站在委托方运营官的位置，把投入、资金、开发、客户、交付与物业放在同一张经营总表里。每个数字能找到依据，每项偏差能落实行动，退出有可验证的条件。站在委託方運營官的位置，把投入、資金、開發、客戶、交付與物業放在同一張經營總表裏。每個數字能找到依據，每項偏差能落實行動，退出有可驗證的條件。See capital, development, customers, handover and property services as one operating business. Trace each number, assign actions to deviations, and exit against verifiable conditions.
M1为2027年1月的假设起点。观察月改变进度、已发生成本、销售和物业台账；全周期指标始终显示当前条件下的完工预测。M1爲2027年1月的假設起點。觀察月改變進度、已發生成本、銷售和物業臺賬；全週期指標始終顯示當前條件下的完工預測。M1 is the hypothetical January 2027 start. The month changes progress, incurred cost, sales and property ledgers; lifecycle metrics remain forecasts under selected conditions.
实际占用本金×年利率÷365；月初提款、月末还本，按自然月天数逐日计息。日期仅属假设计划。股东资金不虚构贷款利息，股东要求回报另通过12%演示折现率观察。實際佔用本金×年利率÷365；月初提款、月末還本，按自然月天數逐日計息。日期僅屬假設計劃。股東資金不虛構貸款利息，股東要求回報另通過12%演示折現率觀察。Daily interest = outstanding principal × annual rate ÷ 365. Draw at month start, repay at month end; use actual calendar days. Dates are hypothetical. Equity has no invented loan interest; a separate illustrative 12% discount rate measures time value.
| 项目項目Item | 金额 / 万元金額 / 萬元CNY 10k | 口径口徑Definition |
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| 项目項目Item | 金额 / 万元金額 / 萬元CNY 10k |
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| 月份月份Month | 签约簽約Contracts | 首付款首付款Deposits | 按揭到账按揭到賬Mortgage receipts | 受限资金受限資金Restricted | 税款储备稅款儲備Tax reserve | 提款提款Draw | 日息 / 元日息 / 元Daily interest / CNY | 当月利息當月利息Interest | 还本還本Repayment | 股东追加股東追加Equity call | 期末现金期末現金Closing cash | 分配分配Distribution |
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| 工作阶段工作階段Stage | 计划 / 当前预测計劃 / 當前預測Approved / forecast | 模拟进度模擬進度Illustrative progress | 通过条件通過條件Release evidence | 统筹责任統籌責任Accountability |
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| 合约包合約包Package | 目标目標Target | 原合同原合同Original | 已批变更已批變更Approved changes | 未签基价未籤基價Unlet base | 风险预留風險預留Risk allowance | 完工预测完工預測Forecast | 偏差偏差Variance | 已核产值已核產值Certified | 已付已付Paid | 应付未付應付未付Certified unpaid |
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| 委托事项 / 假设供方委託事項 / 假設供方Scope / fictional supplier | 交付物交付物Deliverable | 当前状态与期限當前狀態與期限Status and due month | 跟进与验收依据跟進與驗收依據Follow-up and evidence |
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| 检查对象檢查對象Inspection | 完成 / 总量完成 / 總量Completed / total | 未关闭 / 关键问题未關閉 / 關鍵問題Open / critical | 责任接口責任接口Owner | 关闭标准關閉標準Closure evidence |
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| 利润桥接利潤橋接Profit bridge | 金额 / 万元金額 / 萬元CNY 10k | 定义定義Definition |
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这是全周期不含增值税的管理预测，不是已确认营业收入或审计报表。先区分签约、收款、交付与收入确认；会计收入须按控制权转移及具体合同判断。税金及附加等按销售额8%预留、所得税按正数税前利润25%估算，均为演示预算参数，不替代逐税种核算。這是全週期不含增值稅的管理預測，不是已確認營業收入或審計報表。先區分簽約、收款、交付與收入確認；會計收入須按控制權轉移及具體合同判斷。稅金及附加等按銷售額8%預留、所得稅按正數稅前利潤25%估算，均爲演示預算參數，不替代逐稅種覈算。These are lifecycle management forecasts excluding VAT, not recognised revenue or audited accounts. Separate contracts, receipts, handover and revenue recognition; assess control transfer and contract terms. Transaction taxes use an 8% revenue allowance, and income tax uses 25% of positive pre-tax profit; both are illustrative budget inputs, not detailed tax calculations.
