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|Other Titles: ||Qualitative research of real estate agents' high production performance|
|Authors: ||張佳樺;Chang, Chia-Hua|
|Keywords: ||質性研究;高績效表現;房仲營業員;Qualitative Research;Real Estate Agentsl;High Production Performance|
|Issue Date: ||2015-05-01 16:10:41 (UTC+8)|
For the vicious competition among real estate agents,how do franchises shape their corporate culture to achieve sustainable development?Moreover,what quality does a real estate salesperson need in order to get through the real estate slowdowns caused by financial crises,luxury tax and other negative factors?What roles can the partnership between the salespeople play in the intensely competitive work place?How to maintain the partnership in the circumstance where interest is shared but workload is not necessarily distributed evenly?This study attempts to explore these topics.
Contrast to the quantitative method that analyzes issues in an overly one-sided, static and simple way,this study applies in-depth interviews to collect data from observations,interviews and meeting minutes,and then analyzes and constructs the corporate cultural context.The narratives of the experience of Manager Lai, senior sales Han,sales Peng and Lo,at store C in Nangang District are used to gain a deeper understanding of what abilities a successful real estate salesperson needs and the partnership story.
This study finds that, before managing the store C in Nangang District, Manager Lai had gone through various stages in the Taiwan real estate market, including the aboveground floor operation during the initial period, the flourishing development of the storefront operation after the realty firms officially registered. From the social context of violence, arbitrage, and small sticker ads, sign advertising of own brand, fee system of brokerage dealing legal standards, contract security, integration period of large realtor chains, and the combination of service and information technology, plus the grassroots effort in Xinyi District of Taipei City in becoming a seller, all these are the assets that other franchise store owners do not have.As a result, when he failed in his hotel investment and owed a large debt in 2001, he had to return to the realtor business as a franchisee, the corporate culture he constructed was also different from the others.This implies that:
1. The combined role of owner, store manager, and sales.
2. The feature of American enterprise to the fullest.
3. Emphasize work attitude more than other abilities.
4. The function of partnership system.
|Appears in Collections:||[國際企業學系暨研究所] 學位論文|
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