Harbin jindi property

Multi-project development of real estate, the most effective management mode _ Song Yanqing _ Real estate development _ Construction Chinese network Under the new market policy, it is difficult for real estate development enterprises to "enjoy" the land appreciation income through land reserve, and the investment income of enterprises is increasingly dependent on real estate development. The higher the project cost, the lower the profit rate will be one of the main characteristics of the market. This means that real estate development enterprises must pursue economies of scale if they want to develop continuously, rapidly and steadily. Therefore, it is an inevitable choice for developing enterprises to implement multi-project development and maximize the added value and profit rate of projects.

Under the new market policy, it is difficult for real estate development enterprises to "enjoy" land appreciation income through land reserve, and the investment income of enterprises is increasingly dependent on real estate development. The higher the project cost, the lower the profit rate will be one of the main characteristics of the market. This means that real estate development enterprises must pursue economies of scale if they want to develop continuously, rapidly and steadily. Therefore, it is an inevitable choice for developing enterprises to implement multi-project development and maximize the added value and profit rate of projects.

According to the market survey results of Rand Enterprise Management Research Office in June, 2006, among 300 typical real estate development enterprises randomly selected, 84% enterprises develop multiple projects at the same time, and 65,438+05% enterprises develop more than five projects at the same time. Among them, 73 listed real estate enterprises all carry out multi-project development, and 90% first-and second-class qualified enterprises carry out multi-project development. It can be said that multi-project development is the most important feature of the current real estate market, and it is also the only way for enterprises to become bigger and stronger.

"Multi-project development syndrome"

Under multi-project development, especially in the initial stage of multi-project development, many enterprises have some problems, which are manifested in the following aspects:

◎ The division of powers between the company and the project department (project company) is not clear, and the work interface relationship is not clear;

◎ The support and management functions of the company's headquarters cannot be effectively exerted, and it is difficult to effectively assess the project department;

◎ The project department (project company) is greatly influenced by the project manager's "rule by man", or is too dependent on the company or unwilling to obey the company's management;

◎ The execution of the project department (project company) is poor, and the execution results of plans, schemes and instructions often vary greatly;

◎ The relationship with partners such as shareholders and suppliers is not harmonious;

◎ The supply of human resources and funds is tight, and both resources are available and cannot be enjoyed;

◎ Little contribution to corporate brand building, and so on.

These problems are the main characteristics of "multi-project development syndrome", which often lead to low work efficiency and large target deviation rate (especially planned cost and profit target).

The chairman of a well-known development enterprise in Shanghai said: "The company is operating eight projects, six of which are in other places. Even if we go to each project once a month, it will be gone in 20 days. The company has a lot of things to deal with, such as running the land, running the money and running the relationship. Forty days a month is not enough, and it has become Iron Man and Flying Man. " Presumably, there are many companies like this chairman in the industry.

Why is there "multi-project development syndrome"? There are three main reasons:

First, the business development strategy is not clear.

Strategic development planning is the compass and big dipper of enterprise development. The business development strategy of real estate development enterprises generally includes market development planning, regional development planning and product development planning.

Real estate enterprises should study and formulate clear development plans at the beginning of multi-project development. Such as market development planning, land development, real estate development, commercial property development and other three market development plans, what are their respective goals, we must be clear. Such as regional development planning, whether focusing on first-tier cities such as Beijing and Shanghai, or second-and third-tier cities; Whether concentrated in the local area or extended to the Pearl River Delta, Yangtze River Delta and Beijing-Tianjin-Tanggu areas; Whether to expand coastal cities such as Xiamen, Ningbo, Qingdao and Dalian, or to expand provincial capital cities such as Fuzhou, Nanjing, Jinan and Shenyang; Focus on developing eastern cities, or actively develop central cities such as Wuhan, Changsha, Hefei and Nanchang. After determining the target direction, it is necessary to further analyze the vacancy rate of commercial housing and the proportion of tertiary industry in the target city to determine the entry order. These problems should also be clarified one by one. For example, product development planning, product model, project scale, the proportion of various products (high-end, mid-range, ordinary commercial housing, etc. ) and product concept, and similar problems must be made clear in the early stage of multi-project development. In the new market and new situation, real estate development enterprises must change from opportunity orientation to strategic orientation as soon as possible, otherwise blind expansion will easily lead to or amplify "multi-project development syndrome".

Second, the allocation of resources is unreasonable.