| 渠道渠道Channel | 客资客資Leads | 有效客户有效客戶Qualified | 首次带看首次帶看First visits | 复访復訪Repeat visits | 成交套数成交套數Contracts / homes | 带看成交率帶看成交率Visit conversion | 当月费用 / 万元當月費用 / 萬元Monthly spend / CNY 10k |
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以户型、生活场景、工程进展与交付标准组织内容；逐条追踪发布、曝光、有效咨询、邀约、带看和成交。投放预算按有效到访与成交质量调整，不以播放量代替销售结果。以戶型、生活場景、工程進展與交付標準組織內容；逐條追蹤發佈、曝光、有效諮詢、邀約、帶看和成交。投放預算按有效到訪與成交質量調整，不以播放量代替銷售結果。Plan layouts, living needs, construction updates and delivery standards; trace posts through qualified enquiries, bookings, visits and contracts. Adjust spend against customer quality, not plays.
每位客户保留来源、家庭需求、预算、意向房源、异议、下次行动和责任人；认购、签约、付款条件分别登记。退订、折扣和渠道归属由授权人审批。每位客戶保留來源、家庭需求、預算、意向房源、異議、下次行動和責任人；認購、簽約、付款條件分別登記。退訂、折扣和渠道歸屬由授權人審批。Track source, household needs, budget, unit preference, objections, next action and owner. Record reservation, contract and payment conditions separately; authorise cancellations, discounts and channel attribution.
首付核到账，按揭跟踪资料齐备、受理、审批、抵押及放款；账龄按合同应付节点统计。银行未批或资料不齐不能记作已到账，运营官推进补件和异常升级。首付核到賬，按揭跟蹤資料齊備、受理、審批、抵押及放款；賬齡按合同應付節點統計。銀行未批或資料不齊不能記作已到賬，運營官推進補件和異常升級。Verify deposits received, then documents, acceptance, approval, security and funding. Age receivables against contractual due dates; escalate missing documents and delays rather than treating them as cash.
| 内容方向內容方向Campaign | 曝光次数曝光次數Impressions | 去重咨询去重諮詢Unique enquiries | 到访到訪Visits | 成交成交Contracts | 费用 / 万元費用 / 萬元Spend / CNY 10k | 运营动作運營動作Operating action |
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| 签约月簽約月Contract month | 套数套數Homes | 合同额合同額Contract value | 首付已到首付已到Deposit received | 银行应放銀行應放Mortgage due | 银行已放銀行已放Bank funded | 待到账待到賬Outstanding | 预计到账 / 跟进預計到賬 / 跟進Due month / action |
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| 预算项目預算項目Budget line | 年度 / 万元年度 / 萬元Annual / CNY 10k | 依据依據Basis |
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| 服务指标服務指標Service metric | 观察月模拟值觀察月模擬值Observed simulation | 演示目标演示目標Illustrative gate |
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物业费按已具备承接条件的面积计收，不用入住率简单替代缴费责任；已售交付部分向业主计费，未售已具备承接条件部分由开发主体在本例中承担。按4.2元/㎡·月、不含税管理口径测算；不含专项维修资金、共有收益、租金或房屋销售收入。物业经营结余未扣所得税，不称净利润。物業費按已具備承接條件的面積計收，不用入住率簡單替代繳費責任；已售交付部分向業主計費，未售已具備承接條件部分由開發主體在本例中承擔。按4.2元/㎡·月、不含稅管理口徑測算；不含專項維修資金、共有收益、租金或房屋銷售收入。物業經營結餘未扣所得稅，不稱淨利潤。Fee responsibility follows service-ready area, not occupancy alone. Owners pay on sold and handed-over homes; the developer funds service-ready unsold homes in this example. Fee is CNY 4.2/m²/month on an ex-VAT management basis. Excludes repair funds, common-property income, rent and home sales. Operating cash surplus is before income tax, not net profit.
| 月份月份Month | 承接 / 业主户数承接 / 業主戶數Ready / owner homes | 业主应收業主應收Owner billed | 开发商应付開發商應付Developer billed | 收缴率收繳率Collection | 实收實收Cash received | 成本成本Cost | 自主结余自主結餘Cash before support | 启动补助啓動補助Start-up support | 工单及时率工單及時率Timely response | 关键未结關鍵未結Critical open | 连续达标月連續達標月Consecutive pass months | 物业现金物業現金Property cash | 累计欠费累計欠費Fee arrears |
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交付前完成预验房与入住说明，交付后跟踪报修、满意度与投诉；成交客户不在交付当天退出客户台账。每类问题有首次响应、解决和复验时限。交付前完成預驗房與入住說明，交付後跟蹤報修、滿意度與投訴；成交客戶不在交付當天退出客戶臺賬。每類問題有首次響應、解決和複驗時限。Inspect before handover, explain move-in, then follow repairs, satisfaction and complaints. Keep customers in the service register with response, resolution and re-check deadlines.
