On the strategic management of property management enterprises?

Based on the characteristics of property management enterprises, this paper expounds the importance of strategic management of property management enterprises and how to implement strategic management. Strategic management is related to the success or failure of an enterprise. The average life span of small and medium-sized enterprises in China is only 6-8 years. The fundamental reason is that enterprises lack clear strategic objectives and ways to achieve them. To implement strategic management, property management enterprises must make great efforts to grasp the market development trend, formulate enterprise strategy and implement enterprise strategy.

In today's increasingly fierce market competition, enterprise strategic management has been paid more and more attention by entrepreneurs and CEO. If an enterprise lacks strategic management, just like a ship in the vast sea lacks direction and route guidance, the result will be perilous, it will be difficult to reach the ideal shore smoothly, and even be swallowed up by the vast sea. As American strategist General Wood said: "If the enterprise strategy is correct, it will succeed even if it makes mistakes;" If the enterprise has no strategic or tactical mistakes, it may still fail even if it is right. "As far as the current situation of China's property management enterprises is concerned, the probability of' strategy determines success or failure' is much higher than that of' details determine success or failure'. The importance of strategic management of property management enterprises is mainly reflected in the fact that enterprises can correctly understand themselves and clearly understand their strategic objectives in the fierce market competition, and plan the ways and methods for enterprises to achieve their strategic objectives, so that enterprises can achieve sustainable development above the market average, foster strengths and avoid weaknesses, build a "century-old shop" in the property management industry, and become stronger and bigger in the market competition.

To implement strategic management, property management enterprises must make great efforts to grasp the development trend of the market and industry, formulate and implement enterprise strategies.

First, correctly grasp the future development trend of the property management market

The development trend of enterprises is closely related to social development. The basis for property management enterprises to formulate development strategies is to do a good job in analyzing the macro-environment, industrial environment and competitive environment of enterprises, grasp the market development trend and medium-and long-term development direction of enterprises on the basis of social, industrial environment and general trend, constantly seize the opportunities of enterprise development, eliminate or weaken the threats of enterprise development, strengthen enterprise advantages and avoid enterprise disadvantages.

Zhuhai Fahua Property Management Co., Ltd. was established in 1985 and is one of the earliest property management enterprises in Zhuhai. In 200 1 year, when we made the enterprise strategic plan, the enterprise had gone through the stormy course of 16, but the development of the enterprise was not smooth sailing. The enterprise only managed more than 10 projects, and its main business income was only over 8 million yuan. In order to speed up the development of the enterprise, the management team of the company decided to make a strategic development plan. Under the guidance of this strategic plan, after five years' efforts, the company has achieved leap-forward development in economic benefits, enterprise scale and enterprise brand. The company's main business income increased by about 4 times, 4 projects were rated as "national excellent", and 10 projects were rated as "provincial excellent", which won many honors from governments at all levels.

Before making enterprise strategic planning, we should first grasp the market development trend and do a good job in macro-environmental analysis, because these environments often have a far-reaching and extensive impact on enterprises. When we analyze the macro environment, we should start from four aspects: political environment, economic environment, social environment and technical environment. That is to say, it is necessary to analyze the political system reform, laws and regulations construction, policy trend, judicial execution, the establishment and reform of government institutions and the influence of major political events on industries and enterprises at that time. Analyze the changes of social and economic structure, economic development level, economic system and economic policy and the depth and breadth of their influence on the property management market; Analyze the influence of natural environment and cultural environment on local property management; Analyze the influence of national science and technology policy, science and technology system and science and technology development level on enterprise management and equipment level.

