Research on Optimization of Residential Project Operation

Management Strategy of Real Estate Enterprises Under the

Background of Digital Economy

Junbo Xiong

School of Management Science and Real Estate, Chongqing University, Chongqing, China

Keywords: Real Estate Digital Transformation, Residential Project Operation Management, Full Life Cycle Management.

Abstract: In the digital economy era, the real estate industry faces transformation challenges, and the new generation of

information technology supports it. This paper analyzes the policy, economic, technical, social, and cultural

environment of real estate enterprises' residential project operation and management. It points out that the

industry's overall digital investment is low and there are problems such as "system islands". At present, the

digitalization of the operation and management of real estate companies is transforming, but there are systemic

bottlenecks such as disconnection between strategic planning and execution, difficulties in industrial ecology

coordination, failure of customer insights, and pressure on operational efficiency and financial indicators. To

optimize transformation, enterprises should include digital transformation into the strategic core, build a

digital platform for the full value chain, apply emerging technologies, and build a diversified talent team; in

terms of product innovation, they should deeply integrate green environmental protection and intelligent

technologies, enhance community cohesion, implement full life cycle management, improve customer

feedback mechanisms, and provide customized products. In the future, the digital transformation of the real

estate industry will be deepened, and intelligence, greenness, and humanization will become mainstream.

1 INTRODUCTION

In the current digital economy era, a new generation

of information technology with big data, artificial

intelligence, and cloud computing as the core is

deeply reconstructing the structure of traditional

industries. As an important part of the national

economy, the real estate industry is facing dual

transformation challenges driven by changes in the

external environment and the demand for internal

efficiency improvement.

Under the policy orientation of "housing for

living, not for speculation", measures such as the "two

concentration" policy of land supply and the "three

red lines" of financing supervision have prompted

real estate companies to shift from disorderly

expansion to quality-oriented operation models.

According to data from the Ministry of Natural

Resources, the national construction land transaction

volume in 2022 decreased by 19.4% year-on-year,

and the scarcity of land resources in core cities has

https://orcid.org/0009-0002-5947-4641

been further highlighted, forcing enterprises to

improve land use efficiency. At the same time, with

the change in consumer groups, the demand for

digital services such as smart communities and green

buildings is growing.

Under the combined effect of the above multiple

factors, the transformation of the real estate industry

is imminent, and at this time, the technological

revolution represented by the new generation of

information technology has just provided strong

support for the transformation of the industry.

Emerging technologies such as BIM technology, VR

house viewing, and smart property platforms are

more efficiently assisting real estate development at

different stages. However, the industry's overall

digital investment only accounts for 0.75% of its

revenue, and there are typical problems such as

"system islands" and "data barriers". It is enough to

show that there is a huge gap between traditional

models and digital demands.

Xiong, J.

Research on Optimization of Residential Project Operation Management Strategy of Real Estate Enterprises Under the Background of Digital Economy.

DOI: 10.5220/0013851500004719

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd International Conference on E-commerce and Moder n Logistics (ICEML 2025), pages 639-645

ISBN: 978-989-758-775-7

639

2 ANALYSIS OF THE

OPERATION AND

MANAGEMENT

ENVIRONMENT OF REAL

ESTATE ENTERPRISES IN THE

BACKGROUND OF THE

DIGITAL ECONOMY

2.1 Policy Environment Analysis

National policies continue to make efforts to

continuously promote the real estate industry to seek

new development paths in standardization, from

financing management to industrial upgrading

guidance, which has shaped the policy environment

for real estate enterprises' residential project

operation and management in all aspects. For

example, the "Three Red Lines" policy strictly limits

the financing scale and channels of real estate

companies, effectively curbing the risk of excessive

financialization in the real estate industry. The "14th

Five-Year Plan" Digital Economy Development Plan

proposes to build a modern industrial system, while

the Ministry of Housing and Urban-Rural

Development focuses on promoting intelligent

construction and construction industrialization. At the

same time, the policy positioning of "housing for

living, not for speculation" further emphasizes the

living attributes of real estate and guides the market

to return to rationality. In addition, local policies in

various places have also actively responded to the

national call. For example, Changsha City has

stabilized the real estate market through measures

such as pre-sale fund supervision and talent

settlement discounts and put forward higher

requirements for the stable operation capabilities of

real estate companies. Under the profound influence

of the policy environment, the economic environment

of real estate enterprises' residential project operation

and management also shows corresponding

characteristics (Li, 2022).

