"Differentiated" management of property service quality to meet the service needs of different owners

1. What is quality differentiation management

In theory, "differentiation" means recognizing the diversity of the objective world and applying it to management. Simply put, it means not Instead of "one size fits all", specific things should be analyzed and treated concretely, and "one key opens one lock." Simply put, differentiated management of property quality is the process of meeting the service needs of different owners by formulating different quality standards and taking different implementation measures.

"Differentiated" management of property service quality to meet the service needs of different owners.

2. The significance of quality differentiated management

1) It is the overall trend of the development of the property management industry

As the entire property industry changes in building a harmonious society, The role of property management, owners' awareness of consumption and rights protection are constantly increasing, and the living environment of property service companies is deteriorating. More and more property service companies are beginning to seek development and benefits from refined management and differentiated services. Some well-known companies in the industry have begun the path of differentiation, such as the launch and operation of the China Overseas Deep Blue brand, the three-level management system being constructed by Great Wall Property, the "red scarf" of Investment Property, the "golden key" of Vanke Property, OCT Property's "Golden Butler" and so on are sending us a strong signal: the era of refined and differentiated management in the property management industry is coming, and quality differentiated management is the general trend of industry development.

2) It is an inevitable requirement for improving owner satisfaction

In the economic society, whether a product or a service can survive depends on the needs of consumers. The development of services and services depends on the satisfaction of consumers. Therefore, property management is a service provided to owners. Obtaining healthy profits on the basis of owner satisfaction is the way for enterprises to operate, and owners are directly responsible for property services. Perception is the quality of property services. Only with excellent service quality can owners' satisfaction be improved and enterprises can develop healthily.

The service with the highest quality standards is not necessarily the service that satisfies all owners. The service that best meets the actual needs of the owners is the best quality service. Differentiated quality management strives to provide service quality that meets standards for owners with different group characteristics and needs.

3) It is a strategic choice for market-oriented competition

With the continuous deepening of the social and economic marketization process, the development of the property management industry will eventually achieve complete marketization. By then, well-known foreign properties Management service agencies, domestic well-known traditional property companies, and emerging private property companies will compete fiercely for the property management service market. How to make one's own enterprise in an invincible position in market competition will be the main theme and strongest voice of enterprise strategic development research. By realizing differentiated quality management and forging property service quality suitable for multiple types and levels, coupled with brand promotion and packaging, it will surely become the core market competitiveness of the enterprise.

3. Achieve differentiated management on the basis of homogeneity

How can we achieve the goal of achieving differentiated management on the basis of homogeneity? The author believes that the most critical starting point is: segmentation, that is, refined management. Refined management is the internal basis of differentiation, while differentiated management is the external manifestation of refined management. The two complement each other.

1) Positioning and segmentation

Quality management is a systematic work, and positioning is the foundation and core of any systematic project, so quality differentiation must be well implemented Management also needs to find accurate positioning and segment positioning.

A. Property type positioning: Property type is the hardware foundation in property services, which determines the starting point of property service quality. If the hardware conditions are high, the starting point of service quality will be high. The positioning of the property should mainly consider factors such as the developer's positioning of the property and its development life. For example, the newly developed Portofino is positioned as a boutique luxury home, and the corresponding property service quality should be in line with the boutique. Seaview Garden is also in the early stages of development. It is a high-end property, but due to its long service life, etc., it is now more suitable to be positioned as an ordinary high-rise property, and matching property quality services will be provided accordingly.

B. Positioning of owner characteristics. Owner needs are the software foundation in property services, which determine the focus of property management service quality. Owners with different group characteristics have different needs and focus, and the corresponding focus of property services provided should also be different. .

OCT property service owner groups are relatively diversified, and generally include three characteristic groups in the residential category: quality-oriented type, value-oriented type, and comprehensive-oriented type. It is easier to implement differentiated quality management by clearly positioning the characteristics of the owner, and then designing service content and quality standards in a targeted manner based on the corresponding characteristics.

2) Service model segmentation

Service model is the way of service provision and an important factor in determining service quality. After preliminary positioning analysis, differentiated management services are required model to provide services. Since the development of OCT Property, it has also formed some unique property service models, such as "Building Assistant", "Community Butler", etc. The one-stop service is convenient and efficient, and has achieved good practical results. However, to achieve differentiated quality management, service models must also be treated differently and given differentiated connotations. For example, the "Golden Butler" service model is implemented in high-end luxury homes to reflect its proactive, family-friendly, distinguished and exclusive service features; the "Building Assistant" service model is implemented in ordinary high-rise residences to reflect the one-stop convenient, efficient and comfortable service features. ; Implement the "administrator" service model in ordinary multi-story residential communities, focusing on meeting the safety and convenience needs of owners (users).

