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China Property Services Enterprise Report (2016-2021), Business Models and Investment Strategic Planning
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Table of Contents
Content Summary
Chapter 1: Background of development of property services industry
1.1 definition and classification of the industry
1.1.1 definition of the industry
1.1.2 classification of the industry
(1) by categories of the nature of the services
1) property public services
2) real estate management services
(2) by the object of the services
1) residential property services
2) business property services
3) industrial property services
4) special property services
1.2 analysis of development environment of property services industry
1.2.1 analysis of the development process of China's urbanization
1.2.2 analysis of the macroeconomic situation of China
1.2.3 analysis of population and income situation of China
(1) analysis of population scale and trends
(2) analysis of population structure
(3) impact of family type on property services
(4) analysis of population density and geographical distribution
(5) analysis of consumers’ income levels
1.2.4 analysis of the status quo of China's national consumption
1.3 analysis of status quo of development of China's property services industry
1.3.1 status quo of the overall development of China's property services industry
1.3.2 status quo of development of China's elite property services enterprises
1.3.3 status quo of development of China's small and medium-size property services enterprises
1.4 analysis of price index of China's property services industry
Chapter 2: Analysis of operation efficiency of China’s property services industry
2.1 analysis of profitability capability of property services industry
2.1.1 analysis of ROE of the industry
2.1.2 analysis of return on total assets of the industry
2.1.3 analysis of operating income rate of the industry
2.1.4 analysis of surplus cash coverage ratio of the industry
2.1.5 analysis of cost margin of the industry
2.1.6 analysis of return on capital of the industry
2.2 analysis of development of property services industry
2.2.1 analysis of business growth of the industry
2.2.2 analysis of capital preservation rate of the industry
2.2.3 analysis of operating profit growth of the industry
2.2.4 analysis of total asset growth of the industry
2.2.5 analysis of technology investment ratio of the industry
2.3 analysis of asset quality of property services industry
2.3.1 analysis of total asset turnover of the industry
2.3.2 analysis of accounts receivable turnover ratio of the industry
2.3.3 analysis of the ratio of non-performing assets of the industry
2.3.4 analysis of current asset turnover of the industry
2.3.5 analysis of assets cash recoveries of the industry
2.4 analysis of debt risk of property services industry
2.4.1 analysis of asset-liability ratio of the industry
2.4.2 analysis of times of interest earnings of the industry
2.4.3 analysis of quick ratio of the industry
2.4.4 analysis of interest-bearing debt ratio of the industry
2.5 large-scale trends of property services industry
2.5.1 trends of market development of the industry
2.5.2 trends of regional development of the industry
2.5.3 trends of project scale of the industry
Chapter 3: Status quo of competition and market strategy of China’s property services industry
3.1 analysis of competition pattern of China’s property services industry
3.2 analysis of competition structure of China’s property services industry
3.2.1 analysis of threat of potential entrants of property services industry
(1) small investment risk of property services industry
(2) differentiation of supply of human resources
(3) scale of property services market is expanding
(4) management of property services market is imperfect
3.2.2 competition among existing enterprises of property services industry
(1) competition in the existing market
(2) competition of sustainable development capacity
(3) competition of core competitiveness
(4) competition of the system of the industry
3.2.3 analysis of replacement capacity of alternatives of property services industry
3.2.4 the bargaining power of consumers of property services industry
3.2.5 the bargaining power of suppliers of property services industry
3.2.6 ecological structure of competition of property services industry
3.3 analysis of competition trends of China’s property services industry
3.3.1 marketization of competition of property services enterprises
3.3.2 group of operation of property services enterprises
3.3.3 subcontracting of professional services of property services enterprises
3.3.4 intense competition of property services enterprises
3.3.5 innovation of contents of property services
3.3.6 globalization of competition of property services enterprises
3.4 analysis of supply and demand balance of China’s property services market
3.4.1 analysis of status quo of demand of property services market
3.4.2 analysis of status quo of supply Situation of property services market
3.5 analysis of competition strategy of property services enterprises
3.5.1 analysis of services strategy of customer satisfaction of property services
(1) role of services strategy of customer satisfaction
(2) evaluation system of customer satisfaction index
