Analysis and Application of Key Performance Indicators in the Competitive Environment of Real Estate Agencies

Abstract

The article analyzes the application of key performance indicators (KPIs) in the competitive environment of real estate agencies and proposes a practical model for managing brokerage activities through indicators. The study combines a literature review, an analysis of professional standards, and a survey of 41 brokers. The data show a high level of familiarity with basic performance indicators such as the number of transactions, viewings, and new brokerage contracts, but significantly lower actual tracking of process and strategic indicators such as conversion rates, referral clients, repeat clients, price adjustments, and exclusive contracts. On average, respondents are familiar with 8.4 out of 12 KPIs surveyed but track 6.0, highlighting a measurable gap between knowledge and application. The results are applied in nature and do not claim to be nationally representative, but they highlight a management problem of high practical significance: the availability of tools and knowledge does not guarantee systematic measurement without organizational discipline and regular management rituals. The asrticle's contribution lies in adapting the logic of the balanced scorecard to real estate agencies and in deriving a practical BSC model that links activity, process efficiency, and strategic competitiveness.