Table 5 26 summary of survey results of financial

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Table 5-26 Summary of survey results of financial competency Indicators of finance competency Degree of satisfaction 1 2 3 4 5 above 3 not at all low moderate high very high above average financing capability 2.0% 3.8% 29.00% 43.20% 22.00% 94.20% capital growth 2.80% 3.50% 30.20% 43.40% 20.10% 93.70% 5.2.3.2.5 Market Share The results of the re-visiting interviews relating to market share are shown Table 5.28. All indicators in this section received high positive ratings ranging from 89.2% to 91.6%. Consumer satisfaction with property sales and acquisition strategy and implementation were considered as the most reliable indicators scoring 91.6% and 91.5% respectively. However, market coverage received the most ―very high‖ votes at 29.7%. This was followed by the land acquisition strategy & implementation, while consumer sati sfaction with the property sales had the least ―very high‖ assessments. This may reflect that the interviewees‘ perceptions of their customers‘ satisfaction is relatively low. As well, there was relatively high variability between the opinions of interview ees‘ in this section.
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151 Table 5-27 Summary of the survey results of market share Indicators of market share Degree of satisfaction 1 2 3 4 5 above 3 not at all low moderate high very high above average localisation 4.30% 5.20% 27.60% 35.50% 27.40% 90.50% market coverage 4.50% 6.30% 28.30% 31.20% 29.70% 89.20% land acquisition strategy & implementation 3.60% 4.90% 27.10% 36.40% 28.00% 91.50% sales strategy & implementation 4.30% 4.60% 28.00% 36.00% 27.10% 91.10% consumer satisfaction with the property sales 3.30% 5.10% 32.50% 35.50% 23.60% 91.60% 5.2.3.2.6 Social Responsibility Social responsibility is becoming an increasingly important issue attracting a lot of attention. The level of corporate social responsibility is also a key factor affecting the competitiveness of real estate firms. Because assessment methods for social responsibility are relatively immature, a collection of qualitative and quantitative indicators was adopted to evaluate performance in this area. This method of evaluation was validated by the results of the re-visiting interviews. As shown in Table 5.29, the satisfaction rate for all social responsibility indicators is above 88%. Table 5-28 Summary of the survey results of social responsibility Indicators of social responsibility Degree of satisfaction 1 2 3 4 5 above 3 not at all low moderate high very high above average qualification 3.5% 7.8% 35.40% 29.50% 23.80% 88.70% image and reputation 4.20% 6.40% 31.20% 30.00% 28.20% 89.40%
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152 spending on charity 3.60% 5.90% 26.40% 34.10% 30.00% 90.50% corporate culture 5.30% 5.20% 28.80% 32.10% 28.60% 89.50% public relationship 4.60% 5.70% 30.10% 33.60% 26.00% 89.70% 5.2.3.2.7 Regional Competitiveness Regional competitiveness focuses on the overall social, economic and institutional situation across the geographical area including such things as the state of the urban economy and infrastructure. As these indicators are relatively objective in nature, their performance can be measured with reasonable precision. Not surprisingly, the interviewees‘ opinions were quite consistent with all three indicators receiving in excess of 91% positive ratings.
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