How to improve the value-added services of property companies?

Relying on the simple style of "being a nanny, being a security guard and adding value to the family", we have successively undertaken the property services of more than 20 residential quarters in Shanghai, and were rated as "inspection-free property companies" by 15 residential quarter owners' meeting. Shenhai Property has more than 1.200 employees. In addition to the classic three-in-one service of "a broom, a pair of scissors and a keeper", it also involves domestic service projects. Since last year, Shenhai Property has not gained an advantage in the property competition of several high-end buildings, and Jiang Hengchang is rather depressed. After careful study, the leading group found that there is still room for improvement in service quality, and service projects can be redeveloped. The main difference with competitors is the increasing demand for personalized, instant and high-quality services from owners. For example, fixed-point patrol service, nanny service, cargo collection service and so on are needed. There is even a demand for purchasing food. To put it bluntly, you will become the housekeeper of the public. Shenhai property wants to pass information management. At present, there are many management software used by property companies, but they mainly focus on the management of accounts, materials and some small projects, and there is basically no management of services. The company also launched a special property management software in early 2008, but obviously this is two different things. Shenhai currently serves more than 20 communities, distributed in four districts of Shanghai, with a wide geographical scope. If the control is in place, each community needs to set up 20-50 monitoring points (business monitoring points, not video, infrared and other security monitoring), plus wide-area services, the investment is not small. For property companies whose annual profit exceeds 6,543,800 yuan, the investment is basically unbearable. If the contract with the community expires and is not renewed, how to deal with the investment? According to Jiang Hengchang, it will expand in the future. How big will this investment be? If you want to use the monitoring system deployed by the developer, broadband providers and cable TV networks that cooperate with the community to provide resources, and then develop applications on it, it will not be so simple! How to clarify the relationship with them, and will the growing small company be controlled by others? Nowadays, many community websites are popular, but they have not landed through property companies, which seems to be different communities. What space will there be for cooperation with these websites? If you cooperate alone, you will spread your strength and recruit a large number of maintenance personnel. Is it cost-effective? In particular, what is the business model of entrusted service that Shenhai hopes? How to connect the front end and the back end of the entrusted service project proposed by the owner? For example, the company is entrusted to temporarily receive guests from home from afternoon to evening. How to deal with this business? How to charge? Shenhai property development system based on community residents' service looks beautiful. Several large property companies in Shanghai have also launched it, but the effect is not good and there is no specific analysis of the reasons. It is really hard to say whether the investment in this area has economic benefits now. Besides, does this conflict with the neighborhood Committee? Or do you want to cooperate with them? The hardest thing is that no matter how advanced the backstage is, the property industry is still a labor-intensive industry, and more than 90% of the employees are junior high school level. It is basically unrealistic to use a computer or a PDA. There is one mobile phone, but how to integrate it into the system is a big problem. Reconfiguring your mobile phone is a big investment. Jiang Hengchang's good wishes were hit hard. How should the informatization of property companies go if they take a step forward? In this step of the demand side, the service requirements are becoming more and more detailed and personalized. For the supply side, the available tools are still very limited. It is best to let them operate modern information tools as little as possible or even not. At present, although there are many resources that can be used in cooperation, there are also good news or concepts such as cloud computing, 400 million netizens and 3G that can support his ideas, but there is really no idea on how to structure and how to land. He even began to wonder if he was too advanced. However, through the competitive situation felt in the last two years, it is difficult for a single diligence to meet the needs of the owners. However, according to the traditional information mode, it is obviously contrary to the company's current resource structure and the development trend of this industry to turn Shenhai into a labor-intensive and capital-intensive structure. However, if Shenhai property remains unchanged, it will not be able to stand on the beach. He is thinking about the "right hand problem". Originally, the right hand was used to do traditional property services, but now it should be freed up to do informatization, better serve the owners and stick to it. This one in the right hand must not be a double-edged sword. Is there any way to arm ambitious property companies with it? It's best not to be so mysterious, so that ordinary people can use it as conveniently as a broom, and of course it doesn't require much investment. Although the company is still small, it is willing to bring more value-added services to the owners with advanced technology and concepts. Jiang Hengchang, who likes to walk by the Huangpu River at dusk, once again lost in thought. (Tokyo Holding Group) Case Comment: Mr. Jiang's worry represents a growing real estate company's confusion about how to grow at this stage. In fact, this kind of confusion implies three levels of problems. On the first level, in the current growth stage, property companies should further enhance their competitiveness in those directions that meet the needs of owners. In fact, this is a strategic issue of the company. On this issue, Mr. Jiang thought of value-added services and wanted to "enhance the value-added services of property companies" and be a "public housekeeper". This is the strategic direction. The second level, the strategy is clear, so what kind of business model should be adopted to support the company's strategy. Jiang has always believed that we should "change" instead of "single diligence and responsibility". This is actually a question of business change. The third level is the surface problem of this paper, that is, what kind of "it will arm the property company". This problem is how the property management company can integrate with the company's business through information construction under the premise of clear business, and then support the company's strategy, that is, improve the value-added services of the property management company. So these three problems are interrelated and complement each other. Logically speaking, these three problems reflect that strategy dominates the specific business model, and the business model dominates the specific business presentation form and specific business process. Or "process-related patterns, pattern-related strategies". The answers to these