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How to improve the competitiveness of real estate enterprises

The macro-control policy of the real estate market will certainly change the competitive pattern of real estate enterprises and further accelerate the "reshuffle" speed of the market. Before the macro-control of the real estate market, the whole industry experienced a golden period, almost every developer (regardless of brand strength and scale) earned a lot of money, and there was almost no competition among developers. Even if there is competition, it is only the competition between individual buildings or developers, and there is no "zero-sum game" of life and death.

Under the new market policy, the competition among real estate enterprises will change from "competition among villagers" to "fair competition among athletes". How to win the game? "Enhance competitiveness" is undoubtedly the only answer!

Changes of competition pattern in real estate market

First, the four stages of competition in the real estate market

The first stage: the stage of cost competition

At present, the competition among real estate enterprises is mainly manifested in cost competition-whoever has a low project cost (including land cost of course) will have a competitive advantage. Cost competition can also be said to be relationship competition. In 2003, the "Document 12 1" issued by the Ministry of Land and Resources announced the basic end of this stage.

The second stage: the stage of cost-effective competition

Cost-effective ratio was first used in product promotion in IT field, and it was also a matter of nearly one or two years that it spread to real estate. With the development of the real estate market, since 2003, some developers who have done well in "uniformity" have shouted "better cost performance" (advertising language) and "best cost performance" (oral language), and most of them have achieved good sales performance. Therefore, more developers have taken effect, indicating that the real estate market has entered the stage of cost-effective competition.

The third stage: the mode competition stage

The development model of real estate enterprises includes product model and management model.

Product model is a unique and relatively solid project type based on prediction and research and development, which is suitable for market demand and its own ability, and can be copied and developed. Such as Wanda Commercial Plaza, Olympic Garden and Vanke City Garden. Establishing product model is the premise for enterprises to develop multi-project chain, and it is the basis for realizing rapid expansion of capital and scale.

The so-called management mode is a comprehensive management system that adapts to the new investment mode and enterprise product mode as well as the actual situation of the enterprise itself. Appropriate management mode is the most basic guarantee for project development and sustainable and healthy development of enterprises.

At present, the developers of the "first echelon" have basically established their own product models and are actively exploring management models. It can be predicted that with the macro-control of the real estate market, the competition pattern of real estate enterprises will change greatly, and "mode competition" will be the main feature of the real estate market competition in the next few years.

The fourth stage: brand competition stage

When the market competition reaches a certain stage, with the elimination of a large number of small and medium-sized enterprises, the concentration of real estate market share will be higher and higher. By then, the real estate market will enter the stage of brand competition. Hong Kong's real estate market (monopolized by six major developers) is proof.

Of course, due to the uneven development of various places, the above four stages will appear at the same time in a certain period of time, but the trend is inevitable.

Second, the real estate market competition pattern

The macro-control policy of the real estate market will undoubtedly accelerate the "reshuffle" process of the market. Under the new market policy, the competitive pattern of the real estate market will present the following characteristics:

1, some small and medium-sized enterprises are eliminated, and the number of real estate development enterprises will decrease. The number of real estate development enterprises in 1996 decreased by 40% compared with that before the regulation, as shown in the following table. This time, some enterprises, especially small and medium-sized enterprises, may be eliminated from the real estate market by various regulatory policies, especially land and mortgage policies. Judging from the strength and depth of regulatory policies, the proportion of enterprises eliminated may not be less than one-third.

2. The market concentration is getting higher and higher. With the elimination of some small and medium-sized enterprises, consumers are more and more inclined to buy the properties of brand developers, and the situation of small, scattered and chaotic real estate market will gradually change, and the market share of brand enterprises will gradually increase.

3. The profit rate of the industry is gradually declining. With the improvement of market concentration, brand enterprises will pursue the overall efficiency and sustainable development of enterprises, and pursue the market share and industry position of enterprises, instead of pursuing the profit rate of a certain project like small enterprises engaged in the development of a single project. The follow-up effect of macro-control policies and fierce competition in the real estate market have reduced the profit rate of the industry. However, the high investment and high risk in the real estate industry still make the industry profit rate higher than the average social profit rate.

In a word, the change of real estate market policy will change the competitive pattern of the market. Enterprises must improve their competitiveness if they want to win in the market competition.

