【Course Background】
In recent years, the digitalization of the real estate industry has developed rapidly, and the digital pattern of real estate has begun to appear, and it has gradually begun to develop from informatization to digitalization and intelligence. Real estate application scenarios are also more subdivided, and core application scenarios have begun to focus on operations;
Practice the concept of "management + information landing", and empower front-line business scenarios through infrastructure construction such as master data, planning system, value system, and digital platform; then build a business analysis monitoring platform through business analysis model and financial analysis model. So as to achieve business collaboration, efficient decision-making, a hole in the number, full monitoring of the business process, through digitalization to help enterprise lean operations.
【Course Benefits】
1. Benchmark interpretation: interpretation of best practices in operation and management of outstanding real estate enterprises in the industry such as Vanke, Xuhui, Country Garden, and Zhongliang;
2. System perspective: Systematically expound the two cores (objectives and risk management) and two dimensions (company operation and project operation) of the operation and management of housing enterprises
3. Tailor-made: provide targeted case sharing and suggestions for enterprises at different stages of development and different sizes;
4. Value-oriented: The principle of value orientation focuses on achieving a balance between efficiency, benefit and risk through the construction of an operation management system.
5. Give an example: Rich case analysis of benchmarking housing enterprises, and use cash flow control and profit control tools to deeply interpret the operation and management of enterprises
6. Value creation: Learn the operation and management experience of benchmarking real estate enterprises, master the operation control "2241" password parsing, from strategic decoding to business plan decomposition to project indicator monitoring of digital operation landing.
7. Master skills: master the effective methods and tools of the data-based operation management system, from business to mold measurement, from mold measurement to business plan and comprehensive budget to support top-level business analysis and decision-making.
【Course Outline】
First, the new operation control landed "2241" password
1. The two cores of operation management (objectives and risk management);
1.1 Four major grasps of goal management (T): plan (P), information (I), decision-making (M), evaluation (A);
1.1.1 Plan (P) is based on the plan under the target path and the business plan and the project plan;
1.1.2 Information (I) (1) information coordination and data coordination are the foundation; (2) unified caliber and standards; (3) information floating and information disclosure; (4) information management and application;
1.1.3 Decision-making (M) (1) Role positioning and decision-making; (2) Meetings and decision-making; (3) How to effectively support decision-making; (4) Meeting "2414" principle.
1.1.4 Assessment (A) (1) Assessment under hierarchical grading and sub-structure; (2) Special assessment and incentives; (3) Applicability of Evaluation.
1.2 Risk management (R) four major grasps: inspection (C), interview (A), responsibility (C), review (A);
1.2.1 Inspection (C) (1) Stop point inspection system; (2) Joint inspection system; (3) Spot inspection form and business physical examination.
1.2.2 Interview (A) (1) Risk raising hands principle; (2) Organizational principle of interview meeting; (3) Interview and responsibility.
1.2.3 Responsibility (C) (1) Responsible entity; (2) Equal rights and responsibilities; (3) Responsibility and assessment.
1.2.4 Review (A) (1) Optimization and Improvement; (2) Lessons Learned; (3) Standard Review.
1.3 Standard card slot (S) :(1) Bottom line risk control principle; (2) Project operation card slot standard setting examples;
2. Two dimensions of operation management (company operation and project operation)
2.1 Operation and management - cut the key elements; take resources and funds as the main line, take value management and capital management as the core, run through the whole cycle, the whole business, the whole process, and all the elements, emphasizing the end as the beginning.
2.1.1 The resource management line (investment-research-production-supply-sales-settlement) is a continuous control income with the value of goods as the core;
2.1.2 The fund management line (financing-forming-fee-interest-return-tax) is a continuous cash flow management with funds as the core;
2.1.3 Create profits by controlling resource balance, controlling turnover efficiency, controlling capital security, and controlling profit creation.
2.2 Project management - phased grading; project division stage, matching the company's operating elements landing, different stages of attention and control points are different, while the project development progress dynamically changes, with the change of time, affecting the pace of operation.
