BAI HOUJING / 第三方住宅地产运营第三方住宅地產運營THIRD-PARTY RESIDENTIAL OPERATIONS
让住宅项目，
形成可兑现的
经营结果。讓住宅項目，
形成可兌現的
經營結果。Residential projects.
Operating outcomes
that hold together.
受住宅开发商、项目投资人委托，从拿地前的投资研判，到拿地后的开发运营，统筹产品、销售回款、资金、建设与交付。受住宅開發商、項目投資人委託，從拿地前的投資研判，到拿地後的開發運營，統籌產品、銷售回款、資金、建設與交付。For residential developers and project investors: connect acquisition assessment with development operations, aligning product, sales receipts, cash, construction and handover.
经营目标落到开发计划，各专业围绕同一盘项目推进。經營目標落到開發計劃，各專業圍繞同一盤項目推進。Turn the business objective into a development plan shared by every discipline.
先判断是否适合
从您眼下的问题开始
住宅项目的产品、销售回款、资金、建设和交付，怎样围绕同一经营目标推进？
开发中，销售、回款、付款与建设计划相互脱节
项目承压，需要形成跨专业的判断、决定与行动
服务与交付
委托一段运营，形成哪些成果？
围绕投资、经营计划和开发运营三个介入阶段，把交给委托方的判断、计划与执行记录分别说明。
投资研判
投资成立条件、关键假设与进一步尽调清单
帮助投资方看清项目成立的前提，以及作出决定前还需要验证什么。
按实际委托范围、团队和周期确定费用
查看交付清单 →经营计划
项目经营方案、经营总控计划与销售回款资金安排
让各专业围绕共同经营目标开展工作，明确资源、节点与决定责任。
按实际委托范围、团队和周期确定费用
查看交付清单 →开发运营统筹
成本与供方控制、经营决策执行记录、交付准备与复盘
让经营判断持续连接到责任人、行动与复核依据。
按实际委托范围、团队和周期确定费用
查看交付清单 →以下是按阶段选择的成果内容，具体清单由项目委托确定，并非一次委托自动包含全部成果。人员、工作节奏、考核与结束条件一并写清。
工作方式
从输入资料，到可核对的成果
每一步都说清：做什么、由谁决定、留下什么。
核对项目条件与经营目标
形成经营基线与跨专业安排
组织经营会决定与行动跟进
复核经营变化、交付与阶段退出条件
系统与案例
地产运营管理系统
围绕一个地产项目，解释经营判断如何落实到资金、建设、运营和退出。
管理思路
从经营目标出发，判断产品、资金和实施条件是否相互支持。
管理深度
从经营指标追到回款批次、合同包、付款条件和具体责任。
管理体系
投融建管退贯通，目标、实际与预测分别记录，变化有来源。
管理标准
每项判断说明依据、责任、时间、版本和完成条件。
现有住宅经营总控使用600套、60个月假设项目；独立平台另有私有工作台，公众案例不开放其客户底账。
下一步 · 联系
留下联系方式，聊聊您的住宅项目。
只需留下所在地、称呼和手机号，具体情况在电话中沟通。
先判斷是否適合
從您眼下的問題開始
住宅項目的產品、銷售回款、資金、建設和交付，怎樣圍繞同一經營目標推進？
拿地前，需要把投資判斷與開發條件放在一起覈對
開發中，銷售、回款、付款與建設計劃相互脫節
項目承壓，需要形成跨專業的判斷、決定與行動
服務與交付
委託一段運營，形成哪些成果？
圍繞投資、經營計劃和開發運營三個介入階段，把交給委託方的判斷、計劃與執行記錄分別說明。
投資研判
投資成立條件、關鍵假設與進一步盡調清單
幫助投資方看清項目成立的前提，以及作出決定前還需要驗證什麼。
按實際委託範圍、團隊和週期確定費用
查看交付清單 →經營計劃
項目經營方案、經營總控計劃與銷售回款資金安排
讓各專業圍繞共同經營目標開展工作，明確資源、節點與決定責任。
按實際委託範圍、團隊和週期確定費用
查看交付清單 →開發運營統籌
成本與供方控制、經營決策執行記錄、交付準備與覆盤
讓經營判斷持續連接到責任人、行動與複覈依據。
按實際委託範圍、團隊和週期確定費用
查看交付清單 →以下是按階段選擇的成果內容，具體清單由項目委託確定，並非一次委託自動包含全部成果。人員、工作節奏、考覈與結束條件一併寫清。
工作方式
從輸入資料，到可覈對的成果
每一步都說清：做什麼、由誰決定、留下什麼。
覈對項目條件與經營目標
形成經營基線與跨專業安排
組織經營會決定與行動跟進
複覈經營變化、交付與階段退出條件
系統與案例
地產運營管理系統
圍繞一個地產項目，解釋經營判斷如何落實到資金、建設、運營和退出。
管理思路
從經營目標出發，判斷產品、資金和實施條件是否相互支持。
管理深度
從經營指標追到回款批次、合同包、付款條件和具體責任。
管理體系
投融建管退貫通，目標、實際與預測分別記錄，變化有來源。
管理標準
每項判斷說明依據、責任、時間、版本和完成條件。
現有住宅經營總控使用600套、60個月假設項目；獨立平臺另有私有工作臺，公衆案例不開放其客戶底賬。
下一步 · 聯繫
留下聯繫方式，聊聊您的住宅項目。
只需留下所在地、稱呼和手機號，具體情況在電話中溝通。
IS THIS FOR YOU?
Start with the issue in front of you
How can product, sales receipts, funding, construction and handover work towards one residential project objective?
Before investment: test the business case against development conditions.
During development: align sales receipts, expenditure and construction milestones.
Under pressure: connect cross-functional decisions with accountable action.
SERVICES & DELIVERABLES
What does an operating mandate deliver?
