“通过数字化的方式不断提升客户体验是碧桂园服务数字化转型的目标，数据治理是我们目前应对数字化挑战的重中之重。”
而聚焦行业内，未来数字化的发展方向何在？如何进一步推进企业数字化发展？碧桂园服务集团副总裁、CIO袁鸿凯分享了他的经验与思考。
“通过数字化的方式不断提升客户体验是碧桂园服务数字化转型的目标，数据治理是我们目前应对数字化挑战的重中之重。”
近年来，碧桂园服务一直在探索物业行业的数字化转型之路，目前碧桂园服务已经明确了数字化转型是以提升客户体验为核心，通过对客户体验的研究与洞察，来驱动服务产品改善与升级。这里所说的服务产品是指社区服务，已经不仅仅是秩序维护、保洁、绿化、设备设施维护这些基于空间的运营服务。
据碧桂园服务年报显示，构建以数据驱动的服务体验管理体系，以“体验设计-体验管理-体验运营”三大模块并进，将线下服务主导的体验模式数字化，不断推进体验触点的数字化建设，向线上+线下综合一体化的数字化体验模式迭代，并通过数字化手段将客户体验的管理做到极致。
袁鸿凯表示，碧桂园服务的项目覆盖全国除澳门台湾的所有省市自治区，全国各地的业主对服务的需求是不一样的，同时各项目的基础空间数据也需要统一标准、统一拉齐。同时，随着外拓项目数量不断增加，碧桂园服务未来整体覆盖的项目量、业主数将非常庞大，因此对这些数据的治理于团队来说是很大的挑战。从2021年开始，碧桂园服务在数据治理、数据应用开发和大数据平台上不断增加投入，建立数据分析和应用的平台。
据悉，碧桂园服务近三年来累计投入近10亿元研发费用，在物业行业是标杆性的数字化企业。碧桂园服务截至2021年12月，签约的项目分布在全国370个城市内，整体在管物业的项目数已超过6000个。
在演讲中，袁鸿凯提出碧桂园服务数字化应该向哪个方向走？第一个阶段，针对空间的服务我们原来强调“全年如一”，将每日的重要工作内容进行清单化、标准化。在经历这个阶段后，2021年随着碧桂园服务品牌拓展的大幅提升，碧桂园服务的项目类型更加多元化，业主的需求差异也越来越大，因此在第二个阶段需要解决：一方面，如何打造以客户体验为核心、一盘一策的数字化运营就成了重点；另一方面，如何满足客户在社区的多种服务需求也是十分迫切的需要，我们要满足业主日益增长的对美好生活的需求。
在采访中，袁鸿凯也表示，碧桂园服务的数字化转型，不是技术上的转型，是组织和业务模式（商业模式）上的转型。以管家为例，首先，碧桂园服务根据业主的需求，不断提升管家的定位和管理，总部单独设立了支持管家服务持续发展的管家运营部，这个部门直接向集团高层汇报，这就是组织形式上的转型。其次，是管家的业务模式的变化，管家事业部对管家工作进行精细化的分拆，包括常规工作、社区增值服务等32类，通过数字化工具和智能机器人的配合，将常规工作逐渐变为智能化处理，降低管家劳动强度，同时又不断为管家赋能，使得管家在原有的工作基础上有了更加丰富的工作内容。
据袁鸿凯透露，从今年开始碧桂园服务与企业微信合作，进一步丰富与业主的沟通渠道并对相关渠道进行管理。用企业微信进行管理，更全面地了解业主。同时，通过数字化的手段提升管家在业主群中的响应速度，避免业主的诉求被遗漏，在此基础上以数字化手段将各个客户触点进行有效管理，更好地为客户服务。这就是技术上对管家的赋能。
事实上，碧桂园服务从2016年正式成立独立的数字化部门，而物业领域的数字化并无可借鉴的道路及经典案例，每一步都需要自己探索。
当观点新媒体问及数字化管理企业是否借助外部平台开发时，袁鸿凯感叹“物业行业的数字化相对其他行业起步比较晚，而头部物企在探索过程中不断吸取成功的经验和失败的教训。”现在来看，很多物业行业的同行都集中在传统的空间运营管理及物联网建设。而如何适应行业的发展则需要借助行业内先进的方式方法，对自身数字化发展方向进行梳理，沿着相对明确的发展方向，以数字化手段和工具实现服务升级。
“头部企业对于数字化建设有了相对清晰的思路与实践的经验，我们也希望通过外部共享的方式让中小物业企业获得碧桂园服务已经积累的经验。”袁鸿凯说，“要有产品类的支撑，每个物业公司的发展阶段不一样，业务逻辑不一样，要有适应其发展阶段的产品。对于物业公司，自身的研发能力建设会集中在前端，而体系核心能力建设可能还会依靠一些比较大型的科技公司来支撑。这些对于中小物企而言，所需的投入大、时间周期长。因此，从技术方案、投入产出比来看，业内相对成熟的先进经验对于一家物业企业发展数字化帮助较大。碧桂园服务愿意为行业整体数字化提升分享自己的经验，贡献自己的力量！”袁鸿凯总结道。
翻译：
“Continuously improving customer experience through digital means is the goal of Country Garden’s digital transformation of services, and data governance is our top priority in addressing digital challenges at present.”