As we all know, real estate enterprises are resource-intensive enterprises. According to the scope, real estate enterprise resources can be divided into internal resources and external resources. Internal resources include human resources, financial resources, land resources, technical resources and brand resources, while external resources include supplier resources, government resources and customer resources. According to the nature, it can be divided into dominant resources and recessive resources. Among them, the dominant resources are material resources, including human resources, financial resources, land resources, customer resources and so on. And recessive resources are intangible resources, such as technology, brand, culture, public relations, strategy, system, etc. The process of social development is the process of resource allocation, and so is the process of enterprise development. In order to achieve sustainable and healthy development, enterprises must optimize the allocation of various resources.

Only by optimizing the allocation of resources can we maximize the value of resources, which can not only prevent the waste of some resources, but also reduce the impact on the development of enterprises due to the shortage of some resources (the so-called "short board"). Resource integration is one of the contents of resource allocation, and resource allocation is the core competence that enterprises must have for development.

Many enterprises can not effectively optimize the allocation of resources when implementing multi-project development, and some take "short board" resources as the allocation benchmark, which is too conservative and causes waste of other resources; Some take "longboard" resources as the allocation benchmark, which is too radical, leading to excessive tension of other resources (such as human resources and financial resources) and even unable to bear the influence or impact of major external factors. Shunchi is an example of this. In fact, not only Shunchi, but also most enterprises engaged in multi-project development in the industry generally lack resources, including human resources, financial resources, technical resources and so on. What is not lacking is often land resources and relationship resources, which is a big joke for all enterprises in the real market.

Third, the rules and regulations are not perfect.

Enterprises must establish and improve a set of comprehensive, appropriate and effective rules and regulations in order to maintain sustained and stable development. Compared with other industries, real estate development enterprises have great particularity and management difficulty in human resources, capital operation, cost control, bidding and procurement. According to different management plates or functional modules, real estate enterprises should establish the following management subsystems: administrative affairs management system; Information management system; Legal affairs management system; Human resource management system; Financial management and cost control system; Investor relations management system; Supplier management and procurement management system; Project (engineering) management system; Marketing management system; Customer relationship management system and so on.

Sound rules and regulations and perfect management system are the basic guarantee for the development of enterprises. In the early stage of development, because of the lack of management level and personnel, only a simple "management system establishment" is enough. Under multi-projects, there are more people, more departments, more levels, more complicated capital flow and information flow, and longer workflow. If an enterprise does not have a comprehensive, appropriate and effective management system, it will inevitably lead to the overlapping of rights or the vacuum of responsibilities, and then "multi-project development syndrome" will appear.

Don't blindly follow the "benchmark" enterprises

Perhaps China's fast-growing real estate industry lacks a real role model, and many enterprises are used to finding a benchmark enterprise for themselves. Whether to praise Sunco or not, at the early stage of Sunco's rapid development, it must have aroused the envy of many enterprises in the industry, especially many enterprises that are also in the stage of rapid development, taking Sunco as a benchmark. Of course, more and more enterprises still regard Vanke as a benchmark, especially after Mr. Feng Lun published "Learn from Vanke", more and more enterprises regard Vanke as a benchmark enterprise.

Setting a benchmark enterprise can enable enterprises to form a goal of working together under the same vision. The purpose of benchmarking enterprises is to learn, but they should never copy or blindly follow.

Take Vanke as an example. I hope that enterprises in the industry will not blindly follow suit for two reasons:

First, there is no comparability.

By the end of 2005, Vanke's total assets were 265.438+0.99 billion yuan and its net assets were 836.5438+0 billion yuan. In 2005, Vanke actually completed the construction area of 2.593 million square meters, up 7.9% year-on-year, and the completed area of 2174,000 square meters in the same period, up 37.9% year-on-year. Although Vanke is not the first in many individual indicators, it is worthy of the name 1 in the domestic real estate industry in terms of comprehensive strength. Vanke can become the industry number 65438. In particular, Vanke's R&D strength, service concept, brand value and corporate culture are hard to imitate. In addition, over the years, Vanke has taken the road of specialization in subtraction, while many enterprises in the industry have taken the road of diversification: not only have their own sales companies, property companies, but also construction companies and greening companies-there is no comparability. Moreover, Vanke's professional development model has its historical reasons. It is successful for Vanke, but it is not necessarily suitable for other enterprises. Every enterprise has its own special situation, and the enterprise group itself is diversified. How can there be a single development model? For every enterprise, what suits you is the best.

Second, Vanke's project management model is not an efficient model.

