摘要：当前，在智慧城市等新兴理念得到实践推广的背景下，智慧社区、智慧物业、智慧交通作为必不可少的组成部分，其发展空间也在不断拓宽。
当前，在智慧城市等新兴理念得到实践推广的背景下，智慧社区、智慧物业、智慧交通作为必不可少的组成部分，其发展空间也在不断拓宽。其中，对于物业企业而言，其服务场景从住宅逐渐延伸至商业、产业园、城市，所面对的客户群体逐步显现差异化。
面对时代所赋予的全新挑战，碧桂园服务认为当下面临的主要问题是需要解决服务标准与客户差异、个性化需求之间的矛盾，由原来针对冷冰冰设备和社区设施的空间服务变得更加贴近业主——从‘物’的管理价值往‘人’的服务价值进化。
面对这一难题，碧桂园服务正通过数字化的手段来应对挑战。
一、大规模扩张结束，数字化转型高质量发展
因具有稳定的现金流表现，近几年来，物业服务行业被资本市场所挖掘。2020年，房企启动了物业板块的密集分拆上市；2021年，扩张规模成为共识，物业服务行业掀起了一股收并购浪潮，根据克而瑞科创与物业CIO俱乐部发布的《2021—2022年度中国物业行业数字力白皮书》（以下简称《白皮书》），2021年行业总规模达342亿平方米。
随着规模扩张的结束，物业企业也逐步强调对经营质量及坪效的重视，从规模经济向质量经济转变。碧桂园服务在2021年ESG报告中表示，公司将提升科技研发能力及数字化转型发展作为战略目标。
二、精益式创新发展，以提升客户体验为核心
明确了数字化转型的目标以后，企业对数字化转型方向的选择尤为关键。碧桂园服务指出，现阶段共有4种主流转型方式，即“创新式”“跃迁式”“精益式”“增强式”。目前，碧桂园服务选择的是“精益式”，要求对现有的业务、流程、商业模式进行精益化的塑造，通过数字化的方式让未来的方向更加清晰。另外，公司在增值业务方面选择“创新式”，为新业务的打造提供相应的支撑和支持。
同时，足够的规模也为碧桂园数字化转型提供了广阔的试验田。碧桂园服务明确表示，整个数字化建设是以“提升客户体验”为核心的。而他们正在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，通过数字化手段将客户体验的管理做到极致。
三、业务流程与组织结构数字化，敏态应对客户个性化需求
具体到业务流程上，碧桂园服务正通过智能化手段批量处理常规业务、聚焦解决差异化需求。以管家工作为例，在碧桂园服务总部成立了支持管家服务持续发展的管家运营部，对管家工作进行精细化的分拆，通过数字化工具和智能机器人的配合，一些常规的工作直接交由智能化处理，管家可以集中精力到解决业主真正需求的服务上；同时，从今年开始碧桂园服务与企业微信合作，进一步丰富管家与业主的沟通渠道，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、给管家赋能。
该《白皮书》还显示，2021年TOP50物企的数字化年均投入规模同比增速超过20%。而碧桂园服务在科研人才的培养上也进行了长效投入，“我们创建了专门针对物业数字化研发的科研中心，现有研发人员团队中既有来自BAT、携程、华为等互联网公司，也有大数据、人工智能和物联网的技术专家。我们相信，未来，数字化成果的应用，必将促进整个业务体系的降本增效、业务流程的标准化以及客户满意度的提升” 。
翻译：
Abstract: At present, in the context of the practice and promotion of emerging concepts such as smart city, smart community, smart property, smart transportation as an essential component, its development space is constantly expanding.
At present, in the context of the practice and promotion of emerging concepts such as smart city, smart community, smart property and smart transportation. As essential components, are constantly expanding their development space. Among them, for property enterprises, their service scenarios gradually extend from residential to commercial. Industrial park and city, and the customer groups they face gradually show differentiation.
Facing the new challenges brought by The Times, Country Garden Service believes that the main problem facing now is to solve the contradiction between service standards, customer differences and personalized needs. The original space service for cold equipment and community facilities has become closer to the owners — from the management value of “things” to the service value of “people”.
Faced with this dilemma, Country Garden Service is taking a digital approach to tackle the challenge.
The end of large-scale expansion, digital transformation and high-quality development
Due to its stable cash flow performance, the property service industry has been explored by the capital market in recent years. In 2020, real estate enterprises started the property plate intensive spin-off listing. In 2021, the expansion scale has become a consensus. And the property service industry has set off a wave of mergers and acquisitions. According to the “White Paper on Digital Power of China’s Property Industry in 2021-2022” (hereinafter referred to as “White Paper”) released by Kreiserkech Innovation and Property CIO Club. The total scale of the industry in 2021 will reach 34.2 billion square meters.
With the end of scale expansion, property enterprises have gradually emphasized the importance of management quality and flat efficiency, transforming from scale economy to quality economy. Country Garden Services said in the 2021 ESG report that the company will enhance the technology research and development capabilities and digital transformation development as a strategic goal.
Lean innovation development, to improve customer experience as the core
After the goal of digital transformation is clear. The choice of the direction of digital transformation is particularly crucial for enterprises. Country Garden Service pointed out that there are four major transformation methods at present, namely “innovative”, “leapfrog”, “lean” and “enhanced”. At present, Country Garden Service chooses the “lean style”. Which requires the lean shaping of the existing business, process and business model. And makes the future direction clearer through the digital way. In addition, the company chooses “innovative” in terms of value-added business to provide corresponding support and support for the creation of new business.
At the same time, sufficient scale also provides a broad test ground for Country Garden’s digital transformation. Country Garden Service made it clear that the whole digital construction is to “enhance customer experience” as the core. And they are building a data-driven service experience management system, with three modules of “experience design – experience management – experience operation”, digitizing the offline service-led experience mode, constantly promoting the digital construction of experience touch points. And iterative to the online + offline integrated digital experience mode. So as to achieve the ultimate management of customer experience through digital means.
Business process and organizational structure digitalization, sensitive to customer personalized needs
Specific to the business process, Country Garden service is using intelligent means to deal with routine business in batches and focus on solving differentiated needs. Taking butler work as an example, a butler operation department has been set up in the Country Garden service headquarters to support the sustainable development of butler service. The butler work has been divided into detailed parts. Through the cooperation of digital tools and intelligent robots, some routine work is directly handled by intelligent processing. So that the butler can concentrate on the service to solve the real needs of the owners.
At the same time, from this year, Country Garden Service and enterprise wechat cooperation. Further enrich the communication channels between butlers and owners. Through digital means to improve the response speed of the butlers in the owners group, to avoid the owners’ demands are omitted, on this basis, through digital means to effectively manage each customer contact points, to better serve customers and empower the butlers.
The White paper also showed that the annual growth rate of digital investment by the TOP50 companies in 2021 exceeded 20 percent year on year. And Country Garden Service has also made long-term investment in the cultivation of scientific research talents. “We have created a research center specifically for property digital research and development. The existing research and development team includes not only Internet companies such as BAT, Ctrip and Huawei. But also technical experts from big data, artificial intelligence and Internet of Things. We believe that in the future, the application of digital results will drive cost reduction and efficiency across the entire business system. Standardization of business processes and improvement of customer satisfaction.”
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