Within the industry, what is the future direction of digital development? How to further promote enterprise digital development?
At the 2022 Viewpoint Digital Future Development Conference, Yuan Hongkai, Vice President and CIO of Country Garden Service Group, stepped down from the podium to share his experience and thinking with Viewpoint New Media.
“Continuously improving customer experience through digital means is the goal of Country Garden’s digital transformation of services, and data governance is our top priority in addressing digital challenges at present.”
In recent years, Country Garden Service has been exploring the digital transformation of the property industry. At present, Country Garden Service has made it clear that the digital transformation is to improve customer experience as the core, through the research and insight of customer experience, to drive the improvement and upgrading of service products. The service product mentioned here refers to community service. Which is not only the operation service based on space such as order maintenance, cleaning, afforestation and equipment maintenance.
According to the Country Garden service annual report, to build a data-driven service experience management system, with the “experience design – experience management – experience operation” three modules in advance, the offline service-led experience mode is digitized, constantly promote the digital construction of experience touch points, to the online + offline integrated digital experience mode iteration, And through digital means to manage the customer experience to the extreme.
Yuan Hongkai told Viewpoint New media that Country Garden service projects cover all provinces, cities and autonomous regions in the country except Macao and Taiwan.
Owners across the country have different needs for services. At the same time, the basic spatial data of various projects also need to be unified and unified. At the same time, as the number of expansion projects continues to increase, the total number of projects and owners covered by Country Garden service in the future will be very large, so the management of these data is a great challenge for the team. Since 2021, Country Garden Services has been increasing its investment in data governance, data application development and big data platforms to build a platform for data analysis and application.
It is reported that Country Garden Service has invested nearly 1 billion yuan in research and development expenses in the past three years. It is a benchmark digital enterprise in the property industry. As of December 2021, Country Garden Services has signed contracts for projects in 370 cities across the country. And the total number of projects under management has exceeded 6,000.
In his speech at the Viewpoint Digital Future Development Conference, Yuan Hongkai proposed which direction should Country Garden’s service digitalization go?
In the first stage, for the space service, we originally emphasized “consistent throughout the year”. And listed and standardized the daily important work contents. After going through this stage, in 2021, with the substantial improvement of the service brand expansion of Country Garden. The types of projects served by Country Garden will become more diversified. And the demands of owners will also become more and more different. Therefore, in the second stage, it needs to be solved:. On the one hand, how to build the digital operation with customer experience as the core. One plate and one policy has become the focus; On the other hand. How to meet the customers in the community of a variety of service needs is also very urgent need. We should meet the owners of the growing demand for a better life.
In the interview, Yuan Hongkai also said that the digital transformation of Country Garden’s services is not a technological transformation, but an organizational and business model (business model) transformation.
Taking the butler as an example, first of all, Country Garden service has continuously improved the positioning and management of the butler according to the needs of the owners. The headquarters has set up a separate butler operation department to support the sustainable development of the butler service, which reports directly to the senior management of the group. This is the transformation of the organizational form. Secondly, it is the change of the butler’s business model. The butler business division divides the butler’s work into 32 types, including routine work and community value-added services. Through the cooperation of digital tools and intelligent robots. The routine work is gradually turned into intelligent processing. Which reduces the butler’s labor intensity and constantly empowers the butler. Make the housekeeper in the original work on the basis of more rich work content.
According to Yuan Hongkai, from this year, Country Garden services and enterprise wechat cooperation. Further enrich the communication channels with owners and management of relevant channels. With enterprise wechat management, a more comprehensive understanding of the owner. At the same time, digital means are adopted to improve the response speed of the butler in the group of owners. So as to avoid the owners’ demands being omitted. On this basis, digital means are adopted to effectively manage each customer contact point, so as to better serve customers. This is the technical empowerment of the butler.
In fact, Country Garden Service officially set up an independent digital department in 2016, and there is no road or classic case for digitization in the property field. Each step needs to be explored by ourselves.
When Viewpoint New Media asked whether digital management enterprises developed with the help of external platforms. Yuan Hongkai lamented that “the digitization of property industry started relatively late compared with other industries. And the top property enterprises continue to learn successful experience and failure lessons in the process of exploration.” Now, many peers in the property industry are focused on the traditional space operation management and the construction of the Internet of Things. How to adapt to the development of the industry requires the use of advanced methods in the industry to sort out its own digital development direction. Along the relatively clear development direction, with digital means and tools to achieve service upgrade.
“The leading enterprises have a relatively clear idea and practical experience in digital construction. We also hope that through external sharing. Small and medium-sized property enterprises can gain the accumulated experience of Country Garden service.” Yuan Hongkai said, “to have the support of the product class, each property company’s development stage is not the same. The business logic is not the same, to have to adapt to its development stage of the product.
For property companies, their own research and development capacity construction will focus on the front end. And the construction of system core capacity may rely on some relatively large technology companies to support. These for small and medium-sized enterprises, the required investment, long time cycle. Therefore, from the perspective of technical solutions and input-output ratio. The relatively mature advanced experience in the industry is of great help to the digital development of a property enterprise. Country Garden Service is willing to share its experience and contribute to the overall digital enhancement of the industry!” Yuan Hongkai concluded.
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