| 摘要(英) |
It has been 16 years since the government of Taiwan established “Real Estate Broking Management Act” in 1999. The legislation changed people’s perception of real estate brokerage business in Taiwan. With such regulations and the certifications required, the professional competence of real estate brokers and agents has improved substantially. In addition, most brokerage firms, which deal with individual clients of residential properties or street-front retail shops, also relocated reception desks from the upper floor to the ground floor to provide better services.
Economic developments, governmental policies, social structures, technology innovations, and inhabitants’ awareness of environmental protection all have great impacts on real estate market cycles. As industry evolution continues and business competition is getting fiercer and fiercer, real estate brokerage firms are adapting to changing business ecosystems as well. There are several major real estate brokerage firms have been developing national franchises for years. Among them, few industry leaders also expand their business to overseas markets and become conglomerates with diversified business exposures.
However, owing to the slowdown of global economies, most investors tend to be more conservative in acquiring new investments. As a result, companies having real estate business like project developers and brokerage firms suffered from declining transaction volumes. In order to maintain competitive strengths and keep profitable, executives in real estate business should identify strategic alternatives and take actions as soon as possible. This study not only illustrates current environments and competition among local realtors in Taiwan but draws conclusions about how real estate brokerage firms can survive from recent economic turmoil and points out winning solutions.
This study takes “Taiwan Realty” as the case of investigation. The study discusses how Taiwan Realty takes advantage of its leading position in regional markets, like Taoyuan and Hsinchu, and grows from a local brokerage firm to a global conglomerate with diversified business exposures and hundreds of branches and franchisees in Taiwan, Japan, Canada, and the U.S. With participant observations, literature reviews, and available secondary data, this research utilizes Porter’s five forces model and the SWOT analysis to analyze the case. By reviewing and studying how Taiwan Realty competed against other competitors and how it reached decisions in certain circumstances, this thesis derives options for the case company and other real estate brokerage firms to develop strategies and action plans for future development.
1. In the long run, quality of and access to services would be the core competitive strength for real estate brokerage firms. In addition to improving their service quality, real estate brokerage firms also need to keep up their sustainable management capacities and core corporate values as follows:
2. Emergence of e-commerce and social networking websites has been influencing consumer behaviors dramatically. As a result, it would be helpful for companies to increase their market shares by building up complementary strategic alliances. Also, in order to shine their brand values, enterprises need to improve internal efficiency accordingly. |
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網址部分
1. 台灣房屋仲介股份有限公司官方網站，（取自2015/12/25，http://www.twhg.com.tw/）。
2. 內政部不動產專業人員訓練服務網官方網站，（取自2016/01/18，http://etrain.land.moi.gov.tw/）。
3. 內政部統計處官方網站，（取自2015/12/18，http://sowf.moi.gov.tw/stat/week/ week10405.pdf）。
4. 中華民國不動產仲介經紀商業同業公會全國聯合會官方網站，（取自2016/01/05，http://www.taiwanhouse.org.tw/a/blogs/show/3092709）。
5. 台北市不動產代銷經紀商業同業公會官方網站， （取自2016/01/05 ，http://www.
trema.org.tw/） |
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