Yu Liang tattooed "one track mind"

Yu Liang, Chairman of Vanke Board of Directors

Leju Finance and Economics Lin Zhenxing was originally from Shenzhen.

In Shenzhen Dapeng Peninsula in late autumn, the sun is scorching the earth, and the sea breeze is mixed with a little salty taste.

10 June 17, Vanke (000002) just after its 36th birthday. SZ) Second initiative and 180 media friends gathering. The location was chosen in the greenhouse peninsula, only 36 kilometers away from Dameisha Vanke headquarters. Last year's theme was "Friends". Yu Liang led a group of high-level officials to tell you the new story of Vanke at the seaside.

Compared with the southern media conference of Fuxian Lake three weeks ago, Yu Liang wore a black T-shirt with the LOGO of Jinchang. As always, he is humorous and relaxed. While mocking Vanke for selling pigs, he told the media that in order to please the post-1995 generation, his boldest move was tattooing.

Everyone with tattoos has an unforgettable past, and Yu Liang hides it in his heart. But in the eyes of outsiders, Yu Liang, who has been in Vanke for 30 years, always has a constant tattoo, that is, "one track mind".

In a blink of an eye for 30 years, as the guardian of Vanke, he has experienced different stages of difficult years, from letting architecture praise life to urban and rural construction and life service providers, and has always been treading on thin ice and keeping pace with the times. Like a whistleblower, he once shouted loud slogans such as "Silver Age", "Live Broadcasting", "Convergence and Focus, Consolidating the Foundation Disk" to alert all practitioners in the industry.

What kind of Vanke attitude does Yu Liang want to convey to the outside world during the three-hour media meeting?

Close contact with Yu Liang, 55 years old, has a good figure and spirit except for the laugh lines in the corner of her eyes.

Just like the 36-year-old middle-aged Vanke, it is getting younger and younger. 50% of its employees are post-90 s, 20% are post-95 s, and the average age of employees is between 32 and 33 years old.

On its 36th birthday this year, Vanke launched a "wave" and invited a group of post-00 celebrities to speak for Vanke. "Everything can be Vanke", co-produced the film "Track One" with comedian Zhang Zidong and released the single "Just Don't Compromise" by the new pants band.

As early as September 25, Vanke made a mysterious and serious investigation, and the results showed that the post-1995 generation had no feeling for Vanke brand. This may be the most anxious thing for Yu Yanlian. "Young people hate me (Vanke) and hate me, which shows that he has me in his heart. I feel that the problem is not big, so we are younger. "

To this end, Vanke took the initiative to attack.

Outside, for different customers, do some language methods and youthful actions that young people like, including releasing new songs with New Pants; In order to ensure the intergenerational inheritance and evolution of the enterprise, Yu Liang revealed that "Vanke has young employees and experienced employees in many new businesses, and they will do well together."

Manage the dividend era and learn from the manufacturing industry.

The real estate industry has experienced land dividend stage (before 2002) and financial dividend stage (after the announcement of bidding, auction and hanging in 2002 -2020), and now it has entered the era of management dividend (after the release of "three red lines" in 2020).

However, it is difficult for a company to have the management experience of leading the dividend period and actively seeking change in the new era like Vanke.

In Yu Liang's view, in the era of management bonus, the real estate industry has returned to an ordinary industry. If you want to learn from the manufacturing industry and gain a competitive advantage with comprehensive competitiveness, every link can't be lost, and there can't be shortcomings.

He put forward three specific requirements:

First, to manage dividends, we must do the right thing and have a strong strategic grasp;

Second, organizational ability should be strong, personal ability should be transformed into organizational ability, and social resources should be used to let suitable talents join;

Third, every link of enterprise management cannot be extravagant, and people can't control it. Science and technology should be given the power to introduce commercial operations.

This is exactly the same as the essence of "green light thinking", "long board thinking" and "compound interest thinking". It is not only applicable to real estate enterprises, but also to ordinary enterprises and individuals.

03 "Vanke Property will definitely be listed"

Leading housing enterprises have been transformed for many years, whether it is the repeated tossing of Evergrande's automobile dream, the convergence of Vanke after many years of transformation, and the cross-border transformation of Country Garden's playing robots and modern agriculture ... As far as the word "transformation" is concerned, it is not easy to talk about it, let alone the difficulty of building business models and profit models of new industries.

However, in the semi-annual report in 2020, Vanke bravely disclosed the income of diversified business segments except development and property management for the first time.

Among many non-real estate businesses, property is the most eye-catching. Vanke Property 20 19 became the first property company in China to break 10 billion. This year is also the thirtieth year of the establishment of Vanke Property. By the end of June 2020, Vanke's total contracted construction area was 680 million square meters, and its total takeover area was 520 million square meters, ranking first in the property industry.

Yu Liang also said frankly in public for the first time, "Vanke Property will definitely go public, but this time has not yet been fixed." But what he is most worried about is that the outside world has lost its initial heart to the capital boom, because Vanke has always emphasized good products and services, and can sink down and do these things more solidly.

