Yao Xing Group's strategic map

1, a domestic first-class integrated urban operator. Become an innovative pioneer in urban construction and operation in China; Become a comprehensive urban operator with national influence, take culture, sports, tourism, health, commerce and leisure as carriers, and combine industrial capital with financial capital to comprehensively enhance the regional value of the city;

2. Make it a century-old foundation. In the process of urban construction and urban operation, it has entered the long-term and stable development of potential industries, forming a pattern of urban operation theme industries, real estate and supporting industries going hand in hand with other potential industries, laying a good foundation for Yao Xing Group's century-old foundation.

(ii) Five-year strategic objectives of the Yao Xing Group:

Continue to be strong and strive for Yao Xing Group to enter the top 20 real estate enterprises in China in 20 10, and the annual output value of the real estate industry exceeds 10 billion yuan. By 20 12, the annual net profit of real estate related supporting industries will exceed 1 100 million yuan;

In order to achieve the above goals, we can take three steps:

Step 1: Strategic preparation period (2008)

Realize the total real estate output value of 6 billion yuan, including 2 billion yuan in Kunming and 4 billion yuan in Tianjin; Real estate-related supporting industries have a solid foundation, which is generally flat and slightly surplus; In the second half of the year, we began to explore other industries besides real estate; Build a long-term financing platform for listing, strengthen multi-channel financing capacity and expand land; .

Step 2: Strategic transition period (2009-20 10)

Realize the annual output value of the main real estate industry of 654.38+000 billion, and successfully find other industries other than real estate to achieve breakeven; Strengthen capital operation with listing as a platform, and realize the pattern of industrial operation and capital operation going hand in hand, and the virtuous circle of capital resources and land resources; Strengthen the "resource advantage" and "brand advantage" in management to build core competitiveness.

Step 3: Strategic development period (20 10-20 12)

The total output value of the group will be 20 billion yuan, and the total profit of diversified industries related to real estate will be 1 billion yuan, and other industries other than real estate will form a scale; Form a virtuous circle in which the group's financial business and industrial business go hand in hand; Chain operation and national expansion.

(III) Business strategic direction:

Through more than ten years' efforts, Yao Xing Group has made pioneering efforts and achieved the first leap in the development of the Group through the successful operation of the New Asian Sports City, which is only the first step of the nationalization of Yao Xing Group. The smooth development of Tianjin project will realize the second leap of Yao Xing Group and become a national first-class company. In order to complete the second leap, Yao Xing Group's business strategic direction will follow "one foundation, three combinations and three extensions", namely:

"One foundation": based on the real estate industry;

"Three combinations": the combination of industrial operation, capital operation and brand operation;

"three extensions": to realize the spatial extension with Tianjin as the center and facing the national market; Based on real estate, product line extension for market segments and industrial extension of diversified development. A journey of a thousand miles begins with a single step. 2008 is the first year and the most crucial year of the Group's five-year strategic planning. Whether the work of this year is fully implemented directly affects the goals and progress of the latter two stages. In order to effectively achieve the above business objectives, we must strengthen the core competitiveness of Yao Xing Group and solve the problems of balanced development and lagging management in the rapid development of the Group.

Yao Xing Group's strategic planning will focus on the following core competitiveness:

I. Industrial operation capability: Consolidate the real estate operation capability, enhance the operation capability of real estate-related industries, enhance the industrial integration capability, and initially establish the industrial incubation capability.

Second, the ability of resource acquisition and capital operation: initially establish the ability of land reserve management and multi-channel financing; Combined with listing, the core expansion ability of capital operation, merger and reorganization will take shape initially.

Third, basic management ability and improvement of management ability: quickly improve basic management ability, including strategic management, financial management, organizational control, human resource management, etc. Initially establish quality, brand and customer relationship management capabilities, consolidate corporate culture management capabilities, and initially have the ability to manage the core of Yao Xing Group. Strategic goal1-Based on Kunming, we will continue to do a good job and achieve a real estate output value of 6 billion yuan in the direction of Kunming. Among them, Star City is 2 billion and Changfeng Company is 4 billion.

With Kunming as the base and Tianjin as the main battlefield, there is no more important problem, but the relationship between them is mutually reinforcing. The early success of Tianjin project is based on the success of Kunming project. Based on Kunming, through deepening management, strengthening and upgrading core competitiveness, we will export mature and high-quality management models and core teams for Tianjin.

1, strengthen marketing management ability.

Complete the sales tasks of Xingcheng and Changfeng projects, grasp the sales rhythm and sales price, and maximize the company's benefits on the premise of ensuring cash flow. At the same time, further strengthen marketing ability, establish customer relationship management system, cultivate customer loyalty, enhance brand building ability, and provide support and preparation for Tianjin project.

2. Improve project management ability.

In order to successfully complete the current project development tasks in Tianjin and Kunming, the relevant departments must strengthen the multi-project management ability, implement the project manager responsibility system, and improve the quality management and bidding management, so as to ensure the smooth completion of the construction tasks on time, in quality and within the budgeted cost, and provide support and preparation for the Tianjin project.