In view of the scale of the enterprise, the number of projects and the market layout, Vanke adopts a four-level management mechanism of group company, regional company, city company and project department. So its structural design, post setting and process design are all designed according to the four-level management mechanism. For the vast majority of real estate enterprises in the industry, due to the small number of projects in Vivanco and the different development mode from Vanke, a three-level management mechanism, namely company-city company-project department, or even a two-level management mechanism, namely company-project department, can be adopted.

It is a universal law that the more management levels, the longer the information chain and the lower the work efficiency. Many enterprises blindly follow Vanke's management model, and even some consulting structures promote and copy Vanke's management model, or consult other enterprises according to Vanke's business processes. The result is really unimaginable.

When developing multiple projects, if the property types and market positioning are quite different (for example, developing commercial real estate, urban high-rise residential and suburban low-density residential projects at the same time), then there must be great differences in the construction application, planning and design, bidding and procurement, marketing planning and other aspects of each project, which means that the previous experience and a large number of lessons accumulated by money have been "zeroed out" and enterprises have to be unfamiliar in the unfamiliar market. For most development enterprises, this is almost impossible. This is also the main reason why many enterprises feel "very busy" and "very tired" when developing multiple projects. However, if each project is basically similar in property type, project scale and market positioning, that is, the product model is basically solidified, then the development process and workflow of each project are unified, just like the development of a single project.

The so-called product model is a unique and relatively solidified project type formed on the basis of prediction and research and development, which is suitable for market demand and its own ability, and can be copied and developed.

Through long-term systematic research, Rand found that the "first echelon" enterprises have basically established their own product models. For example, Vanke Group's urban garden series and Four Seasons Flower City series (suburban junction); Jindi "Green" Series (Green Town/Green Spring/Green Xiao Chun); Shimao Group Riverside Series (Shanghai, Fuzhou, Nanjing, Wuhan, Harbin and other cities develop luxury houses along the river); Sunshine 100 Investment Group's "Sunshine 100 International New City" series (developing "emerging white-collar apartments in cities such as Beijing, Tianjin, Jinan, Changsha, Chongqing and Wuhan") and Wanda Group's "Wanda Commercial Plaza" series (developing commercial real estate projects in the central business districts of more than ten cities in China); SOHO China's SOHO series (SOHO Modern City/Jianwai SOHO/SOHO Shangdu), etc.

It can be said that the establishment of product model is the premise and foundation for enterprises to carry out multi-project development.

Modeling products includes at least the following eight elements:

1. City selection is to select the target city to enter according to the strategic development plan.

2. Site selection is to choose the project in the middle of the city: whether it is to develop the central area of the city, or in the urban-rural fringe, or in the near suburbs and outer suburbs. The site selection of the project was clarified, and the objectives of land bidding and land reserve were also clarified.

3. Determining the project scale means roughly determining the project's floor area and building area.

4. The choice of target customers is to research and lock in core consumers.

5. To determine the project style is to give the project a unique and easily recognizable "symbol", so that the public, especially the target customers, can easily identify which enterprise has developed what type of project.

6, design stereotypes, that is, the planning and design of various projects, landscape design has the same spiritual feelings in material form, and mature huxing can be used for all projects.

7, store design, advertising style stereotypes. After the product is finalized, each project can have a unified storefront and unified publicity materials (including loushu, media advertisements, etc.). ).

8. unify VIS. This is an indispensable "expression symbol" for product modeling, and it is also the easiest to do.

Establishing project management mode is the key to multi-project development.

As mentioned earlier, one of the reasons for "multi-project development syndrome" is "imperfect rules and regulations". A large number of practices show that many "symptoms" are only direct or external manifestations of "imperfect rules and regulations". Therefore, establishing an appropriate and effective project management model is the key for development enterprises to implement multi-project development.

The establishment of project management mode can be divided into three steps:

The first step is to determine the functional orientation and redesign the organizational structure.

The management mode of multi-project development is completely different from the single project management mode, which is first manifested in the functional orientation and organizational structure design. Under a single project, real estate enterprises can only adopt the development and management mode of linear function system: each department performs its own duties and completes the project development work together. However, under multi-projects, due to the realization of the project system, the company and the project department (project company) must define their functions and divide their responsibilities.

Take the two-level management mechanism of "company-project department (project company)" as an example. Generally speaking, the company is positioned as a decision-making center and a resource center, which mainly exercises support and management functions, and should do three things well:

(1) land supply; (2) funds; (3) Control and evaluation.

The project department (project company) is the cost center and profit center, which mainly exercises the functions of execution and implementation, and should also do three things well:

(1) achieve the goal; (2) establish a brand; (3) Cultivating and training talents.