围绕已解决的问题、真实生活体验和社区活动形成自愿转介绍；征得同意再记录来源，单列带看、成交与奖励成本，避免与原渠道重复归因。后续新项目线索单独建档，不计入本项目利润。圍繞已解決的問題、真實生活體驗和社區活動形成自願轉介紹；徵得同意再記錄來源，單列帶看、成交與獎勵成本，避免與原渠道重複歸因。後續新項目線索單獨建檔，不計入本項目利潤。Build voluntary referrals through resolved issues, resident experience and community activities. Obtain consent, track visits, contracts and reward costs, and avoid double attribution. New-project leads are recorded separately and excluded from this project profit.
保持人员与关键维保能力，按设备台账做预防维护，以工单分派、能耗与采购复盘提升效能。物业负责长期服务，开发商保留约定的保修与遗留事项接口。保持人員與關鍵維保能力，按設備臺賬做預防維護，以工單分派、能耗與採購覆盤提升效能。物業負責長期服務，開發商保留約定的保修與遺留事項接口。Preserve staffing and critical maintenance capability. Improve dispatch, energy and procurement using asset records. Property services continue with developer warranty and residual-issue contacts intact.
| 退出条件退出條件Exit condition | 观察月状态觀察月狀態Status at observation month | 预计达到节点預計達到節點Forecast month | 必要证据必要證據Required evidence |
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| 交接层面交接層面Handover layer | 执行内容執行內容Actions | 责任主体責任主體Responsible parties |
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退出节点是示例条件满足后的计划，不是自动审批。物业至少连续3个月满足收缴、现金、关键问题、响应、维保及客户问题闭环目标，随后正式交接。股东分配留存1500万元专项现金，其中预计1000万元保修支出已计入管理利润；保修和法定责任继续由原责任主体承担。退出節點是示例條件滿足後的計劃，不是自動審批。物業至少連續3個月滿足收繳、現金、關鍵問題、響應、維保及客戶問題閉環目標，隨後正式交接。股東分配留存1500萬元專項現金，其中預計1000萬元保修支出已計入管理利潤；保修和法定責任繼續由原責任主體承擔。Exit is a conditional plan, not automatic approval. Require three consecutive months of collection, cash, critical-defect, response, maintenance and customer-closure gates, then formal handover. Retain CNY 15m cash, with CNY 10m expected warranty expense in management profit; continuing obligations remain with the responsible parties.
以600套、可售7.2万㎡、不含增值税基准单价3万元/㎡测算。土地7亿元、建安6.5亿元、前期设计等开发间接费0.7亿元、项目管理费0.6亿元。开发管理费前36个月均摊，之后至退出每月75万元。总投资为全周期现金支出加1500万元退出留存；股东资本和融资不是总投资的重复加项。以600套、可售7.2萬㎡、不含增值稅基準單價3萬元/㎡測算。土地7億元、建安6.5億元、前期設計等開發間接費0.7億元、項目管理費0.6億元。開發管理費前36個月均攤，之後至退出每月75萬元。總投資爲全週期現金支出加1500萬元退出留存；股東資本和融資不是總投資的重複加項。600 homes, 72,000m² saleable, ex-VAT base CNY 30,000/m². Land CNY 700m, construction CNY 650m, development/design CNY 70m, administration CNY 60m over 36 months; thereafter CNY 0.75m monthly until exit. Total cash requirement includes expenses and CNY 15m retained cash; equity and debt are sources, not extra investment cost.
非循环开发贷上限5亿元，提款不超过当月建安70%及现金需要，土地由股东资本承担。M4起提，压力情景M10起提；月初提款、月末支付当月利息并还本，Actual/365，M36全部到期。月末现金最低3000万元，股东承诺9亿元，超出部分显示待落实资本。每日利息是借款余额费用，不是完整逐日现金支付预测。非循環開發貸上限5億元，提款不超過當月建安70%及現金需要，土地由股東資本承擔。M4起提，壓力情景M10起提；月初提款、月末支付當月利息並還本，Actual/365，M36全部到期。月末現金最低3000萬元，股東承諾9億元，超出部分顯示待落實資本。每日利息是借款餘額費用，不是完整逐日現金支付預測。Non-revolving CNY 500m facility; draws limited to 70% of monthly construction and cash need. Equity funds land. Draw from M4, or M10 under pressure, at month start; interest and repayment at month end on Actual/365; full maturity M36. Cash floor CNY 30m; committed equity CNY 900m. Daily interest is a debt cost, not a daily cash forecast.