2.2 Economic Environment Analysis

Due to the influence of multiple factors, the current

real estate market is showing a downward trend

overall. The growth rate of national real estate

development investment has slowed down, and both

commercial housing sales and sales areas have

dropped significantly. In 2024, the sales area of newly

built commercial housing was 973.85 million square

meters, a decrease of 12.9% over the previous year,

of which the sales area of residential housing

decreased by 14.1%. Sales of newly built commercial

housing were 9675 billion yuan, down 17.1%, of

which residential sales fell 17.6%. All real estate

companies are facing challenges such as sales

difficulties, extended repayment cycles, and tight

capital chains. In 2024, real estate development

companies had 107661 billion yuan of funds, a

decrease of 17.0% over the previous year. Among

them, domestic loans were 1521.7 billion yuan, down

6.1%; foreign capital utilization was 3.2 billion yuan,

down 26.7%; self-raised funds were 3774.6 billion

yuan, down 11.6%; deposits and prepayments were

335.71 billion yuan, down 23.0%; personal mortgage

loans were 156.61 billion yuan, down 27.9%. At the

same time, with the tightening of financial policies,

the financing costs of real estate companies continue

to rise, and financing channels are further restricted.

This undoubtedly increases the operating pressure of

real estate companies (Zhu, 2023).

2.3 Technical Environment Analysis

In the macro context of today's digital economy era,

the continuous innovation of technology has brought

new development opportunities to the real estate

industry. The widely used technologies, such as big

data, cloud computing, and the Internet of Things, are

reshaping the full life cycle management of

residential projects. For example, smart construction

site solutions effectively improve the safety and work

efficiency of the construction site through remote

monitoring and visual management; BIM technology

realizes digital collaboration between project design

and construction management, significantly

improving project quality and construction

efficiency. In addition, the application of emerging

technologies such as VR house viewing and online

sales departments has greatly subverted the

traditional real estate sales model to a certain extent

and improved customer experience (Hang, 2022).

2.4 Social and Cultural Environment

Analysis

With the progress of society and the transformation

of consumer concepts, housing has changed from a

simple living space to a symbol of people's yearning

for a better life. Green and environmental protection

and intelligence have become new trends in

residential projects, which also reflect consumers'

increasingly high demands for housing quality and

services. At the same time, changes in population

structure, such as the increasing aging and low birth

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640

rate trend, have also had a great impact on the real

estate market directly or indirectly, allowing the

product structure and market strategies of real estate

companies to be continuously adjusted (Hua, 2023).

3 ANALYSIS OF THE CURRENT

SITUATION AND PROBLEMS

OF RESIDENTIAL PROJECTS

IN REAL ESTATE

ENTERPRISES

3.1 Current Status of Operation and

Management

In my country's real estate industry, digital practices

related to residential project operation and

management are transforming proof of concept into

initial implementation. Under the dual effects of

policy orientation and market pressure, the

importance of improving the efficiency of full-cycle

management has been widely recognized in the

industry. Leading enterprises such as Vanke and

Country Garden took the lead in making

arrangements, using the BIM collaborative platform

to achieve the integration of data in the entire chain

of design, construction, operation, and maintenance,

and the engineering change phenomenon has been

reduced by 15%-20%, which has been shortened by

more than 10%. Examples show that AI customer

profile technology combined with big data analysis

has increased the marketing conversion effect by

25%-30%.

The overall development trend of the industry is

characterized by "local prominent but insufficient

coordination". Data disclosed in CRIC's "2023 Real

Estate Digital Development White Paper" shows that

about 78% of enterprises' digital applications are only

concentrated in a single business module, and the

independent operation of financial systems,

marketing systems, or procurement systems is

relatively common. Only 12% of the companies build

a digital platform for the entire value chain. Most of

these are leading real estate companies, covering all

aspects from investment decisions to property

management. This shows that there are obvious flaws

in data asset accumulation: the complete rate of the

industry's core business data is generally less than

65%, and the quality of customer behavior data,

project progress data, and cost dynamic data is

uneven. Under the current situation where the

industry data specification coverage rate is less than

40%, there are significant differences in data

definition, format, and update frequency between

different systems. A case of a TOP20 real estate

company shows that there is more than 30% logical

inconsistency between the customer labels of its

marketing system and the service records of the

property system, and the efficiency of customer value

mining has decreased by 40%.

