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1、分析中国房地产中介机构的业务模式摘要：自1998年以来中国已经停止福利分房，房子已经成为一种商品。房地产行业在中国取得了前所未有的发展。随着第一手房地产市场的快速发展和成熟，二手房交易的比例，这将成为中国房地产市场的主角，是这个国家的主要城市快速上升。然而，小规模等问题，低质量的员工，单一业务和短生命周期仍然存在在房地产中介机构正面临着一个严重的信贷危机和生存。此外，一些经营者可以找到中国的房地产中介。本文分析的特征和现状四个业务模型主要采用中国的房地产中介机构，与焦点在21世纪的发展和中国当地的房地产中介。然后基于连锁经营和营销理论，它指出，商业模式结合正则连锁和特许连锁将中国房地产中介机构
2、的最佳选择了可持续发展观。关键词：商业模式，房地产公司，连锁经营1引言自1998年中国停止福利住房分布，房子已经成为一种商品，中国的房地产业经历了前所未有的随着。快速增长和成熟的第一手住房市场，二手的房子trans-actions份额在不断增长的房地产交易在中国主要城市，逐渐将成为中国房地产粗浅的主要参与者。然而，由于中国已经实施了住房福利分配制度在过去很长一段时间，其商业房地产市场没有开发在正确的道路，直到1990年代末，二手市场的发展滞后。目前，中国国内房地产中介机构面临很多问题，如规模小，模棱两可的开发计划，缺乏理论支持和缺乏正确的经营策略等。因此，这是一个中国规范房地产中介机构迫切任务
3、并为他们提供指导的正确的开发方法和操作模型。2分析目前四个业务模型主要采用国内房地产中介机构2.1香港模式“先锋”的房地产中介行业在中国大陆，香港房地产中介机构率先进入中国国内市场。后脱落河三角洲建立了他们的存在，他们开始“去朝鲜”的国家，无论走到哪里，他们都致力于复制香港模式。他们的代表是中原地产、美联物业等。这种香港模式独特的特征：它通常采用常规模型而不是形式的连锁加盟店，并强调通过正则链增加商店的数量。例如，中原地产在深圳和广州都有超过100家门店，我回家在广州拥有超过120家门店。一般来说，这些中介机构需要低教育水平的销售代理，主要采用huge-crowd策略，大量的销售代理。中原地产
4、为例，通常情况下，经纪人的数量平均门店之一多达30多个。因为这些中介机构过于注重交易量，员工接受的较低，频繁的人才流动。2.2台湾模型来自台湾的房地产中介机构也很早就进入中国大陆，但他们关注他们的业务在上海市场，现在他们已经成为上海房地产业的主流，他们的代表是Sinyi物业和太平洋物业等。台湾模式的特点是：平等重视特许经营店的扩张，建立常规的商店，商店扩张速度较低。因为这些中介重要性附加到员工的教育水平，中日个人质量和建设企业文化，他们愿意把钱花在培训，导致人才流动频率较低。他们还要求经纪人为他们的客户提供一对一的全方位服务，鼓励他们显得不动产顾问他们的客户。他们建议不应该在他们的经纪人之间共
5、享信息，这意味着经纪人应该保持自己分泌的信息来源的房屋和客户经纪人应该保持原始的方式他们的客户的信息，例如，写下他们的笔记本电脑中的信息。这些台湾公司也注重外部合作，扩大业务。此外，它们非常独特的多元化发展。除了property业务之外，他们还提供配套服务，如移动房屋和室内设计和装饰，等等。2.3美国模型优先考虑连锁网络和不重视房地产业务，美国基于真实es-tate中介在中国发展迅速，尽管他们很晚进入中国市场。等公司主要为代表的21世纪，remax，coldwell银行等等，在中国和他们ex-pand企业采用特许连锁的方法。以21世纪为例：美国上市公司森达认为21世纪的股票该法案授权“北京Ai
6、feit国际特许经营咨询服务”注册品牌“21世纪”，负责21世纪在中国大陆市场的扩张。2.3.1美国模型的特点这些美国的特点基于中介机构是：他们更参与品牌连锁网络的操作和扩张比房地产业务。例如，作为21世纪的母公司，胜腾不是一个公司专门从事房地产服务；相反，它是一个公司从事特许经营业务。企业和品牌包括链房地产服务，如21世纪，COLD-WELL银行家和时代；汽车租赁连锁店如AVIS和小旅馆连锁酒店如天，超级8汽车旅馆，AMERIHOST客栈，骑士客栈，等等，其收入主要来自特许经营费用。尽管胜腾从事这些行业与彼此无关，它们具有相同的盈利模式-franchise操作。房地产的贡献服务连锁，连锁汽车
7、租赁和小商店连锁店公司总收入的40%，分别为30%和30%，几乎没有区别。森达的商业模式和盈利模式的特许连锁经营网络确定操作加盟店模式，也决定了21世纪，作为许可方在中国，从事特许经营网络，而不是在房地产服务。因此，初始费用的收集和专利费是21世纪的主要收入来源，其二级地区。正因为这个，它需要不断增加门店的数量和吸收更多的下游经销商，大规模和网络已经成为他们的存在的基础。2.3.2 21世纪在中国典型发展的方式进入中国市场在2000年3月，21世纪建立了它的存在作为一个全面的物业服务供应商主要从事房地产业务，住房金融、保险和其他相关衍生业务。到2006年底，它已发展成为中国最大的房地产特许经营
8、操作系统与25个地区部门，1000家商店和交易量300亿元，覆盖35个城市，在中国的授权链，它采用两层的授权模型，即中国总部区域分歧-特许经营商店，但所有的三个是相互独立的，它们之间没有从属关系，中国总部地区部门的顾问，而不是上级权威。公司更重视吸引大规模的区域经销商，但一个商店的初始费用不高，通常约为30000至100000元。在21世纪已经进入的区域市场，开始其官方行动，这是前三大公司在当地市场的90%，这些地区的企业规模和交易量，需要首先在这些地区的30%的绝对市场份额。每个区域特许经营商的21世纪的唯一特许人公司在当地市场，通常是当地有影响力的房地产开发商或上市公司具有良好的企业背景和
9、强大的财务实力。例如，济南三联集团、上海锦江集团、广州钟声河房地产开发集团，山东录音投资集团和天津永泰集团等，是21世纪的地区经销商。现在21世纪是加盟店的数量扩张，培训更多的经纪人，促进和支持的标准化发展特许经营业务，实现国际品牌的定位标准的品牌管理和运营支持，系统的培训和IT平台，强大的资源整合和开发的衍生品业务。其未来的发展目标是：建立60地区部门在中国，吸收4000家门店1和培训30000名经纪人。2.4本机模型因为不同的参与者，中国本土房地产中介分为两组：国有企业和民营企业。以前主要是由易居中国国际房地产机构有限公司在上海和深圳招商房地产顾问有限公司，而后者主要是由Sunco属性在天
10、津有限，5 i5j和金色的钥匙在北京、深圳Sunstars Hopefluent集团控股有限公司在广州和财富的太阳在上海等。2.4.1中国本土实际房地产中介的主要特征2.4.1.1他们提供中介服务，以改善他们的服务链条，一起开发的建筑公司的销售。2.4.1.2他们的商业模式主要是模仿别人的。两家公司在上海通常模仿台湾模式，在深圳和广州通常模仿香港模式，和那些中西部通常模仿美国模式，因为他们开始很晚。2.4.1.3他们有强壮的区域特征。他们通常不够强大的跨地区的扩张。2.4.2典型的例子2.4.2.1北京金色钥匙房地产有限公司成立于1996年，开始与租赁业务。以来黄金钥匙注重建立连锁网络，打开它