M10—M33按季度10/15/15/15/15/10/10/10%推盘并在各季平均签约；销售延后同步移期。首付30%当月到账、按揭70%后2或4个月到账。批售把最后20%集中于M28加销售延期，在当前价格上再折价10%。交付前20%或35%回款暂受限，交付开始时按本例假设释放；真实监管释放条件需另核。M10—M33按季度10/15/15/15/15/10/10/10%推盤並在各季平均簽約；銷售延後同步移期。首付30%當月到賬、按揭70%後2或4個月到賬。批售把最後20%集中於M28加銷售延期，在當前價格上再折價10%。交付前20%或35%回款暫受限，交付開始時按本例假設釋放；真實監管釋放條件需另核。Contracts span M10–M33 at quarterly weights 10/15/15/15/15/10/10/10%, evenly per month. Delay moves the schedule. Collect 30% immediately and 70% after two/four months. Bulk-sell the final 20% at M28 plus delay, at an extra 10% discount. Retain 20/35% before delivery and release at its start for this illustration; real release conditions must be checked.
建安上涨8%或15%时，付款及交付整体后移3个月。全周期开发成本含土地、建安、开发间接费及达到预定可使用状态前利息；之后利息列财务费用。销售费为销售额3%，其他交易税费预留8%；所得税按正数税前利润25%预算，5%回款先转内部税款储备，退出或M60时结算并释放余额。各项不是法定税率或审计会计政策。建安上漲8%或15%時，付款及交付整體後移3個月。全週期開發成本含土地、建安、開發間接費及達到預定可使用狀態前利息；之後利息列財務費用。銷售費爲銷售額3%，其他交易稅費預留8%；所得稅按正數稅前利潤25%預算，5%回款先轉內部稅款儲備，退出或M60時結算並釋放餘額。各項不是法定稅率或審計會計政策。An 8/15% build increase delays payment and delivery by three months. Development cost includes land, construction, development overhead and interest before readiness; later interest is financing expense. Selling cost 3%, transaction-tax allowance 8%, income-tax estimate 25% of positive pre-tax profit; internally hold 5% of receipts until settlement at exit or M60. These are modelling assumptions, not statutory rates or audited policies.
物业企业自备60万元启动周转金，欠费不虚构自动回收；物业按4.2元/㎡·月，人员15、外包4.5、维保3、能耗2.5、管理1.5万元/月。效能方案只将外包、能耗、管理分别降至4.3、2、1.3，不削减人员和维保。稳定运营需连续3月：收缴≥95%、响应≥95%、维保≥98%、问题关闭≥95%、关键未结为0、自主现金不为负。再结合回款、债务、结算及正式交接判定退出；不满足则60个月内不分配。物業企業自備60萬元啓動週轉金，欠費不虛構自動回收；物業按4.2元/㎡·月，人員15、外包4.5、維保3、能耗2.5、管理1.5萬元/月。效能方案只將外包、能耗、管理分別降至4.3、2、1.3，不削減人員和維保。穩定運營需連續3月：收繳≥95%、響應≥95%、維保≥98%、問題關閉≥95%、關鍵未結爲0、自主現金不爲負。再結合回款、債務、結算及正式交接判定退出；不滿足則60個月內不分配。The property company funds CNY 0.6m initial working capital; no automatic arrears recovery is assumed. Fee CNY 4.2/m²/month. Monthly costs in CNY 10k: people 15, outsourcing 4.5, maintenance 3, energy 2.5, admin 1.5. Efficiency reduces only outsourcing/energy/admin to 4.3/2/1.3. Require three months with collection/response/closure ≥95%, maintenance ≥98%, zero critical open issues and non-negative unsupported cash, plus receipts, debt, final accounts and handover. If gates fail, no distribution within 60 months.
所有进度、合同、产值、客户和服务记录为同一假设生成。完工预测不是已支付，签约不是已收到，交付不是所有责任终止。未对真实贷款、税收、保修期、物业合同、收缴权利和审批作法律结论。没有真实项目资料时，不能把本页转作投资批复、财务报表或业绩证据。所有進度、合同、產值、客戶和服務記錄爲同一假設生成。完工預測不是已支付，簽約不是已收到，交付不是所有責任終止。未對真實貸款、稅收、保修期、物業合同、收繳權利和審批作法律結論。沒有真實項目資料時，不能把本頁轉作投資批覆、財務報表或業績證據。All progress, contracts, value, customers and service records are simulated. Forecast cost is not cash paid, contracts are not receipts, and handover does not end all obligations. No real lending, tax, warranty, property-fee or approval conclusions are established. This page is not an investment approval, financial statement or performance evidence.
