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在传统的地产开发—销售的商业模式下，房地产企业的利润率逐步下滑，
具体分析而言，主要有原因一是拿地困难，成本高升；二是收入和利润来源
单一；三是受政策影响极大；四是竞争激烈，增量房市场越来越小。上述原
因导致了传统的开发—销售的商业模式无法在盈利水平上给房地产企业带来
提升，房企除了做大规模增加总体利润绝对值外，无法再在前端获取更多的
利润来源，对房地产企业而言，在房地产后端市场领域围绕房屋和居住属性
为核心，以服务业为主导的庞大市场需求，整合相关资源提供服务，设计并
创新新的商业模式，挖掘新的利润点，对于房地产企业和行业的整体转型和
找到新的利润来源，有着积极的指导意义
房地产前端市场，主要是指房地产开发和销售为核心的市场。前端市场
的商业模式以传统的房屋销售为主，房地产企业以土地获取为起始，以房屋
交付为终结，主营业务收入主要指房屋销售。房地产后端市场的商业模式以
购房人为核心，所有细分领域围绕购房人展开，例如家装市场、软装市场、
租赁市场、物业服务市场
关于商业模式的理论学说主要有瑞士学者奥斯特瓦德（Osterwalder）的九
要素说和国内学者魏炜、朱武祥的六要素说，分别从不同角度对商业模式的
理论进行了阐述。奥斯特瓦德结合企业在市场中的经营行为，将商业模式进
一步细分为九大要素：价值主张、目标客户、渠道通路、客户关系、关键业
务能力、核心资源、合作伙伴、成本构成、收入来源。魏炜、朱武祥的六要
素说认为：商业模式构建的六要素理论：企业定位、业务系统、关键资源能房地产后端市场商业模式创新研究——以北京万链家装业务为例力、盈利模式、自有现金流结构、企业价值。任何商业模式的创新，其背后
的实现都依赖于企业对新的商业模式内在的价值链进行分析和重构
万科在传统的开发销售商业模式价值链环节中，将装修环节进行拆分—
重组，与链家公司合作成立了万链家装公司，形成了在家装市场新的商业模
式，并掌控了价值链的核心环节：产品创新、供应链管理、客户渠道、施工
过程管控，最终用不到 2 年时间在北京的家装市场做到第一的位置。本文以
此为案例，运用奥斯特瓦德九要素理论和商业画布模型对“万链家装”的的
商业模式构成要素进行分析，并运用价值链理论针对“万链家装”商业模式
创新的价值链重构的路径和方法进行了分析
以该案例为延伸，本文总结了万科拓展房地产后端市场家装业务的优势、
背景和机会。万科的优势包括：资金优势、客户入口优势、核心资源优势、
产品优势、品牌优势、售后优势；而万科进入家装市场的背景和机会包括：
巨大的市场容量、独角兽企业的缺乏、产品和服务水准参差不齐、初始客源
稳定。从该案例的分析和总结，提出了房地产企业房地产后端市场进行商业
模式创新必须与其自身特定优势高度匹配的观点，并展望了对房地产企业在
房地产后端市场进行商业模式设计和创新的五个方向：结合自身优势确定细
分市场、整合二手房中介和物业服务企业的客户渠道、提供定制类服务满足
客户个性化需求、在销售前端即锁定客户入口、以及搭上互联网+实体的浪潮
总体而言，本论文基于房地产企业的视角，以实际案例分析为基础，剖
析、研究某些具有代表性的房地产企业在房地产后端市场已开始尝试的新业
务商业模式要素和价值链构成，希望能为房地产开发企业在房地产后端市场
领域的拓展提供建议
关键词：房地产后端市场 商业模式要素 商业模式创新 价值链AbstractAbstract
Since the welfare housing allocation institution was abolished in 1998, the
real estate industry has developed rapidly. With increasing contributions to overall
economic growth, the industry has been the pillar underpinning the national
economy. In a general perspective of developers, the housing market can be
simply divided as front-end market and back-end market.
