how to calculate the rent efficiency? 5 points

Hello, there is a calculation formula:

Ping Efficiency = sales ÷ store business area

Average daily Ping Efficiency = average daily sales ÷ store business area

Average monthly Ping Efficiency = average monthly sales ÷ store business area

The mainland is also paying attention to Ping Efficiency, but this is the established "Ping". Because the focus of Pingxiao is efficiency, in today's situation where shops frequently send coupons for discounts, taking turnover as the numerator of the calculation formula can't truly reflect the benefit of the business area, which leads to the practice of taking the gross profit factor into account. The mainland is also paying attention to ping effect, but this is a conventional "ping", and 1 ping is about 3.3 square meters, so it is easy to cause misunderstanding. If we insist on using "ping effect" for a long time, we will avoid the products of this historical period.

calculation method of floor efficiency:

floor efficiency = sales ÷ store business area

daily average floor efficiency = daily average sales ÷ store business area

monthly average floor efficiency = monthly average sales ÷ store business area.

how to calculate the floor efficiency of shopping malls

floor efficiency = sales ÷ average daily floor area = average daily sales ÷ average monthly floor efficiency = average monthly sales ÷ store floor area

ask a professional: What is the relationship between floor efficiency and rent in shopping malls? Is the rent determined according to the efficiency of the lawn?

The floor efficiency is an index often used by Taiwan Province to calculate the operating efficiency of shopping malls, which refers to how much turnover can be produced per floor area (the total number of floors occupied by counters).

Take a department store as an example. Different locations in the store attract different customers. The entrance to the first floor is usually the most attractive place. In such a prime location, counters that can make the most profit must be placed, so you will find that the first floor of department stores are usually cosmetics counters.

Because the focus of Pingxiao is efficiency, in the current situation that shops frequently give coupons and discounts, taking turnover as the numerator of the calculation formula can't truly reflect the benefits of smooth business accumulation, which leads to the practice of taking the gross profit factor into account.

The mainland is also paying attention to ping-effect, but this is a conventional ping-effect, and 1 ping is about 3.3 square meters, so it is easy to cause misunderstanding. If we insist on using ping-effect for a long time, we will avoid the product of this historical period, which represents the influence of Taiwan Province's retail industry on the mainland.

floor efficiency calculation method:

floor efficiency = sales ÷ store business area

daily average floor efficiency = daily average sales ÷ store business area

monthly average floor efficiency = monthly average sales ÷ store business area

I hope I can help you.

Reveal the five pain points of commercial real estate to see how difficult it is

Pain point 1: Budget control is difficult

Compared with residential real estate, commercial real estate requires more detailed control, and the accuracy of residential real estate reports is "11,111 yuan", while commercial real estate reports should be as detailed as yuan or even cents, so it is required that the budget control system of commercial real estate can be truly established. The difficulty in budget control is mainly reflected in the following three aspects.

controllable budget target

The preparation of commercial real estate budget target is more complicated, and it is also two lines of revenue and expenditure. The revenue budget target of commercial real estate should be divided into sales revenue and rental revenue; Expenditure budget objectives need to be divided into development costs, operating costs and three major expenses. Among them, the establishment and process control of "rental income budget target" and "operating cost budget target" are particularly important.

The solution of benchmarking enterprise L is the rent budget management and control system based on contract.

first, the idea of budgeting based on contract. The rental budget target of enterprise L is based on each contract of each shop. If there is empty shop, it will be solved by "expected contract".

secondly, the contract is expected to obey the overall rent planning. The rental planning of the "expected contract" corresponding to the empty shop depends on the business planning of the shop. If the shop is planned as a catering business, it is necessary to refer to the rental planning objectives of the catering business to calculate the rental income that the shop must contribute this year, so as to deduce the latest opening time requirement.

Thirdly, four dimensions control the budget target. After the rent budget target corresponding to each store is determined, in the process of signing the contract, based on the four dimensions of budget unit price, guaranteed income, starting contract price and the highest rent level of the same floor and industry, the contract is compared with the contract price to decide whether to approve or not.

finally, the lease policy is monitored in real time. If there is a new lease policy, enterprise L will also compare the implementation of each contract with the lease policy in real time to find out the points that are inconsistent with the lease policy.

the second is the operating cost budget control system.

firstly, the operating costs are divided into three categories based on the project. The establishment of the operating cost budget target of enterprise L is based on a reasonable and standardized operating cost subject tree, and the operating cost is divided into three parts: operational rectification, promotion and investment promotion. After being established according to the project dimension, it is summarized by the commercial management company.

secondly, unify the operating cost subjects to ensure the consistency of the caliber. Enterprise L has specially formulated the operating cost management system of commercial projects, and specified the corresponding relationship between actual business and operating cost subjects in detail to ensure the unity of operating cost classification of different projects.

Thirdly, the two checkpoints ensure that the operating cost budget target is not broken. The first level is to compare the payment application amount with the operating cost budget target and control it not to exceed the target; The second level is the actual payment, and then a comprehensive review. In addition, the quarterly operating cost budget target is allowed to move. In actual business, there may be some unexpected situations that lead to the breakthrough of the operating cost budget target. At this time, enterprise L allows the operating cost budget target to be broken in a single quarter, but it needs to cut the operating cost budget target in the following quarters to ensure that the total budget target is not broken, which fully reflects the policy flexibility.

2. Controllable operational indicators

After making a reasonable budget target, it needs to be subdivided into key KPI indicators that need real-time attention in the process of business management team management, such as return on assets, rent growth rate, EBITDA profit, unit price of building rent, the proportion of rent to turnover, etc., as well as key operational indicators such as passenger flow and turnover. These indicators not only reflect the management ability of the business management team, but also reflect the profitability of different businesses. Specific can be solved according to the following ideas.

first, establish a hierarchical KPI monitoring system. For enterprise L, the KPI index of the whole group is divided into four levels (Figure 1), which is convenient for managers at different levels to focus on. On the basis of this classification, through various types of visual interfaces, KPI indicators are comprehensively monitored to ensure that leaders at all levels of the company are well aware of the overall operating conditions of commercial projects.

Secondly, special management should be carried out for key indicators. For example, the two core indicators of "passenger flow" and "turnover" are monitored in real time, so that we can identify the operating benefits of various shops and optimize the format in a timely manner. These two indicators can be specially supervised and reported, so that we can intuitively understand the impact of promotional activities, weather and holidays on business turnover and passenger flow, and formulate reasonable operational measures accordingly to ensure the sustained and stable operation of commercial projects.

Thirdly, verify the abnormal indicators. ......