Secondly, in the analysis of industry development trends, we should focus on the following six trends: the continuous improvement of industry policies and the gradual improvement of industry legal management. Especially in recent years, the State Council, the Ministry of Construction and local governments have successively promulgated laws and regulations such as Measures for the Administration of Newly-built Residential Quarters in Cities, Regulations on Property Management in Guangdong Province, and Interim Measures for Bidding Management of Early Property Management. With the passage of time, it is expected that more relevant laws and regulations will be promulgated one after another in the future, and the property management market and industry will gradually move towards legalization; With the rapid development of urbanization and economy in China, the real estate market has entered a period of rapid development, which has promoted the further prosperity of the property management market. The competition between property management market and talents will become more and more fierce, which will lead to the survival of the fittest, the weaker the strong, and the continuous refinement of professional division of labor; The actual and potential needs of customers are increasing, the requirements of customers for property management are increasing, and the breadth and depth of property management services will also increase; The simultaneous improvement of owners' awareness of rights protection and consumption will inevitably require property management enterprises to operate more standardized; Property management enterprises are developing in groups, and cross-regional and cross-industry property management enterprise groups will appear one after another.

While doing a good job in analyzing the development trend of the industry, we should further analyze the industry competition, that is, analyze the competition and influence of new entrants, customers, suppliers, alternative service products and existing enterprises in the industry on the enterprise.

Second, the formulation of enterprise strategy.

When formulating the enterprise development strategy, we have drawn up a number of alternative strategic plans, and the main process is as follows:

1. Determination of corporate mission: When determining corporate mission, we have learned from many successful cases in the world. For example, General Motors Company of the United States defines its corporate mission as "making General Motors available to people all over the world"; South Korea's Samsung Company defines its mission as "creating the best products and services based on talents and technology". According to the characteristics of the property management industry, we define the corporate mission as "creating a first-class living and working environment with first-class management and service".

2. Determination of corporate strategic objectives: Corporate strategic objectives usually consider medium-and long-term objectives, generally 3-5 years as medium-term objectives, and more than 5 years as long-term planning objectives. When we set the enterprise [fs: page] goal, we fully considered the external environment and internal conditions of the enterprise and the matching ability of the enterprise to adapt to the external conditions, and determined the goal as the goal that can be achieved through hard work. On the basis of full demonstration and evaluation, the main objectives of the enterprise are: business scale, market main attack direction and share, talent development, service brand, scientific and technological progress and profit.

3. Determination of enterprise's competitive strategy: When formulating enterprise's competitive strategy, we have fully considered the market environment and enterprise characteristics, and formulated enterprise's growth strategy, competitive strategy, brand strategy, service priority strategy, market survival strategy, market business share strategy, self-management strategy, winning strategy, grasping the general trend strategy, capital strategy, etc. , determined the overall strategic thinking of winning with "quality, integrity, professionalism and technology".

4. Formulation, evaluation and selection of enterprise strategy: compare and evaluate several strategic schemes, and choose a comprehensive strategic scheme that is truly suitable for the enterprise on the premise of fully comparing and identifying the advantages and disadvantages of each scheme. The enterprise strategic plan should include different levels, such as company-level strategy, division strategy and functional department strategy.

Third, the implementation of enterprise strategy The complete implementation of enterprise strategy is the key to the success or failure of enterprise strategic management.

At present, the most common phenomenon is that after some enterprises make strategic plans, there is an uncoordinated phenomenon of "you blow your number and I pull my tune", which leads to a huge deviation between strategic decision-making and actual implementation. To this end, we solve it from three aspects: first, improve the ability of employees to do things correctly; Second, strengthen the cultivation of team spirit, and closely combine the implementation of corporate strategic objectives with the interests of employees; Third, strengthen the supervision of enterprise strategy implementation.

Under the guidance of enterprise strategy, we have made a number of important decisions related to the fate of enterprises, such as changing the development model of providing property management services only for advantageous companies (developers), actively participating in market competition, and going out of Zhuhai to face the national property management market; Implement differentiated development strategy and take the road of brand development with French-Chinese property characteristics (boutique strategy, people-oriented strategy and social benefit priority strategy); In terms of service product structure, we will focus on the development of high-end residential buildings, office buildings and government properties. ; Implement talent strategy, brand strategy and scientific and technological progress strategy, and vigorously cultivate corporate culture strategy. Through the implementation of the above strategies which are suitable for the characteristics of enterprises and conform to the market development trend, Fahua Property has embarked on the road of rapid, healthy and steady development, and entered the advanced ranks of property management enterprises in China in just a few years, becoming a banner of property management in our city. In 2005, Fahua Property was rated as "Top Ten Property Management Enterprises in Guangdong Province".

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