2.2.1 Project management and control ideas, segmented control logic, control points, and control tools;
3. The current difficulties in the implementation of operation management: how to design the model based on the adaptation of the business model; and the process of relative standardization and gradual refinement;
4. Theoretical model of real estate digital operation transformation:
(1) Financial strategy and comprehensive budget landing, business strategy and business plan landing; business financial strategy interrelated coupling to achieve industry-finance integration;
(2) From strategic decoding to OKR decomposition, to KPI assessment landing closed loop;
(3) The business plan is connected with the project plan;
(4) The project full-cycle index closed-loop, from investment decision-making - dynamic operation monitoring - post-operation evaluation to the landing investment income tracking system;
(5) AMITY DIGITAL INTELLIGENT management decision-making 4P theory (prediction, rehearsal, early warning, pre-control).
Second, the way of digital operation of real estate
1. The way of enterprise digital transformation;
Digital transformation and big data exploration in the real estate industry
Ø Three necessary conditions for digital transformation: strategic determination, talent investment and tool guarantee;
Ø The "Six Pulses of Excalibur" of Digital Transformation :( Organization, Talent, Empowerment, Agility, Tools, Iteration)
Ø VK/XH/LG and other benchmark enterprises big data exploration and application introduction
Ø Big data mining and application of real estate industry value (starting from clarifying the enterprise value system)
2. Prospect of the current digital transformation application of the industry (application of smart investment, operation, cost, sales, etc.);
3. How digitalization empowers business;
4. Top-level design and solution of digital intelligent operation and management;
Big operations are coupled with big data applications
Ø Construction of indicators and standards in the context of big data;
Ø Combination of business analysis model and data application (data analysis methods, supporting tools);
Ø Investment calculation model and project investment income tracking, open up project operation;
Ø The comprehensive budget and the annual business plan run through the company's operation;
Ø Lean operation and enabling decision-making (ZSSK real estate data case: business data is realized through a set of standards, a set of processes and a dictionary)
5. Digital operation panorama: from business to mold measurement, from mold measurement to business plan and comprehensive budget; support top-level business analysis and decision-making;
Case study: Analysis of the overall digital planning of benchmarking enterprises.
6. Technical level: from database to indicator management, from indicator management to multi-dimensional model, from model to report and display model, manage cockpit presentation.
Case: Technical architecture and implementation path from data warehouse to data middle office construction (understanding the business requirements and technical coupling of data development and implementation and offline technology, dimensional modeling, index system, bloodline relationship, data quality, label system, standard system and other architectures and technologies in the process of digital landing);
7. Master data and data governance:
(1) Master data integration and distribution, unified projects, organizational personnel, legal persons, suppliers, customers, banks, etc. System construction business blueprint, version management, master data specification and management standards (through the UC matrix chart to sort out the indicator production and use interaction, to achieve a hole);
(2) Historical data governance, introducing data governance methodologies and business understanding and trade-offs, forming data assets, and serving subsequent data platforms.
Case: Master data project landing case analysis, master data through the business system, unified data caliber and standards, how to penetrate the master data - planning - sales system to achieve real-time online value system, long-term realization of calculation and comprehensive budget business system of the underlying data through.
8. Indicator control: indicator management based on the model
(1) Business coupling from the decomposition path of strategic objectives to the decomposition of business indicators and the connection between assessment;
(2) Decomposition of indicators based on the four major capabilities (profitability, operation, risk resistance, and growth ability);
(3) Hierarchical and hierarchical index control, distinguishing indicators from the perspective of high-level, middle-level and executive-level;
(4) Set according to the company's operation and project operation grading indicators;
(5) Combined with the core indicators of the main domain (financial domain, marketing domain, operation domain, investment domain...). ）
9. Scene domain and analysis and display model:
(1) Indicator standardization scenarios;
(2) Mold casting, business simulation and calculation;
(3) Comprehensive budget scenario;
(4) Business analysis scenarios;
(5) Risk early warning and intelligent scenarios;
(6) Business review scenario;
Case:
ZY Management Kanban (14 analysis modules and 185 indicators);
YN Business Simulation (Seven Models and Thirteen Business Standards);
BL Profit Planning System;
XH Management Decision System.
