How to do a good job in the medium and long-term development planning of property companies

Planning is the process of deciding how to achieve the set goals. According to the implementation of the plan, we can take the initiative to use the plan to control resources, not just react passively. Effective planning has the following positive effects: 1, effective use of resources; 2. Forecast problems; 3. Communicate the purpose of the organization to the outside world; 4. Evaluate the feasibility of the target; 5. Evaluate various methods to achieve the goal; 6. Setting priorities; 7. Effectively reduce emergency demand. (Note: Generally, the medium term refers to three to five years, and the long term refers to more than five years). In the increasingly expanding, mature and fiercely competitive property management market, there are both high-end brand property companies and weak enterprises that are still on the edge of the industry. Of course, more property companies are in the stage of rapid development, with increasingly standardized internal management and successful business development. Under the new market and industry development situation, in order to maintain and enhance their market position in the same industry in the region and meet the arrival of the era of marketization of property management, all kinds of property enterprises must clearly formulate their own medium-and long-term development target plans to show the company's long-term business objectives and development direction in the future. Set up a long-term enterprise development planning project team, determine the overall person in charge, determine the scope and division of labor of the participants, and formulate the work plan and completion time of the project research. The whole project can be divided into several stages and steps, such as making project work plan, determining project sub-items and their responsible persons, collecting and sorting out basic data, refining and determining objectives, researching strategies and approaches, analyzing supporting schemes, and submitting the draft to the president. Key points of implementation: when making enterprise strategic planning, we should give full play to the leading role and emphasize the participation of all staff. Step 2: Discuss and determine the composition of the core objectives of the medium and long-term development goals. Key points of implementation: the core objectives are mainly concentrated in two directions: 1, market development objectives; 2. Ability to manage services. Regard profitability and management ability as the embodiment of the company's core competitiveness. The time axis of the goal can be divided into medium-term goal (five years) and long-term (ten years) development vision. Step 3: Conduct enterprise diagnosis and analysis, market analysis and forecast, and forecast the development trend of the industry. 1, enterprise diagnosis analysis mainly includes the following aspects: a, SWOT analysis of property companies (analyzing the strengths and weaknesses, opportunities and threats of enterprises); B. Analysis of enterprise resources (including transformed technical resources, human resources, social resources and conditional resources, etc.). ); C, enterprise management status analysis (income scale, income structure, profitability, management system capacity, customer satisfaction and measurement indicators, measurement tools, measurement methods, etc. 2. Market and industry analysis and forecast mainly include the following aspects: a. Research and forecast of medium and long-term developing market structure (starting from suppliers, consumers, competitors, new market entrants and substitute products) and market segmentation research; B. the latest trend and development direction of the market or industry. The present situation and trend of the overall market environment (overall environment, industrial environment and technical environment). Key points of implementation: 1. In the concrete analysis, we should reasonably decompose each single analysis dimension and refine the evaluation. 2. There are many management analysis tools and methods. As managers or research analysts, when doing specific case analysis, we should focus on whether each detail dimension decomposed for the analysis object has practical value, whether it is objective and true, and especially avoid logical errors. The fourth step: analyze the current situation of organization, incentive and human resources, put forward the medium and long-term human resources needs of enterprises, and formulate human resources planning, organizational structure design and adjustment scheme and incentive mechanism design according to business strategy. Analysis and expression: histogram, curve, pie chart, table and text: it is clear that the medium and long-term development aims at establishing seven competitive advantages of enterprises (cost advantage, quality advantage, brand advantage, efficiency advantage, scale advantage, technology advantage and human resource advantage). According to the above research and analysis, the qualitative and quantitative objectives are determined in the following four aspects: 1, the company's medium and long-term expected enterprise type and business structure; 2. Long-term scale of the enterprise (management scale, income scale and profit scale); 3. The target market and primary and secondary structure of the company's medium and long-term development; 4. Key points of medium and long-term management ability objectives (customer satisfaction, cost control objectives, management technology, etc.). ): 1. Through the first three steps, after clarifying the existing resources and market competition situation of this enterprise, the seven competitive advantages that this enterprise has obtained or will obtain are qualitative and quantitative, so as to make them truly targeted. 2. In the process of quantifying the work objectives of competitive advantage, it is necessary to repeatedly check whether the process of confirming and achieving the objectives conforms to the SMART characteristics. Step 5: Determine the implementation focus (vision) of long-term development goals: Management mode is an important issue that property enterprises need to consider and adjust when formulating long-term development goals. Different management levels differ in different management items and charging standards, which truly reflects the corresponding relationship between management services and management fees, and is regulated by market factors and value levers. At the same time, with the constant change of business structure, there should be scientific research and dynamic and reasonable adjustment of management structure to support the development of the company. Step 6: According to the long-term overall goal of the enterprise, study the tactical form, expansion strategy, supporting factors and resource conditions needed to achieve the strategic goal, so as to draw up the main sub-development plans, including: 1, the reconstruction plan of corporate culture and property service concept; 2. Human resource development plan; 3. Financial management policies; 4. Medium-and long-term implementation targets of quality improvement; 5. Diversified business development plan; 6, the business target plan of each business department; 7. The establishment and development plan of related systems. Implementation focus: All subordinate development plans of the property management company need to be formulated around the core objectives of the enterprise to ensure the identity of the overall objectives of the enterprise. Step 7: break down the medium and long-term goals and determine the annual goals to be achieved every year. Step 8: After the medium and long-term development plan of the property management company is completed, it is necessary to further organize and formulate the work plan for the first target year. Implementation focus: planning must be implemented as the actions of each company member. The action plan must be informative, and the completion of the action plan must be verified to ensure the continuous improvement of the overall performance of the property enterprise from the system aspect. In the final analysis, the formulation of the medium-and long-term development plan of the property enterprise is based on the prediction of the company's future, and the revision of the enterprise's business objectives can be reasonably and flexibly revised according to the changes of the environment. When the environment is conducive to the development of the company, put forward the goal; When the environment is not conducive to the development of the company, even though the employees do their best, they can't achieve it smoothly, and the goal is moderately lowered; As expected by the environment, the target value should be achieved.