How do property service enterprises develop into property management enterprises?

Based on the above analysis, professional service and professional management, professional managers, service concept, high-tech application and bidding will become the five elements of the development of property services in the new century, and promote the further development of the industry.

1. Premise: professional service and professional management are separated.

The biggest difference between a property management company and a housing management office is that the former provides paid services for the owners according to the contract, while the latter provides free services for the tenants. From free to paid, it is a revolution in property management. However, due to the "regional" restriction of property management, the service resources cannot be enjoyed and the ability is empty, which makes it difficult to reflect the overall advantages of property companies. If this goes on for a long time, the professional quality service expected by the market, the efficiency improvement expected by the property industry and the integration with international advanced property services will all become empty talk. The separation of property management and service and the establishment of professional service companies are precisely to change this situation, break the "regional" barrier in property management and realize the enjoyment of resources.

In 1990s, the commercialization of urban housing in China contributed to the sudden emergence of property management, but the diversity of social thoughts and the difference of owners' living environment directly led to the complexity and extension of owners' needs. Property management is not only limited to the daily management and maintenance of real estate, but also extends to various services to meet the residential needs of residents. Especially with the acceleration of social informatization, intelligence and networking, service means and technologies emerge one after another. How to effectively organize high-level professional services, provide an effective service platform, and promote the standardization and efficiency of cooperation and transactions has become a "bottleneck" that service-oriented enterprises, including property management enterprises, must break through. But in fact, the contradiction between the diversification of the owners' demand for services and the limited capacity of the property company is difficult for the property company itself to solve, and it is impossible to fully meet the owners' demand by relying on the service products produced by the enterprise itself. This contradiction can not be solved under the current service mode, and it is not conducive to promoting the transformation of property management to operating enterprises. When this contradiction intensifies to a certain extent, it is possible, even inevitable, for property management to transform into a service integrator.

If property management enterprises want to change their functions and seek relief from basic affairs, they must play the role of service integrator and separate professional management from professional service implementation. Property management companies are no longer the producers of all owners' service needs, and no longer provide tangible services directly to owners. Instead, it organizes and implements social professional service resources by providing indirect services, humanistic services and information services to provide services for the owners and achieve the purpose of satisfying the owners. The so-called service integrator is the collector, coordinator and organizer of social service resources. If the functions of traditional property management office such as security, equipment maintenance, cleaning and greening are separated from the original management, professional cleaning companies, security companies, domestic service companies and greening companies are established to truly implement professional management and quality control on behalf of the owners according to professional requirements, then the whole social resources will be effectively utilized and the effective allocation of social resources will be realized.

2. Core: professional managers

Since the development of property management, a large number of outstanding property management enterprises and talents have emerged, which has greatly promoted the development of property management in China. However, it is a logical fact to further absorb foreign advanced management models, allocate enterprise managers according to market mechanism, and gradually promote the professionalization of property management talents to form a team of professional managers in the industry.

As a broad service field, property management requires quite high comprehensive quality of managers. It involves not only the requirements of enterprise management, but also the knowledge of humanities, economy and law. In order to adapt to the development of the situation, professional managers of property management need to combine their familiar management methods with the history and culture of the enterprise and the development direction and orientation of the whole enterprise, and take the problem as the core research method to solve the problem. But also need to have a strong sense of responsibility and enthusiasm for career success, especially in emerging industries such as property management.

In order to build enterprise's core competitiveness, cultivate strategic human resources, establish "core capital" and implement differentiated human resources strategy, property management enterprises should implement professional manager system, allocate all kinds of managers according to market mechanism, fulfill their responsibilities according to the two main goals of "brand building" and "economic benefit", clarify their functions and powers, strictly assess, gradually link manager's salary with management performance, and accelerate the professionalization process of enterprise property management talents. At present, property management enterprises should seriously study the nature, responsibilities and rights of implementing the professional manager system, as well as the self-discipline system, restraint system, supervision system, performance evaluation system and incentive system, formulate and try out a set of policies and regulations on professional managers, and lay the foundation for the full implementation of the professional manager system in property management.

