1, net profit rate, mainly reflecting investment and development capacity. We often say that the profit is mainly at the front end of land acquisition, and the net profit rate can be predicted to a great extent when land acquisition is carried out, as well as cost control. The representative of high profit is ZH, whose cost control is the industry benchmark.
2. The degree of financial leverage reflecting the financing ability, represented by Evergrande and YGC.
3. The turnover rate of total assets reflects the operational capacity, and BGY, the industry representative, is a typical high turnover enterprise.
Sometimes when chatting, people ask me, what do you do? I say I do business, and then people ask what business is.
The operation of each real estate enterprise is different. Operation is not business management, but more management function, and management is not fixed, so the work presented is different. ?
Definition: Operation is a process of decision-making, planning, organization, implementation and control from the input of certain resources to the output of products or services. The purpose is to maximize the efficiency of resources through operation and improve the work efficiency of personnel through management. ?
Logic: Look at this picture, input to output, and operation reflects the turnover in the middle. Through the decision-making, planning, organization, implementation and control of the input resources, the income will be maximized finally. Reflected in the financial data, there are three tables, balance sheet, cash flow statement and income statement.
? Positioning: When it comes to people's impressions of the operation, the first thing that comes to mind may be cousins, cousins, meetings and handyman. The industry believes that combat is similar to the chief of staff in the army, is the information center of internal and external military intelligence systems, is the general hub for issuing military orders, is the defense line for leadership decision-making, and is the think tank of leaders.
Specific to different levels of the organization, the positioning of business work is different. The Group pays more attention to strategic management and control, the region pays more attention to performance improvement and big data analysis, and the business department pays more attention to specific work and receipt collection. Operation should be the promoter of scale, the coordinator of organization and the monitor of profit.
I talked about the definition, logic and positioning of operation management. Now let's see what operation does. I share it from three aspects: development stage, organizational level and tools.
The concept of (1) operation came into being around 20 10. It was not without operation before, but the scale of housing enterprises was small, and they were all developed locally, and the management scope was not as large as it is now. As long as the division of labor is orderly and the organization is coordinated, the basic boss is in charge. This stage is called the functional operation stage.
(2) In the second stage, with the scale expansion of real estate enterprises, especially cross-regional development, the functions are constantly improved, the professional division of labor is refined, and the horizontal communication and coordination is more difficult. It is urgent to solve the problem of synergy, so there are hierarchical node management, meeting management, stage achievement management and so on. We call this stage the planned operation stage.
(3) Further development, the large-scale operation stage that we often talk about now has changed from focusing on the functional operation and planned operation management of the project to emphasizing the overall operation situation, focusing on profit risk, business plan, value management, cash flow management and so on.
At the group level, the focus is on strategic operation, formulating strategy and development goals, while at the intermediate company level, the focus is on business goals, specifically project operation, the focus is on the whole process of project development, and the focus is on achieving project goals.
(1) strategic operation management, we hope that enterprises can achieve more, faster, better, less and more stable, but scale development and profit optimization cannot be achieved at the same time. We need to make a choice. The strategic choice is to choose cash flow type or profit type. At present, mainstream housing enterprises generally choose cash flow and scale, and appropriately reduce profit margins.
(2) The operation and management of the company is to allocate resources well, ensure resources continuously, adjust the pace of development and supply through supply and marketing management, and finally ensure the realization of the company's profits.
(3) Specific to the operation and management of a single project, it is to use three words: overall situation, transaction, heavy number and heavy matter, look at the problem from the management point of view, strengthen the process crossing, and finally achieve the project management objectives.
1 platform, 4 systems (conference system, large operation management system, risk control management system, incentive evaluation system) and n sets of tools.
Next, briefly introduce the characteristic operation of our company, which develops dynamically with the development of the company. The operation of the company is closely related to the company's strategy and organizational structure, so first introduce our company's strategy, organization, authorization and investment strategy, and then talk about the company's characteristic operation.
(1) strategy: This is the group strategy we released at the beginning of 201X. A brief summary is that 202x has become an influential and value-creating happy life operator.