11、的连锁店在北京的各种关键运输中心，已形成一个销售网络覆盖整个首都。逐渐增加的连锁店，它喜欢一个伟大的优势房地产二、三级市场的北京和主要市场与销售代理进行交互。2.4.2.2 5i5j成立于2000年4月。它采取了定期的连锁发展模式，这也是中国国内房地产中介机构广泛采用。建立了子公司和230连锁店在北京、南京、杭州、苏州、宁波、天津、上海、温州和太原。作为本土企业，“我爱我家”享有丰富的人力资源和本土优势。而扩大其定期连锁店，它也建立了自己的网站，提供房屋租赁、等专业在线服务事务和购买或交换的房屋和房地产金融的相关信息。通过这种方式，它有效地结合了传统房地产经纪与网络的方式。2000年8月，该公
12、司的英文网站投入运营，为海外市场的扩张提供服务平台。加上原来的电话网络，公司建立了一个如何将模型集成三个网络补充对方。正则链导致扩张规模，互联网帮助它实现信息共享。这也是未来的方向随着国内房地产中介。23开发方法对于中国的房地产中介从上面的分析可以看出，虽然我国房地产中介市场不是完全成熟的，连锁经营已经成为主流商业模式在中国房地产中介机构的扩张，和链操作的两种主要模式：特许经营和正则链，同样通过这些中介机构。正则链而言，由于所有权和操作的统一，它是相对容易经营整个连锁系统，确保服务质量。然而，因为连锁网络发展自己筹集资金，其随着速度是有限的；而且，它需要大量的管理人员。但特许连锁、总公司和加盟
13、店是相互独立的所有权和彼此分开操作，和他们是合作伙伴。因为特许连锁系统实现其扩张主要通过招募独立法人，它可以充分利用经销商的资金和获得更快的扩张比普通链。然而，由于特许经营是企业法人拥有更大的自主权，它更难以管理整个系统和标准化服务的质量，和矛盾双方更容易发生在为对象，在中国相关的法律法规仍不完善。所有这些将会对整个系统产生负面影响。从目前的情况，可以看出不正规连锁和特许连锁房地产中介机构是最好的解决方案在中国市场。在我看来，中国的房地产中介机构的主流商业模式应该定期连锁和特许连锁的结合，充分利用他们的优点。在整个连锁网络，因为正规连锁商店是容易管理，总部可以伪造的存储模型，进行品牌形象推广和
14、吸引更多的经销商，与此同时，这也可以使总部进行分享一块蛋糕从中国国内房地产业的快速发展，成为一个总部的利润增长点。此外，由于操作总部给的经验是必不可少的声音支持加盟店，实现连续业务创新，以及常规的操作。基于Web的会议业务管理链商店可以帮助总部获得经验和减少错误决策。由于国内房地产行业有很强的重新进行了特点和有不同地区间差异很大，当进入一个新的市场，总部应该，一方面，建立定期连锁店作为一个模型，另一方面，充分利用特许经营的优势实现快速扩张和赢得市场的利用丰富的人力资源和本土优势的经销商在当地的地方。因为总部建立定期连锁和特许经营的同时，它将不可避免地决定两者之间的比率。在我看来，在进入市场的初
15、期，当缺乏人力资源和基金号应该遵循20/80帕累托原则与关注特许连锁，也就是说，正则链应该增加门店的总数的20%，而特许经营占总数的80%，拥有丰富的人力资源和基金号时，它可能提高的比例适当正则链通过建立新的正则链或只是买回一些加盟店，把这两个到相同的比例。这种商业模式也是许多连锁系统广泛采用。许多著名的特许经营系统，如麦当劳和肯德基一般采用这种商业模式的特许经营以及正则链。作为世界上最大的特许经营系统，麦克唐纳一直保持常规连锁店和加盟店之间的比率在2:8。房地产中介，商业模式的正确选择是重视他们的可持续健康发展。因为中国实际es-tate中介市场发展只有在短时间内，它仍然面临着严重的信用危机
16、和生存。然而，随着市场逐渐变得标准化，扩大经营，消费者的品牌意识会逐渐增加，这将提供良好的发展那些房地产中介机构品牌优势的机会。业务模型的上下文中，采用结合正则链和特许经营链将中国房地产中介机构的最佳选择在即将到来的时期。当然，为他们的客户提供更好的和满意的服务是房地产的基础中介赢得市场，发展和最终的解决方案。参考文献11号房地产中介21世纪来到苏州,http:/www.sou ,2004年12月21日2刘得奇,特许经营连锁和定期:房地产中介业务模型之间的比较,商业经济学评论,2006年,观点2:99 - 101 “本文摘自豆丁文摘”Analysis on the Business Model
17、s of the Chinas Real Estate IntermediariesAbstract: China has stopped welfare housing distribution since 1998 and house has become a commodity. The real estate industry has made unprecedented development in China. Along with the rapid development and maturity of the first-hand housing market, the pr
18、oportion of the second-hand housing transactions, which will become the protagonist in China real estate market, is rapidly rising in the major cities of the country. However, such problems as small-scale, low-quality employees, single business and short life cycle still exist in real estate interme
19、diaries which are faced with a serious crisis of credit and survival. In addition, few re-searches on Chinas real estate intermediaries can be found. This article makes an analysis on the characteristics and status qu o of the four business models mainly adopted by Chinas real estate intermediaries,
20、 with focus on the development of the Century 21 and Chinas local real estate intermediaries. Then based on the theory of chain-store operations and marketing, it points out that the business model combining regular chain and franchise chain will be the best choice for Chinas real estate intermediar
