Y地产代理公司成本控制研究
发布时间：2018-11-19 13:04
【摘要】：房地产代理行业的发展起始于20世纪90年代初期，是房地产开发行业快速发展、分工细化后而衍生出来一个新兴行业。作为房地产开发的下游行业，房地产代理公司在其起步阶段充当的仅是一个楼盘代理销售的角色。历经二十多年的风雨前行，房地产代理行业为了迎合开发商及市场日益增加的需求，其业务范围逐步扩大到行业研判、市场调研、产品分析及定位、策划推广、精准营销、商业运营等，使行业转型为更具市场化的房地产综合服务商。房地产代理行业的发展为房地产市场带来了巨大的推动力和积极的贡献。随着全球经济过热导致房地产行业高速发展，房地产市场在不断规范和完善的进程中，国家对房地产行业的宏观调控力度也逐步深化。近几年相继出台的国八条、国五条等政策，使房地产行业整体发展的脚步呈现放缓的趋势。而房地产代理行业作为产业链的下游企业也受到了相应的影响和制约。摆在房地产代理企业高层管理者面前的，不仅仅是战略的思考，还有如何在行业内脱颖而出，形成独特的优势和竞争力，占领市场份额。房地产代理行业本身起步点较低，在人员素质、操盘水平、专业技能等方面都存在差距，加之行业内部的激烈竞争、开发商通过压低佣金点位转嫁风险、延迟（拖欠）代理费结算、多家联合代理等诸多问题为本来就举步维艰的代理行业雪上加霜。 Y房地产代理公司成立于房地产市场快速发展的时期，，导致了其业务迅速扩张，而管理模式滞后的必然结果。如今的房地产市场已不再是暴利的时代，Y房地产代理公司面对来自市场的压力，行业内部竞争的压力、成本的压力以及利润的压力，不得不迫使Y房地产代理公司重新审视。通过对Y房地产代理公司组织架构、管理模式、工作流程等方面的深入剖析，以及对Y公司近三年的财务数据分析，显示出Y房地产公司在成本意识、管理方式、管理手段、操作流程等方面都存在问题，是导致主营业务逐年提高而利润却呈现逐年下降的根本原因，与此同时上述问题也给Y公司的企业核心竞争力带来了巨大的影响。面对如此艰难的市场环境，Y公司更应审时度势、提高成本意识，从成本的角度看待企业的发展，改善现有管理模式，通过科学的内部控制及全面预算管理方法，提升企业资源利用最大化，最终达到利润最大化。 房地产代理行业的成本控制是一种多方互赢的管理模式。Y房地产代理公司通过成本控制提升企业核心竞争力的同时，必然会得到开发商的认同及青睐；Y房地产代理公司在成本控制模式上的发展，也必然会推动房地产代理行业迈向更加规范化、专业化、市场化的道路。只有不断提升房地产代理企业的综合能力，方可推动行业整体的发展和进步。
[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.
【学位授予单位】：云南财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.42
本文编号：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.
【学位授予单位】：云南财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.42
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