three questions all need the support of IT technology. From the perspective of emerging IT construction, the core of informatization is the word "transformation", and the focus of work is implementation. This practice is reflected in two aspects: one is the specific business forms and specific business processes that IT technology should adopt at present; One is what kind of IT technology should be adopted in the current business form. These two aspects need comprehensive analysis. Therefore, the IT construction of property companies is a systematic project, and we can't just consider the simple problem of "less investment" and "using a broom". And this systematic method is the need of systematic information planning of property companies. Through this plan, we will guide the IT construction of Shenhai Company, make clear the direction, and truly realize "doing great things with little money". Need to make an information planning that conforms to the reality of the property company. Combined with the actual situation of Shenhai Company, the planning should be divided into the following steps: First, further clearly analyze the strategic direction of Shenhai Company. The strategic direction should be analyzed from the internal and external environment of the property industry, from the aspects of politics, economy, society, technology (external environment), advantages, disadvantages, opportunities and threats (internal environment) of Shenhai Company. Further clarify the current strategic positioning of Shenhai Company, such as whether "being a housekeeper" can represent all the strategies of Shenhai Company, and what other directions need to be realized and further refined. Second, optimize or even reorganize the current business model and business process of Shenhai Company. This business model should start with the business management and control of the property company and be reconfigured with the current IT technology. This step plays a connecting role. In order to improve value-added services, Shen Hai should analyze the specific practices of value-added services and sort out the specific business processes. It is particularly emphasized that the business analysis should not only consider the business applied by the property management company itself, including the boss and security guard, but more importantly, what kind of business model the owner should adopt if he needs some practical services, get in touch with the property management company and respond in time (of course, there must be a means of charging in time). And these processes must be what Jiang has been looking forward to. "Don't be so mysterious, so that ordinary people can be as convenient as brooms." Third, assess information needs. Combined with the combing process, this paper evaluates the information resources that can be used in Shenhai, including community monitoring, Internet, wired networks, computers and other infrastructure. Further identify the gap and clarify the actual demand. When the demand is clear, the foundation of information planning will be available. Specific information planning content can be done from the following aspects: First, information strategy (generally limited to 3~5 years). The contents include: including the strategic objectives of informatization planning at this stage, the strategies that informatization planning should adopt in several aspects, the specific implementation steps, and the approximate investment budget. Second, the construction of information application system. Refers to the application system that Shenhai should adopt to support the service system, including basic property management and value-added service management. This is the focus of information planning. In this regard, IT is important to consider the IT quality of employees of property management companies. In order to realize value-added services and information communities, owners can also get in touch with property management companies through application systems and interactive services. System selection should consider two points: 1, which must be developed on the WEB platform and run on the internet/intranet, in order to truly realize cross-regional management, because; 2. The client doesn't need to install any software, and the system is concentrated on the server at the headquarters of Shenhai Company. Security personnel can log on to community websites such as clients and owners for relevant interaction. The system is easy to maintain and has strong expansibility. Other necessary functions, including analysis and inquiry, process management, finance, manpower, etc. , should be purchased according to the function of the existing application system or targeted for secondary development. Among them, the focus of value-added services of property companies is to meet the specific, multi-level and regular needs of owners, so in the selection of application systems, we should consider the existing functions of application systems, the scalability of application systems, and the flexibility based on multi-community and owner operations. In terms of application functions, we should shift from traditional property management, such as community management, building management and equipment management, to focus on value-added services used by owners, such as call center, online service and online payment management, so as to lay the foundation for value-added services. Third, information infrastructure construction. There are also some aspects to be considered in this respect: 1, it is necessary to set up application system servers and database servers at the company headquarters and deploy clients in various communities. At the same time, the headquarters should be used as a data center to realize centralized management of data, and set up relevant disaster recovery data backup as needed. 2. Considering the variability of the service community, we should make full use of the existing network conditions (internet, gehuayouxian, etc.). ) to connect the client and the server. 3. As for the connection between the security guard and the mobile phone and pager in the hands of the community client, it should be configured as needed. On the whole, we should give consideration to practicality, economy and expansibility. Fourth, the construction of the security system. This is also very important, including not only the security of the system data itself, but also the security and privacy of the owner. The security system not only requires the property company to have a clear organization, system and personnel management system, but also puts forward relevant requirements in the process of information construction from the technical point of view, from the aspects of software and network. Fifth, IT management construction. The management system in the above-mentioned security system also needs to be supported by the information organization management system and assessment system, and at the same time, it must follow relevant standards to ensure the orderly development of information construction. Finally, it is necessary to combine the existing informatization construction of Shenhai Company to carry out informatization investment budget. Then there is the specific construction. Generally speaking, IT will go through the stages of project selection, implementation, supervision and evaluation to ensure effective IT construction. Only through detailed and operable information planning can the specific information implementation of Shenhai Company be clear and targeted.