Baoquan Zhu, who vowed to attend four media conferences in Vanke, had previously announced that after the formation of the troika, Vanke's property would return to residential, from residential property to commercial property to urban property. "This time, he gave the microphone to Li Qingping, the chairman of Wan Wu Liang Hang, and let the outside world peek at another new logic of Vanke's property business.

Last year, 65438+February 65438+February, Vanke Property and dtz established a joint venture company-Wanwu dtz Asset Service Co., Ltd. (hereinafter referred to as "Wanwu Good Bank"), which became a leading property and facility management service provider.

Since the integration of 10 month, Wan Wu Liang Xing has covered 149 cities, developed more than 140 new projects, and * * * served more than 1 140, with a management area of over 6,543.8 billion square meters. The scale of commercial and writing property is in an absolute leading position in Greater China, and it is still expanding.

Another important guest is Hu Donghua, chief partner and general manager of Vanke Long-term Rental Apartment Division. He is an old man of Vanke and the former head of the human resources center of Vanke Group, but he is an out-and-out "newcomer" in front of the media and cameras, especially low-key and introverted.

He recalled that in 2005, Vanke began to explore leasing business with the government. In 20 16, Apollo was formally born. In 20 17, long-term rental apartments were listed as one of the core businesses of Vanke Group. Up to now, Vanke has opened a total of 6.5438+0.3 million berths, with over 6.5438+0.5 million leased customers, 500+ service enterprises and 400,000 customers.

By the end of June 2020, the overall occupancy rate of Vanke's opened projects was 88%, and the occupancy rate of mature projects (opened for half a year or more) was 93.7%. During the reporting period, the operating income of the Group's residential leasing business was RMB 654.38+0.05 billion. There are still 57,700 berths planned and under construction.

04 North Theater Transcript

Vanke's annual regional media meeting is also like a routine exam to test the first report card in the region.

In 2020, Vanke appeared in 5 BG (business group) and 8 BU (business department), which was regarded as an excellent business after "staking the land". Specifically, BG includes south, Shanghai, north, central and western regions and property service companies, while BU includes India, logistics, long-term rental apartments, overseas, ice and snow, mesa education, corporate services and food.

In Vanke, these regional companies are called "war zones" and new businesses are called "services". At one time, there were cross operations between services and war zones. The same service may be distributed in different war zones, and there are different services in the same war zone.

This year, the highlight of Vanke North is that the first phase of Apollo Chengshousi Community, the first collective land rental housing project in Beijing, was opened, and 235 houses were fully rented seven days ago; Wangjing Street, the first international commercial street project in Beijing with the participation of social capital guided by the government, officially opened, completing the transformation and upgrading from "messy" to "new landmark" ...

From the speech of Liu Xiao, CEO of Vanke North Region, it can be seen that what Vanke North wants to convey to you this time may still be a new answer to the development strategy of urban renewal, simultaneous leasing of production cities and integration of production cities. Therefore, Wangjing Times Center, Wangjing Street, Chengshou Temple Bogong and Shenyang Capital Science and Technology Park became the key promotion targets of the first half of the conference.

In the gloomy eyes, "every child (region) should have different concerns at different stages of growth".

Excerpts from the live Q&A highlights:

Question: How to treat real estate from land dividend to financial dividend to management dividend?

Yu Liang: From land to finance to dividend management, there are three different stages. The essence is: in different market environments, what competition do you rely on to win? In the land addition stage, you can win if you get the land. At this time, the most important thing is land. The evaluation index is land reserve. How much land you have proves how valuable it is, because it is the money to earn land.

In the financial dividend stage, Vanke has made its business into fast-moving consumer goods. What we earn is processing money, buying land, processing houses and selling them, and then buying land and selling more expensive houses. When we make it into a fast-moving consumer goods, this rapid turnover becomes measured by PE in the industry. Some people are bold, and there may be more room for high leverage. At that time, you can quickly make a fast-moving consumer goods, get higher processing costs and more room for growth.

In the era of managing dividends, leverage obviously cannot be used. We should rely on real skills and comprehensive competitiveness, that is, like China's manufacturing industry, from low-end representatives to brand building, gradually improve the quality and establish an R&D center.

Therefore, in the era of management bonus, the real estate industry has been reduced to an ordinary industry, which means facing it like a manufacturing industry and competing to integrate various capabilities. If a link is not done well, there will be great problems. The era of management bonus is an era of all-round competition, and every aspect can't be lost.

Question: Why did Vanke enter the pig industry?

Yu Liang: The only pig farm I have never been to, because I have to see it for two days in half an hour, so I have never seen it. Vanke raises pigs not because pigs are fat and real estate is thin. A few years ago, Vanke quietly set up a food testing center to do some testing on organic foods available in the market, and a vegetable company.

Why vegetables? We have to eat every day, and food is necessary. During the epidemic, we also sent vegetables to the homes of frontline medical workers in Shenzhen. There is not much difference between vegetables and meat, but according to the needs of customers, customers need to do more and customers need to do less. But for me, vegetables and pigs are just Vanke's better service to customers, just a small attempt.

Q: What do you think of national macro-control?