With only a few days left in 2023, it's been a desperate year for the real estate industry to get back on track. At the same time, the past two years have also been a stage for real estate state-owned enterprises to make efforts and make rapid progress.
Especially under the overall guidance of the high-quality development of state-owned enterprises, many real estate state-owned enterprises have maintained a steady pace of progress, and have made outstanding achievements in product strength, marketing innovation, digital technology application, and even business structure transformation.
At the end of the year, Ming Yuanjun sorted out a number of real estate state-owned enterprises that were particularly outstanding this year, and let's understand what meaningful things they have done in the era of "cultivating internal strength".
The Department of Architecture and the Department of Subway have become the biggest dark horses
Launch an impact on the industry's top groups
In recent years, real estate companies, even if they have not been out of insurance, have not had a particularly good time. Even many old TOP real estate companies have seen a slowdown or even stagnation in growth.
However, when the industry as a whole is shrinking, the state-owned construction department and the subway system enterprises have rushed out, their development business scale has grown rapidly, and based on the original business characteristics, has formed a unique competitive advantage, has become the industry's most powerful group of players.
1. The Department of Architecture has gained momentum rapidly and has gradually become one of the leaders
In addition to the old and strong enterprise China Shipping, many other real estate development companies under China State Construction are also gathering at the head of the industry. Together with China Railway Construction and China Railway, three extremely strong construction forces have been formed.
In the past two years, state-owned enterprises in the construction department have "swept goods" against the market across the country, and the layout of real estate development business has expanded rapidly, and investment has mostly focused on developed cities.
Judging from the top 100 sales list in the first 11 months of this year, state-owned enterprises in the architecture department accounted for more than 10 seats, among which the ranking of large-scale construction development enterprises was mostly concentrated in the top 20-50.
The development strength of these architectural departments has gradually become the leading position in the industry. But if anyone thinks that the Department of Architecture is only expanding at an accelerated pace, and that development is not professional, it is a big mistake.
Construction companies have many advantages in real estate development, and their development strength should not be underestimated.
Construction companies are familiar with the development and construction process of the project, and as long as there is land, it is not difficult to quickly get started and master the whole process of development and management.
In addition, as the so-called interlacing is like separating mountains. Construction enterprises deal with all kinds of general contractors and subcontractors, large and small business units all the year round, and have an internal vision and solid experience that real estate enterprises do not have in the management of the first chain.
More importantly, they are also one step ahead in the cost procurement process, and can do more rigorous in cost control and profit management, which is enough to form an advantage that is difficult for ordinary real estate companies to match.
In addition, construction companies are also rapidly making up for their shortcomings in customer research, product and brand. Some leading architectural development enterprises have quickly built their own product line management systems in the past few years, and have become more and more perfect in product design and quality control.
For example, according to the positioning of different customer groups, China Railway Real Estate has built four product lines of cloud, reading, Yi and color. CCCC Real Estate has landed five product lines: He, Chun, Hua, Pu and Yi. China Railway Construction has also done a very fine job in this regard, and even specifically for the southern market, it has established three special product lines of the Western faction, the flower language system and the Xingyue system.
For projects with different positioning, architecture enterprises have been able to carry out targeted control around the design style, material selection and process method, etc., and the maturity of product line management is no less than that of established real estate enterprises.
It is worth noting that in addition to the national layout of the head construction real estate enterprises, there are also many local construction enterprises on the rise, such as Shanghai Construction Engineering and Beijing Construction Engineering have entered the top 100 this year.
These local architectural real estate enterprises have a deeper understanding and grasp of the needs of local customers, and are more able to make regional characteristics in their products, and their competitiveness is not weak. Second, based on the unique advantages of rail transit development, subway real estate enterprises shine
Another group of ruthless characters that have sprung up in the past two years is undoubtedly a subway real estate company. Their strong charge in the local auction market in the past two years is obvious to all. The strong earning power of metro companies in developed cities is the envy of their peers in the real estate and transportation industries.
In the process of urbanization in China in the past few decades, everyone has seen the strong pull effect of subway stations on land value. In recent years, the subway companies that have held a large number of subway superstructure projects can be said to have taken advantage of the time and place, and it is not surprising that the momentum is fierce.
