Research On The Management Strategy Of CW Company

The real estate industry entered a new round of "cold winter" in 2021,and factors such as price restrictions and centralized land supply added a thicker haze to the real estate enterprise circle this year.The Changchun market is consistent with the whole country and is also experiencing a downward trend in the market.Compared with the urban land situation,Changchun provided 172 land supplies in 2021,totaling11.7 million square meters,down 31% year-on-year,and 140 transactions and 8.91 million square meters,down 20% year-on-year.In the dimension of commercial housing volume and price,the supply and demand volume continued to shrink in 21 years,the lowest point in the past five years,the transaction volume of commercial housing was 6.8427 million square meters,down 20.7% year-on-year,and the transaction amount fell 21% year-on-year.In the case of the overall sales environment of the city,the cost of land is growing,leaving the real estate industry with unprecedented challenges,after the market dividend,how to seize the management dividend,through open source throttling,tactical evolution,business transformation and upgrading,marketing planning,cost control and other measures,in the "silver" or even "bronze" age,to achieve the established profit target of the enterprise,is the current real estate enterprises urgently need to solve the problem.This article will analyze the current business situation of CW companies,including business model,annual business conditions,etc.,and compare them with annual business conditions.At the same time,according to the changes in the external market environment,such as the price changes and sales of the land market,the main business pain points and contradictions are found.Combined with the analysis of the current situation of internal and external affairs,according to the main problems found,strategic research is carried out through the two directions of "throttling" and "open source".Among them,the "throttling" strategy is mainly the cost input of CW Real Estate,which is divided into two perspectives: rigid cost and elastic cost.Rigid cost control needs to start from post-investment project product planning,establish a sound post-investment product planning system and capacity building system,and ideologically strengthen the awareness of cost management to avoid ineffective cost input.Flexible cost control requires the establishment of a cost adaptation system to ensure a strong matching relationship between project positioning and cost investment,while strengthening cost awareness and management granularity at the project site.Flexible costs also include the management of "total expenses" to ensure the health and stability of CW’s operating cash flow.In terms of "open source" strategy,we first start from the breakthrough of sales preemption,formulate customer preemption planning and competitive product confrontation strategies,and seize market share from the perspective of brands.At the same time,the internal marketing breakthrough is carried out to strengthen the management intensity of sales expenses.Finally,special planning is carried out to improve the service quality of the delivered project,maximize the realization of the old owner’s repurchase,and help achieve the goal of "open source".