Problems existing in real estate enterprise management in real estate sales management system

Under the current operating situation of the real estate industry, more and more attention has been paid to the operating conditions of the headquarters and its subordinate functional departments and branches/subsidiaries distributed all over the country, and the centralized management of the business of each branch/subsidiary by the headquarters. But how do you land? How to master relevant information comprehensively, accurately and timely? How to concretize "industry best practices" with IT and help enterprises realize the strategy of "centralized management" with advanced technology?

Analysis of the present situation of an enterprise1-We need to pay attention to operation management.

Once, the real estate industry was an industry that didn't worry about making money, but only worried about earning more and earning less. The profits of real estate enterprises mainly come from obtaining land at a lower price, and then by rapidly expanding the scale of development, they can maintain sales growth and profit growth at the same time.

However, this "beach-grabbing" expansion opportunity will always come to an end. With the constant standardization of the real estate industry by the state, such as the all-round development of land public bidding, auction and hanging, acquiring land is no longer the end of enterprise profits, but the starting point. While the real estate industry is maturing, it has also entered the era of competition. However, in the past, the profit model made the top management pay little attention to the actual operation and management of the project. As a result, on the one hand, land prices continue to rise, on the other hand, the management of enterprises has maintained an extensive and loose inertia. At the same time, the pressure from two aspects makes real estate enterprises face risks that they have never faced before!

The backward movement of profit control points has made many housing enterprises realize that the way of profit growth can no longer rely solely on "opportunistic" land acquisition and high-input sales expansion, but on efficient overall operational capabilities.

The second analysis of enterprise's present situation-the problems existing in current operation and management

Most domestic real estate enterprises are facing the transition from "rule by man" to "legal system". However, the extensive management in the past left many problems: poor fund control, time limit and cost always exceeding the plan, budget never being strictly implemented, quality even lacking control, marketing always out of touch with customer orientation ... and the same problems happen repeatedly, people are busy putting out fires every day, but the fire can never be put out. Employees flinch and managers lose confidence, so the management of many real estate enterprises is deadlocked-"execution+communication" can rebuild the competitiveness of enterprises!

At the same time, due to the rapid expansion in the early stage, most large domestic real estate groups have adopted decentralized management. At this time, the management structure is loose and the power is relatively dispersed. Although it can better support rapid expansion, it also brings difficulties to the establishment of enterprise management norms. With the expansion of business, the risk is getting higher and higher-"centralization+authorization" has become the inevitable trend of the group's development.

In fact, similar situations are common in many housing enterprises. How to solve these problems? What are the corresponding countermeasures and solutions? Become the focus of attention in the industry. 1, the first project development is the main line:

Including the whole process of project establishment, planning and progress, bidding, marketing management, project management, contract management, project supervision and budget and cost control;

The second process specification is the main line:

Provide a public platform for office automation functions, human resource management, knowledge management, financial management and other enterprise operations;

Article 3 Sales and service are the main lines:

Including customer relationship management, real estate sales, real estate leasing, business operations, property management and other business management.

According to the operating characteristics of real estate enterprises, through the system software interface project, the internal and financial systems and other business systems, external and enterprise portals are seamlessly integrated to truly realize business integrated management.

2. Integrated management of business flow, information flow and capital flow:

The system fully integrates the three core lines of real estate enterprises: business flow, information flow and capital flow, and realizes interactive control. Handle any business flow in the system, and the system interacts to generate information flow and capital flow; Any capital flow in the control system can always achieve the control goal through the corresponding business flow and capital flow.

3. Innovation of passive management mode-active management;

The decision-making department hopes to monitor all aspects of the company's overall operation in real time, grasp the real situation of each link in time, strictly control the authority, effectively put an end to all kinds of man-made problems such as information distortion, information lag, difficult monitoring and high information management cost, and make early warning and handling of possible problems and risks through active management mode, so as to avoid losses to the company in the later period and realize active reminder and supervision in business management.

4, information preparation and timely communication:

Information is timely and accurately transmitted to all business links, including engineering department, marketing department, budget department, finance department, sales department, administration department, property department and headquarters decision-making level. Real-time * * * sharing of information to avoid duplication of work and data inconsistency between departments.

5. Integrate enterprise resources:

Guided by the concept of collaborative management, we can centrally manage the company's various resources, realize the recycling of resources, conduct deep excavation and analysis from multiple angles, and maximize the value of resources. Effectively protect the company's resources and avoid resource loss and passive management caused by personnel flow.

6, leadership decision support:

Based on collaborative real estate management platform and basic business data, combined with real estate enterprise management decision-making model, the qualitative analysis function of expert system and advanced data access, mining, analysis technology and visualization technology are integrated to provide enterprise executives with decision support information such as enterprise external environment research and analysis, enterprise internal business analysis, core business early warning, enterprise business objectives, policies and strategies and their decomposition and evaluation in the form of manuscripts, reports and charts, so as to build an efficient, accurate and timely decision-making platform for enterprises.

7. Complete real estate enterprise knowledge base:

The formation of the whole business system includes: laws and regulations database, macro-policy database, investment case database, project development process database, supplier information database, cost database, customer information database, housing information database, contract information database and so on. , which constitutes a powerful knowledge base resource of the enterprise and becomes the basis of management decision and strategic decision.

8. Integrated design and component development, supporting the overall implementation and step-by-step implementation of the enterprise:

The system can run as a whole, and each business subsystem can be separated and run independently. The system adopts modular design and component integration. Under the integrated framework, the system has built-in subsystem/module interfaces, which can be split and combined, flexibly supporting the overall planning and step-by-step implementation strategy of enterprise informatization construction.