3) Service standard segmentation

Standards are a core factor of quality, so the most direct manifestation of quality differentiation management is service standard differentiation, so service standard segmentation It is crucial for quality differentiation management. OCT Property's current LS0 dual system has been operating in various property projects for many years, which has greatly promoted the company's standardized and standardized operations. However, due to the huge differences in the actual conditions of each project, there are still many drawbacks to the implementation of the same standard. Corresponding service standards should be formulated under the framework of each service model to be more operational and instructive for the frontline work of each project, and at the same time consistent with the core characteristics of the service model. Specifically, we can consider retaining the original internal management documents based on the LS0 system to ensure the consistency of the company's internal management, and rewriting management regulations and other service standard documents on the content of external services, with the front-line staff of the management service center as the leading force. Prepare and determine the service content and standards based on the characteristics of the property project and the owner's service needs, sort out the work process based on scientific and practical operations, and fully reflect the operational characteristics of each project. With segmented service standards, we can proceed Only through execution and promotion of improvement can differentiated quality management be achieved.

4) Execution segmentation

A. Staffing segmentation The property management industry is a labor-intensive industry. Under the "people-oriented" business philosophy, human resources are particularly important. As a direct provider of property management services, differentiated staffing is the basis for differentiated quality management. In the "Golden Butler" model, the division of labor between housekeepers and maintenance highlights the "housekeeper" function, which should be equipped with high-quality personnel with high academic qualifications, strong communication skills, strong management capabilities, and rich experience; in the "building assistant" service model, the merger Management and maintenance functions, to achieve a truly one-stop, one-stop convenient service, should be equipped with professional personnel with high maintenance skills and strong hands-on ability; in the "administrator" mode, the management functions are relatively weak, and the management and care functions are merged , should be equipped with hard-working personnel with high security skills and hard work. This hierarchical staffing is also conducive to the company's step-by-step cultivation of talents, and at the same time provides a broader room for advancement for nursing staff.

B. Training methods are divided into new employee onboarding. Proper pre-training and on-the-job training will enable employees to integrate into work faster and ensure high-quality services. The company's existing multi-level training mechanism is still very effective, but responsibilities need to be made clearer, and second-level training and even third-level training in each management service center need to be strengthened. Part-time trainers of each management service center strengthen the skills training for front-line staff. The training methods can be diversified, but the content focuses on grasping the service standards and operational points of each center level: the company training center focuses on strengthening the training of each management service center. Supervision and effectiveness assessment, management and technical support for part-time trainers in each center, and at the same time organizing first-level training on homogeneous service awareness, quality awareness, legal awareness and other awareness levels. The two complement each other and will surely become the basis for differentiated quality management. Implementation plays a strong supporting and promoting role.

C. Breakdown of management service fees. As the saying goes, "You will reap melons if you sow melons, and you will reap beans if you sow beans." Output is directly proportional to input. In recent years, the company's operating costs have increased sharply, but the management service fees of each project have remained constant. Being held to the same low standard has led to the phenomenon of "no increase in management fees even if prices rise", which seriously violates the principles of market economy. Income determines expenditures, and quality management without corresponding cost support cannot bear the fruits of high-quality services. It is necessary to strengthen the cost calculation of each project, make financial operations more transparent and open, and propose more reasonable management service fees. Only then can we increase investment accordingly to achieve excellent service quality. Of course, it is difficult to increase management service fees. In the entire property management The industry is well aware that it is difficult to achieve in actual operation, but achieving flexible management service charging will be the direction of our efforts.

5) Management and control model segmentation

A. Internal quality control of each project

As the most direct provider of property service products, each project management service center, IS09001 The essence of the quality management system "PDCA" is continuous improvement, and innovation and reform come from the management service site. Therefore, all management service centers should implement internal improvement awareness among all employees, establish a long-term internal improvement mechanism, focus on improving internal quality inspection, and pass Mutual inspections between positions and between series comprehensively improve the level of on-site management. The forms of internal quality control for different property types are also different. Smaller centers can set up quality management specialists, and high-end property projects can set up quality management teams, with members including key employees of various series, to conduct comprehensive and long-term supervision of daily management services. promote.

B. Quality control of suppliers in each project

Due to the professional division of labor in property management services, more and more professional suppliers are introduced to provide services, and the quality of supplier services is Management and control directly affects the quality of the entire property service and the company's brand image. On the premise of ensuring supplier service quality, service etiquette, etc., adjust supplier service models and standards based on the characteristics of different types of owner groups. For example, in response to the strong privacy needs of high-end property owners, the supplier implements "hidden services", that is, by adjusting service hours and other methods to avoid the owner's sight and ensure that the owner is provided with a highly private living space; while for multi-story communities In view of the owner's service demand psychology, the supplier's "explicit service" should be adopted so that the owner can truly see the property services and make them feel that "paying the property service fee has bought the service."

