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During the first week of the Cornerstone System's launch, Anjia Tianxia's headquarters presented a peculiar scene: a mixture of tension and excitement, as if poised for action.

On the monitoring screen in front of Lu Chaoyang, data flowed like a waterfall. But this time, the focus was no longer on compliance rates or error rates, but on efficiency metrics:

网站端：日均独立访客突破50万，峰值突破80万。房源详情页平均停留时间3分15秒，远超行业平均的1分钟。

The online consultation to offline viewing rate is 18%, which is an astonishing figure.

Internal system: The average daily time for agents to add new listings has been reduced from 1.5 hours to 0.5 hours, thanks to standardized templates and the photo upload function.

The accuracy rate of customer matching recommendations reached 65%, with the overlap between system-recommended properties and the properties ultimately selected by customers. The average time for online contract approval was reduced from 3 days to 4 hours.

Finance: Because the system automatically verifies contracts and payments and initially connects with bank statements, the commission settlement cycle for compliant transactions has been shortened from an average of 7-15 working days for manual processing to as fast as T+1, and settlement can be initiated the day after the transaction is completed.

Of course, this only applies to transactions with complete procedures and no risk.

"The efficiency improvement is significant." When reporting to Lei Guoliang, Lu Chaoyang's tone was unusually excited: "The website's traffic generation effect exceeded expectations, and the online integration of internal processes has saved at least 30% of the time spent on transactional work."

Most importantly, all behavior has been digitized.

Lei Guoliang looked at the fluctuating numbers on the screen and nodded. This was the effect he wanted. "Where are the contractions?" he asked.

"There are indeed growing pains." Lu Chaoyang switched pages: "They mainly focus on people's maladjustment. In South China, North China, and especially the Northwest, a considerable number of brokers and grassroots managers are unfamiliar with website maintenance, taking photos, writing descriptions, responding to inquiries, and operating the system, and they have resistance to it."

In the past week, 3% of agents in South China and 5% in North China resigned, either voluntarily or involuntarily, because they could not adapt to the new work style.

Furthermore, feedback from General Manager Su indicates that some experienced agents feel pressured because clients are more adept at using websites to view properties and are more astute in negotiations.

"In addition," Lu Chaoyang paused, "Han's special business is such that some aspects cannot be fully online and standardized. While enjoying the benefits of online traffic generation, they also complain that the system restricts certain flexible operations too much, making them feel like they are being tied up."

"This is a good thing," Lei Guoliang said calmly. "It eliminates those that are not adapted and keeps those that can evolve."

Tell Han Mei that the flexibility of the system lies in providing a convenient channel for compliant and efficient business operations, rather than opening backdoors for illegal operations.

"Let her people study the special business templates in the system carefully. They were extracted by the legal and risk control departments based on her previous successful cases. They are both compliant and efficient."

"For Su Wanqing, it's inevitable that clients will become more savvy. She needs to guide agents to transform from information intermediaries into real estate consultants and asset managers, utilizing the more comprehensive property data and market analysis provided by the system to offer more in-depth services, rather than being afraid of information transparency."

"As for Shen Mo," Lei Guoliang looked at the South China region, where online customer acquisition data was still leading, but the quality of housing information was somewhat rough.

"Tell her that when the traffic comes, the real skill is handling it. The quality of the property photos and the professionalism of the descriptions in the South China region must reach 80% of the average level in the East China region within a week. This is a no-brainer."

Su Wanqing astutely grasped the core of the changes brought about by the system. At the East China regional management meeting, she proposed a new concept: "From being physically active to being mentally active, from physically visiting markets to mentally analyzing them."

"In the past, our value lay in knowing which street or neighborhood had houses for sale; information asymmetry was our weapon."

Su Wanqing pointed to the panoramic view of the property, floor plans, historical transaction price curves, and rental information of the same community on the large screen.

"Now, customers are looking at the website in more detail than we are. We need to upgrade our tools; we need to understand the house, the area, and the underlying data logic better than our customers do."

She launched a data-driven consultant transformation program:

1. Mandatory training: All agents must pass three exams: big data analysis of properties, basic property valuation models, and online customer communication skills.

2. Tool Empowerment: Agents are required to be proficient in using the system's built-in property valuation tool, which combines historical transactions, surrounding amenities, and market activity to provide valuation ranges, as well as a customer demand analyzer.

Based on the customer's browsing and inquiry behavior, the system automatically generates preference tags, allowing for thorough preparation before the viewing.

3. Service Upgrade: Introducing a home purchase and property investment consultation report service. For clients with strong interest, agents can utilize system data to provide a free, simplified report containing a detailed analysis of the target property, the area's prospects, and financial planning suggestions, thus providing proactive service and building professional trust.

The results were immediate. A typical example is a business owner in Shanghai who, after viewing dozens of luxury homes on the website, consulted with an agent from Anjia Tianxia.

Instead of rushing to show the property, the agent quickly generated an analysis based on the client's browsing history and brief communication using system tools. The analysis pointed out that while the client seemed to be looking for traditional luxury homes, their browsing behavior revealed a deeper need that might be for rare properties that combine investment value with uniqueness.

Based on this, two top-tier properties that were not within the client's original selection range but had greater potential were recommended.

The client was greatly surprised, ultimately closed the deal, and praised the agent's professionalism.

"We're not selling houses, we're selling data-driven professional solutions," Su Wanqing summarized at an internal success story sharing session.

In East China, the average order value and customer satisfaction actually increased after the system went live. Middle-aged core staff who were good at learning and eager to embrace new tools, along with young agents, quickly stood out, while agents who relied solely on old relationships and drinking skills felt overwhelmed.

Su Wanqing compiled the transformation situation and case studies into a report, which once again received affirmation from Lu Chaoyang and Lei Guoliang.

Lei Guoliang's response was: "The direction is correct; we should deepen and implement it. We can share our experience with other districts."

Shen Mo faced an even more challenging situation. The South China region, especially Guangzhou and Shenzhen, was the biggest beneficiary of the website's traffic, with many stores overwhelmed by the daily influx of online inquiries.

However, problems also arise: there is a lot of traffic, but the conversion rate is low; there are many inquiries, but few effective leads.

Shen Mo discovered that the root cause lay in the quality of customer service. Many agents were slow to respond to online inquiries, used stiff language, and were unfamiliar with the details of the properties, leaving them clueless when asked questions by clients and wasting valuable time.

Her response was swift, accurate, and ruthless:

1. Establish an online traffic operation center: select capable personnel to be responsible for optimizing the property information on the website, maintaining the ranking, and providing online consultation services outside of working hours for each store.

We ensure that customers receive a rapid response within 15 seconds, no matter when they inquire.