Shenzhen Metro, Guangzhou Metro, Xiamen Rail Transit, Chengdu Rail Transit and many other metro companies are all high-rollers in the local auction market. In the list of new value in the first 11 months of this year, at least 7 subway trading and investment real estate companies entered the top 100.
The frequent acquisition of land may be attributed to the strong financial strength supported by state-owned assets, but the development capacity of subway real estate enterprises, like the construction department, should not be underestimated, because the subway company itself is a natural TOD development to manage the progress, quality, and safety, and the project development is more orderly. First, the subway company can get the advantage of "tailor-made" and 100 steps faster.
Many cities require the developer to have experience in the construction, operation and management of the subway network for the rail transit superstructure project. Moreover, TOD projects are more complex than general real estate projects, and it is difficult for ordinary real estate companies to bite down.
First of all, they have the opportunity to participate in the planning of the rail transit station before the land is transferred, coordinate between the construction of the station and the planning of the plot, and reserve various conditions for the project in advance. Metro companies in Shanghai, Shenzhen and other cities have actually operated.
So in fact, the performance of the subway company in the real estate development business is very good, and the market is quite willing to pay. Shenzhen Metro, Guangzhou Metro and other enterprises have created excellent performance in the local area, and have also made many benchmark projects.
With the development of time, it is probably only a matter of time before subway real estate companies, like architectural real estate companies, become product masters with comprehensive development.
The leading real estate companies continue to forge ahead
As one of the most mature types of real estate products, it has become more and more difficult to innovate, and there has been a feeling of "nothing new under the sun" in the industry for many years.
But in fact, some leading real estate companies have not given up the pursuit of innovation. Especially in recent years, when private enterprises have declined and R&D investment capacity is limited, a number of real estate state-owned enterprises have provoked the continuous progress of residential products.
First, the management of product standardization is becoming more and more extreme
The topic of product standardization has been discussed in the industry for many years, but in fact, the so-called product lines of most real estate companies have not established an exact division basis and standards, but only roughly divided their projects into categories according to grade positioning, which is essentially a summary and induction method.
But this year, some real estate companies have really played the matter of product standardization.
For example, this year, Poly Development investigated the design of nearly 4,000 owners, collected 3,000 questionnaires, and launched a new product system "New Humanistic Community" based on the insight of customer groups in the new era.
Among them, there are 12 sub-brands of the three major product series of "Tian, Yue, and He", which correspond to three types of home buyers: high-end improvement, quality improvement, and functional improvement.
What is special about this product system is that it is a top-down, highly programmatic and guiding product management system.
Poly headquarters has established a very clear core and design and construction standards for the 12 sub-brands, from style to design elements to dazzling colors to planning, all aspects are clearly sorted out, and the implementation is very strong.
Only the standardized management of products implemented under this logic can ensure that projects in various places can be used for a long time and can be implemented without discount. What's more, Poly Development has also carried out a comprehensive internal management reform to adapt to the product standardization-oriented management model.
For example, in terms of organizational structure, Poly has set up two design middle office departments in East China and South China to undertake the product standards formulated by the group upwards and directly control the design work of first-line projects downward.
For example, in terms of cost adaptation and procurement management, Poly will formulate cost adaptation plans based on the characteristics of different product lines, carry out targeted parts procurement, and cultivate fixed service teams under different sub-brands to ensure long-term stability of material selection and process quality.
This degree can be called the real standardized management, in the era of competition for good houses, through an effective product standardization management system, the delivery quality of real estate enterprises can always remain stable, so that customers have reliable and trustworthy good expectations for enterprises, which is of great significance to the long-term healthy development of real estate enterprises.
2. Break through the shackles, boldly innovate, and open up the vision and pattern of product design
Poly's standardized management is a top-down reform in the dimension of "surface". This year, many real estate companies, starting from the dimension of "point", have made amazing product breakthroughs around individual projects, and have made more intuitive results in the concept of product innovation.
For example, the Yuexiu Binjiangyue project in Guangzhou is an example of this, which is a representative project of Yuexiu to enter the top luxury market, which is very interesting in planning and makes the most lacking uniqueness of contemporary luxury residential products.