Choose an entry stage: investment assessment, operating planning or development operations coordination.
Investment assessment
Investment conditions, key assumptions and further due diligence
Understand the conditions behind the business case and what still needs to be verified.
Fees agreed by scope, team and duration
View deliverables →Operating planning
Operating strategy, master programme and rolling cash plan
Align disciplines around shared objectives, resources, milestones and decision rights.
Fees agreed by scope, team and duration
View deliverables →Development operations coordination
Cost and supplier controls, decision records and handover readiness
Keep operating judgments connected to owners, actions and evidence of review.
Fees agreed by scope, team and duration
View deliverables →Each mandate defines its deliverables, depth, team, cadence and completion criteria. Selecting one stage does not automatically commission every output.
HOW WE WORK
From source material to a reviewable outcome
Clear actions, decision rights and records at every step.
Establish project conditions and objectives
Build the operating baseline and resource plan
Organise decisions and follow through on actions
Review changes, handover and phase-exit conditions
SYSTEM & EVIDENCE
Real estate operations management system
Connect operating decisions with funding, construction, management and exit conditions.
Investment · Financing · Development · Operations · Exit
What happens across the project when a receipt changes?
Use the residential operating-control demonstration to trace changes in sales and mortgage receipts through cash allocation, construction expenditure, handover and exit conditions.
Management thinking
Test whether product, funding and delivery conditions support the same objective.
Management depth
Trace indicators to receipt batches, contract packages, payment conditions and owners.
Management framework
Link the full cycle while keeping target, actual and forecast separate.
Management standards
Every judgment identifies its evidence, owner, date, version and completion criteria.
The residential operating-control demonstration uses an assumed project of 600 homes over 60 months. It is illustrative, not client performance. Private client records are not made public.
WORKING TOGETHER
Discuss the need. Agree the scope.
Start with a project discussion and an assessment of fit. Then agree scope, team, cadence, fees and decision rights.
Fees, team and duration are agreed for each mandate. The stages below are not all-inclusive packages.
NEXT · GET IN TOUCH
Leave your details. Let’s discuss your residential project.
Leave your location, preferred name and phone number. We can discuss the details by phone.