3 Major Obstacles To The Success Of The Garment Industry

There are many reasons for the failure of commercial real estate projects. If we summarize the reasons for the failure of commercial real estate projects, there are mainly errors in project positioning, unclear project management mode and projects.

To sum up, some of these belong to "hard injury", such as the same person has a fatal illness: some of them belong to "soft injury", just as their colleagues are temporarily shocked.

In addition, it can be divided into external causes and internal causes. External causes refer to factors such as changes in urban planning, inconvenient pportation and entry of competitors, etc. the internal causes refer to failures caused by the project's own factors, such as location errors, unclear management mode, errors in project planning and design, erroneous function zoning, mismatch between sales and operation modes, etc.

For the revitalizing of a failed commercial real estate project, it is very important to find out the reasons for the failure of the project. First, it is easy to solve the problem and improve the success rate of the project. Two, it will directly affect the success of the commercial real estate project.

Generally speaking, most of the external factors are "incurable diseases".

Wrong location

Project positioning errors also include errors in the positioning of the project market and the mismatch between the business format of the project and the overall positioning of the project.

A certain commercial scale has its own overall function. Whether the commercial project is located in the shopping center or department store or professional market, there are different requirements for the corresponding patterns and proportions. If the scale fails to meet certain requirements and blindly put forward unrealistic positioning, investment and follow-up operation management will inevitably be in trouble.

If we merely create a position through project image and market promotion, we will not be able to match the overall positioning of the project's functions and functions, but also lead to the failure of subsequent operations.

When the enterprise revitalize the commercial real estate project that has failed due to the wrong location of the project, it should first combine the actual situation of the location of the project, including the population size, income level, consumption habits, regional culture, business competition status, business circle maturity, customer resources, land features, urban planning, etc. after conducting market research, combined with the enterprise's own conditions including financial strength, development concept, professional quality and business resources, the targeted project positioning plan is formulated based on the market requirement.

Wang Denghou, chairman of Anhui Baima Commercial Management Co., Ltd., who is well versed in the orientation of commercial real estate, pointed out that the survival and prosperity of Anhui Baima market lie in the company's in-depth and extensive research on the regional consumption characteristics of Anhui. It is concluded through inspection that Anhui is not a manufacturing base, so it is impossible to form a bulk cargo market.

Because the radiation market of the bulk market in Anhui is too narrow, local merchants can not abandon the original procurement channels for decades to purchase here.

Inconsistent partners or management goals

The operation management structure, combination form or management mode of commercial real estate project will affect the operation management of the project.

Here, let's take a case of a retail mall. The main asset of Mei Luo city, a retail property in Beijing, which is depressing in Beijing, is the Huamao real estate in the mall of the city. It is a joint venture between China Arts and crafts (Group) Company and the Singapore City of Beijing. The two sides share the same capital and decision-making power, but it is difficult to reach a unified view of their respective interests and business philosophy.

This kind of equity equity cooperation mode has great risks in the absence of a good joint management model of commercial real estate projects.

In the same way as the brand of Singapore's mroc holdings, Shanghai's Mei Luo city has a shareholding ratio of 51:49 in addition to its business and reasonable adjustment after operation. Shanghai's Xujiahui shopping center Limited by Share Ltd has evaded the wrangling of the final decision-making power due to its 2% share.

To revitalize this kind of project, the management structure and management mode of operation management is very complicated. For mature developers with more experienced experience, the cost of revitalizing such projects is relatively low; for those who are not experienced, it is better to make use of the relevant professional organizations and organizations, and try not to intervene in commercial operation management.

There are some problems in the continuous profit mode.

Commercial real estate project profit model is improper, project sales are more successful, but later operation is difficult.

At present, the development and profit models of commercial real estate projects in China include various modes, such as pure lease, rental sale and pure sale. Most of the failure modes of commercial real estate projects are mainly caused by the failure of sales, but the failure of business.

Liu Zhiyong, general manager of commercial real estate operations experts and Beijing Wan Shang Lian hang investment consultant Co., Ltd. thinks that commercial real estate is a complex real estate development. In fact, commercial real estate is first commercial and then real estate. It first requires developers and investors to follow the law of commercial real estate development, first do "business", then do "real estate", and follow the development concept of "business based" development.

In the current commercial real estate projects, developers pay great attention to sales as soon as possible and reduce the pressure of funds. Therefore, the most common way is to achieve short-term sales cash flow through rapid sales. In order to achieve rapid sales, developers often divide the whole item into many small units and sell independently. Because of the large number of owners, it often causes difficulties in the unified management of the whole project, and the management ideas of owners are often in conflict with the management ideas of developers. It is difficult for the whole project to achieve unified management and management. This is a kind of short selling behavior that the developers of the typical type are selling for cash purposes. They do not take into account the late project operation and bring great risks to the continuous operation of the whole project.

The difficulty of commercial real estate projects is not in the early stage of development, but in the continuous operation and management in the late stage, and to revitalize the commercial real estate projects that result in failure due to improper management mode. It is necessary to redefine the profit model of the project. We must consider continuous operation and do not affect the whole project as a result of small profits, and avoid the result of successful sales but failed operation.

Whether it is to revitalize commercial real estate projects failed or new commercial real estate projects, developers must grasp the inherent characteristics of commercial real estate, starting from the early positioning of the project, that is, follow the business rules, consider the local business reality, grasp the real mentality and needs of investors and business operators, co-ordinate arrangements for developers, investors, managers,

For a commercial real estate project, whether it is revitalizing or building new projects, it is not a real success for the project to achieve good sales performance for a time. Commercial real estate projects need to achieve a virtuous circle of sales, investment and operation, so as to truly invigorate the project.