(3) analysis of services strategy of customer satisfaction
1) business philosophy with customer satisfaction as the center
2) quality management with customer satisfaction as the purpose
3) services management with customer satisfaction as the criteria
4) information management of customer satisfaction-oriented
3.5.2 analysis of marketing strategy of experience of property services enterprises
(1) role of strategy of experience of property services
(2) analysis of marketing strategy of experience of property services
1) analysis of marketing of sensory experience of property services
2) analysis of marketing of emotional experience of property services
3) analysis of marketing of thinking-type experience of property services
4) analysis of marketing of mobile experience of property services
5) analysis of marketing of relational experience of property services
3.6 cultivation of core competitiveness of property services enterprises
3.6.1 nature of the enterprise's core competitiveness
3.6.2 characteristics of core competitiveness of property services enterprises
(1) special nature of property services products
(2) ductility of property services products
(3) dynamic property services management
(4) value of property services customer
(5) uniqueness of property services management
3.6.3 reasons for the lack of core competitiveness of property services enterprises
3.6.4 analysis of composition of core competitiveness of property services enterprises
(1) analysis of services capability of property services enterprises
(2) analysis of planning capacity of property services enterprises
(3) analysis of managerial and technical capacity of property services enterprises
(4) analysis of integration capacity of property services enterprises
3.6.5 determinants of core competitiveness of property services enterprises
(1) analysis of corporate scale
(2) analysis of corporate intangible resources
(3) relationship with related industries
(4) impact of regional resources economic policy
3.6.6 system of core competitiveness of property services enterprises
3.6.7 suggestions to enhance the core competitiveness of property services enterprises
(1) build and strengthen the construction of planning departments
(2) strengthen the construction of corporate knowledge management
(3) focus on operation and construction of human capital
(4) focus on fostering corporate culture
(5) implementation of business strategy of environmental protection
Chapter 4: Investment opportunities in regional markets of China’s property services industry
4.1 analysis of investment opportunities of property services market in Beijing
4.1.1 analysis of economy and real estate industry in Beijing
4.1.2 status quo of construction of policy and law of property services in Beijing
4.1.3 analysis of scale of property services industry in Beijing
4.1.4 analysis of qualification structure of property services enterprises in Beijing
4.1.5 status quo and trends of property services demand in Beijing
(1) analysis of status quo of property services demand in Beijing
(2) analysis of property management price index in Beijing
(3) forecast of new property services demands in Beijing
4.1.6 status quo of market competition of property services in Beijing
4.1.7 analysis of investment opportunities of property services market in Beijing
4.2 analysis of investment opportunities of property services market in Shenzhen
4.2.1 analysis of economy and real estate industry in Shenzhen
4.2.2 status quo of construction of policy and law of property services in Shenzhen
4.2.3 analysis of scale of property services industry in Shenzhen
4.2.4 analysis of qualification structure of property services enterprises in Shenzhen
4.2.5 analysis of talent structure of property services industry in Shenzhen
4.2.6 analysis of scale of project under management of property services enterprises in Shenzhen
4.2.7 analysis of operation of property services items in Shenzhen
4.2.8 status quo and trends of property services demand in Shenzhen
(1) analysis of status quo of property services demand in Shenzhen
(2) analysis of property management price index in Shenzhen
(3) forecast of new property services demands in Shenzhen
4.2.9 status quo of market competition of property services in Shenzhen
4.2.10 analysis of investment opportunities of property services market in Shenzhen
4.3 analysis of investment opportunities of property services market in Shanghai
4.3.1 analysis of economy and real estate industry in Shanghai
4.3.2 status quo of construction of policy and law of property services in Shanghai
4.3.3 analysis of scale of property services industry in Shanghai
4.3.4 analysis of qualification structure of property services enterprises in Shanghai
4.3.5 status quo and trends of property services demand in Shanghai
(1) analysis of status quo of property services demand in Shanghai
(2) analysis of property management price index in Shanghai
(3) forecast of new property services demands in Shanghai
4.3.6 status quo of market competition of property services in Shanghai
4.3.7 analysis of investment opportunities of property services market in Shanghai
4.4 analysis of investment opportunities of property services market in Guangzhou
4.4.1 analysis of economy and real estate industry in Guangzhou
