Y地產(chǎn)代理公司成本控制研究
發(fā)布時間：2018-11-19 13:04
【摘要】：房地產(chǎn)代理行業(yè)的發(fā)展起始于20世紀90年代初期，是房地產(chǎn)開發(fā)行業(yè)快速發(fā)展、分工細化后而衍生出來一個新興行業(yè)。作為房地產(chǎn)開發(fā)的下游行業(yè)，房地產(chǎn)代理公司在其起步階段充當?shù)膬H是一個樓盤代理銷售的角色。歷經(jīng)二十多年的風雨前行，房地產(chǎn)代理行業(yè)為了迎合開發(fā)商及市場日益增加的需求，其業(yè)務(wù)范圍逐步擴大到行業(yè)研判、市場調(diào)研、產(chǎn)品分析及定位、策劃推廣、精準營銷、商業(yè)運營等，使行業(yè)轉(zhuǎn)型為更具市場化的房地產(chǎn)綜合服務(wù)商。房地產(chǎn)代理行業(yè)的發(fā)展為房地產(chǎn)市場帶來了巨大的推動力和積極的貢獻。隨著全球經(jīng)濟過熱導致房地產(chǎn)行業(yè)高速發(fā)展，房地產(chǎn)市場在不斷規(guī)范和完善的進程中，國家對房地產(chǎn)行業(yè)的宏觀調(diào)控力度也逐步深化。近幾年相繼出臺的國八條、國五條等政策，使房地產(chǎn)行業(yè)整體發(fā)展的腳步呈現(xiàn)放緩的趨勢。而房地產(chǎn)代理行業(yè)作為產(chǎn)業(yè)鏈的下游企業(yè)也受到了相應的影響和制約。擺在房地產(chǎn)代理企業(yè)高層管理者面前的，不僅僅是戰(zhàn)略的思考，還有如何在行業(yè)內(nèi)脫穎而出，形成獨特的優(yōu)勢和競爭力，占領(lǐng)市場份額。房地產(chǎn)代理行業(yè)本身起步點較低，在人員素質(zhì)、操盤水平、專業(yè)技能等方面都存在差距，加之行業(yè)內(nèi)部的激烈競爭、開發(fā)商通過壓低傭金點位轉(zhuǎn)嫁風險、延遲（拖欠）代理費結(jié)算、多家聯(lián)合代理等諸多問題為本來就舉步維艱的代理行業(yè)雪上加霜。 Y房地產(chǎn)代理公司成立于房地產(chǎn)市場快速發(fā)展的時期，，導致了其業(yè)務(wù)迅速擴張，而管理模式滯后的必然結(jié)果。如今的房地產(chǎn)市場已不再是暴利的時代，Y房地產(chǎn)代理公司面對來自市場的壓力，行業(yè)內(nèi)部競爭的壓力、成本的壓力以及利潤的壓力，不得不迫使Y房地產(chǎn)代理公司重新審視。通過對Y房地產(chǎn)代理公司組織架構(gòu)、管理模式、工作流程等方面的深入剖析，以及對Y公司近三年的財務(wù)數(shù)據(jù)分析，顯示出Y房地產(chǎn)公司在成本意識、管理方式、管理手段、操作流程等方面都存在問題，是導致主營業(yè)務(wù)逐年提高而利潤卻呈現(xiàn)逐年下降的根本原因，與此同時上述問題也給Y公司的企業(yè)核心競爭力帶來了巨大的影響。面對如此艱難的市場環(huán)境，Y公司更應審時度勢、提高成本意識，從成本的角度看待企業(yè)的發(fā)展，改善現(xiàn)有管理模式，通過科學的內(nèi)部控制及全面預算管理方法，提升企業(yè)資源利用最大化，最終達到利潤最大化。 房地產(chǎn)代理行業(yè)的成本控制是一種多方互贏的管理模式。Y房地產(chǎn)代理公司通過成本控制提升企業(yè)核心競爭力的同時，必然會得到開發(fā)商的認同及青睞；Y房地產(chǎn)代理公司在成本控制模式上的發(fā)展，也必然會推動房地產(chǎn)代理行業(yè)邁向更加規(guī)范化、專業(yè)化、市場化的道路。只有不斷提升房地產(chǎn)代理企業(yè)的綜合能力，方可推動行業(yè)整體的發(fā)展和進步。
[Abstract]:The development of real estate agency industry began in the early 1990s. It is a new industry after the rapid development of real estate development industry, the division of labor is refined. As the downstream industry of real estate development, real estate agency acts as a real estate agent in its initial stage. After more than 20 years of wind and rain, in order to meet the increasing needs of developers and the market, the real estate agent industry has gradually expanded its business scope to industry research, market research, product analysis and positioning, planning, promotion, accurate marketing, Commercial operation, so that the industry transformed into a more market-oriented real estate comprehensive service provider. The development of real estate agency industry has brought great impetus and positive contribution to the real estate market. With the overheating of the global economy leading to the rapid development of the real estate industry, the real estate market in the process of continuous standardization and improvement, the national macro-control of the real estate industry is gradually deepening. In recent years, the national eight, five and other policies have been introduced in succession, so that the pace of the overall development of the real estate industry is slowing down. The real estate agency industry as the downstream of the industrial chain is also subject to the corresponding impact and constraints. In front of the top managers of real estate agency enterprises, it is not only strategic thinking, but also how to stand out in the industry, form unique advantages and competitiveness, and occupy market share. The real estate agency industry itself has a low starting point, and there are gaps in personnel quality, trading level, professional skills, etc. In addition to the fierce competition within the industry, developers pass on risks by holding down commission points. Delays in the settlement of agency fees, a number of joint agencies and many other problems for the already struggling agency industry. Y real estate agent company was established in the period of rapid development of real estate market, which led to the rapid expansion of its business and the inevitable result of lagging management mode. Today's real estate market is no longer an era of profiteering, Y real estate agents face the pressure from the market, the pressure of competition within the industry, the pressure of costs and profits, forced Y real estate agents to re-examine. Through the in-depth analysis of the organization structure, management mode, work flow of Y real estate agency company, and the analysis of financial data of Y Company in the past three years, it shows that Y Real Estate Company is aware of cost, management mode, and management means. The problems in operation flow and other aspects are the fundamental reasons that lead to the increase of main business and the decline of profit year by year. At the same time, the above problems also bring great influence to the core competitiveness of Y company. Faced with such a difficult market environment, Y Company should judge the situation, raise the cost consciousness, look at the development of the enterprise from the angle of cost, improve the existing management mode, and adopt scientific internal control and comprehensive budget management method. To maximize the use of enterprise resources, and ultimately to maximize profits. The cost control of real estate agency industry is a multi-win management mode. While Y real estate agent company promotes the core competitiveness of the enterprise through cost control, it will be recognized and favored by the developers. The development of Y real estate agency in cost control mode will inevitably promote the real estate agency industry to move towards a more standardized, professional and market-oriented road. Only by constantly improving the comprehensive ability of real estate agents, can promote the development and progress of the industry as a whole.