21、ies in their sustainable development.Keyword:business models, real estate agency ,chain operation1 Introduction Since 1998 when China stopped welfare housing distribution, house has become a commodity and Chinas real estate industry has enjoyed an unprecedented develop-ment. With the rapid growth an
22、d maturity of the first-hand housing market, the second-hand house trans-actions are taking an increasing share in the real estate transactions of the major cities in China and will gradually become the major player in Chinas real estate mar-ket. However, since China had implemented a welfare housin
23、g distribution system for a long time in the past, its commercial housing market didnt develop in the right path until the late 1990s and the development of the second-hand market has been lagging behind. At present, Chinas domestic real estate intermediaries are faced with a lot of problems such as
24、 small scale, ambiguous development plan, lack of theoretical support and lack of correct operational strategies, etc. Therefore, its a pressing task for China to standardize its real estate intermediaries and provide guidance for them in terms of correct development approaches and operational model
25、s.2 Analysis on the four business models mainly adopted by domestic realest ateintermediaries at present2.1 Hong Kong ModelAs the “pioneers” of the real estate intermediary industry in Chinese mainland, Hong Kong real estate intermediaries were the first to enter into Chinese domestic market. After
26、having established their presence in the Peal River Delta, they begin to “go up to the north” of the country, and wherever they go, they are committed to copying the Hong Kong model. Their representatives are Centaline Property and Midland Realty, etc. This Hong Kong model has distinctive characteri
27、stics: it usually adopts regular chain model instead of the form of franchise store and puts emphasis on increasing the number of stores by regular chain. For example, the Centaline Property has more than 100 stores in both Shenzhen and Guangzhou and My Top Home has more than 120 stores in Guangzhou
28、. Generally speaking, these intermediaries require low educational level of their sales agents, and mainly adopt a huge-crowd strategy, with a huge number of sales agents. Take the Centaline Property as an example, usually, the number of brokers in one of its average stores amounts to as much as mor
29、e than 30. Since these intermediaries put too much emphasis on transaction volume, their employees have low acceptance of them and theres a frequent flow of personnel.2.2 Taiwan Model The real estate intermediaries from Taiwan also entered into Chinese Mainland very early, but they focus their busin