3. Booster: service concept

Due to the long-term planned economy, the concept of property management based on "management" has been formed. The so-called property management is to manage the property and the owners, which makes the property company and the owners in an unequal relationship, which obviously does not meet the development requirements of the market economy. The relationship between the property management company and the owner is not only the relationship between the manager and the managed, but also the relationship between the employer and the service provider. Although both owners and property management companies are entrusted and are equal and independent subjects in legal relations, property management companies should keep a low profile, correctly position themselves and be good "nannies" if they want to fulfill their promises and provide good services. With the continuous improvement of the market economy, various property management regulations and laws have been promulgated accordingly, and the relationship between owners and property management companies has been further clarified. Judging from the practice of property management in China, the service of property management is in place to satisfy the owners, and management is of course included. Promoting management by improving service quality is a fundamental change in the concept of property management.

In the 20-year development history of property management, the service concept of many property management enterprises has undergone profound changes from "management" to "service". We believe that no matter how the times change, no matter how innovative the mode of property management is, the concept and theme of serving owners will be inherited and continued, because the core and vitality of property management lies in constantly meeting and surpassing the growing needs of owners.

4, the key: the application of high technology

Property management is a new industry and a rapidly developing industry. With the wide application of high-tech in modern property construction, property management is no longer a simple and original cleaning, greening and security patrol management in the traditional sense, and high-tech management technology has increasingly become the main content of property management. Especially the rapid popularization of broadband network and computer technology provides a new platform for the innovation of service means of property management enterprises. High-tech management will be the leading direction of the development of property management industry.

At present, quite a number of property companies use intelligent equipment of property to integrate communication network system, Internet network and telephone exchange system, and build professional information service platforms for customers and suppliers, so as to realize the informationization of property management and networking of property services. Let service providers and demanders walk on this platform, and smoothly realize the service transaction process through the organization of property management companies. First, property management companies can use modern information network technology to establish the information network of service providers, establish long-term or short-term cooperative relations with suppliers through effective evaluation and contracts, and provide various professional services to owners in time. Property companies can also understand, master and tap the owners' needs in time by establishing the owners' demand files, so as to provide more extensive services for the owners.

In order to organize effective services, property companies must make full use of three types of resources. First, social service resources. All kinds of franchising companies and merchants in society are potential providers of professional services. As long as it is needed by suppliers in the business process and owners in the consumption process, property companies can use the information platform to create useful places. Second, the property management enterprise has its own resources, that is, the right to enjoy all kinds of service information and service facilities and equipment of the property it manages. The third is the owner's resources. Owners are a huge consumer group, and their consumption demand is the continuous driving force for property service enterprises to expand their operations. High-tech provides a new means for property management enterprises to organize service resources, which can play an increasingly important role in future property management and service.

5. Important link: bidding

The State Council's newly promulgated Property Management Regulations in 2003 pointed out: "The state advocates

Owners choose property management companies through an open, fair and just market competition mechanism. Carrying out the bidding system of property management is an inevitable trend to cultivate and standardize the property management market and establish a perfect socialized, professional and market-oriented property management system. The introduction of this open and fair competition mechanism has promoted the integration of property management enterprises and the market, improved the quality of property management services, and promoted the asset reorganization and integration of the industry.

At present, the cultivation of the property management market needs to be strengthened. The existing bidding forms of property management are not perfect, which is not conducive to fair competition among property management enterprises. In terms of market form, property management still lacks a tangible market. All kinds of brokers, exchanges and intermediary service agencies are not perfect enough, and there is a state of "market without market". It is the common wish of the owners to choose a property management company through standardized bidding. Similarly, it is also the wish of property management companies with high management level to undertake property through market competition.

An important prerequisite for cultivating and developing the property management market is to have a fair competitive market environment and mechanism. Therefore, the property management department should cultivate and develop the property management market with market ideas and market mechanisms, break regional protection and regional monopoly, push advanced property management concepts, models and mechanisms to the whole industry, and provide space for developers and owners to choose suitable managers. Property management enterprises should practice their internal strength, improve their comprehensive quality, abide by the "rules of the game" and enter the market to share market share with the influence of corporate brand and overall strength. Introducing competition into the legal, standardized and scientific track and creating a fair and just competitive environment for property management bidding will be an inevitable requirement for the market-oriented development of property management.

With the maturity of property management marketization, various market intermediary service institutions will emerge continuously. Like other market systems, the development and operation of the property management bidding market cannot be separated from a series of effective service systems, including specialized bidding agencies, consulting agencies, property management evaluation agencies, law firms and market information network systems. These service agencies can assist relevant departments to formulate relevant laws and regulations on property management bidding, formulate reasonable and scientific bidding documents for developers and owners, examine and approve bidders' qualifications and abilities, organize bidding activities, help government departments realize their supervisory role, and actively cultivate and create a good property management market environment.

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