real estate marketization are also revealed in essence.

Xie believes that the formation of these contradictions is mainly due to the following reasons:

The concept gap is still obvious. Compared with countries and regions with more mature market economy and property management, there is still a big gap in our concept of property management.

There are limitations in system design. For example, the legal status design of owners' congress and owners' committee is limited, the operation of property management enterprises is not standardized, and the self-discipline mechanism of owners is not perfect.

The boundaries of responsibility need to be defined. It is understood and analyzed that more than half of the problems reflected in professional ethics evaluation are not property management, but the phenomenon that property management happens from time to time due to unclear responsibility boundaries and poor publicity and explanation.

The service concept needs to be strengthened urgently. A considerable number of property management companies still pretend to be managers and fail to accurately grasp the self-positioning of service owners, which makes the service characteristics of property management diluted.

Uneven team quality Property management is a new industry, with weak talent pool, and the construction of employees lags far behind the development of the industry, especially the shortage of qualified professional managers. Some existing managers are not suitable for the tasks they undertake, and the professional skills training of staff can't keep up with the development of the industry. Industry self-discipline needs to be improved. At present, the property management industry still relies too much on administrative supervision, the self-discipline mechanism of the industry has not been fully established, and the degree of socialization and specialization of the industry self-discipline is still low. In order to accurately grasp the development direction of the property management industry and create a harmonious property management environment. Xie gave a "six doses of good medicine": First, accurately grasp the industry positioning. In property management activities, property management enterprises are neither subordinates and appendages of the construction unit, nor "servants" or "nannies" of the owners; It is neither a "manager" above the owner nor a "doormat" resigned to fate; We can neither shirk and perfunctory irresponsibly, nor do everything unprincipled. Second, rationally understand the characteristics of the industry. Only by grasping the characteristics of the industry can property management practitioners always keep a calm mind, look at and solve problems from the perspective of owners, and let customers feel welcome, respect, care and care through family, friendly and professional services, thus establishing good customer relations. Third, correct the service thought. It is necessary to correct the orientation of serving the owners, effectively change the role of "manager", strengthen the sense of service, and respect, care and treat the owners well. Fourth, clearly define corporate responsibility. Fifth, comprehensively improve the quality of the team. Sixth, correctly guide public opinion propaganda.