30、ess on Shanghai Market. Now they have become the mainstream of Shanghais real estate industry. Their representatives are Sinyi Realty and Pacific Realty, etc.The characteristic of Taiwan model is: putting equal emphasis on the expansion of franchise stores and the establishment of regular stores, wi
31、th a lower speed of store expansion. Since these intermediaries attach im-portance to the educational level of their employees, improvement of their personal quality and construction of corporate culture, theyre willing to spend their money in training, which led to a low frequency of personnel flow
32、. They also ask the brokers to provide one-to-one full range service for their clients and encourage them to be-come real property consultants of their clients. They propose that information shouldnt be shared among their brokers, which means the brokers should keep secrete their own information on
33、the sources of houses and clients and the brokers should keep the information of their clients in a primitive way, for example, to write down the information in their notebooks. These Taiwan-based companies also pay attention to external cooperation to expand their businesses. Moreover, theyre very
34、distinctive in terms of diversified development. Besides property business, they also provide supporting services such as moving houses and interior design and decoration, etc. 2.3 U.S. Model Giving priority to chain networks and attaching less importance to property business, the U.S.-based real es
35、-tate intermediaries have grown rapidly in China although they entered into Chinese market very late. They are mainly represented by such companies as CENTURY 21,REMAX,COLDWELL BANKER etc., and they ex-pand their businesses in China by adopting the method of franchise chain. Just take CENTURY 21 as
36、an example: the American listed company CENDANT holds the shares of CENTURY 21 which authorized the “Beijing Aifeit International Franchise Operation Consultancy Service” to register the brand “CENTURY 21” and be responsible for the expansion of CENTURY 21 in Chinese mainland market. 2.3.1 Character
37、istics of the U.S. model The characteristic of these U.S.-based Intermediaries is: they are more engaged in brand operation and expansion of chain networks than in real estate business. For example, as the parent company of CENTURY 21,CENDANT isnt a company specially engaged in real estate services;
38、 instead, its a company engaged in franchise business. Its businesses and brands involves chains of real estate services such as CENTURY 21, COLD-WELL BANKER and ERA; car rental chains such as AVIS; and small hotel chains such as DAYS INN,SUPER 8 MOTEL,AMERIHOST INN,KNIGHT INN, etc., and its income
39、mainly comes from franchise fees. Although CENDANT is engaged in these industries which are unrelated to each other, they have the same profit model-franchise operation. The contributions of real estate service chains, car rental chains and small hotel chains to the companys total income are 40%, 30