(2) Organization: With the expansion of the company's scale, in order to better implement the company's strategy, since 20 1x, the company's organizational structure has been upgraded, with comprehensive regionalization, refined headquarters, strong regions and fast projects; Create a flat, streamlined and efficient organization, and the per capita efficiency has been greatly improved.
(3) Authorization: In the change of management and organizational structure, the Group began to reorganize the power and responsibility process system at the end of 20 1x, decentralize and empower, and streamline the optimization process. By the end of this year, the company's new authorization system was basically completed and the efficiency was greatly improved.
(4) Investment strategy: 1+ 1+X, Zhejiang Province, Pan-Yangtze River Delta, opportunity layout city; Deep cultivation strategy.
Based on our strategic development goals, organizational structure, authorization system and investment strategy, our company has formed a unique business strategy.
(1) Operation strategy: high turnover rate. In third-and fourth-tier cities, we hope to achieve 25 1 1, 36 12. By improving the efficiency of capital turnover through high turnover, even if the profit is less, ROE can guarantee it. There are two main points in high turnover: ① Five prepositions (design preposition, contract preposition, marketing preposition, financial preposition and team preposition). Before land acquisition, we will hold a project meeting and a voting meeting to evaluate each dimension as the basis for investment. (2) Panoramic planning, grasping the first level, controlling the first level, watching the first level, decomposing step by step, and monitoring at different levels to ensure that the plan is controllable.
(2) Operation strategy: High incentives: Our company implements more rewards and less penalties, creates more winners and talents, and has set up many incentives, including year-end awards for organizational performance, special incentives at important stages of project development, line incentives, and follow-up investment mechanisms. This is a case in our district, xx project, which opened quickly after land acquisition, with a demolition rate of over 80% and won a special award of X million.
The characteristics of the company's operation were introduced earlier, and now the main work of our regional operation is introduced.
First of all, let's take a look at the overall positioning and control ideas of regional operations.
This field mainly focuses on target commitment, tactical formulation and professional support, with emphasis on target management, process control, performance drive, establishment of rules and regulations, service support of the Division and responsibilities of the Division. The division pays attention to tactical landing, rapid response and efficient implementation.
According to the working structure of the group, the regional operation is also divided into three modules:
(1) plan management, with panoramic plan as the key link, high turnover and stable delivery as the core, and with various professional resources, promotes the whole-cycle development and operation of the project.
(2) Operation management, oriented by financial operation, with cash flow and profit as the core, based on value management, sharing big data and serving the company's business decisions.
(3) Performance management, which undertakes the group objectives, takes organizational performance as the driving force and special incentives as the starting point to achieve business objectives.
(1) Plan management mainly includes panoramic plan, risk early warning and project inspection.
(1) The company's latest panorama plan will increase the number of milestone nodes to X and the number of first-level nodes to X, so as to grasp the opening, promote cash flow and control delivery. The red font is changing.
(2) The risk control management of key nodes of the company includes six major nodes: kick-off meeting, opening of Sambo, initial opening, supply of each batch, filing of completion acceptance, and joint acceptance of delivery. Planned early warning: the group will give an early warning to the overdue risk key node for x days and postpone the early warning for x days, and reply within x working days after the region receives it, and notify the progress by email every week until the key node is closed.
(3) Project patrol inspection: the project patrol inspection before the opening, 63 1 patrol inspection before the handover, and the handover can only be started after the patrol inspection report is issued and the score meets the requirements.
? In addition to the management system and requirements of the above-mentioned group, our region also has its own control actions. In terms of planning, in addition to panoramic planning, there are special plans in our district, focusing on the special plans at both ends and before the opening, including the special plans for the opening of the first sale, the opening of the three treasures, and the special plans for the physical model houses; Special delivery plan and remaining bill of quantities. Once the plan is signed and strictly implemented, the regional project operation will track the completion of the plan node every day, and early warning and punishment will be given if it is overdue; Weekly regional meeting reports the completion of the node. Joint acceptance of Sambo's opening and building delivery can only be started and delivered after regional joint acceptance and group acceptance.