C. Quality control at the company level

The quality control of each property project at the company level is mainly reflected in the quality inspection work. The company's management system and work are ensured through inspections of internal data management. The implementation of the process ensures that high-quality services are provided to owners through on-site management experience. After the establishment of differentiated management service standards, the basis for quality inspection at the company level will become richer and more precise. It can be considered to divide the quality inspection area by property level, and clearly distinguish the key inspection contents from the inspection standards. Three inspection groups each month Check the operation of high-end property projects, high-rise communities, and multi-story communities to improve the existing shortcomings of mixed operations of different types of properties with the same content and the same standards, and effectively control the quality of front-line property services from the company level.

D. Strengthening of third-party quality control

With the rapid development of social economy and the vigorous development of harmonious culture, the public's attention to property management services continues to increase, and property services Enterprises are also facing more and more supervision and control pressures from people other than serving property owners. More and more property service companies have adjusted from passive acceptance of third-party pressure to proactive action, actively seeking third-party control forces to supervise the quality of property services. . At this stage, the third-party management and control force of OCT Property mainly includes professional institutions such as LS0 system audit units and customer satisfaction survey units, but they are mainly concentrated at the company level, with more than enough breadth but insufficient depth, and they do not reflect the characteristics of differentiation. We can focus on broadening external supervision channels for high-end property projects. For example, a professional survey company can conduct a survey on the owner's awareness and recognition of the Pure Waterfront "Golden Butler" service model, and a professional consulting company can conduct a survey on the organizational structure of the "Golden Butler" model. , sort out and reconstruct the work process: At the same time, we use the opportunity of high-end projects such as Pure Waterfront to receive a large number of visitors and exchanges from inside and outside the industry, make full use of resources, and establish a way to listen to their opinions and suggestions on on-site management and the "Golden Butler" model. .

6) Promotional segmentation

Differentiated quality management is also inseparable from promotional packaging. Brand packaging can be promoted through various types of management service models and standards after segmentation, that is, Packaging into a variety of service product brands can use various publicity methods to further strengthen the company's reputation and market competitiveness in the external market, which is conducive to necessary market expansion in the future: to inward owners, guide the owners

The correct consumption concept of "equal quality and equal price" avoids the unreasonable demands of some owners who pay low-level management fees but demand high-level service standards. At the same time, before taking over a new project, we will strengthen the promotion of property service products and strive to achieve "menu-style", allowing owners to independently choose appropriate service products.

7) Key factors in quality differentiation management

A. Support at the company organizational level

The decision-making body of quality differentiation management is the company management , the main body of guidance is the functional department, and the main body of execution is the project management service center. The company management needs to pay full attention to it and provide direct and strong support to each management service center at the organizational level. The Quality Management Department takes the lead in writing differentiated service standards, formulating personalized service models, and strengthening the management and control capabilities of service quality. The Human Resources Department strengthens job analysis and personnel capability analysis, and allocates corresponding manpower to each center based on "position-based personnel" resources, and at the same time do a good job in performance appraisal of managers of each center, reward the good and punish the poor, the training center diversifies training methods, emphasizes awareness and ability cultivation, and provides guarantee for the training work of each center: the Financial Audit Department strengthens the financial calculation and budget of each center , support and control of execution capabilities to ensure the cost and investment of differentiated operation management: the Engineering Environment Department has increased support for the maintenance capabilities and engineering technical means of each center to ensure the contribution of engineering environment factors to high-quality services: The brand promotion team strengthens brand integration and hierarchical construction work, strengthens targeted publicity efforts, improves the company's reputation, and reasonably guides owners' consumer demands.

B. Execution ability of the project manager

As the saying goes, "One soldier is a raging soldier, and a general is raging in a nest." This shows that a project manager's ability to implement quality differentiated management is very important. dominant position. First of all, project managers should strengthen quality awareness, fully understand the management connotation of quality differentiation, and have a clear positioning and profound management understanding of self-managed projects. Secondly, we should strengthen the overall improvement of comprehensive capabilities such as management capabilities, professional and technical capabilities, and execution capabilities, strengthen communication externally to properly handle the relationship with owners, strengthen management internally to properly handle the relationship with employees, and organize, coordinate and control the corresponding quality standards. Service products are implemented in place. Finally, management capabilities suitable for differentiated management service models should be strengthened in a targeted manner based on the key and difficult points of each project management. For example, in high-end and large-scale property projects, emphasis should be placed on improving institutionalized and standardized construction capabilities. , so that work experience can be well solidified and passed on, and "management of people through systems" can be achieved: In mid-range and small-scale property projects, managers have relatively less difficulty in management, and can focus on improving the professional and technical capabilities of the property management. Front-line employees provide better support and guidance to achieve "people management" and so on.