First of all, real estate enterprises should pay attention to comprehensive competitiveness.

The product attribute of real estate determines that real estate enterprises will not have "patent barriers" like enterprises in other industries, and real estate enterprises will not have obvious core competitiveness with comparative advantages, so we should pay more attention to and enhance the comprehensive competitiveness of enterprises.

Second, the composition of the comprehensive competitiveness of real estate enterprises

The comprehensive competitiveness of real estate enterprises includes brand image, effective system, strategic execution, R&D innovation and resource integration.

1, brand image power

Brand image power is the most basic competitiveness of real estate enterprises, including enterprise brand power and product brand power.

Corporate brand power mainly includes popularity, reputation and loyalty. With the continuous enrichment and improvement of consumers' home ownership experience, consumers are increasingly inclined to buy properties developed by brand enterprises. At the same time, with the continuous improvement of market concentration, the competition of large and medium-sized real estate enterprises will become more and more fierce. Therefore, real estate enterprises must build distinctive corporate brands and enhance their brand image.

Product brand power refers to the competitiveness of product model, including the market predictive power and market competitiveness of product model, which is reflected in the added value of product brand in price. Research and establishment of enterprise product model is the basis of enhancing product brand power.

2. The system is effective.

The management system of real estate enterprises includes three levels: the top level refers to the basic management system of enterprises, including company system and corporate governance structure, management mechanism, salary system and basic accounting system; The second level is the workflow management system and rules of the enterprise. , including administrative affairs, legal affairs, finance, human resources, procurement, project management, sales, customer relations and other management rules, which can be recorded in 100- 150; The three-level management system mainly includes working procedures used internally by posts, departments and project departments (project companies), and there is no vertical and horizontal working interface.

The success of an enterprise is often the success of the system. For example, private enterprises are more competitive than traditional state-owned enterprises, dual-structure and ternary-structure joint-stock private enterprises are more competitive than unitary-structure private enterprises, joint-stock enterprises with perfect corporate governance structure are more competitive than "joint-stock" enterprises, and organizational structure design with reasonable functional design, clear responsibilities and clear working interface is more competitive than those enterprises that often shirk, wrangle and have internal friction. Enterprises with sound and appropriate management systems are more competitive than those that have established many systems (such as management system compilation and ISO9000 quality management system documents) but the systems are inappropriate and poorly implemented.

In order to improve the competitiveness of real estate enterprises, it is necessary to establish a comprehensive and appropriate management system and ensure the effective implementation of various systems.

3. Strategy implementation

Just like the role of planning (the reason for making a plan is "change" and the purpose of making a plan is to cope with change), the purpose of making an enterprise development plan is also to cope with the changes of various accidental factors of the enterprise. When the development environment of an enterprise has undergone major changes (such as changes in market policies), it is more necessary to strengthen the research on the development strategy of the enterprise and adjust or re-formulate the feasible strategic plan for the development of the enterprise.

The research of enterprise development strategy includes: (1) development environment research, (2) enterprise characteristics, advantages and disadvantages research, (3) competitors research, (4) development resources research, (5) strategic choice and (6) strategic planning.

After the development strategy is determined, the enterprise should let employees know through communication and introduction, improve the recognition of employees, and then improve the cohesion and strategic execution of the enterprise.

4.R&D innovation

R&D innovation refers to the R&D ability and innovation ability of enterprises in system, product, market and marketing. For example, in terms of products, enterprises can improve the sales force of projects by systematically studying the product form, consumption psychology and purchase behavior of real estate, and architectural appearance design (color, modeling, etc.). ), apartment design and so on. And design products that meet the needs of consumers. If there are a lot of unique innovations in design, there will be comparative advantages.

5. Resource integration

Resource integration refers to the ability of enterprises to utilize and integrate internal and external resources.

The internal resources of real estate enterprises include human resources, land resources and capital resources; External resources are corporate public relations resources, including government relations resources, media resources, financing resources, investors (including shareholders) resources, supplier resources and customer resources. Among them, supplier resources refer to the organization or individual resources that provide products or services for enterprises, such as design units, construction units, supervision units, material and equipment suppliers, sales agents, property management companies, etc. There are about twenty types of suppliers for real estate development enterprises.