It is worth noting that the application depth of

digital tools shows a clear differentiation. Some

leading enterprises have introduced the entire process

of digital twin technology simulation project

development. After realizing the optimization of the

solution through virtual construction, the actual

construction cost will be reduced by 8%-12%. Small

and medium-sized real estate companies that still rely

on traditional ERP systems mainly realize the online

function of basic business processes, and their ability

to deeply explore data value is insufficient. The deep

differentiation of the application of this digital tool

has also laid the groundwork for subsequent issues in

strategic planning implementation, industrial

ecological coordination, etc. Relevant data in 2022

show that while the inventory turnover rate of leading

real estate companies is 1.2 times higher than the

industry average, the phenomenon that the average

sales cycle of small and medium-sized real estate

companies has been extended from 18 months to 24

months confirms the trend of intensifying resource

mismatch (Liu, 2023; Sun, 2021).

3.2 Problem Analysis

In the process of advancing the digitalization process

of residential project operation and management,

although phased results have been achieved by some

real estate companies, systemic bottlenecks still pose

severe challenges.

The first thing that shows is the disconnection

between strategic planning and implementation. The

latest survey data of the China Real Estate

Association shows that 63% of corporate entities have

failed to formulate digital special planning plans for

more than three years. This disconnection between

strategic planning and execution further affects the

capabilities of real estate companies in industrial

ecological coordination, thus causing a series of chain

problems. The cognitive bias of simplicity of

digitization with "IT system procurement behavior" is

common among management groups, and the

collaborative design elements related to return on

investment calculation and organizational structure

change have been significantly ignored. Examples

show a case of a top 100 real estate development

Research on Optimization of Residential Project Operation Management Strategy of Real Estate Enterprises Under the Background of

Digital Economy

641

company: the company invested more than 50 million

yuan in the construction of smart management

platforms, but the traditional assessment mechanism

with offline sales indicators as the core has not been

adjusted simultaneously. The willingness of front-

line business personnel to use continues to be

sluggish, and the system activity indicators quickly

declined to 32% in a three-month cycle. At the same

time, it is worth noting that temporary capital

investment methods are adopted by more than 60% of

enterprises (Li, 2020). The technology iteration speed

is 2-3 years lag compared to market demand, thus

forming a non-virtual cycle state where high

investment and slow effect coexist.

The barrier to industrial ecological coordination

has aggravated the dilemma of transformation. The

characteristics of the real estate industry are long, and

the participants are scattered, which shows a sharp

contradiction with the real-time digital coordination

needs. Data monitored by the Ministry of Housing

and Urban-Rural Development shows that the

interface between real estate companies and design,

construction, and suppliers does not exceed 30%. Key

nodes within the business, such as material

acceptance or project visa, still need to rely on manual

filling, resulting in an error rate of information

transmission as high as 18%. Compared with the

manufacturing industry, the continuous response

efficiency of real estate supply is more than 40%, and

the design change cycle takes up to 7 days, while the

manufacturing industry can be closed within 24

hours.

If the customer insight mechanism fails, it can be

seen that the risk of disconnection in the product

market has increased sharply. Under the traditional

market regulation method, it is difficult to quickly

capture the demand for iteration. Beike Research

Institute revealed that the accuracy of identifying

customer demand is only 58%, and the conclusion is

lagging behind market changes by 3-6 months. A

certain improved residential project designed the

apartment with data half a year ago, but after the

opening, it was found that the demand for smart

homes increased by 47%, and it had to be rebuilt in

the middle, increasing to 1,200 yuan/square meter in

cost. However, if customer data assets are divided

between sales and property sectors, the whole domain

ID is blocked, which hinders the establishment of a

360° customer view, and precise marketing and

innovation successively lose the required data support

(Zhu, 2023).

