Other criteria with high importance weights include

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Other criteria with high importance weights include: sales policy planning and implementation (0.7710), corporate strategic competency (0.7655), coordination (0.7433), quality management (0.7377), financial asset growth (0.7373), customer satisfaction (0.7045) and localisation (0.6934). Figure 4.1 indicates the weight of importance (in red) and means weight of factors (blue colour) at the First Level. As shown in the figure, three factors‘ weight is Importance weight Mean weight 0.7063 0.8875 0.8938 0.7063 0.7375 0.8875 0.7875 0.8009 0.37 0.43 0.49 0.55 0.61 0.67 0.73 0.79 0.85 0.91 0.97 Management Competency Organizing Competency Technological Capability Financial Competency Market Share Social Responsibility Regional Competitiveness Figure 4-1 Comparison of the average weight and importance weight of factors (the first level) for measuring the competitiveness of property developers in China
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81 higher than the average weight, which includes financial competency (0.894), market competence (0.8875), and market share (0.8875). It is means that these factors are more important in measuring the competitiveness of real estate developers than the other factors like social responsibility (0.78), organizing competency (0.73), technological capability (0.71), and regional competitiveness (0.706), which weight are smaller than the average weight. Therefore, from the first level of evaluation criteria, the developers‘ competitiveness should be considered more from the financial, management and market perspectives. Table 4.3 summarises the top 20 competitive attributes with the highest relative weights in level 3 as shown in following. The leading attributes include the loan 0.6748 No. of financing institutes 11 0.6934 Adaptability of the corporate to local market 10 0.6748 Understanding of financial system 12 0.6682 Market sales training 13 0.6682 Growth rate of the property price 14 0.6656 Understanding of the (local) property market 15 0.6656 Understanding of the (local) competitor 16 0.6640 Establishment of quality system 17 0.6636 Net capital gain rate (average) 18 0.6634 Corporate concept and direction 19 0.6546 0.7093 0.7144 0.7196 0.7591 0.7655 0.7877 0.7877 0.7877 0.8435 Level of Impo. Relationship with the press 20 Sales planning 9 Corporate strategic objectives and exp. plan 8 Difference of sales price amongst similar prop. 7 Channels of corporate financing 6 Property management system 5 Land acquisition pricing strategy 4 The quality of land bank 3 The total amount of land bank 2 Loan received for land acquisition 1 Attributes (Level 3) Rank 0.6934 0.7045 0.7373 0.7377 0.7433 0.7655 0.7710 0.7766 0.7877 0.8435 Level of Importance Localisation 10 Consumer satisfaction with sales 9 Capability of capital growth 8 Quality management 7 Collaboration 6 Strategic management 5 Sales strategy & implementation 4 Cost management 3 Land acquisition strategy and implementation 2 Financing capabilities 1 Criteria (Level 2) Rank Table 4-3 The importance weights of competitive attributes
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82 received for land acquisition (0.8435), the total amount of financing for land (0.7877), the quality of developers‘ land bank (0.7877), and land acquisition and pricing strategy (0.7877) followed by property management system (0.7655).
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