A. Pricing strategy

1, according to the market situation, reasonably allocate each sales stage and formulate the average sales price list;

2. After implementation, adjust the sales price according to the actual situation in the sales process;

3. Suggestions on the time and quantity of launching special rooms;

4. Floor, orientation and landscape price difference;

5. Suggestions on payment methods;

6, the relationship between price adjustment and sales rate and the progress of the project.

B. Suggestions on sales expenses and capital flow control

1. Suggested sales expenses (including advertising design, production and release, decoration of sales offices and model houses, sales staff bonuses, category promotion activities, etc. ) at all stages of the whole marketing process;

2. Suggestions on the relationship between the withdrawal of sales funds and the progress of the project

Division of opening time and sales stage

1. Suggestions on opening time (according to the market, projects and competitors);

2. Division and cycle of sales stage

D, sales control

1, push the proposal;

2. Suggestions on closing discount at each sales stage and sales personnel level;

3. Suggestions on price control and promotion means;

4. Matters needing attention in signing subscription book and contract

E, personnel training

1. developer profile;

2. Real estate characteristics and real estate value;

3. Description of environmental data of the project;

4. Introduction of project planning;

5. Introduction of public facilities;

6, the overall concept introduction table expression;

7. Marketing concept;

8. Marketing skills;

9. Forcing skills;

10, case name expression;

1 1, advertising positioning;

12, advertising performance;

13, market source positioning;

14, introduction of business plan;

15, buyer's psychological disorder;

16, on-site reception process and regulations;

17, insurance technique;

18, prospective customer data collection and classification method;

19, telephone and drill;

20. Description of DM mailing and promotion plan;

2 1, introduction of self-promotion and combination promotion;

22. On-site gas production;

23. Introduction, selling price and payment method of the subscription book;

24. Introduction of relevant laws and taxes;

25. Manners, appearance and business etiquette;

26, Q&A drills and course acceptance

Thirdly, with the rational development of the real estate industry and the increasingly fierce competition in the real estate market, real estate marketing planning has gradually received extensive attention and considerable recognition from the industry. Although real estate marketing planning has begun to shift from focusing on the surface to pursuing the connotation, and from disorder to standardization and order, many planning behaviors are still worth pondering. Many developers have a superficial understanding of real estate marketing planning, and even because of their biased understanding, marketing planning has gone astray in actual operation.

● One of the misunderstandings

Target customer orientation is not allowed.

When you open any planning report, the description of consumers will inevitably be full of cliches such as "20-40 years old", "successful people with middle and high incomes", "paying attention to the quality of life", "focusing on men" and "living and investing". Isn't it strange that more than 300,000 houses have not studied consumers as much as drinks (such as Coca-Cola) that cost less than 3 yuan?

In fact, due to high consumption expenditure and uncertain purchase results, real estate consumption is a highly involved purchase behavior, and the links, influencing factors and time of its purchase decision are much more complicated and the possibility of change is much greater, so professional consumer research is needed. However, almost all real estate planners believe that "the market is guiding", "we are more professional than consumers" and "as long as consumers can get tickets, I have my own way to get him hooked". It doesn't matter who he is or what he thinks. As a result, the "God" of real estate was absent-mindedly dismissed in just two or three pages of A4 paper, and industry bubbles and risks followed.

● The second misunderstanding

Ignore differentiated competition

Contrary to the general neglect of consumer research, real estate planners are morbidly obsessed with competitors' research, and often spend the first half of the year (it is worth noting that the lead time of real estate development often does not exceed 9 months), mobilize the strength of the whole company, launch carpet search, including imaginary enemies from region to region, and even the whole country, and care about the advantages of competitors such as environment, room type, supporting facilities and decoration details. The content of any planning report about competitors will never be less than 50 A4 sheets, and the description of any competitor will never be less than 10. However, what is the significance of "inspirational" and "striving for perfection"? What conclusion have you reached? What can you guide us to do?

In fact, real estate is different from ordinary consumer goods, even if the lots are different, no two projects will be homogeneous; Since there will be no homogenization, it will never face as extensive competition as ordinary consumer goods. In this case, what good is this "trembling" approach except wasting energy and misleading attention?