Ultimately, the dual pressure on operational

efficiency financial indicators reflects the rise of a

system crisis with lagging transformation. Data in the

first half of 2023 showed that the industry's average

inventory turnover period has been extended to

November, the capital turnover rate decreased by

12% to 15% year-on-year, and financial expenses

gradually increased to about 8.2% of sales. For

example, a second-tier city development case was

delayed for delivery for 9 months due to failed

process monitoring, which triggered rights

protection, resulting in the cost of restoring the brand

accounting for 21% of the net profit. However, the

lack of data governance has greatly reduced the

accuracy of dynamic income estimation. This pain

points together form a negative cycle of "fuzzy

strategy - split ecology - wrong judgment of demand

- efficiency recession", revealing the profound pain of

real estate transformation from "scale-driven" to

"digital media-driven".

4 EXPLORATION OF

OPTIMIZATION PATHS

4.1 Digital Transformation Strategy

At the current stage, the real estate industry is

increasingly in need of digital transformation. The

digital transformation of real estate enterprises is a

systematic project. The formulation and

implementation of systematic strategies urgently

need to be paid attention to by enterprises. By

gradually advancing specific implementation steps,

can effectively promote the transformation process.

First, digital transformation work will be included

in the core scope of corporate strategy. Real estate

companies need to clarify the establishment of

transformation vision, setting goals, and planning of

implementation paths to ensure that directional

choices maintain a high degree of consistency

between the company's long-term development goals

(Zhang, 2023; Wang, 2025). In addition, a special

digital transformation leading group or committee

can be established, and the agency is responsible for

coordinating resources to ensure the orderly progress

of transformation work.

The construction of a digital platform is the

cornerstone of the digital transformation of real estate

companies and the key support for achieving

corporate strategic goals. The key breakthrough lies

in the construction of digital platforms that need to

cover the entire value chain. The key to eliminating

data silos and realizing the goal of data

interconnection depends on this. Core businesses

such as financial modules, marketing modules, design

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642

modules, construction modules, and property

modules should be fully integrated by real estate

companies. Establish unified data standards and

interface specifications to ensure the smooth flow of

data between departments; the use of big data analysis

technology makes it more possible to mine data value,

thereby significantly improving decision support; the

continuous optimization of marketing strategies has

been carried out, and the trend of improving customer

experience satisfaction indicators and loyalty

coefficients is visible.

The application of technological innovation is the

core driving force for the digital transformation of

real estate companies and the key to promoting the

efficient operation of digital platforms and improving

the operational efficiency of enterprises. Innovative

applications at the technical level are the core driving

force in the digital transformation process. What is

worth paying attention to are emerging technologies

such as big data analysis technology, cloud

computing systems, Internet of Things equipment,

and BIM modeling tools, and it is also the blue ocean

that real estate developers have focused on. The

promotion and application of intelligent construction

solutions and the construction site intelligent

management system have become an important

practical direction at the current stage (Feng, 2023).

Relying on BIM technology, the digital collaboration

between the project design links and the construction

management process has greatly improved

construction efficiency, and the project quality level

has also improved significantly. The deployment of

remote monitoring systems for equipment with the

help of IoT technology and the implementation of

intelligent operation and maintenance methods has

also greatly reduced the operation and maintenance

costs.

The construction of a talent team is an important

guarantee for the digital transformation of real estate

enterprises and a key support for ensuring the smooth

implementation of various digital measures. The

construction of the talent team should show

diversified characteristics. By adopting a model that

combines internal training mechanisms and external

recruitment channels, will strengthen the cultivation

and introduction of digital talents, and build a

compound talent echelon that is proficient in real

estate business processes and masters information

technology means. At the same time, establishing an

incentive mechanism to mobilize employees'

enthusiasm for participation requires a transformation

mechanism to gradually form a transformation

atmosphere for all employees to participate (Wen,

2023).

