Research on Customer Relationship of Real Estate Enterprises

Abstract: With the intensification of market competition, the business strategies of many enterprises have changed from? Product-centric? Become? Customer-centric? . For enterprises, absolutely loyal customers no longer exist. In order to adapt to this change, most competitive enterprises are abandoning the inefficient business philosophy in the past and adopting innovative ways to maintain customer loyalty and get the maximum profit from it, rather than just self-renewal and adjustment within the enterprise, such as reducing costs and simplifying operating procedures.

Keywords: real estate construction economy

With the intensification of market competition, the business strategies of many enterprises have changed from? Product-centric? Become? Customer-centric? . For enterprises, absolutely loyal customers no longer exist. In order to adapt to this change, most competitive enterprises are abandoning the inefficient business philosophy in the past and adopting innovative ways to maintain customer loyalty and get the maximum profit from it, rather than just self-renewal and adjustment within the enterprise, such as reducing costs and simplifying operating procedures.

With the vigorous development of China's real estate industry and the increasingly fierce market competition, how to solve the problem of rapid sales and quick payment of products and form a benign capital flow is a problem faced by every enterprise, and it is also the need of sustainable development and industrialization of China's real estate industry. Therefore, solving the problem of enterprise's own mechanism and the relationship between enterprise and market (customer) has become an important issue in the development of the industry. So, how can we create the best customer experience, maintain the relationship with customers and form effective interaction with customers? Customer relationship management came into being.

First of all, look at the theoretical basis of customer relationship management from the perspective of economics.

1, transaction cost principle

Real estate transaction cost is the cost of real estate transaction. In order to reach a house sale agreement, both parties must understand each other and tell each other about possible trading opportunities. It takes time and resources to obtain and transmit this information. If this kind of special assets can operate undisturbed for a long time, these investments will certainly bring the expected return. Customer relationship management is to build an indispensable relationship between enterprises and customers from the perspective of long-term return on investment. The longer this dependence lasts, the greater the benefits both sides will gain from it.

2. The principle of increasing income

There is an important principle in economics, namely the principle of increasing returns, Adam. Smith believes that when the depth and breadth of division of labor and specialization increase, labor productivity (that is, what Smith said? Average income? ) grow up with it; The development of division of labor and specialization has brought about the growth of innovation opportunities and promoted the design and popularization of new tools. This further leads to division of labor and specialization? Income and division of labor? * * * evolution process, this principle can also be used to explain the profit principle of customer relationship management.

Second, look at real estate customer relationship management from the perspective of strategic management.

In any particular industry, enterprises with competitive advantages can attract customers and obtain higher profits than their competitors. Customers can judge when the enterprise can no longer meet their needs, and they are the catalyst to promote enterprise renewal. Establishing a good cooperative relationship with customers is the basis for enterprises to maintain their competitive advantage. According to Michael. According to Porter's competitive strategy theory, there are three strategies for enterprises to maintain their competitive advantage: differentiation strategy, low-cost strategy and target agglomeration strategy. These strategies are also the theoretical basis for enterprises to implement customer relationship management.

Third, the understanding of customer relationship management

Customer relationship management refers to the automation and reorganization of customer-centered business processes including sales, marketing and customer service. Customer relationship management should not only automate these business processes, but also ensure that the foreground application system can improve customer satisfaction and increase customer loyalty, so as to achieve the ultimate goal of making enterprises profitable and developing.

1. Customer relationship management improves the customer experience and maximizes the use of enterprise resources.

Customer relationship management is not a product, nor a product combination, but touches the business ideas of many independent departments in the enterprise. It needs one. New customer-centric? Business model, and supported by a set of application systems integrating front and back-end systems. These integrated application systems ensure a more satisfactory customer experience, and customer satisfaction is directly related to whether the enterprise can obtain more profits. The existing resources of enterprises (real estate owners) are undoubtedly one of the biggest assets of enterprises and need to be carefully managed. The cultivation and excavation of existing customers and potential customers is considered to be the key to the further success of enterprises. Statistics show that the cost of developing a new customer is five times that of maintaining an old customer. Investing in existing customers and improving their satisfaction will directly affect customer loyalty, and then affect the ultimate benefit of enterprises.

2. The concept of customer service is the core of the success of customer relationship management.

To achieve sustainable development, it is most important for enterprises to have loyal customers. According to the theory of American marketing scholars Reichhead and Sasser, if a company reduces the customer churn rate by 5%, its profit will increase by 25% and 85%. Real estate enterprises have realized the importance of maintaining existing customers. Establishing a perfect customer relationship management system, establishing a real estate customer database, and effectively using the stored information can effectively retain customers and win their trust and support by studying customers, developing customers and communicating with customers.

