Deepening enterprise reform to stimulate the development of the property management industry

The Third Plenary Session of the Sixteenth Central Committee of the Party clearly put forward to further consolidate and develop the public economy, encourage, support and guide the development of non-public economy, put forward to improve the management of state-owned assets, deepen the reform of state-owned enterprises, the realization of the state-owned economic layout and adjustment. It can be expected that in the coming period, most industries are faced with the dual task of promoting reform and realizing development in the restructuring of the state-owned economy, and the property management industry is no exception.

Despite the rapid development of the property management industry in recent years, the pace of enterprise restructuring is relatively slow. State-owned and state-controlled enterprises still account for a large proportion of the industry. From the composition of the enterprise, a considerable number of property management enterprises from the state-owned real estate development enterprises, there are many enterprises from the original unit of the logistics department or the housing management system. Some of these enterprises or in the development of the higher units subject to, or backed by the original unit does not want to make progress; from the business situation, many enterprises have mechanism is not alive, innovation is not strong, heavy debt burden, too many surplus personnel and other issues. These enterprises, although currently relying on the development of enterprises and the original property rights unit, survival is not a problem, but in the increasingly fierce competition in the property management market, they are gradually losing their advantages, and the difficulties faced by the gradual emergence. Therefore, the task of enterprise reorganization, restructuring and reform is urgently in front of us.

Enterprise restructuring is also a revolution. Actively and steadily promote the restructuring of state-owned enterprises, first of all, we must properly handle the relationship between reform, development and stability, at the same time, should grasp the following links: - property rights configuration. The reconfiguration of property rights is the core of the restructuring of state-owned enterprises, is the key to fundamentally stimulate the vitality of enterprise development. Property management belongs to the service industry, the capital requirements of enterprises is not high, therefore, the state-owned property management enterprises restructuring of property rights configuration, should encourage the state to retreat into the private sector, advocating the development of private enterprises. This is in line with the central proposed state-owned capital should be invested in more important industries and key areas of national security and the lifeline of the national economy requirements, but also in line with the actual situation of the property management industry itself.

In addition, with other industries restructuring is different, property management enterprises in the restructuring of the special problems, is determined to promote the separation of construction and management. Through the restructuring, the property management enterprise assets from the unit or real estate development enterprises to divest, really become an independent responsibility of the market entity.

In the enterprise equity allocation, should strongly encourage operators to hold shares. Practice has proved that this is conducive to the long-term development of enterprises, the most stimulate the vitality of enterprises. Retain some of the shares of state-owned capital, is not conducive to the realization of the strategic adjustment of the state-owned economy; employees universal shareholding is not conducive to the formation of a standardized corporate governance structure, are not the direction of the restructuring of the property management enterprises.

--Business mechanism. Affected by the long-term traditional system, some state-owned property management enterprises, especially from the original unit of logistics restructuring of property management enterprises, there is still a "pot rice", "iron rice bowl", do a good job or bad job, do more or less of the same, is not conducive to the positive action of the workers! Play. Moreover, because there are higher units or higher companies to give projects and subsidies, there is no worry about food, resulting in the concept of dependence "on the back of a big tree", the lack of pressure and motivation to survive and develop, and the lack of market competition. This impedes the development of rigid concepts and institutional mechanisms seriously do not adapt to the changes and requirements of the property management market. From the development point of view, the property management enterprises can be accepted by the market, not to see your parent unit or real estate development enterprises recognized, the key is still to see you serve the majority of owners recognized. This requires the restructuring of the property management enterprises to transform the mechanism to improve the competitiveness of enterprises up and down. Management to be strict, to set the post and responsibility, strict management; business direction to be clear, according to their own actual situation clear market positioning and development direction; distribution mechanism to be accurate, mainly based on the size of the amount of capital and the amount of value created for the distribution and incentives to fully mobilize the enthusiasm of the staff; employing mechanism to be alive, the competent on the mediocrity of the next, to create a positive and positive atmosphere for the staff. Only in this way, the enterprise can stand in the increasingly competitive property management market, in order to obtain the survival and development.

--Personnel placement. State-owned property management enterprises are generally faced with the problem of surplus staff or retirees resettlement, enterprise redundancy, people floating in the work, each other's elbow. This problem is not solved, the restructuring of the enterprise is also difficult to lighten the load. Therefore, the restructuring of enterprises to reflect the actual situation to the higher units, in full consultation on the basis of the study of this part of the staff of the divestment and proper placement of the program, as far as possible, so that they enter the social security system, in order to completely complete the conversion of the new and old system of enterprises.

State-owned property management enterprises in the restructuring, faded "state-owned" color, will face the problem of equal competition with other private property management enterprises. In recent years, private property management enterprises with flexible business mechanism and new management concepts, showing unprecedented momentum of development, in the property management market share is gradually expanding. In the past, the restructured property management enterprises, which relied more on non-market forces to obtain the management right, must quickly change their concepts, complete the conversion of the enterprise's operation mechanism and management system, and improve their ability to compete. Otherwise, not only in the expansion of new areas of property management can not take advantage of, is the quality of management projects obtained in the past may also be lost. "The survival of the fittest" is the iron law of the market economy, the restructuring of the property management enterprises to have a full understanding of the cruelty of market competition.

There are many state-owned property management enterprises in the industry that have embarked on the path of benign development after restructuring, bringing us a lot of experience worth summarizing and learning from, Beijing's Yanqiao, Shenzhen's Huajiahong, as well as from Shanghai's new Whampoa Group divested and restructured out of the Hopewell Enterprises and so on, all through the restructuring of the success of the realization of the transformation. I believe that with the gradual standardization and improvement of the property management market environment, with the continuous growth of excellent management personnel in the industry, with the restructuring of the property management business competitiveness continues to strengthen, with the new private property management enterprises flourish, the property management industry will have a more brilliant tomorrow.