4.4.2 status quo of construction of policy and law of property services in Guangzhou
4.4.3 analysis of scale of property services industry in Guangzhou
4.4.4 analysis of qualification structure of property services enterprises in Guangzhou
4.4.5 status quo and trends of property services demand in Guangzhou
(1) analysis of status quo of property services demand in Guangzhou
(2) analysis of property management price index in Guangzhou
(3) forecast of new property services demands in Guangzhou
4.4.6 status quo of market competition of property services in Guangzhou
4.4.7 analysis of investment opportunities of property services market in Guangzhou
4.5 analysis of investment opportunities of property services market in Chongqing
4.5.1 analysis of economy and real estate industry in Chongqing
4.5.2 status quo of construction of policy and law of property services in Chongqing
4.5.3 analysis of scale of property services industry in Chongqing
4.5.4 analysis of qualification structure of property services enterprises in Chongqing
4.5.5 status quo and trends of property services demand in Chongqing
(1) analysis of status quo of property services demand in Chongqing
(2) analysis of property management price index in Chongqing
(3) forecast of new property services demands in Chongqing
4.5.6 status quo of market competition of property services in Chongqing
4.5.7 analysis of investment opportunities of property services market in Chongqing
4.6 analysis of investment opportunities of property services market in Chengdu
4.6.1 analysis of economy and real estate industry in Chengdu
4.6.2 status quo of construction of policy and law of property services in Chengdu
4.6.3 analysis of scale of property services industry in Chengdu
4.6.4 analysis of qualification structure of property services enterprises in Chengdu
4.6.5 status quo and trends of property services demand in Chengdu
(1) analysis of status quo of property services demand in Chengdu
(2) analysis of property management price index in Chengdu
(3) forecast of new property services demands in Chengdu
4.6.6 status quo of market competition of property services in Chengdu
4.6.7 analysis of investment opportunities of property services market in Chengdu
4.7 analysis of investment opportunities of property services market in Tianjin
4.7.1 analysis of economy and real estate industry in Tianjin
4.7.2 status quo of construction of policy and law of property services in Tianjin
4.7.3 analysis of scale of property services industry in Tianjin
4.7.4 analysis of qualification structure of property services enterprises in Tianjin
4.7.5 status quo and trends of property services demand in Tianjin
(1) analysis of status quo of property services demand in Tianjin
(2) analysis of property management price index in Tianjin
(3) forecast of new property services demands in Tianjin
4.7.6 status quo of market competition of property services in Tianjin
4.7.7 analysis of investment opportunities of property services market in Tianjin
4.8 analysis of investment opportunities of property services market in Jinan
4.8.1 analysis of economy and real estate industry in Jinan
4.8.2 status quo of construction of policy and law of property services in Jinan
4.8.3 analysis of scale of property services industry in Jinan
4.8.4 analysis of qualification structure of property services enterprises in Jinan
4.8.5 status quo and trends of property services demand in Jinan
(1) analysis of status quo of property services demand in Jinan
(2) analysis of property management price index in Jinan
(3) forecast of new property services demands in Jinan
4.8.6 status quo of market competition of property services in Jinan
4.8.7 analysis of investment opportunities of property services market in Jinan
Chapter 5: Analysis of development strategy and business model of property services enterprises
5.1 analysis of development strategy of five international enterprises
5.1.1 CB Richard Ellis
(1) overview of the company's development
(2) analysis of the company's business structure
(3) analysis of the company's core competitiveness
(4) analysis of the company's operation
(5) analysis of the company's property management concept
(6) analysis of the company's scale of property assets management
(7) analysis of the company's typical projects
(8) developments of the company's investment and acquisition
(9) analysis of advantages and disadvantages of the company's development
5.1.2 Jones Lang LaSalle
(1) overview of the company's development
(2) analysis of the company's business structure
(3) analysis of the company's operation
(4) analysis of the company's property management concept
(5) analysis of the company's scale of property assets management
(6) analysis of the company's typical projects
(7) developments of the company's investment and acquisition
(8) analysis of advantages and disadvantages of the company's development
5.1.3 DTZ
(1) overview of the company's development
(2) analysis of the company's business structure
(3) analysis of the company's operation
Property services enterprise is generated by the practical demands of owners for property services. However, when property services enterprise is transformed into an enterprise of the integration of resources, knowledge-based, the potential market demand provides greater room to grow for enterprise!