(2) Management
With financial management as the guidance, cash flow and profit as the core, plan management as the main line and value management as the foundation, the management and control can realize the efficient overall management of the whole project, the whole cycle and the whole specialty, ensure the dynamic integration and adaptive operation of the eight stages of real estate project "storage-construction-financing-supply-sales-storage-payment-settlement", and finally achieve the company's business objectives.
Through some business indicators, such as the ratio of supply and marketing, the ratio of storage and sales, check the dynamics of the project in eight stages, judge the health degree and adjust the strategy in time. For example, the team recently visited our region, and organized a study on the restoration of difficult projects, made economic calculations, and found the best solution.
In order to achieve the above goals, the daily tools are: meeting system, stage evaluation and business analysis.
1. First, introduce the conference system in our region:
(1) Operation management meeting: PMO weekly meeting, monthly, quarterly, semi-annual and annual operation meeting.
(2) Pay attention to the project operation decision meeting of all important nodes in the whole project development cycle.
(3) Special working meetings held from time to time: such as special meetings of various projects, coordination meetings and promotion meetings.
Focus on three major business meetings: project profit is the core, business responsibility needs to be continued, and indicators should be responsible for the decline. Hold an investment decision-making meeting x days before land acquisition to lock in the lowest net profit rate of the project; Hold a business kick-off meeting x days after land acquisition to determine the core business indicators, and do not exceed the indicators of the voting meeting. According to the actual situation of the project, hold business adjustment meetings from time to time, including price adjustment, supply adjustment and cost adjustment, and be responsible for the adjustment.
2. Three-stage evaluation: evaluation after opening, profit review and evaluation after settlement.
3. Three-dimensional operation analysis: update the supply and marketing data every week and accumulate the basic data of the project every day. The project card will be implemented in subsequent group operations. Fill in monthly project operation report, make operation analysis report and support business decision. Make business indicators every year/half a year, arrange supply plans and determine business assessment indicators. At present, we should do a good job in offline data accumulation, and gradually transition to real-time update, automatic capture and management report generation of information systems.
(3) Performance management
(1) The performance appraisal of the Group pays attention to both the scale and quality of operation, and increases the assessment of profits and the sources of bonus packages, including profits, repayment and benefit promotion awards.
KPI indicators of the group to the region, including operating results (contract signing, payment collection and profit). The operation quality is related to the bonus treatment of the regional president and is assessed by the group president.
(2) Performance of regional organizations: monthly assessment, quarterly assessment and annual assessment.
Monthly assessment is mainly based on planned assessment+core KPI.
Quarterly assessment mainly includes monthly assessment average score+quarterly KPI assessment+operational cooperation and president evaluation.
Annual assessment mainly includes quarterly assessment average plus annual assessment KPI and 360-degree evaluation.
Application of assessment results: it affects the salary adjustment and promotion of the heads of business divisions and functional departments and the total annual bonus of departments. (3) Incentive measures: Introduce the incentive measures of the Group. There are many awards, such as investment and promotion awards, financing awards, achievement and contribution awards and special awards. The following is a detailed introduction of the special incentive award for operation:
① Kick-off meeting: X days after land acquisition, the liquidated damages will be delayed by one week by X yuan.
② Work permit: X days, which will be rewarded in advance or on time.
③ Opening of Sambo: X days after land acquisition and X days before opening, the Group passed the acceptance. Reward in advance or on time, postpone punishment.
(4) Initial payment: 6 months' decision-making or start-up (tight principle), covering land payment and deed tax, with X yuan per square meter, plus 1% per day in advance, and delayed punishment.
⑤ Bulk supply: reward in advance or on time, and punish in case of overdue.
⑥ Delivery Award: Only when the joint acceptance score of delivery is X, the delivery rate is ≥X% within 30 days, the completion rate of owner's maintenance and rectification is ≥ X%, and the customer satisfaction is ≥X% can you apply for this award. Joint acceptance punishment for completion and delivery, punishment for delayed delivery, and punishment for failure to achieve delivery effect.
⑦ Node achievement rate ranking award: the top five are encouraged by X%, and those who are less than X% will be punished. ?