Four, the strategic development of real estate enterprises need customer relationship management.

With the introduction of customer relationship management system, a brand-new? Marketing concept? Gradually formed. As a valuable resource, customers have been brought into the business development of enterprises. The sales of any product of an enterprise are based on good customer relationship, which has become the basic element of enterprise development. As a result, many popular new marketing concepts, such as one-to-one marketing and database marketing, can actually be included in the scope of customer relationship management marketing.

The intersection of the implementation goal of customer relationship management and the strategic development goal of the enterprise;

1, solve the product sales problem

According to the data released by the National Bureau of Statistics, the vacant area of commercial housing in China increased by 14. 1% year-on-year in 2003, and the area of commercial housing vacant for more than one year was nearly 44 million square meters. It can be said that for many developers, the sales pressure and capital recovery pressure from the front line are still relatively large. Enterprises urgently need to introduce customer relationship management to improve their customer relationship ability and the ability of front-line sales staff to track and serve customers.

2. Improve customer satisfaction

When the enterprise develops to a certain scale and accumulates a large number of old customers, customer complaints will increase greatly, and even develop into a series of owners' rights protection incidents. How to quickly improve customer satisfaction, improve the enterprise's emergency mechanism for emergencies, and establish a unified dispatching customer complaint handling system are the top priorities of these real estate enterprises.

3. Improve the service quality and ability of enterprises.

Facing the fierce market competition, real estate enterprises realize the importance of personalized customer value-added services. Many enterprises gradually transform into service-oriented enterprises and set up specialized customer service organizations, hoping to integrate scattered and scattered service resources, constantly introduce new means of customer-oriented service, and strive to provide customers with one-stop service.

4. Enhance brand image

Based on the customer-centered concept, real estate enterprises should establish the enterprise development strategy of full customer service. Establish a perfect customer service system within the enterprise, with consistent service standards, service slogans and promised service levels, and form a customer-oriented enterprise service operation chain based on the customer service department. All employees in the enterprise serve customers wholeheartedly in different positions, thus forming a brand corporate culture with service as the core within the enterprise.

V. Problems in Customer Relationship Management and Improvement Steps

The separate use of 1. communication method causes the problem of service efficiency reduction.

At present, the separation of telephone, fax and face-to-face communication reduces the service effect and leads to low service efficiency, which is not conducive to the management of customer service personnel.

2. The separation of services of different entities and departments has caused a waste of resources.

Because there is no unified customer service center, customers often have to negotiate many times to find a department suitable for answering questions. The information of each department is low, communication is not smooth, and the reply results are not uniform, which wastes resources and reduces the service effect.

3. Existing customer resources cannot be effectively utilized.

Enterprises have accumulated a lot of customer data, but due to the lack of analysis and classification of their potential needs, the customer resource pool is not enjoyed, and the utilization rate is low, resulting in resource waste.

Before introducing customer relationship management, enterprises must do a comprehensive physical examination honestly to understand their own strengths and weaknesses, then listen to customers' voices, truly understand all channels of interaction with customers, and start planning the overall customer management structure.

A well-executed customer relationship management implementation plan is divided into the following steps, which is very important to improve customer loyalty:

1) Distinguish the target customers and effectively integrate the key information of all customers of the enterprise;

2) Determine the target customers, aim at the most valuable customers, make feasible plans, and increase customers' loyalty to the enterprise;

3) Meet the needs of target customers and provide tailor-made services and products for each customer.

4) To achieve consistency with the interests of the target customers, so that the management of the enterprise can immediately understand the market intelligence and deeply understand the behavior, emerging needs and consumption patterns of individual customers.

Six, the real estate industry to establish customer relationship management measures

1. How does customer relationship management combine with the company's overall strategy?

To establish a customer relationship management system, it is first necessary to confirm the company's expectations and business objectives for the project, and at the same time, consider the existing business environment and the company's strategic priority. Questions to be answered include:

(1) Is the market share of enterprises stable or declining?

(2) What is the most urgent problem for enterprises at present (for example, reducing costs is more important than increasing market share)?

(3) Which is more important, the cost of winning customers, developing customers, retaining customers and serving customers?

(4) Which channels are the most important in the process of communication and service with customers?

(5) How to balance? Product-centric? And then what? customer-centric

(6) What are the most valuable customers that enterprises think? Why?

Answering the above questions is helpful for real estate enterprises to determine the investment in customer relationship management and seek the support of companies and business departments.

2. Establish a personalized customer relationship management system.

Customer relationship management must be established and implemented step by step according to the actual situation of real estate industry and enterprises and in line with the development strategy of enterprises.

(1) Establish measurable and predictable business objectives in advance.