In an oversupply and demand-driven economy, the key to success is that the enterprise can firmly lock and capture it in when the demand has not yet been formed. Successful companies will often devote a lifetime of effort and resources to search the current industry demands, potential demands and new demands!Property services enterprise is generated by the practical demands of owners for property services. However, when property services enterprise is transformed into an enterprise of the integration of resources, knowledge-based, the potential market demand provides greater room to grow for enterprise!
Under the circumstances of increasingly competitive homogenization of property services companies and declining of average profit margins of the industry, property services companies need to re-examine existing business models, seriously explore the inherent law of successful business models, make the rational design and innovation of the future business models, and then develop a scientific and pragmatic development strategy based on fully exploitation of the professional value of property services. The current domestic property services group of newly emerging brands has a lot in common likesizing up the situation, grasping the artery of the industry, paying attention to market research of the industry, particularly in-depth research of development environment of enterprise and customer demand trends.
This report is based on long-term market tracking information by Forward Intelligence on property services industry. It analyses comprehensively and accurately the structure system from the overall height of the industry for you. This report mainly analyzes development background of property services industry; operation performance of property services industry; status quo of competition and market strategy of property services industry; investment opportunities in regional markets of property services industry; development strategy and business model of property services industry; development experience of international property services industry; construction and design of business model of property services industry; investment prospect and development trends of property services industry. Meanwhile, based on first-hand market data of the whole industry in the past five years, it can allow you to fully and accurately grasp market trends and development trends of property services industry.
The greatest feature of this report is forward-looking and timeliness. Based on the development path and years of practical experience, it makes careful analysis and prediction of the future development trends of property services industry. It is a rare quality for property services enterprises, research institutionsandinvestment companies to accurately understand the latest developments inproperty services industry, grasp market opportunities, make the right business decisions and clear corporate directions.
This report will help property services enterprises, research institutionsandinvestment companies accurately understand the latest developments of the industry and early detect blank points of industry market, opportunities, growth and profitability points ...... it will help prospectively grasp unmet market needs and trends of the industry and become a good advantage for sustainable development, effectively avoid the investment risks from the industry, more efficiently consolidate or expand appropriate strategic target markets, and firmly grasp the initiative authority in market competition.
During the writing process, the report is supported by China Property Management Association, National Economic Information Center, the National Bureau of Statistics, the National Bureau of Customs, the International Institute of Information, Ministry of Commerce of China, Tsinghua University Library, Market and Economy Research Institute of the State Council’s Development Research Center and other institutions. We express our special thanks!
Pls note: This report includes a lot of market data, especially enterprise ranking data. It is for business reference purposes only. We hope corporate advertising clients do not use for advertisement ranking comparison. Otherwise, all the consequences caused, Forward Intelligence will not bear!
Special Notes: Neglection of some subtle signs of dramatic changes in the external environment and untimely update the strategic decisions with environmental changes can lead to loss of competitive advantages. Truly successful enterprises, consciously or unconsciously, will do scientific analysis of the external environment and thus formulate crucial and scientific business strategies!
Qianzhan sincerely wishes every ambitious enterprise can develop a high-quality business decisions and continue to achieve success!
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