On the basis of clear functional orientation, enterprises should redesign their organizational structure. When designing the organizational structure, the following factors should be fully considered:

◎ Requirements of strategic development planning on organizational structure design;

Project type;

◎ Product model;

◎ Business model (especially outsourcing model);

◎ Resource status (especially human resource status);

◎ Corporate culture.

Matrix system is a common organizational structure under multi-projects. However, because the matrix system is prone to multi-head leadership, overlapping rights and responsibilities and responsibility vacuum, in the past year or two, many leading enterprises in the industry have generally adopted a mixed organizational structure of linear functional system and matrix system.

The second step is to divide the project types.

Project types are divided in different ways. According to the geographical division, it can be divided into local projects and remote projects; According to the equity division, it can be divided into wholly-owned projects, holding projects and joint-stock cooperation projects; According to the project scale, it can be divided into special, first-class, second-class and third-class projects. According to stages, it can be divided into stage projects and whole process projects.

The classification of project types is the basis of project management system design. In order to "simplify the complex", it is usually combined into the following four types of project organizations: (1) local direct project department; (2) Project companies in different places; (3) Holding the project company; (4) Participate in the project company.

The third step is to design the process and establish the project management system.

The real estate development process under multi-projects is very different from that under multi-projects For example, under a single project, the company's sales department is responsible, while under multiple projects, there are many situations: some are the company's marketing center or subordinate marketing (brokerage) companies, some are the project department (project company), the company only manages plans, schemes and prices, and some are the marketing agency companies. Therefore, all development processes must be redesigned. After the process design is completed, corresponding management systems can be established for different project types.

Usually, a complete project management system includes at least the following aspects:

1. Project organization and management (including the organizational structure design of each project department, the establishment and dissolution of the project department, etc. );

2. All kinds of project human resources (including appointment and removal, salary, assessment, reward and labor relations of project managers and other personnel);

3. Project funds and financial management;

4. Project planning and target management;

5. Project investment decision management;

6. Project development and design management;

7. Procurement and bidding management;

Project management (including quality, schedule, cost, safety and civilization, file management, etc. );

9. Project marketing management;

Project customer relationship management and so on.

Virtualization of investment subject and materialization of management subject

The establishment of product model solves the business operation mode of enterprises, and the establishment of project management system solves the management mechanism of enterprises. However, what kind of project system an enterprise adopts is the most core and fundamental issue ―― the system determines the mechanism and the mechanism determines the system (rules and regulations).

But unfortunately, although many enterprises are constantly exploring and improving the management mechanism, they all focus on the problem of "how to make the division of responsibilities more reasonable". Either "pyramid" or "inverted pyramid" is nothing more than seeking a relatively reasonable management mechanism in "left leaning" and "right leaning", without really realizing that the problem lies in the system-the traditional project system is the dual identity of the company and the project department (project company), which will inevitably lead to the difficulty in controlling the project development cost and management cost and implementing effective assessment, thus leading to a large deviation rate between the project plan and the target.

Facts have proved that almost all real estate development enterprises have encountered the same problem and are thinking about the same question: whether it is a "benchmark enterprise" respected by enterprises in a wide range of industries or a "real estate tycoon" with unlimited scenery, what is the most effective project management model?

Through in-depth research, analysis and practical test, Rand believes that "virtualization of project investment subject and materialization of project management subject" is the most effective investment development model.

"Virtualization of project investors" refers to registering project (investment) companies with independent legal personality as far as possible, whether in this city or in other places. All legal person licenses and financial affairs of the project (investment) company are managed by the company in a unified way, and there are no other personnel except the legal representative and financial personnel (but management fees are charged).

Benefits of virtualization for project investors

◆ Conducive to project financing (including debt financing and equity financing);

◆ Conducive to avoiding legal risks;

◆ Conducive to financial accounting;

◆ Conducive to tax planning.

"Project management subject" refers to a project management company with independent legal personality, which is relatively controlled by the company (or jointly funded with a professional social project management company), entrusts the development and implementation of some projects to the project management company, and the project investment company signs a project entrustment management agreement with it and pays a certain management fee.

Benefits of "project management entity"

◆ It is beneficial to control the project development cost and management cost;

◆ Conducive to the implementation of effective assessment;

◆ Conducive to the realization of project investment objectives.

Although "virtualization of project investors and materialization of project management subject" needs to be further improved, a large number of practices show that this development management model solves the institutional problems of multi-project management, and also conforms to the international mainstream format of "separation of investors and developers", which should be the most suitable and effective multi-project development management model.

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