How to do a good job of undertaking inspection and centralized delivery of property from the perspective of customers

Do a good job of undertaking inspection and centralized delivery of property from the perspective of customers

20/KOOC-0/May/KOOC-0/6 China-BOCOG Tel: 0/KOOC-0/0-57/KOOC-0/352/KOOC-0/3.

Whether the project can be successfully taken over is an important test for property service enterprises, testing our professional level, organizational management ability and team work efficiency. Project takeover is a tedious task. The actual situation of each project is different, and the problems encountered are different. This course will also focus on how to do a good job in property inspection and centralized delivery from the customer's point of view, share with you the experience and lessons of benchmark enterprises for many years, and start the first shot for you!

1. Can the house be delivered on time and smoothly, and can the brand value of the enterprise be enhanced through the delivery of the house?

2. How are brand attributes created?

3. How to do centralized delivery from the customer's point of view?

4. How to do a good job in property inspection and how to deal with problems found?

5, property management handover and matters needing attention?

Mr. Yang is a senior lecturer in Property Training College, who has worked in benchmarking enterprises for more than 5 years.

Engaged in the management and maintenance of manufacturing, five-star foreign-related hotels, Grade A office buildings and property engineering equipment for more than 40 years. He used to be the manager of engineering technology department of the first Sino-foreign joint venture five-star hotel in China, and worked in benchmark property for 15 years. He used to be director of property business headquarters of Benchmark Group, deputy general manager of Benchmark Property Regional Company, general manager of technical management department, director of quality management department, director of engineering management department, and general manager of You Guo and five-star projects.

General manager, deputy general manager, project manager, senior property manager and relevant department managers (supervisors) of property management enterprises.

(It is best to cooperate with the marketing vice president, manager, engineer, customer service staff and other teams of real estate companies. )

The first part: How to do a good job of undertaking property inspection from the customer's perspective?

1, Analysis of Industry Agreement on Acceptance Regulation of Newly-built Property

2. Handling of problems found in property inspection.

3, property management transfer and matters needing attention

4. Control quality maintenance and customer crisis group complaint handling.

5, real estate real estate zero distance

6. The function of the last line of defense of the property management company

7, property management risk prevention and related case analysis.

8. How to improve customer satisfaction and promote the development and sales of new real estate projects?

9. The content, purpose and significance of the property management company's house inspection before delivery.

10, the owner's open day before the new project is delivered.

1 1. Establish an effective early warning and public relations mechanism to avoid complaints from owners.

12, Establishment and Maintenance of Customer Relationship of Real Estate Company

13, responsibilities and division of labor for maintaining the relationship between real estate and property customers.

Part II: Do a good job of centralized delivery from the customer's point of view.

(A) the early intervention of the property

Case: Case analysis of the focus of intervention work in each stage (high and low water level alarm, elevator noise, energy-saving drainage of foundation pit in elevator machine room, drainage of underground garage, etc.). )

(II) Key points and cases of property takeover acceptance

Case: an example of property takeover and acceptance of a project in Vanke.

(three) the calculation basis and undertaker of the property organization fee.

(4) Key points of property inspection (pre-acceptance) before new projects move in and the process of problem rectification (with actual cases)

Case: Detailed inspection and rectification case

(5) Job responsibilities before centralized delivery of real estate and property (subject to actual cases)

Case: Vanke real estate property management acceptance case

(VI) Interpretation of centralized check-in workflow and content

Cases: Registration documents and event planning cases

(seven) the new project property management service organization structure and job responsibilities.