Property service quotation

At present, property management companies are divided into local localized operation and cross-regional operation. As a local enterprise, it is within reach, the control of the project can be banned, and the feedback of colleagues' actions can be done on the spot. However, as a cross-regional property management company, in order to realize the unified standard of national project action, the role-playing of headquarters operation function is very important. As a slightly larger property company, the projects are basically distributed all over the country, and even there are businesses abroad. For the operation of such layout projects, the common management methods are as follows.

First, centralized management of headquarters functions. This is the management method adopted by many large companies. Headquarters usually has finance department, quality department, purchasing department, public relations department, security department, etc. The work of the headquarters departments will be directly inserted into the branch office area, or even directly find specific projects to contact specific things. The advantage of doing this is professional counterparts, which can quickly find the focus of the problem and help the project focus on eliminating the problem. For such a management structure, although the functional departments do not produce benefits, their costs must depend on the output of the business departments, but the functions played by the functional departments can reduce unnecessary expenditures and save corresponding costs. Even if there is no direct benefit, the indirect effect should not be underestimated. The actual situation is that the benefits of functions are far underestimated by colleagues on the spot, and business departments will feel that functional departments rely on them to support them. Now it's good that I pay you to take care of me, but it's difficult from their psychological acceptance. As one of the functional departments, they often feel a little lack of management confidence and feel that they are short-tongued and soft-tongued. Therefore, in the face of some excellent business departments, functional departments are not so serious in performing management positions. In addition, excellent business departments are generally the stars in the eyes of bosses. Therefore, in order to take care of the boss's feelings, the function often has scruples about the words of the profitable business department when making business briefings. Therefore, as the function of the headquarters, it is generally more keen on hitting people when they are down. You don't perform well, you don't perform well, that's the object of being hit. However, in excellent business departments, although people do not perform well, helping the boss make money is naturally hard and the treatment is different. Facts have proved that the centralized management mode of headquarters is more suitable for enterprises in China, with pyramid management and centralization, which can well avoid problems such as taking mountains as the king, fragmented management, too big to fail, and inconsistent standards.

Second, the flat management of branch functions. Some small and medium-sized companies, in order to maximize profits, cut off functional posts that can't directly produce benefits as much as possible, so they let on-site business posts work part-time, forming a wonderful phenomenon of being both athletes and referees. Therefore, the only advantage of this part-time functional management mode is to reduce the labor cost, which does not play much control role in the unified management of the site. On the contrary, this practice of stealing from the inside will bring many hidden dangers to the operation. Of course, this situation is more extreme. This management method of branch functions is friendly to most small companies. Because the company is small and there are not many projects, the things to be managed are not so scattered. Many colleagues in branch offices do not have independent offices, but only use them in larger property service centers and project colleagues. It is also conducive to hearing the gunshots at the front line more clearly and accurately, so as to guide the project to solve problems more quickly and efficiently.

Third, the normalization of online meetings. With the rapid development of network technology, once an online meeting is held, it will test the patience of the participants. Now, people can enjoy online meetings easily and freely. Moreover, from the once high long-distance telephone charges to the current WeChat calls, it is precisely because the cost of long-distance communication is getting smaller and smaller. Even at the ends of the earth, across the ocean, communication seems to be as close as sitting together. Therefore, the progress of science and technology has broken the management barrier of enterprise territory expansion, which is always tried and tested in the internal management of any company. Because the communication cost is greatly reduced, it is easy to hold a WeChat group chat and a Tencent meeting. Such fast-paced, high-frequency communication will certainly help convey and land the management will of the enterprise, and be conducive to the full power and vertical and horizontal development of the enterprise, without worrying about the psychological hint that the mountain is high and the emperor is far away, and there will be a lag in management aging.