Before introducing customer relationship management, enterprises must draw up the overall blueprint of customer relationship management in advance and formulate the expected, short-term and medium-term commercial benefits of customer relationship management. Never blindly pursue a large and comprehensive system for a while, or listen to the promises of customer relationship management vendors. After all, it's not everything. Enterprises should learn from the application results of other enterprises at home and abroad, especially in the same industry, set reasonable business objectives objectively and formulate measurement indicators and tools from their own actual situation.

(2) In-depth study of industrial applications.

Customer Relationship Management (CRM) was first introduced to China from abroad. At that time, CRM mostly adopted mature concepts applied abroad. On this basis, domestic manufacturers simply imitate the software function itself, but fail to understand, analyze and combine the industry characteristics of China enterprises, resulting in the feeling that the products developed are behind closed doors and cannot be combined with the specific reality of enterprises. How to combine the internationally accepted concept with the characteristics of China real estate industry to form a unique system is a problem that all domestic CRM manufacturers, consulting companies and enterprises need to think deeply at present.

(3) Take the pulse and prescribe the right medicine for the enterprise.

At present, many manufacturers selling customer relationship management are not good at using the concept of customer relationship management to promote it, and install universal versions of software everywhere, which is not advocated by customer relationship management at all? One to one? The service concept, its final effect can be imagined. Only by fully understanding the management status of enterprises can we launch a unique customer relationship management solution that meets the needs of customers. The usual practice is to hire a consulting team with customer relationship management practice and industry experience to diagnose it, and to consult and diagnose the enterprise through questionnaire survey, discussion and exchange, process reengineering and so on. Through consulting and diagnosing the enterprise, it is expected to find out the main problems existing in the management, process, structure and informatization of the enterprise, demonstrate the feasibility of introducing customer relationship management into the enterprise, and make overall planning and design for implementing the customer relationship management system in the future.

One-on-one sum marketing? Personalization? The characteristics of customer relationship management is an important element. Must be customized for enterprises, according to different customers, different industry characteristics, enterprise development characteristics, to do a systematic solution for enterprises. Starting from the actual situation of the enterprise, we must first make clear the current positioning of the enterprise through full investigation; Secondly, the current operation mode of the enterprise is compared with the best operation mode; Finally, we should provide ways to increase sales.

3. Give CRM some room and time to grow.

Throughout the world, there are many cases in which enterprises that implement customer relationship management fail because of the long overall development cycle and excessive workload. Customer work is often the most expensive, time-consuming and complicated part in the implementation and promotion of customer relationship management. Therefore, by choosing feasible solutions and building the final application on mature cases, enterprises will greatly reduce the demand for customization and the overall risk in the implementation process.

Most successful customer relationship management cases adopt a phased implementation scheme. Each stage focuses on the relationship management objectives with specific customers in order to achieve the effect of winning quickly. In other words, enterprises can achieve certain results within a reasonable time (usually three to four months), regularly measure and track the effectiveness of the system and maintain continuous progress.

(1) In order to better implement customer relationship management within the enterprise, with the cooperation of the human resources department of the enterprise, it is necessary to formulate relevant employee customer relationship management performance mechanism, so as to link it with the performance appraisal of employee industrial affairs.

(2) In order to facilitate enterprises to regularly evaluate the application effect of customer relationship management, some quantitative analysis indicators should be added to measure and evaluate the system itself at the initial stage of design for comparison.

(3) Customer relationship management can never be introduced overnight, and regular review and return visit are very important. Its main purpose is to know the difficulties and problems encountered by enterprises in the use process after the system is put into production in time; In view of these situations, this paper puts forward a clear improvement scheme to promote the deeper application of customer relationship management system in enterprises.

Because customer relationship management has a great influence on real estate enterprises, the implementation of customer relationship management projects needs the information transmission and responsibility of the whole enterprise. In order to maintain competitive advantage, enterprises must invest in customer relationship management technology and establish a new business model. The centralization of all customer information is the core of successful implementation of customer relationship management. This powerful enterprise strategy will improve the sales, customer loyalty and competitive advantage of enterprises.

When the quality of real estate products becomes more and more mature and homogenization becomes synonymous, real estate enterprises begin to attach importance to customer relationship management and service, and put it in the same important position as product development, sales and property management. These enterprises have realized that the brand building and marketing promotion of real estate are no longer limited to the property itself, and the door of all-weather and all-round customer relationship management and service characterized by business alliance and resource integration has been opened. As a global business term, customer service marks the end of the era of personal product trading. The future trend of real estate brand competition is to gradually turn to the competition level of customer information base, customer satisfaction and customer service means.

The customer-oriented concept will run through the whole process of real estate development, planning, sales and service. This will become an important means to improve competitiveness and realize development strategy in today's market segmentation and fierce competition.

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