Third, the business analysis monitoring platform model and practical sand table
1. Business planning - business monitoring - business evaluation closed-loop thinking (four modes: mode, module, model, template);
2. Business goal deduction model:
(1) 3-year/5-year strategic planning deduction model + display model (prediction preview display diagram), through the display model to understand the key points of business strategy;
(2) Annual business plan preparation model + display model, rhythm adjustment and structural rehearsal;
(3) Rolling three-month operational combat map model (dynamic control and pre-control model, target path disassembly and mission-critical monitoring model)
Attached: Panjia bottom - value inventory and investment - storage - construction - supply - sales - storage structure model and value analysis related models.
3. Construction of business monitoring model
(1) Disassembly of the structure of the subject domain and the key monitoring dimension;
(2) Business control standard card slot and risk reference value management - from data to intelligence;
(3) Investment theme domain analysis dimension and indicator construction (funnel model, market analysis model, etc.)
(4) Operation theme domain analysis dimension and index construction (rolling operation map model, project panorama kanban model, one figure and one table, four-quadrant analysis of supply, sale and inventory of goods value, four quadrants of receivables analysis, value analysis model and risk value management model, development efficiency analysis model, mid-progress risk card slot model, etc.)
(5) Marketing theme domain analysis dimension and indicator construction (comprehensive card slot model, visiting conversion monitoring model, performance trend prediction model)
(6) Analysis and maintenance of financial subject area and construction of indicators (payment collection monitoring model - average period of subscription and transfer, mortgage cycle, proportion of receivable structure, supervision of funds monitoring, etc.)
Business penetration model
Example: Interactive analysis and monitoring of inventory capital turnover rate & sales profit margin
Cash flow monitoring (rate value control, transformation model as the core, the core is high capital turnover, to prevent capital occupation: supply rate, dematerialization rate, collection rate, supervision rate health indicators and problem penetration dimension analysis)
Profit monitoring (1) program operating index monitoring: saleability ratio, floor height, steel content, single parking space indicators, site elevation; (2) product premium coefficient model, volume price trend monitoring model; (3) cost index review and benchmarking model, rigid cost physical examination model, sensitive cost benchmarking physical examination model, unilateral cost control model, etc.
4. Based on the results of business monitoring, guide business decision-making; - report interpretation ability and risk management and control closed-loop ability to build.
5. Application of business ranking rules and results. (1) Project operating results and incentive plans; (2) Company business ranking evaluation business capabilities and radar chart analysis.
【Lecturer Introduction】
Mr. Wu of Huaxia Ruibo Business School
He is a well-known real estate strategy and operation management expert in China. The pioneer of digital operation of real estate, the group's outstanding mentor, the group's certified three-star lecturer, gold lecturer, LG, XXW, SH and other corporate exchange and sharing guests.
He was a regional executive of China's TOP20 real estate, responsible for strategic and operational coordination. Proficient in the integration of finance and luck, the company's operation and project operation system construction and landing; in charge of the large operation (design, cost, procurement, engineering, operation), large operation driven (marketing, investment, financing), large operation organization (project association) large operation-driven value control system and business model construction.
He is good at large operation management, organizational mechanism, sand table simulation, plan management, process management, conference management and risk management. Engaged in operation management for more than 10 years, he began to engage in real estate operation research and practice in 2009, experienced real estate operation from the era of 1.0 planned operation to the era of large operation 3.0, and adhered to the road of "management + information landing".
Fully participate in the development of independent business systems, planning systems, master data systems (through investment, marketing, planning, capital, costs, budgets), PCI (project budget to the company's budget system), online decision-making systems, business simulation and calculation, project collaboration systems, etc.; the introduction of data platforms and data governance projects. Lead the promotion and exploration of the practice of digital operation 4.0 era, and have in-depth research on the operation and management of benchmark housing enterprises.
【Date and Address】April 16-17, 2022 (Guangzhou)
【Contact registration】Teacher Cao 15264846752 (with WeChat)