4.2 Product Innovation Strategy

Against the backdrop of increasingly fierce

competition in the industry and the continuous

upgrading of consumers' needs, product innovation

strategies have become the key to real estate

companies achieving sustainable development and

enhancing their core competitiveness. The innovation

of real estate companies covers the entire process

from product design, and construction, to operation,

which requires in-depth integration and coordinated

promotion of various factors. Specifically, the

integrated application of green environmental

protection concepts with intelligent technology, the

community construction combining online and

offline, the implementation of full life cycle

management, and the improvement of customer

feedback mechanisms together constitute the core

framework of real estate companies' product

innovation strategies. These aspects are

interconnected and promote each other, and jointly

create high-quality, personalized, and meet market

demand residential products, thereby improving

customer satisfaction and brand reputation.

In the field of product innovation strategies, the

entire process of product design, construction, and

operation of real estate companies can be deeply

integrated with green environmental protection

concepts and intelligent technologies (Zhang, 2021).

Actively respond to the call of the national green

building policy, attach importance to the use of

environmentally friendly materials and the promotion

of energy-saving technologies, and create green

ecological residential buildings. What cannot be

ignored is the integration of smart home systems.

When the interconnection and intelligent control

functions between home devices are achieved, the

convenience and comfort of living will be visually

improved.

The combination of online and offline methods

helps to enhance community cohesion and improve

residents' sense of happiness. The application of IoT

technology has made the intelligent monitoring and

operation, and maintenance of community facilities a

reality, and the improvement of the community

management level is obvious. The development of

community cultural activities has a significant effect

on the enrichment of residents' spiritual and cultural

life. In addition, in terms of community service

innovation, the construction of a smart community

platform is one of the important directions for real

estate companies. The integration of property,

commerce, education, medical care, and other

Research on Optimization of Residential Project Operation Management Strategy of Real Estate Enterprises Under the Background of

Digital Economy

643

resources needs to be completed, and the provision of

one-stop community services is achieved.

The implementation of full life cycle management

is crucial to ensuring the quality of residential

products. The use of digital means can achieve real-

time monitoring and adjustment of project progress,

thereby strictly implementing the entire process

management from the project planning stage to

design, construction, and then to delivery and

operation, and achieving the purpose of on-time

delivery.

The establishment of a customer feedback

mechanism and the improvement of the complaint-

handling process need to be promoted

simultaneously, and a timely response to customer

needs cannot be ignored. In this way, real estate

companies can continuously optimize their products

and services, which shows the improvement in

customer satisfaction and brand reputation. In

addition, big data technology can be used to analyze

customer preferences and needs and to explore

potential customers who provide customized

residential products. For example, product options

such as modular design and fine decoration house

options can increase product flexibility and selection

space (Xie, 2021).

5 CONCLUSIONS

In the current digital economy era, the real estate

industry is undergoing profound changes. The

comprehensive implementation of digital

transformation strategies and the systematic

promotion of product innovation strategies enable all

enterprises to effectively respond to changes in the

external environment and improve internal

efficiency. Through digital transformation,

significant improvement in operational efficiency and

continuous strengthening of corporate

competitiveness can be achieved; consumers'

demands for high-quality residential and smart

communities can also be fully responded to. With the

continuous advancement of technological progress

and the continuous improvement of market maturity,

the digital transformation of the real estate industry

will show a deepening trend in the future, and the

direction of intelligence, greenness, and

humanization has thus become the mainstream of

industry development.

Real estate companies should actively embrace

change and give themselves the core strategic

position of the digital transformation process.

Strategic integration, innovation in technology fields,

optimization and adjustment of organizational

structure, and redesign of business processes, these

measures jointly promote the overall digitalization

process of the enterprise. The product innovation link

cannot be ignored. The integration of green

environmental protection concepts, strengthening of

intelligent features, and injecting customized and

personalized elements have enabled products and

services to improve market competitiveness. The

continuous improvement of customer satisfaction and

the steady accumulation of brand reputation have

been achieved through the improvement of the full

life cycle management mechanism the normalization

of optimization measures, and the Sustainable

Development Goals have been achieved.

In the face of many challenges, the continuous

tracking of industry trends cannot be ignored by

enterprises, and forward-looking analysis of

technological development trends is equally

important. The timeliness of strategy optimization

and adjustment reflects the level of the company's

response capabilities, and the depth of industrial

chain integration determines the quality of

transformation results. It can be seen that the

acceleration of the digitalization process cannot be

separated from the collaborative participation of

multiple parties, and the improvement of living

quality depends on the dual role of technological

innovation and management optimization.

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