【學位授予單位】：云南財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.42
本文編號：2342387
[Abstract]:The development of real estate agency industry began in the early 1990s. It is a new industry after the rapid development of real estate development industry, the division of labor is refined. As the downstream industry of real estate development, real estate agency acts as a real estate agent in its initial stage. After more than 20 years of wind and rain, in order to meet the increasing needs of developers and the market, the real estate agent industry has gradually expanded its business scope to industry research, market research, product analysis and positioning, planning, promotion, accurate marketing, Commercial operation, so that the industry transformed into a more market-oriented real estate comprehensive service provider. The development of real estate agency industry has brought great impetus and positive contribution to the real estate market. With the overheating of the global economy leading to the rapid development of the real estate industry, the real estate market in the process of continuous standardization and improvement, the national macro-control of the real estate industry is gradually deepening. In recent years, the national eight, five and other policies have been introduced in succession, so that the pace of the overall development of the real estate industry is slowing down. The real estate agency industry as the downstream of the industrial chain is also subject to the corresponding impact and constraints. In front of the top managers of real estate agency enterprises, it is not only strategic thinking, but also how to stand out in the industry, form unique advantages and competitiveness, and occupy market share. The real estate agency industry itself has a low starting point, and there are gaps in personnel quality, trading level, professional skills, etc. In addition to the fierce competition within the industry, developers pass on risks by holding down commission points. Delays in the settlement of agency fees, a number of joint agencies and many other problems for the already struggling agency industry. Y real estate agent company was established in the period of rapid development of real estate market, which led to the rapid expansion of its business and the inevitable result of lagging management mode. Today's real estate market is no longer an era of profiteering, Y real estate agents face the pressure from the market, the pressure of competition within the industry, the pressure of costs and profits, forced Y real estate agents to re-examine. Through the in-depth analysis of the organization structure, management mode, work flow of Y real estate agency company, and the analysis of financial data of Y Company in the past three years, it shows that Y Real Estate Company is aware of cost, management mode, and management means. The problems in operation flow and other aspects are the fundamental reasons that lead to the increase of main business and the decline of profit year by year. At the same time, the above problems also bring great influence to the core competitiveness of Y company. Faced with such a difficult market environment, Y Company should judge the situation, raise the cost consciousness, look at the development of the enterprise from the angle of cost, improve the existing management mode, and adopt scientific internal control and comprehensive budget management method. To maximize the use of enterprise resources, and ultimately to maximize profits. The cost control of real estate agency industry is a multi-win management mode. While Y real estate agent company promotes the core competitiveness of the enterprise through cost control, it will be recognized and favored by the developers. The development of Y real estate agency in cost control mode will inevitably promote the real estate agency industry to move towards a more standardized, professional and market-oriented road. Only by constantly improving the comprehensive ability of real estate agents, can promote the development and progress of the industry as a whole.
【學位授予單位】：云南財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.42
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