Fourth, cultural implantation coverage. Third-rate enterprises make products, second-rate enterprises make brands, and first-class enterprises make culture. Therefore, it is precisely because of the qualitative nature of this sentence that even if it is not a first-class enterprise, it will hold high the banner of corporate culture. To show their level positioning. After all, there is no need for any finished products to talk about culture, but it is particularly distinctive. Whether he has tried to imitate others or not, and whether there is any concrete effect, at least he has tried his best. But if you think about it carefully, in fact, you haven't done anything about the connotation positioning of first-,second-and third-tier enterprises, but as a first-class enterprise, you don't have to be first-class. You must start with third-rate, then second-rate, and then first-rate. Generally, the growth path of most enterprises is in accordance with this rhythm. As a third-rate enterprise, if you talk about culture at the top of your lungs and do your best to make style, can you be promoted to the first-class level? Obviously not, whether it is about culture, quality or management, it is a concrete automatic matching of the enterprise's own situation. It is not where to go when you see it, but more importantly, where to set foot. Why is there a saying that seeing and doing are two different things? We should clearly understand the gap between them and try to shorten it as much as possible. Therefore, enterprises should not deliberately package corporate culture, but should pay attention to the present and make culture closer to actual combat thinking. It is certainly good to have a vision, but don't over-interpret and blindly worship. When the enterprise develops to a certain scale, and employees get good work results and benefits, it will be more practical to let them talk about turning over a new leaf, serving the country for the public and being benevolent.

A first-class enterprise will have a first-class culture. In non-first-class enterprises, their cultural creation often has to compete to occupy the first-class highland. However, the slogan is loud, but the spirit is hard to achieve. In cultural exhibitions, we often see that the tone is high but the posture is low. Even this tall cultural advocacy will become a slot for employees to laugh at themselves. However, the implantation of this culture is particularly important for companies that manage across regions. To unify actions, we must first unify our thinking. It seems that this is a contradiction. Since it is not a big company, why should we talk about culture and create spiritual realm? In the final analysis, it is closely related to the company's business front. If the front line is stretched too long, it will be difficult for front-line colleagues to unify their thinking with the headquarters, and it may be that Maicheng will fail and fall short. At this time, we must capture them with culture and assimilate them with culture. However, before instilling culture, money must be given in place, otherwise, no one will go to the root of the boss Plato. Ma Yun said a classic quotation in the workplace. The reason why a person leaves his job is either that the money is not in place or that he has been wronged. With the explosion of information, relying on spirit and belief to support behavior is no longer suitable for the requirements of the times. Gone are the days when you fought like an ascetic on an empty stomach. If you want people to follow you, you should not only draw cakes, but also send them. Only when the material is rich can the culture be solid and the pace be unified.

In industrial manufacturing enterprises, product quality is the foundation for enterprises to settle down. The quality here is very obvious, good is good, bad is bad, and it is very easy to distinguish. In real estate enterprises, products are services. As for the quality of service, it is not completely quantifiable, and it is difficult to have an absolute hard standard. The judgment of service is closely related to the customer's cognition, environment, mood at that time, whether the customer is rich and healthy. People say that your property service is good, but it doesn't mean that you really do it well. If you say you are not good, don't be too credulous. The accuracy of the output of this evaluation result needs to be supported by a wide sampling rate, and the evaluation of one person or a small group alone cannot reflect the authenticity of service quality. This is why the service goal of property management companies is to ensure that most customers are satisfied, and it is reasonable for a small number of people to be dissatisfied.

Most property service companies still want to operate for a long time and don't want to clinch a deal. In order to achieve this effect, product quality is its core concern. In order to make the service recognized by most customers and maintain the high-end quality of the site, it needs the excellent management level of the person in charge of the site business, as well as long-term and high-frequency self-inspection, constantly predicting problems, eliminating hidden dangers, finding problems and solving problems. The quality inspection mentioned here is exactly what we can achieve. We should sit down one by one according to the contents of the quality inspection form, pick out the places that are not pleasing to the eye on the spot, form text tables and pictures, and let the heads of relevant departments of the project rectify the feedback within a time limit.