In the traditional real estate development - sales of business model, the real
estate business profit margins gradually decline. Specifically speaking, the main
reason is too difficult to buy a land, and the cost of development is too high;
secondly, the source of income and profit is too single; thirdly, the traditional
model is greatly affected by the policy; fourthly, the competition is fierce, and the
incremental housing market is getting smaller and smaller. The above reasons
cause the traditional business model not to improve the real estate business in
terms of profitability. The real estate enterprises can only expand the scale in the
overall value of the overall profit, but cannot get more profit sources in the
front-end market any more. Enterprises should integrate relevant resources,
provide services, design and generate additional business models and tap new
profits to satisfy the tremendous market demands with house and residence as the
core and tertiary industry as the lead, which is of raising significance for the
companies and industry to accomplish comprehensive transformation and obtain
new revenue sources.
The front-end market mainly refers to the market with development and
marketing as the core. The business model of the front-end market focuses on
traditional sales. The developers start from land acquisition and terminate with
house delivery, with sales of the houses as the major revenue source. While the
business model of the back-end market put priority on the property owners, with
all segmented areas serving the owners including housing renovation, decoration,
leasing and property management.Business Models Innovation Research in Real Estate Back-end Market
——A Case Study of Beijing Vanlian Decoration CompanyTheories about the business models mainly involve the Nine Elements from
Alexander Osterwalder, a Swiss business theorist, and the Six Elements from Wei
Wei and Zhu Wuxiang, two Chinese scholars, both elaborating the business
models from different perspectives. Osterwalder divides the business models into
nine elements by combining the operational activities of enterprises in the market,
including value proposition, customer segmentation, channels, customer
relationships, key abilities, key resources, key partnerships, cost structure, and
revenue streams. While the Six Elements put forward by We Wei and Zhu
Wuxiang contain corporate positioning, business systems, key resources and
abilities, profit models, free cash flow structures and corporate values. The
implementation of innovation on business models relies deeply on the analysis and
restructure of value chains inside new business models.
In the traditional value chain of development and marketing, Vanke Group
disassembles and restructures the renovation and decoration process. By
cooperating with Lianjia Group, Vanke Group, together with Lianjia Group, has
established Vanlian Company, an official signal of marching in the renovation and
decoration industry. It forms a new business model in the regard and takes control
of the core process of the value chain, including product innovation, supply chain
management, customer channels and construction regulations. It only took Vanlian
less than two years to be the leading figure in the renovation and decoration
industry in Beijing. Taking Vanlian as a case study and centering on the business
model and its innovation 11 in back-end market of real estate industry from the
perspective of developers, this paper applies the Nine Elements Theory and
Business Model Canvas to analyze the elements of the business model, and utilizes
the value chain theory to decipher the path and method of the restructure of
Vanlian’s new value chain.
Extending from the case study, this paper sums up the advantages and
background of Vanke to extend the decoration business in the real estate back-end
market. The advantages include capitals, acquisition of customer, core resources,
product ability, brand-building, and after-sales services. The background and
opportunities embrace enormous market capacity, shortage of unicorn companies,
uneven product, service qualities and stable initial customer sources. From the case
of analysis and summary, this paper put forward the point of view that the realAbstractestate back-end market for business model innovation must be highly specific with
the developer’s own advantages. The paper further proposes five innovative
directions for the business models innovation of real-estate enterprises in the
back-end market: the enterprises should segment the market with self-strengths,
integrate the customer channels of second-hand residential property trading agents
and property management service industry, provide customized services to meet
personalized and specific needs, target customer access as early as in field
marketing, and keep up with the tide of Internet era plus brick-and-mortar retailers.
To conclude, from the perspective of developers, the thesis expounds and
studies the new business models and value chains of representative developers, in
the hope of offering feasible advices for the extension of real-estate enterprises in
the back-end market.
Keywords: Real Estate Back-end Market; Business Models Elements;
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