● The third misunderstanding

Empty brand strategy

At present, the most fashionable statement in the real estate industry is "building a strong brand" and "enhancing the core competitiveness of the brand". With the huge demonstration effect of Vanke's good example (it is said that under the same conditions, Vanke can create a premium of 0/000 yuan per square meter by virtue of its brand leading edge), and with the China Sports Olympic Park quickly cutting into the growth track of brand management (it is said that the Olympic Park has successfully started a nationwide franchise chain), it is ambitious to be a "leading brand" and ambitious to be a "white-collar brand" and do it skillfully.

In fact, a real estate project is hundreds of thousands of houses, which are sold out, unlike ordinary consumer goods, which can be sold in almost unlimited quantities. If there are no continuous projects after all the houses of a specific project are sold out, can we use "strong brands" to draw cakes to satisfy our hunger?

Only those enterprises that have the ability and willingness to continue to focus on real estate management need to formulate strategies and establish brands. Generally speaking, to be a company that wants to do it today or can't do it tomorrow (such companies account for at least 80%), it is best to focus on products instead of brand building and strategic planning. For them, brand operation is useless (the scale is too small), useless (the investment is too high) and useless (the management is too poor). ● The fourth misunderstanding

A superficial understanding of the product

Different from ordinary consumer goods, not only every project is different, but even every house in a real estate project is absolutely different. There are innate differences in area, floor, landscape and consumer groups. You can say that every bottle of Coca Cola is the same, but you can never say that any two houses are of the same value to you. This was originally an excellent starting point for planning. However, our real estate planner does not have such a precise vision. They just classified the rooms superficially, and simply priced them according to a total average price plus a little coefficient. At best, they just do some gimmicks such as "self-supporting one room", "warm two rooms" and "Nestle three rooms".

Real estate planners should really study the "glass workshop". You didn't see how other people's "glass workshops" valued each of their own works and deliberately made them completely different. We couldn't see the average price at all, but our real estate planning just didn't make a fuss where we could.

In fact, we should subdivide and define our products according to different customers rather than different room types. We should carefully package each category of products, not just the whole project, nor simply add the total average price to the pricing, but use the method of adding the average prices of categories.

● The fifth misunderstanding

Shoot mosquitoes with cannons.

Real estate planners with deep pockets often emphasize fierce advertising and prefer to use mass media with large circulation for publicity. Based on the motivation of "Armageddon", some people packed the advertising space of Liberation Daily completely one day, and even wanted to win the naming right of the newspaper without policy constraints.

In fact, a project has hundreds of thousands of customers at best. Isn't it looking for a needle in a haystack and hitting mosquitoes with cannons with millions of copies of media? The effective cost per thousand people is not surprisingly high? And with the increase of media interference (which is the inevitable "sadness" of advertisers), the marginal communication income of the media is plummeting. In this case, why not adopt the way of "minority communication" to be more accurate and effective? P&G has always attached great importance to mass communication, and its product, Head & Shoulders, shot seven versions of advertisements in the promotion process, targeting seven different target groups.

Of course, due to the complex and changeable integrated operation for a small and numerous target group, it is really difficult for minority communication, but if it is not difficult, how can you prove your "deep planning skills"? Chengdu Huiren Management Consulting Technology Co., Ltd., founded on 200 1, is a management consulting and training institution based on the resource platform of Chengdu Personnel Training Center. Based on specialty. Huiren Real Estate Talent Training Network (hereinafter referred to as Fang Hui. Com), sponsored by Chengdu Huiren, is Chengdu's first professional training network specifically for the real estate industry. It is a two-way channel for real estate enterprises and real estate talents, a home for real estate talents to study and train, and a talent pool for real estate enterprises. As a professional real estate human resources service organization, Chengdu Huiren initiated real estate consultant training in Chengdu in 2003. Through the continuous development in the past three years, the business scope has covered the internal training of real estate enterprises, sales management consulting, senior talent headhunting, real estate talent evaluation, career planning of real estate consultants, recruitment of real estate consultants, and induction training for newcomers. We have successfully provided special training for dozens of real estate enterprises in Chengdu; Through our professional training and export services, we have successfully helped thousands of inexperienced people get high-paying job opportunities in the real estate industry. Export thousands of excellent property consultants to Chengdu and surrounding real estate enterprises.

This is good, if I have to recommend it.

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