For the project manager, there is no absolutely good quality on site, even if it is done carefully and seriously, there will be defects occasionally. It is precisely because of these defects that the staff of the quality department of property enterprises have the value of existence. After each quality inspection, the project will rectify the problems found in the inspection. The rectification of these defects can indeed improve the quality of the website, but the promotion of project operation is often not immediate. We must lengthen the time axis and look back to realize the importance of quality inspection. No matter how tall the property company is, there will be such * * * on-site quality problems. For me, a senior property manager who has supervised the quality of enterprises for more than ten years, the common quality problems of property enterprises are nothing more than the following.

First, environmental sanitation. The biggest judging factor of a community's sense of quality and grade is the picture that the eyes can see. If there are green grass and flowers in the community, then the probability of this community is very good. However, the white garbage in the community is flying all over the sky, the garbage in the trash can overflows and the sewage flows cross-flow. For such an environment, the property service of the community is absolutely inferior. Therefore, the environment is the primary standard of residential property service quality. The inspection of this work is the easiest and least technical. After pointing out the problem, it is also the best way to make the field business colleagues speechless. After all, doing is doing, not doing is not doing, and the result is clearly visible. It is difficult for colleagues at the scene to throw away the pot. The common excuse is that the ratio of personnel is not enough, which leads to insufficient cleaning frequency. This truth has been seen by many people in the quality department. We often say that a project is as big as you, and there are fewer people in it. If people can manage it, why can't you? This usually makes the project manager very embarrassed. In fact, we all know that sanitation is a dynamic and continuous work. When we check, we may just hit the owner's front foot and throw the garbage on the ground, and our back foot will arrive. This also has a lot to do with the overall quality of the owners. Our property can only be beaten, not beaten. Naturally, what we say is to guide the owners to form a good habit of paying attention to hygiene. What we can do is that the owner throws things behind your back. What can we do? These owners can't fight, scold, or even say hard, we can only silently and obediently clean up their quality residual value. Although we know that this inspection is accidental, we will persist in maintaining a confident attitude after discovering the problem. But to be honest, we also understand that bullying is afraid of hard work. It's just that the role of inspector is here, which is inconvenient. Job responsibilities require us to hide our emotions, otherwise it will affect the fairness of the ruling.

Second, the sequence of scenes. The order of people and vehicles in the community is also an important measure to reflect the quality of property management. Standing in the community, looking around, whether the vehicles are parked in an orderly way, whether the electric car is upstairs, whether there is a flying line to charge, whether the express delivery has been filed, whether the decoration workers act according to the rules, whether the owners build it privately, whether the children are frolicking, whether the old people are dancing square dances everywhere, and whether the leisure square is playing cards noisily are all common and countless chaos. These inspections of the scene order can also be seen clearly, have a good basis for judgment, and can make an accurate ruling. But then again, the occurrence of these phenomena is largely related to the quality of the owners themselves. People violate the owners' convention, and your property wants to be bound by the owners' convention. Industry Committee preaches, all owners condemn, community management. These are all things that are feasible in theory and not feasible in practice. Ultimately, the manager is still the owner. But as a property manager who has no law enforcement power, he can only persuade others, and there is nothing he can do if they don't listen. He can only take pains to be a peacemaker, travel around to lobby all parties and mediate inefficiently. Therefore, the more low-end buildings, the more owners with low quality, and the more difficult it is to manage the site. This is also the reason why big brand property companies despise low-end real estate. On the one hand, they don't have much money to earn, and more importantly, they are afraid that these unruly people who go to bad places will smash the brand of the property company. From the appearance, the controllable on-site order is more about the management of foreigners and vehicles than the owners of the community. If the property management company reasoned with them, it would be much straighter. However, the owners of the community are all chaotic. If we make great efforts to control external factors, the property will not be so dedicated. Therefore, in the final analysis, it is still necessary for the community owners to give strength. Otherwise, the property management company will end up busy in vain.

