The future business model of property management, which are the main three?

Property service integrator, also known as the property service turnkey model, is currently the mainstream business model of property services in developed countries and regions, but also as a property service provider of property service enterprises in the direction of development. Its characteristics are, property service enterprises through the front-end planning services (design management mode, development of management programs, selection of subcontractors), mid-range supervision services (supervision of the service process, control service quality) and back-end judging services (summary of customer evaluations, communication customer needs and judging subcontractors), the special services of subcontractors into a set of owners of comprehensive property service products. In essence, property service companies use their professional abilities such as planning, coordination, communication and evaluation to assist owners in purchasing specialized property management services by controlling the front and back ends of the property management value chain.

Property service integrators correspond to the fee model for the honorarium system, applicable to the type of customers are mostly single property owners and more professional owners groups. From the perspective of property management, the advantages of this model are that the cost of services as the basis for pricing, financial income and expenditure is open and transparent, reducing the information asymmetry between the two sides of the transaction, is conducive to the elimination of service buyers and sellers of misunderstandings and contradictions; for the property services enterprises, the model is conducive to ensuring that the honorarium income and reduce business risks. The disadvantage is that the professional ability of the two parties to the transaction requires a high level of professional competence, the owner of the higher cost of supervision of property service enterprises; for property service enterprises, the model lacks the intrinsic motivation of the control of service costs, it is difficult to obtain excessive profits and achieve rapid growth.

The promotion and popularization of the property services integrator mode, from the professional quality, mainly depends on the integration of the enterprise and the ability to tap the value chain of property services, property services enterprises understand property management better than the customer and more than the special service providers to understand the customer's professional advantages, is the core of the integration and control of the value chain ability; from the external conditions, mainly depends on the maturity of the market for special services and taxation From the external conditions, it mainly depends on the maturity of the special service market and the implementation of the tax support policy. Only the full development of the market of professional services such as cleaning, landscaping, repair and order maintenance can ensure that the model of property service integrator has a more cost-effective comparative advantage than the model of property service provider, and only the establishment of the honorarium tax and the promotion of the value-added tax system can ensure that the model of property service integrator has become a win-win choice for the property service enterprises and the property owners.

2. Property Asset Operator

Property Asset Operator, also known as the Property Asset Management model, is a high-level business model derived from the expansion of the property from consumption function to investment function, and the enhancement of the value of the property from the use value to the exchange value. It is characterized by the fact that owners not only entrust the daily repair, maintenance and management of property hardware to property service enterprises, but also entrust the daily investment, operation and management of real estate assets (such as rental management, property investment, marketing planning, sales agency and real estate financing, etc.) to property service enterprises. In essence, property service enterprises utilize customer resources and professional skills to provide owners with both traditional property management and real estate investment and financial management services, so as to obtain the dual benefits of property service fees and asset management commissions. This is the property business management built on the property management platform.

The property asset operator model is a property service company that utilizes its professional skills to create property asset value for its clients. This essential feature determines that three constraints must be met for the successful promotion of this model: first, the property itself should have a high commercial value. Unlike ordinary residential properties that mainly satisfy the value of use, the property asset operator model is mainly oriented to income-earning properties such as office, commercial, leisure and entertainment properties with high profit returns. Unlike the basic service model that mainly entrusts the property*** part of the property to the property operator, the property asset operation usually includes the entrustment of the property proprietary part of the property as well as the whole of the building. Secondly, property service enterprises should have strong professional skills. Compared with property service providers, the property asset operator mode requires property service enterprises not only have the building and its ancillary facilities maintenance, maintenance skills, but also should have market research, investment planning, asset evaluation, financial analysis and other property management and management of the integrated professional capacity. Thirdly, property service enterprises have strong risk management ability. With the property services integrator mode of drought and flood low income, property asset operator mode of higher commercial profits will inevitably be accompanied by higher commercial risk, the enterprise's capital operation ability and risk management ability, not only is the owner of the commercial decision-making must be examined when the credit base, and is the property services enterprises successfully operate the security of property assets.

3. Property protection service provider

Property protection service provider, also known as property logistics service mode or property support service mode, is a hybrid business model born from the trend of reforming the socialization of logistics services in the property management industry. It is characterized by the fact that property service enterprises are not only engaged in real estate management business, but also entrusted with the provision of catering, meeting, reception, transportation, logistics and other aspects of the logistics services, in order to comprehensively meet the diversified needs of customers outside the non-mainstream business. In essence, the property service enterprise replaces the customer's logistics department and provides comprehensive solutions for the customer's logistics needs in a market-oriented manner, so that the customer pays great attention to the development of its core business and the creation of brand value.

The model is a rational choice for a win-win situation for property service enterprises and customers. From the perspective of property service enterprises, market competition makes it necessary for them to tap customers' related needs and provide value-added services while providing real estate services, while related value-added services, when combined with real estate services, can realize the optimal allocation of resources, effective control of costs and barrier-free communication of customer information; from the perspective of customers, the division of labor makes it necessary for them to divest their logistic support services from their core business, which can be integrated by property service enterprises. Divestment, by the property services enterprises to integrate decentralized logistics services and the formation of a unified support and protection system, is conducive to improving the management level and labor efficiency, improve the working environment and service image, enhance the quality of service and customer satisfaction, so as to enhance their core competitiveness.

Compared with other business models, the property protection service provider model puts forward higher requirements for the enterprise's customer relationship management capability. Under the general business model, property service companies only focus on the needs and satisfaction of their contract customers. Under the property protection service provider model, customers have the characteristics of two-level or even multi-level, which can be distinguished as target customers, end customers, internal customers, external customers, fixed customers, mobile customers and other types of property service enterprises not only to make contract customers feel satisfied, but also to make the contract customers' customers feel satisfied, which requires the property service enterprises according to the characteristics of the target object, the development and implementation of targeted customer relationship strategy and customer satisfaction strategy. This requires property service companies to develop and implement targeted customer relationship strategies and customer satisfaction strategies based on the characteristics of the target audience.