No. 1, for a large company with a direct chain, the chain home is the most typical representative. Take Beijing as an example. Chain home already has 50% market share and more than 80% housing share. In this case, the transformation of chain home to the Internet has a fairly solid offline foundation. At present, the proportion of traffic or customers that chain home can provide in Beijing has far exceeded that of SouFun. It can be expected that the influence of chain home in Beijing will gradually increase. For the chain home, the so-called transformation, the real question is whether the chain home network should be open? Do you want to change from direct operation to joining, from heavy assets to light assets?

Second, for small and medium-sized brokerage companies, it is almost impossible and unable to transform, because the market scale is not large enough, there are not enough houses, the coverage of stores is not wide enough, and the brand influence is limited to some communities. There is no point in transforming to the Internet. There is no network effect online, and there is no scale effect offline. Their future is very stressful and may be stressful.

Thirdly, the transformation of traditional large franchisees is the most complicated. For them, it is necessary not only to strengthen the online control of brokers, but also to increase investment in ERP systems. This system is the content of all brokerage companies. It is not just a tool or function, but a simple housing, customer or customer relationship management system. It is essentially an ecological circle. The establishment of ecological circle needs not only technical support and technological advantages, but also strength. Relying on personnel rights, strict reward and punishment mechanism, etc. These are not available to existing franchisees, and even their training system for brokers is not perfect. How to transform is really a big challenge.