3. Consolidate and strengthen product R&D and innovation capabilities.

Yao Xing has some experience in product development and innovation. We should conscientiously sum up and innovate constantly, give full play to the planning and development advantages of large-scale complex communities in Yao Xing, strengthen the research and development of energy-saving, environmental protection and ecological products, and form a systematic and perfect mechanism from planning to product development, so as to be in a leading position in the industry.

4. Taking Kunming as the base, we will continue to unswervingly make the Kunming market better, bigger and stronger.

Strategic goal two-take Tianjin as the main battlefield, develop in different places, complete the real estate output value of 4 billion, and make all preparations for the development of new projects.

Tianjin is the third special zone after Shenzhen and Shanghai since China's reform and opening up, with obvious advantages in policy and location. Tianjin in the future, like Shenzhen and Pudong today, will become the city with the most development potential and investment value in China. Based in Tianjin, occupying the commanding height of Yao Xing's national expansion strategy not only provides us with a well-known real estate company in a short time, but also provides a "favorable position" for the selection and incubation of new industries in the future. It is necessary to strengthen the ability of multi-regional and multi-project management in different places, and radiate and influence the whole country with Tianjin as the center. In 2008, Tianjin Company focused on:

1. Establish a resource sharing mechanism with Kunming * * *, combine the incubation of related supporting industries, improve the management mechanism, and explore the effectiveness of the Group's off-site management.

2. Complete Tianjin sales target, engineering construction target and R&D design target as planned to ensure that the sales task is completed on schedule.

3. Take Tianjin project marketing as an opportunity to build Yao Xing national brand.

4. After completing the first phase of sales, start a new round of project reserve and expand new financing.

The third strategic goal is to build real estate-related industries, form industrial chains of commercial and residential real estate, commercial housing, sports, hotels, property management, education, medical care and leisure, and make good preparations for management, brand and talents.

1, property

Saving energy, reducing consumption and increasing income. Property management is no small matter. We should start from every detail, strengthen internal management, improve the satisfaction of owners as the basis, and take "Star City" as the foundation to quickly consolidate basic property management; Establish an organizational structure and service system oriented to customer satisfaction and explore property value-added services; Form a "pre-intervention mechanism" and a "property management cost prediction mechanism"; Improving the ability of community cultural construction is regarded as a powerful management means to shape the property brand, and even an important part of shaping the city management brand. 2008 is a crucial year for property companies to strengthen internal management, improve service quality, control various costs and build property brands.

2. Sports center

Relying on "Star City", build a complete sports industry chain, form sports cultural resources, and realize the complementarity and allocation of superior resources; Make full use of the Olympic opportunity to enhance the brand value of the group. Around the existing hardware facilities of the sports center, the industrial system is established, the profit model is determined, the corresponding market positioning, marketing planning and channel construction are carried out, and systematic planning and planned business steps are formed.

3. Hotel

Adhere to the management idea of integrating resources, hire well-known hotel companies to manage according to the different positioning of hotels, and enhance the value of composite real estate projects. At the same time, through improving the cooperation mechanism of hotel management, we should do a good job in controlling the quality and cost of hotel services and establish a good reputation in the industry, thus enhancing the brand awareness of the group.

4. Business operation

As an important part of the urban operation value chain, merchants and developers form a long-term strategic partnership, with "investment as the means, management as the core, and long-term commercial maintenance and operation as the goal", forming a virtuous circle and a * * * win-win pattern of owning the core resources of merchants and realizing "merchants' profit, consumers' satisfaction and developers' development".

5. Education industry

As a community supporting measure for real estate development, education industry is also an important part of real estate value chain and brand, and it is the industry with the highest added value among supporting industries, following a stable development path from basic service system to upgraded service system to large-scale socialization.

6. Medical industry

Taking basic medical services and health services as the core, taking the development and construction of characteristic hospitals as the orientation, and taking the construction of second-class first-class hospitals as the standard, it will become the central hospital of the new Asian sports city community and become a model of community hospitals in Yunnan Province. At the same time, actively explore new business models of the medical industry to achieve rapid development.

Strategic goal four-actively explore investment opportunities in other industries other than real estate-related industries, set up special teams and teams, and start to explore investment opportunities in other industries in 2009.

In the next few years, real estate will remain the pillar industry of Yao Xing Group. The selection criteria of new industries are: long-term sustained market demand and good prospects. Strategic objective 5- Strengthen contacts with various financial institutions, establish good cooperative relations, and broaden short-term financing channels outside banks.

Strategic goal six-according to the company's financial situation and basic conditions for listing, strive to achieve the listing goal before the end of the year.

Strategic Goal 7-Take Beijing's scientific and technological construction as the breakthrough point, and actively explore long-term cooperation with large enterprises and small and medium-sized enterprises.

Strategic Goal 8-Develop new projects with Kunming as the base and Tianjin as the center. Strategic Goal 9-Establish a basic management system with strategy as the core.

1. Establish a strategic management system with Yao Xing characteristics, and realize an integrated management mechanism of strategic planning and implementation with strategy as the guide, annual business plan, comprehensive budget and performance management.

