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论文编号：	14372
作者编号：	2320213511
上传时间：	2023/12/12 17:56:46
中文题目：	金色阳光物业房产经纪业务竞争战略研究
英文题目：	An Analysis of Competitive Strategy of Real Estate Brokerage Services of Golden Sunlight Property Management Co., Ltd
指导老师：	李亚
中文关键字：	房产经纪；竞争战略；成本领先战略
英文关键字：	Real Estate Brokerage, Competitive Strategy, Cost Leadership Strategy
中文摘要：	自1981年深圳市第一家物业公司成立至今，物业服务行业已经走过42年的历程。2003年，国务院颁布并实施了《物业管理条例》标志着行业法律体系的建立，行业进入了规范运营和发展。物业公司作为小业主的服务单位，承担了小区的清洁卫生、秩序维护、设备设施维护、公共部位及小区环境的养护等工作，但随着小区入住时间的推移，小区维护成本呈现大幅提升态势，这种态势与一成不变收取的物业费形成了鲜明矛盾，多数物业公司要靠节约支出来平衡物业费收入的不足，从而造成很多老旧小区的物业服务人员老龄化、设施维护不到位、绿植大面积死亡等状况，进而形成小区业主拒交服务费的恶性循环。而另一方面，物业服务企业在服务过程中积累了大量的业主资源，具备发展创新业务的基础条件，一些规模的物业服务企业很早就意识到这点，纷纷建设或投资O2O的服务平台，推出多种经营的服务，像彩生活推出的“彩之云”，绿城服务推出的“幸福绿城“等等，既丰富了自身为业主提供的业务类型，也增加物业公司的收入来源，稳定了物业的服务水平。 金色阳光物业成立于2012年，在天津武清区服务着一个拥有3800户业主，规模达40万平米的住宅小区。经过近10年的社区服务，金色阳光物业公司成为当地的标杆企业，服务的小区也保持了良好的口碑，二手房成交价格在同类产品中始终保持前列，但公司盈利却逐年递减，虽然近年采取了一些有偿的增值服务，但收效甚微。由于小区位于武清核心区域，紧邻优质中小学，每年二手房成交量均超过100套，在小区租房的人群也占据了不小的比例，这些房屋的租售对周边的房产经纪公司来说是一笔非常可观的收入。 本文以金色阳光物业公司作为研究对象，探讨类似规模的物业公司经营房产经纪业务的竞争战略。通过对天津金色阳光物业公司的内、外部环境分析，运用竞争战略的相关理论知识以及“PEST分析”、“五力模型”、“成本驱动要素”等分析工具，选择了成本领先战略，并制定了战略实施内容和保障措施。此外，本文通过对房产经纪行业的研究，分析了当前国内房产经纪行业的发展趋势，有助于不同类型的物业服务公司基于自身实际情况进行类似房产经纪业务等多种经营的探讨，从而获得更为良性的发展。
英文摘要：	The property service industry in China has undergone a 42-year transformation since the establishment of the first property management company in Shenzhen in 1981. The implementation of the "Property Management Regulations" by the State Council in 2003 marked the establishment of a legal framework for the industry, leading to its standardization and development. Property management companies, such as Golden Sunlight Property Management Co., Ltd., as service providers for property owners, are responsible for tasks such as cleanliness, order maintenance, equipment and facility upkeep, and the overall maintenance of common areas and the environment within residential communities. However, as time has passed and residents have settled into their communities, the maintenance costs for these properties have significantly increased. This trend has created a noticeable contradiction with the fixed property management fees. To balance the inadequate income from property fees, many property management companies have resorted to cost-saving measures. This has led to issues such as an aging workforce, inadequate facility maintenance, and the deterioration of greenery in many older residential communities. Consequently, a vicious cycle has emerged as residents refuse to pay for subpar services. On the other hand, property service companies have accumulated a substantial customer base and possess the foundational conditions to develop innovative businesses. Recognizing this, several large property service companies have invested in or established online-to-offline (O2O) service platforms. These platforms offer a variety of value-added services, enriching the types of services provided to property owners and increasing the revenue sources for property companies. This strategy has stabilized service levels within the property management industry. Founded in 2012, Golden Sunlight Property Management Co., Ltd. serves a residential community in Wuqing District, Tianjin, comprising 3,800 households with a total area of 400,000 square meters. Over nearly a decade of community service, the company has become a benchmark enterprise in the local area, maintaining a strong reputation among the communities it serves. However, despite its strong reputation and a few paid value-added services introduced in recent years, the company's profits have been declining annually. Given its prime location in the core area of Wuqing, adjacent to high-quality primary and secondary schools, the community experiences over 100 transactions of second-hand houses each year. A significant portion of residents in the community is also involved in renting properties. These property transactions represent substantial potential income for local real estate agencies. This paper focuses on Golden Sunlight Property Management Co., Ltd. as a case study to explore competitive strategies for property management companies of similar scale venturing into real estate brokerage services. Through an analysis of the internal and external environment of Golden Sunlight Property Management Co., Ltd. and the application of relevant competitive strategy theories, including PEST analysis, Porter's Five Forces model, and cost-driven factors, the study selects the cost leadership strategy. It also formulates the strategic implementation details and safeguards.Additionally, it provides insights into the current development trends of China's real estate brokerage industry, aiding various property service companies in exploring similar diversified business ventures based on their specific circumstances for more sustainable growth.
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