不動産仲介業의 새로운 經營戰略에 관한 硏究

부동산중개업의 경영전략과 시장 개방에 따른 대응 방안을 연구했다.

Under the inevitable influence of globalization and trade openness around the world, Korean realty market has become more rapidly opened than ever. In 1996, some realty service such as realty brokerage, realty appraisal and management service were opened, and in January 1998, residential and non-residential building leasing service and installment sale service were also opened, followed by land supply and leasing service in May, 1998. And finally, the land ownership was fully permitted for foreigners in June 1998. Accordingly, some global major realty companies have steadily advanced in Korea owing to their own capital, experiences and expertises.

They have purchased 25 Korean major buildings from 1998 to the end of 2001 and it is estimated that total 2 trillion and 724.6 billion Korean won was spent in those purchases. It amounts to only 4.4% of the market for office building over 11th floor in the metropolitan area of Seoul. Considering that there are usually little realty trading for high-rise building, foreign realty companies practically have possessed most of market share. In the past 4 years, the building for sale has amounted to about 3 trillion Korean won in market. Out of these buildings, almost all buildings have been purchased by foreign realty markets since 1998 (i.e. the year of Korean financial crisis).

Besides, some domestic realty companies have sold their own major buildings to global realty market at a premium of tens of billion Korean won plus original purchase price since Korean financial crisis. As a result, it has been more feasible that our national wealth may be drained abroad as we have worried about. By seeking how to revive and facilitate Korean realty brokerage under these ever-changing realty market environments, this study presented the following new management strategies.

First of all, in terms of the operational strategy for realty brokerage, it can be summarized as follows: Firstly, it is required in advance that the realty brokerage managers should have more positive and creative attitudes. Secondly, they should make a series of steady efforts for image renovation through the improvement of their skills and services in terms of some negative viewpoints of general civil community. Thirdly, their specialization should be enhanced based on the reinforcement of systematic orientation and training available from relative authorities. Of course, brokerage managers themselves should make efforts as much as knowledges in the level of survival strategy.

Fourthly, there is a method to select and specialize in only one item such as apartment, land, shopping street, factory, building, entertainment shops in an effort to cope with diversified brokerage items. Fifthly, the management of brokerage assistant staff should be guided and performed with all our best efforts by flexibly controlling imperfect position and reward systems. Finally, Internet should be leveraged in terms of its availability throughout all fields including advertisement and public relations based on the establishment of related homepages via web.

In terms of the systematic strategy for realty brokerage, it can be summarized as follows: Firstly, it is required to establish the exclusive realty brokerage contract system as soon as possible. Without the exclusive realty brokerage contract, it is difficult to attract some desired responses from brokerage managers who worry about any potential fraudulent use of realty sales information. Secondly, it is required to establish and execute the systems of realty trade information networks as soon as possible, where the public benefit should be at the first priority as demonstrated in the examples of United States and Japan.

Thirdly, it is necessary to overcome our deteriorated brokerage through expanding realty brokerage on a large scale, while caring for the location and organization of brokerage office. Fourthly, it is also necessary to actively nurture and develop the realty brokerage franchise business along with corresponding supports for joining in the business. Finally, it is required to organically construct a series of comprehensive service systems in an effort to integrate realty-related service businesses. As described above, I considered and presented how to establish the new management strategy for Korean realty brokerage.

However, it can be pointed out as the limitation of this study that some positive analyses have been not fully performed due to lack of domestic related literatures and limited latest data. In conclusion, I hope that this study will more or less contribute to the development of Korean realty brokerage as well as the establishment of management strategy for brokerage managers.