40、% and 30% respectively, with little difference. The business model and profit model of CENDANT in its operation of franchise chain networks determine the operation model of its franchisees, and also determine that CENTURY 21, as a licensor in China, is engaged in franchise networks rather than in re
41、al estate services. Therefore, the collection of initial fees and royalty fees is the major income source of the CENTURY 21 and its second-level regions. And because of this, it needs to constantly increase the number of its stores and absorb more downstream franchisees. Large scale and networks hav
42、e become the basis for their existence.2.3.2 Typical example-the development of CENTURY21 in China Entering into Chinese market in March 2000, CENTURY 21 has established its presence as a comprehensive realty service supplier mainly engaged in real estate business, housing finance, insurance and oth
43、er relevant derivative businesses. By the end of 2006, it has developed into the largest real estate franchise operation system in China with 25 regional divisions, 1000 stores and a transaction volume of 30 billion Yuan, covering 35 cities in China. In terms of the chain of authorization, it adopts
44、 the two-level authorization model,namely, China headquarter-regional divisions-franchise stores, but all of the three are independent of each other and theres no subordinate relation between them. China headquarter is the consultant of the regional divisions rather than their superior authority. Th
45、e company pays more attention to attracting large-scale regional franchisees, but the initial fee for a single store isnt high, its usually about 30,000 to 100,000 Yuan. In the regional markets where CENTURY 21 has entered into and started its official operation, it is among the top three leading co
46、mpanies in the local markets of 90% of these regions in terms of enterprise size and transaction volume, and it takes the first place in 30% of these regions in terms of absolute market share. Each regional franchisee of CENTURY 21 is the sole franchisor of the company in the local market and it is
47、usually the influential local property developer or listed company with good enterprise background and powerful financial strength. For example, Jinan Sanlian Group, Shanghai Jin Jiang Group, Guangzhou Peal River Real Estate Development Group, Shandong Luyin In-vestment Group and Tianjin Yongtai Gro
48、up, etc., are the regional franchisees of the CENTURY 21. Now CENTURY 21 is expanding the number of its franchisees, training more brokers so as to promote and support the standardized development of its franchise businesses and achieve the localization of international brand by standard brand manag
49、ement and operational support, systematic training and IT platform, powerful integration of resources and development of derivative businesses. Its future goal of development is: to establish 60 regional divisions across China, absorb 4,000 stores 1 and train 30,000 brokers.2.4 Native model Because of different participants, the Native real estate intermediaries