Third, the source of risk. The inspection of this thing needs to be supported by certain business skills. What others look at is normal, but in the eyes of quality inspectors, there may be many risks hidden. The excavation of this kind of thing will test the professional vision and its rectification value will be more practical. These problems are both important and urgent. Based on the need of safe operation of property project, risk avoidance is the most important work of the project. If we don't pay attention to the safety hazards, it is very likely that a project has worked hard for a year and finally an emergency happens, resulting in the reputation and benefits earned throughout the year being wasted. Even the capital that may have accumulated will be lost. Due to the fire, the property company lost the project, and the property manager and other responsible persons went to prison. Do we seldom see such cases? This is not unusual, nor true, nor false or alarmist. Therefore, every project manager needs to strictly observe the safety line and be cautious to sail for thousands of years. When it comes to risk sources, they are divided into dynamic and static. Static state refers to unsafe state, unsafe environment, such as a pit on the road, exposed thread ends, wall tiles falling off, ground water accumulation, fire control facilities problems, unsafe behavior of personnel dynamics, unsafe moments, unsafe loopholes in management, such as dangerous operations of employees, hidden dangers of personnel concentration, theft prevention of empty houses on holidays, etc., all of which will cause on-site management risks. On-site risk source inspection further tests the professionalism and professional sensitivity of an owner.

Fourth, secret management. There is a popular saying in the property management industry that the on-site management level of a project need not look at anything else, just walk into its equipment room. Of course, this statement may be a bit one-sided, but it does reflect a problem, that is, if Lizi's work is done well, its face-saving work is certainly not much worse. In fact, computer room management is not only related to the basic skills of property enterprises, but also related to the safe operation of the project. Think about it, the stairs in a residential area are not cleaned, and the vehicles are parked indiscriminately, which will not affect the normal life of customers in a short time, but if the elevator is trapped and the water and electricity are cut off at home, I think the owners can't stand it for a moment. It can be seen that the normal operation of equipment and facilities is the core guarantee for the normal operation of the community. In addition, fire exits, ceilings, garbage rooms, basements and other corners, which the owners do not often go to, also need the attention of the owners, and further refined management is urgently needed. Where there are many people, if there is any trouble, word of mouth can make a quick response, so that the site can stop loss in time and return to normal in time. If it is in a hidden place, if there is any unexpected situation, the timeliness of property discovery problems will often lag behind. Once the problem is found, the loss is bound to happen. Therefore, for project management, this kind of place that customers don't often pay attention to needs to be managed and controlled by property companies, so as not to cause management blind spots.

Fifth, the internalization of people's hearts. For site managers, managing people is much more difficult than managing things. Everyone is an independent individual, and everyone has different experiences, different thoughts and different behavior habits. It's hard to keep these people in step. Therefore, it is very important to introduce ideas. Before unified action, we must first unify our thinking. Why do we need to mobilize before the big battle begins? Only in this way can the overwhelming power of generate be released. For property workers, it takes a long time to repeat boring actions. After a long time, there will be more contradictions, which will gradually accumulate grievances, leading to inconsistent customer service actions, easy to work with emotions, resulting in service differences and easy to bring bad feelings to customers. Subjective factors will affect the service mentality of employees, and the only solution is to implement the system. Not only put power into the cage of the system, but also put power into the cage of the system. The purpose of establishing a system is to make the objective check and balance the subjective. Therefore, for the control of people, the system must first, in addition, and then maintain ideological education for a long time and assimilate the will. It should also be noted that the guidance to employees should not be too mechanical, and the work behavior of employees must be endowed with connotation, style and mission. At the same time, people nowadays are not stupid. If there is no good cultural guidance, they are not allowed to have a good vision and can't get the rewards they deserve. Even if the three are indispensable, it is difficult for people to surrender and take orally. Therefore, if enterprises only draw cakes for employees, they will only paint a blueprint for a better future for employees. This move is obviously out of date, unworkable, and it is difficult to produce synergy, unite people's hearts and ignite morale.

