Factors affecting the development of holiday real estate

The news that many real estate giants rushed to the beach for holiday real estate is endless: Zhang Baoquan 2 billion bet on seven-star mangrove hotel in Haitang Bay, Yellow River Industry/KLOC-0.2 billion smashed into the super-large five-star resort hotel in Lvwan Lake, and Golden Bay, a financial street, together with five-star hotels such as Sheraton, Gina and Kangdi, began to challenge Sanya ... The industry and the media are shouting loudly that holiday real estate has unlimited prospects and is a possibility.

The development of large-scale holiday real estate is still a new thing in China, and there are few successful cases for reference. Holiday real estate in Yalong Bay, Haikou Bay, Lijiang and Qiandao Lake has experienced many years of hardships, but few people have achieved great success. What is the reason? Some are limited by natural and internal conditions, and some are only external and deep-seated reasons, which are not dominated by enterprises and individuals. In my opinion, the external conditions that affect the success or failure of large-scale holiday real estate development may have the following points:

Is it market-led or consciousness-led

The development of large-scale holiday real estate should not be quick success and instant benefit, should not focus on the maximization of short-term profits, but should set the goal of long-term rolling development, so that the return on investment will increase steadily year by year. Then, the brand effect and scale effect of regional development should be formed as soon as possible in the early stage of development.

On the basis of defining the long-term development goal, the development of large-scale holiday real estate should also pay attention to the market-oriented business model design. Due to the large development area of large-scale holiday real estate projects, which is tens of square kilometers at a time, it is very important and necessary to do a good job in basic research on the external market, such as what is the supporting industrial base of the project, how to connect the industrial chain, population size, industrial scale, short-,medium-and long-term development planning, project volume, market capacity and so on.

The premise of successful marketing of large-scale holiday real estate is to seize the market demand and opportunity, take customers first and demand as the guide, and develop competitive and suitable products. Another level is to find target customer groups and provide consumers with unique holiday products and services. It is best to combine the characteristics of the project with the physical geography and economic geography of the project, so that it will not be copied by latecomers and form differentiated competition.

I have also noticed that some large-scale holiday real estate projects do not follow the market rules and blindly cater to the will and taste of the government. For example, when the government invites investment, you are required to build a hotel for me. Of course, it must be at least five-star standard, so I will grant you this land and match it with some villa land. As we all know, the hotel was built, the land appreciated, and the villa was finally sold, but the later operation of the hotel became a heart disease.

Is it fragmented or unified planning?

The development of large-scale holiday real estate is also facing a more realistic problem, that is, who should take the lead in the overall planning of the whole region. I came into contact with two very different versions. The planning of 20.2 square kilometers in Fiona Fang, a resort I experienced before, was led by a developer, implemented by top design units at home and abroad, and then submitted to the relevant planning departments for approval. Another large-scale scenic spot, that is, the project I am working on now, has already been done by the management Committee, and the general rules have been sketched out, and then the land with the nature of land use has been determined to attract investment. This kind of planning scheme is almost unsightly, and developers either repeat their homework or endure the pain of making wedding clothes for others.

One experience is that the supervision and adjustment of the master plan is not only the responsibility of the leading party, but also the controlling planning and design units and tourism planning and design units should participate. Therefore, the control plan will make fewer mistakes.

Is it a one-man show or a diversified investment?

At present, there are many natural scenic spots with strong strength on the edge of developed cities, underdeveloped areas and underdeveloped areas, and the land price is cheap, which is a good opportunity for enterprises to make strategic layout. And some powerful enterprises monopolize one side, unwilling to share big cakes with others, and their annual development ability is very limited. Therefore, it takes five to ten years for the project to start and mature.

Therefore, smart developers often assume several different roles: primary land development, secondary real estate development, hotel operators, supporting facilities operators, travel agencies and so on. Among them, the relationship is very complicated, and some core projects are related to the success or failure of the whole region. Therefore, developers should do something, seize the key, and attract investment, transfer, development and cooperation go hand in hand. But in the early stage of the project, we must design a good business model, otherwise we will only see the trees but not the forest, which will lay a huge hidden danger for the long-term development of the project.

Developers should also pay attention to industrial development and second-hand financial market. The slow capital withdrawal mode of large-scale holiday real estate development determines that commercial supporting and operating properties and saleable properties must support each other in order to complement each other.

Is it protection-oriented or development-oriented

I always feel that every scenic spot, no matter how big or beautiful, has a long life and will be developed one day. I even think those primitive, disorderly and overgrown with weeds may be the best. Therefore, even if the long-term strategy is steady and pragmatic, even if you have the determination to make a century-old business model, in the final analysis, it will still destroy and rebuild the natural ecology.

At present, there are very few scenic spots that have not been carved up and developed in China, and there are several that have really achieved controlled protection and ecological development. What I have learned is that developers have not carefully studied the business model and business strategy of holiday real estate, but have blindly pursued the speed of payment and made a lot of quick success, which has created many high-risk projects and made domestic holiday real estate products frequently fall into traps and crises.

Looking at history, a little further, maybe ten or twenty years later, the most successful holiday real estate is a sad victim in the face of the splendor of nature.