The characteristics of "investment management" and "outsourcing" of real estate enterprises determine the importance of integrating resources. To enhance the competitiveness, real estate enterprises should not only make full use of and tap internal resources, but also build a comprehensive, balanced and stable public relations resource chain-each link should have 1-3 relatively fixed long-term partners, thus reducing the selection risk, time cost and use cost, shortening the project development cycle and improving efficiency and effectiveness.

Thirdly, the mathematical model of comprehensive competitiveness.

The comprehensive competitiveness of real estate enterprises is expressed by mathematical model as follows:

f = k 1f 1+k2f 2+k3 F3+k4f 4+…+knfn

Among them, k refers to the weight of each competitiveness (component) in each stage of the enterprise, and f is the relative value of each competitiveness (component). This model can be used to measure the relative comprehensive competitiveness and comparative advantage of enterprises.

Specific measures to improve competitiveness

Under the current market situation, because of the influence of consumption expectation, the phased reduction of trading volume is inevitable. During this period, real estate development enterprises can make corresponding phased work adjustments, such as re-learning, making annual plans and targets, and establishing and improving management systems. The specific measures suggested are:

First, study and formulate strategic plans for enterprise development.

The change of real estate market environment requires enterprises to re-formulate or adjust the original strategic plan for enterprise development. Under the new market policy, real estate enterprises must change from the original opportunity orientation, relationship orientation and bank orientation to policy orientation, market orientation and strategic orientation.

Second, adjust the organizational structure design.

The change of real estate market policy has led to the change of real estate investment and development mode. The change of investment and development mode means that the enterprise must redesign the functions of each post, department and project department (because the change of development process leads to the change of workflow), redefine the responsibilities and redefine the work interface relationship. It is extremely necessary and easy to use the market adjustment period to make appropriate adjustments to the organization.

Third, establish and improve the management system.

The general procedure for real estate enterprises to establish a systematic management system is:

(1) sort out the current "management system compilation" and scattered "management measures", review the suitability and effectiveness of various rules and regulations one by one, and analyze the reasons for poor implementation.

(2) List the systems lacking in administration, legal affairs, human resources, financial management, bidding and procurement, project management, marketing planning and customer service, etc. and need to be improved.

(3) To decide whether the enterprise prepares it by itself or entrusts a professional management consulting organization to prepare it. Generally speaking, the system compiled by the enterprise itself has great limitations, which are manifested in several aspects: a. When drafting the system, the "mentality" is abnormal, or it is too strict (usually drafted by the general manager himself), or it is too simple to deal with (appointing someone to draft it in order to finish it in time or worry about "offending people"). B, the main body of the drafting system is not appropriate. In many enterprises, the system is drafted by the master control department or foreman. For example, the vehicle management system is drafted by the vehicle administrator and the reimbursement management system is drafted by the cashier. In the process of drafting the system, drafters often ignore the implementation of other departments or personnel, think too much about how to manage themselves and how to avoid responsibility, which leads to poor implementation results. C, before the promulgation, there was no comprehensive and serious review of the system, and it was often promulgated and implemented without high recognition and coercion. D, the preventive nature of the system is poor. The purpose of the system is not only to "correct", but also to "prevent" (prevent possible losses in the future). Professional management consulting organizations, especially those with rich experience in consulting industry enterprises, can avoid the above problems, do better than enterprises in breadth, height, depth and accuracy, and also reduce unnecessary losses and internal conflicts.

(4) set up a working group. Whether the enterprise compiles itself or entrusts a professional management consulting organization, the enterprise should set up a temporary working group to ensure the quality of work.

Fourth, strengthen study and training.

Some enterprises have put forward the concept of "building a learning organization", but they often only stay in words and lack concrete actions. It is suggested that enterprises in the industry make use of this time to make training plans for personnel at all levels and implement them effectively. Training can not only enhance the cohesion of enterprises, improve the business ability of employees, but also make a good intellectual reserve for future work.

The macro-control policies adopted for the real estate market are timely, necessary and effective. Real estate enterprises should adapt to the changes of market policies, turn their hearts into actions and impulses into actions, and take concrete measures to lay a solid foundation for their sustained and healthy development.