2. The Human Resources Department takes the lead, and the relevant functional departments cooperate closely, and regularly hold quarterly business activity analysis meetings and mid-term debriefing reports, mainly for senior managers of secondary companies, so as to improve the monitoring of strategic management process.

Strategic objective 10- improve financial budget and control ability.

The financial center establishes or improves various management systems according to the requirements of listed companies, and standardizes financial management: continue to promote budget management and improve accounting work; Strengthen tax planning and capital planning.

Strategic objective 1 1- Establish a human resource management system based on strategic objectives, implement a talent strategy combining short-term talent absorption with long-term talent training, and prepare talents for the strategic development of the Group.

Strategic objective 12—— Adjust the organizational management mode, strengthen the self-management awareness and ability of the top management of secondary companies, try out strategic objective control and budget control, and conduct process monitoring.

1. Strengthen the core competitiveness and management ability of the headquarters.

2. According to the actual needs of secondary companies, choose financial control, strategic control, operational control or the combination of the three control modes to establish a group control system suitable for the development needs of Yao Xing Group.

3. Adjust the repositioning of management functions and functional departments, the Audit Department strengthens the audit of finance and important activities, and the Purchasing Department establishes a strategic procurement system.

4. Strengthen teamwork among functional departments of the Group, between functional departments and secondary companies, and between secondary companies.

5. In 2008, the Strategic Center implemented strategic management and control of secondary companies.

The strategic goal is standardization and informatization.

Starting from February 2008 1, the administration department of the group company took the lead, and the relevant departments of the group appointed a special person to set up a standardization committee to sum up the experience and shortcomings of business and management in time, carry out systematic process transformation, and form standardization before July 2008.

2. Strengthen information construction, cooperate with process system construction, and complete the construction of three major information systems: office automation system, information business platform system and decision support system. Strategic objective 14- brand building, taking Tianjin project as an opportunity to build a national brand.

Achieve the following brand goals through brand building:

1, starting from the core value of the brand, straighten out the relationship between the group brand and the project brand and the group industrial brand;

2. From project brand to group brand;

3. From regional brand to national brand.

Strategic objective 15- Preserve Yao Xing's excellent cultural genes and create Yao Xing's characteristic culture.

We should inherit and carry forward the excellent culture of Yao Xing, such as the culture of efficient decision-making, innovation and enterprising, customer first, honesty and win-win. At the same time, in order to adapt to the implementation of Yao Xing Group's nationalization strategy, we should build Yao Xing's characteristic culture and make changes in management methods, such as: changing from highly centralized management to centralized and decentralized management; Change from results-oriented management to management that pays equal attention to both process and results; From emphasizing personal performance management to establishing personal performance management based on team and collaboration. In 2008, implementation was the key.

(1) Deeply understand the strategic planning report and improve the implementation effect on the basis of understanding.

The strategic planning report covers all business systems and functional systems, and there is a strong correlation between them, which can be said to affect the whole body. Therefore, all business systems and functional systems of the Group must have a deep understanding of the overall strategic objectives of the Group and their respective strategic objectives, so as to enhance the implementation effect and complete the established objectives in strict accordance with the overall strategic deployment and time requirements of the Group. To this end, we should carry out two aspects of work:

On the one hand, the strategic management center should strengthen the propaganda and irrigation of the strategic planning report, so that every middle manager of the group can clearly know the vision, mission, strategic direction and strategic steps of the group;

On the other hand, all centers and subsidiaries of the Group should give full play to their initiative, formulate their own development strategy planning reports according to the overall strategy of the Group, publicize and implement them among employees, and turn them into actions.

(2) Establish a complete integrated system and mechanism of strategic planning and implementation, and stick to it.

First of all, the strategic planning department, the financial center, the human resources department and the operation management department should cooperate with each other, carefully sort out the annual business plan, comprehensive budget management and key performance indicator system in 2008 according to the strategic objectives in 2008, and truly integrate strategic planning and implementation. The assessment in 2009 must be carried out in strict accordance with the performance standards set by the strategic objectives.

Secondly, all subsidiaries should also establish a comprehensive strategic planning and implementation system, combined with the implementation of performance management system.

Thirdly, the implementation of strategic objectives should be tracked, analyzed and even revised to ensure the integration of strategic planning and strategic implementation. Mainly to form a strategic inquiry meeting system: annual strategic inquiry meeting system, semi-annual mid-term debriefing report system, quarterly business analysis meeting system, and stick to it for a long time.

(C) the establishment of a dynamic strategic planning adjustment mechanism

Strategy is not static, and the best strategy is one that can quickly respond to changes in the external environment and internal environment.

First of all, the strategic planning department should pay close attention to the changes in the internal and external environment of the group, and take the collection and analysis of internal and external information as their daily work to provide objective basis for the adjustment of strategic planning.

Secondly, the strategic planning should be adjusted according to the annual routine. It made a good start in 2009, and I hope to stick to it.

Looking back, we are full of pride of success.

2008 is another year full of hope and beauty. I believe that this year will be the fastest year for Yao Xing Group to establish and implement its strategic structure. Through talent optimization and management reform, relying on excellent corporate culture and implementing diversification and national development strategy, Yao Xing Group will surely usher in a better future! Let's join hands and create more glories!