One of the core advantages of this project is that it is only about 30 meters away from the main channel of the Pearl River, and in order to give full play to the advantages of the landscape, Yuexiu has made quite bold innovations in planning, raising the base of the entire tower by 18-30 meters, and the planning form is very unique, as if it is a building floating in the air.
This unexpected operation made the 75 sets of large flat-floor products above the tower directly cross the shade of the trail greenery and obtain the best view of the river, with views of the river in the west, north and east directions.
In addition to greatly improving the viewing conditions of the residential products, the overall elevation operation also created a full 4 floors of overhead space for Binjiang Yue. Yuexiu has built a riverside city meeting room of about 3,000 square meters on the first floor, a public cultural center on the second floor, and a vertical greening system with layers of vertical greening by using the form of overhead staggered floors.
These groundbreaking planning details have made Binjiang Yue completely break away from the form of traditional mansions, not only having the sense of birth of a high-rise mansion, but also taking into account the fireworks of the world, almost becoming a city attraction, which is very outstanding.
This project also gave Ming Yuanjun a lot of inspiration, the mansion does not necessarily have to be indifferent and alienated, it can also take into account the dignity and privacy at the same time, more vivid and more humanistic care, which may be the pattern that should be considered in the future luxury housing projects.
Real estate state-owned enterprises increase brand investment
The traditional marketing model has been completely reshaped
In the past few years, real estate marketing should be one of the most difficult real estate departments.
The traditional marketing business model is facing many challenges and impacts, including changes in social concepts, changes in customer group structure, penetration of intermediary channels, shrinkage of expense budgets, and so on. Most traditional marketing methods have failed, and they have basically failed.
This has put many real estate companies into a very passive situation, and it has also triggered widespread doubts and reflections on the traditional real estate marketing model. More and more real estate companies have an extremely urgent need for reform of marketing organizations and business models.
Among them, the real estate state-owned enterprises are still at the forefront, and they have increased the investment and control of brand marketing from top to bottom, and carried out systematic reforms to the traditional marketing best and business logic.
If you compare 5 years ago with now, the biggest change and the most thorough reform in the internal organization of real estate companies may be the marketing department, to give two very representative examples.
First, the ecology of large members has become a new force point, and the stock of gold mines is releasing value
The real estate industry has entered the era of stock, this is the consensus. The stock customer resources that were ignored by most real estate companies in the past are now finally standing in the spotlight.
Many of the top 100 real estate companies have begun to build their own large membership systems, trying to activate and stir up the resources of existing customers and users by establishing a cross-format stock ecology.
Among them, China Resources is one of the first real estate companies to establish a large membership system, which has started relevant practices in 2015, and has now realized the four links between its multiple business formats, namely identity pass, point pass, data pass, and traffic pass.
Any consumption of members will be accumulated into the personal account and can be used to redeem the benefits of other formats. For example, business points have the opportunity to redeem home discounts or supermarket deals, or vice versa.
At present, China Resources has built a large membership system, with three main starting points, namely, equity replacement, cross-promotion and diversion transformation. First of all, the rights and interests exchange mechanism is designed around the characteristics of each business to establish the attractiveness of membership.
The second is to implement multi-dimensional and large-scale marketing resource replacement, and expand voice energy through cross-promotion.
Finally, in terms of the diversion mechanism, we should set up differentiated visit promotion benefits for customers under different business formats to realize the landing and conversion of traffic.
Through the closed-loop design of the above three links, CR has practiced a set of highly practical methods for activating existing resources, which has brought significant performance empowerment effects to all business ends.
At the beginning of this month, China Resources Land and China Resources Vientiane Life jointly launched a "100% Elephants, Renewal of Home Buying Season" activity, covering 400+ real estate projects, 60+ shopping malls across the country, and more than 40 million existing members.
Today, the key to determining the development of real estate enterprises is not only limited to marketing power or product power, but also the ability to revitalize existing resources. The practice of China Resources has pointed out a direction worthy of efforts for peers.
Second, after breaking and standing, real estate marketing is reborn in the new era
Yuexiu's reform of the marketing business in the past two years is very impressive. Other peers may only make adjustments in their business development methods, but Yuexiu is directly inward, completely subverting the traditional marketing organization form.