净现值按自设12%年化折现率观察；出现多次现金流符号变化时不强行报告IRR。股东回报不计退出留存资金的终值，未完成退出时不显示已实现收益。淨現值按自設12%年化折現率觀察；出現多次現金流符號變化時不強行報告IRR。股東回報不計退出留存資金的終值，未完成退出時不顯示已實現收益。NPV uses an illustrative 12% annual discount rate. Do not force an IRR for cash flows with multiple sign changes. Equity returns exclude retained cash terminal value; no realised return is shown without exit.
上述资料用于核对方法和边界，不为本例项目、参数或服务提供认证。上述資料用於覈對方法和邊界，不爲本例項目、參數或服務提供認證。References inform methods and boundaries; they do not certify this project, assumptions or service.
经营总控之后，还需要滚动13周现金和专业行动。下方保留原有短期教学算例，展示回款变化怎样触发协同。經營總控之後，還需要滾動13周現金和專業行動。下方保留原有短期教學算例，展示回款變化怎樣觸發協同。Lifecycle control is followed by rolling 13-week cash and coordinated action. The original short-horizon example is retained below.
窄屏可左右滑动曲线；逐周数字在下方展开查看。窄屏可左右滑動曲線；逐周數字在下方展開查看。On narrow screens, scroll the chart sideways or expand the weekly table below.
起始现金6,000万元；最低储备1,500万元；首批50套假设成交，每套200万元，80%款项按5周等额到账，共8,000万元。原计划W05—W09到账；推迟情景整体后移，未假设销售量或价格改善。起始現金6,000萬元；最低儲備1,500萬元；首批50套假設成交，每套200萬元，80%款項按5周等額到賬，共8,000萬元。原計劃W05—W09到賬；推遲情景整體後移，未假設銷售量或價格改善。Opening cash CNY 60m; reserve CNY 15m. Assume 50 sales at CNY 2m each, with 80% collected equally over five weeks, totalling CNY 80m. Original receipts are W05–W09. Delay shifts them without changing price or sales volume.
周末余额＝上周余额＋本周到账－本周支出。缺口＝最低储备减去最低余额，负数按零计。示例假设到账即可用，不含监管账户限制、税费、融资利息或完整项目收益测算；真实项目须另核这些条件。週末餘額＝上週餘額＋本週到賬－本週支出。缺口＝最低儲備減去最低餘額，負數按零計。示例假設到賬即可用，不含監管賬戶限制、稅費、融資利息或完整項目收益測算；真實項目須另核這些條件。Closing cash = prior closing cash + receipts − expenditure. Reserve gap = max(0, reserve − minimum cash). Receipts are assumed usable; account restrictions, taxes, finance costs and full-project returns are outside this illustration.
试排方案将假设可调整的W07支出800万元、W08支出600万元，分别移至W11、W12，总支出不变。实际调整需确认合同、供方和交付影响。試排方案將假設可調整的W07支出800萬元、W08支出600萬元，分別移至W11、W12，總支出不變。實際調整需確認合同、供方和交付影響。The alternative moves assumed flexible spending of CNY 8m from W07 to W11 and CNY 6m from W08 to W12. Total spending is unchanged; real changes require contract, supplier and handover checks.
| 周次周次Week | 到账/万元到賬/萬元Receipts | 支出/万元支出/萬元Spend | 余额/万元餘額/萬元Balance |
|---|
本页是官网中的住宅情景演示。既有澄江里平台保持原商业项目示范身份；客户项目需独立建档与授权。本頁是官網中的住宅情景演示。既有澄江裏平臺保持原商業項目示範身份；客戶項目需獨立建檔與授權。This is a residential scenario on the website. Chengjiangli retains its commercial demonstration identity; client projects need separate records and authorisation.
项目在哪里、目前卖到哪一步、资金和交付卡在哪里。我们从这些具体问题开始界定委托。項目在哪裏、目前賣到哪一步、資金和交付卡在哪裏。我們從這些具體問題開始界定委託。Tell us the location, sales position, cash constraints and handover issues. These facts define the engagement.
沟通项目与运营委托 →溝通項目與運營委託 →Discuss an operating mandate →