For the evaluation of project manager's management level, collection rate and satisfaction are two very important dimensions. And satisfaction is the vane of service quality. The quality departments of many companies, in addition to routine quality inspection of projects, pay more attention to the problems and needs fed back by owners, so as to force projects to improve service quality. There are two kinds of customer service, one is active and the other is passive. Active service is completely idealized. After all, many people's needs have to be potential. Sometimes, they don't know what they want, but the property has to dig up your needs. In fact, objectively speaking, there will be suspicion of over-service, and it will be fine. As a natural person owner, the best perception should be that when you need something, when you have any difficulties, the property can help solve it. Therefore, solving the problem according to the demands is the most important thing for the property. This is also a passive service that we don't pay attention to. In fact, for property companies, it is very good to perform their duties according to the property service contract. For the needs of customers, doing a good job of passive service is far more important than active service. Therefore, satisfaction survey is an important way to explore passive service. However, the reality is that passive service cannot achieve satisfactory results. When the customer's needs cannot be fully met, the property will compensate through active service. The so-called height is not enough, IQ comes together, in order to satisfy as many owners as possible, thus pushing up the collection rate of property fees. Therefore, as a property enterprise, we must allocate the work energy weights of passive service and active service.

Functional personnel in the quality department of property management companies are often complained by business colleagues. In the eyes of their business people, quality inspection is to make trouble and make trouble, and say something easy to say. For those of them who are engaged in quality, it can be said that things are said above and their legs are broken below. They always use company standards and company systems to measure the state of on-site management, and simply don't understand the difficulties of grassroots managers. But for myself who has worked in the quality department for many years, I don't know the difficulty of project management. Most of them have no money, no one has no time or energy, and most of them are difficult to rectify. Most importantly, even if the site is rectified, there is no direct benefit. In their eyes, quality improvement is definitely a thankless job. But the bottom determines the head. It is absolutely necessary to ensure the quality of the project site if the pattern is put higher and analyzed from the perspective of company management. It is precisely because of the on-site supervision of the quality department that the business personnel can always hang a sword of Damocles on their heads and dare not make a move. The existence of on-site management personnel in the quality department is a constraint, a shock and a counterbalance of strength, an important form for the headquarters to express its will and establish its authority, and an important guarantee for the benign development of the project.

Although the problems raised by the quality department cannot increase the operating profit of the project, they will generate more costs. This seems to be adding chaos in the short term, but in the long run, quality supervision can really help the project run as sustainably as possible. Therefore, weekly inspection, monthly inspection, pre-holiday safety inspection, internal audit, management review and other daily work. The project must be implemented, and it must be more cautious and more serious.

Under normal circumstances, for projects with poor business performance, the headquarters usually adopts a three-pronged policy. The first axe is to supervise the dead stare, email and phone WeChat, and pay attention to the process. The second axe is to arrange the direct intervention of the functional departments of the headquarters, regardless of the details, under the jurisdiction of the long arm, so that the on-site management personnel lose their dominant position and can only cooperate with the headquarters instructions from beginning to end. The third axe is to cut the bottom of the bucket and replace it directly, so as to warn other bad projects and let them take this as a lesson and dare to fight back. Secondly, it can show the strength and wisdom of the headquarters and establish authority. For poor performance events, show your muscles, beyond your reach. The final result is that for projects with poor performance, good is good after three axes. If there is no improvement, we can only decisively cut the meat and stop the loss, and let it die. In fact, in my opinion, the function of the headquarters is best not to directly intervene in the specific affairs of the site. We just need to give directions, methods, set goals, put forward requirements, diligently supervise and strictly assess, and do these well. The focus should be on the result-oriented, releasing the beacon signal from the almighty to the mediocre. In all aspects of enterprise management, system is always the best event controller. Don't deify headquarters. Don't think that the people at headquarters are so powerful. They are just ordinary workers. If they are involved in project management, they may not do as well as you. The function of the headquarters is only the guardian of the company. Whether it is the headquarters function or the on-site business, everyone has their own duties. Whether it is the property owner or not, it is always necessary to see clearly. It is always the field business personnel who make achievements, and the function of the headquarters is only the referee role. Only by making good rules and observing good rules can site management achieve the expected effect.