This year, the scale of its digital marketing team has reached 100 people, and it has subdivided three business groups of promotion and customer acquisition, product operation and sales conversion, and has set up a large number of new positions, such as official consultants, pitchers, product managers, self-leading operations, data analysis, editing, etc., to adapt to the needs of marketing business in the Internet era. Learn about the **marketing assistant, easy to play Douyin to sell houses!The reformed organizational form is completely designed around the entire circulation chain of customer clues from acquisition to transaction, which is almost not the same species as the traditional real estate marketing system, but it is a set of division of labor that is more in line with the needs of the times.
In addition, Yuexiu has also made significant adjustments to the management and control model, and designed three mechanisms to ensure the implementation of the digital marketing strategy.
The first is the strong control mechanism of the headquarters, and the entire digital marketing team is directly managed by the group. At the same time, there is also a special digital marketing contact person on the front line of the project, who is responsible for undertaking the publicity and implementation of the headquarters strategy.
Moreover, Yuexiu has also built an iron triangle communication mechanism of "pitcher + air force + case field" between the headquarters, regions and projects, wrapping customer clues throughout the process to ensure that the conversion link is not broken.
The second is the assessment driving mechanism. The assessment indicators of the group's digital marketing team are deeply bound to performance, and need to be assessed in terms of customer acquisition, cost efficiency and transactionIn turn, the project team also needs to bear the assessment indicator of "digital marketing transaction ratio".
The third is the strategic empowerment mechanism, in which the digital marketing team of the headquarters serves as a think tank to provide intelligence, tools, talents, training and business standardization support for the project frontline, such as internal training courses, talent training, business SOP, etc., to serve the improvement of the overall digital marketing level of the project frontline.
At a time when most real estate companies are struggling, Yuexiu is not only not much affected, but its performance is still rising against the trend, which seems to be for a reason.
Yuexiu's bold restructuring and refined control of the traditional organizational structure have made it far ahead of its peers. According to Xiao Ming, Yuexiu Real Estate's own channel transaction ratio has been as high as 50% in recent years, which has greatly reduced the proportion of transactions by external intermediaries, and the rate is much lower than that of distribution.
This is the fruit of bold innovation and change, which has brought to Yuexiu, and it is worth learning from.
Management Dividends and Technology Dividends
It is accelerating the realization of real estate state-owned enterprises
The slogan of asking for dividends from management has been shouted for several years, but many real estate companies are still groping, which is a bit out of order. In this regard, a group of real estate state-owned enterprises have taken the lead in making demonstrations, and today share two main aspects of reform.
First, the iteration of business standard processes is accelerating.
For example, the leading enterprises in the field of real estate asset management have introduced hierarchical service standards for residential projects under management, and established a "1+N" business standard system architecture.
It includes a format product manual and N format operating procedures, so that front-line service personnel can achieve service standardization to the greatest extent. At the same time, it has also established a system of "one post and one list", and the business standards are implemented from post to person, and the implementation of standards is ensured.
For example, Yuexiu has set up a special research institute around its strength, TOD project development, continued to accumulate experience and technology, and exported a standardized system for TOD project technology and management to provide support for the national TOD layout and expansion.
The standard optimization based on characteristic businesses is a key task that the leading state-owned enterprises are promoting this year. The external market is constantly changing, and only by maintaining a high iteration rate of business standards can business departments have higher work efficiency and more stable work quality.
The second is to deeply empower business development through digital technology.
For example, the aforementioned China Resources Vientiane Life has shortened the preparation time for commercial marketing from 3-5 days to 1 hour through digital technology. The conversion rate of silent affiliate marketing in the pilot project increased by 100%.
China Merchants Shekou has also enabled similar digital tools for business management, realizing "business data, merchant interaction, customer experience, and space intelligent brain", helping its centralized business to open smoothly.
Conclusion
No matter what the industry is talking about, we must take the road under our feet. The pace is non-stop, this is the impression of this year's real estate state-owned enterprises to Mingyuanjun. They used to be representatives of stability and even conservatism, but now they have shown the courage to forge ahead and boldly explore, and the dynamics of reform and innovation are very active.
The multi-faceted exploration of these real estate state-owned enterprises has also provided a diversified reference sample for other real estate enterprises. Looking forward to next year, we can see a breakthrough from real estate companies.
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