Provide relevant content and websites about corporate culture?

Comparative analysis of real estate enterprise culture

ad 100 . com/BBS/disp BBS . ASP？ board id = 15 & amp； id= 1347

Comparative analysis of real estate enterprise culture

The real estate industry in China is a new industry born in the development of market economy in 1980s. The shortage of commercial housing accumulated for decades led to unprecedented market prosperity in the 1980s and 1990s, which made this emerging industry regarded as a "profiteering" industry at that time and cast a strong speculative color. With the implementation of national macro-control policies from 1994 to 1997, all kinds of real estate development enterprises born in the unprecedented real estate bubble in China history have been thoroughly baptized. Enterprises seek vitality from the market pressure brought by vacant commercial housing, seek their own competitive advantages from the decline of real estate prices, temper this emerging industry in the process of squeezing bubbles into the market, and make the industry mature after learning painful lessons. 2 1 century, the residential industry with the largest proportion in real estate has been listed as a new economic growth point of the country, and it has become a key development industry to start domestic demand after the soft landing of China's economy at the end of last century. The housing situation of urban residents has become an important material index of building a well-off society in an all-round way in China. Some cities with relatively developed real estate industry, such as Shanghai, have listed real estate as a pillar industry in the Ninth Five-Year Plan. A capital-intensive sunrise industry, shouldering the heavy responsibility of China's urban transformation, is rising in China, gaining development in property management to improve people's living environment, winning social respect in the development of the industry, and at the same time, it is accompanied by a real estate enterprise culture with China characteristics.

From a national perspective, the following types of enterprises are typical:

1. An academic corporate culture with self-renewal characteristics represented by Vanke Real Estate. Vanke Real Estate is a listed company in Shenzhen. It started from business and invested in real estate in 1980s. It should be said that its enterprise foundation was not very good when it set foot in real estate at that time. However, because they have created a strong corporate culture that attaches great importance to corporate brand building and promotion, and encourages employees to learn and publicize their individuality, they have not only created Vanke Real Estate, a well-known brand of China real estate, but also created a number of industry celebrities, making Vanke Real Estate enjoy a high reputation in real estate in major cities across the country by virtue of its urban coverage and brand awareness. China is a leader in the real estate industry. However, due to the conflict between excessive encouragement of individuality and limited enterprise resources, the strange phenomenon of high turnover rate under strong culture also restricts the further expansion of Vanke's real estate business scale, and its market share in developed cities is not the largest.

2. The semi-academic corporate culture represented by China Overseas Real Estate has the advantages of traditional companies' optimized management and slow self-renewal. China Shipping Real Estate Co., Ltd. is a national real estate enterprise that started from the construction industry (general contracting) in Hong Kong. It has been involved in mainland real estate since the early 1990s, which is natural in terms of industry relevance. Coupled with its unique "China architecture" background, the project management has obvious advantages. Influenced by its successful general contracting business model in Hong Kong, it has formed a strong corporate culture that emphasizes team spirit, pays attention to product details and always serves, and successfully pays attention to work details. This strong corporate culture, due to the excessive emphasis on work details, has not made its corporate resources fully play. In addition, traditional management enterprises unilaterally emphasize obedience, which limits the creativity of employees and restricts the development of such enterprises, making their products fine but their brand image unclear and their business scale not the largest.

3. The corporate culture of self-renewal management baseball team represented by Hesheng Chuangzhan and Zhujiang Real Estate. Hesheng Chuangzhan is a Hong Kong listed company focusing on mainland real estate development. In the mid-1990s, it cooperated strategically with Guangdong Pearl River Investment to invest in real estate in the Pearl River Delta. The strategic alliance between the two companies has brought about the optimal combination of land development, market planning, general contracting of projects, planning and design, and property management, and formed a corporate culture that attaches importance to work results, encourages employees to innovate and learn, and embraces diverse subcultures, thus enabling enterprises to achieve rapid development in a relatively short period of time. It is this new diversified corporate culture that has created giants in the real estate industry all over the country, and the integration of various resources has reached the extreme. However, how to effectively solve the dominant position of mainstream culture is a problem that should be paid attention to in its sustained and healthy development.

4. Academic corporate culture with slow self-renewal ability represented by Hong Kong New World Real Estate. In the early 1990s, a group of powerful listed companies from Hong Kong and Taiwan, represented by New World Real Estate, entered the mainland real estate in China. Due to the background of foreign investment, the development of real estate in China is restricted by many policies, forming a corporate culture that focuses on standardized operation, encourages employees to learn and pay attention to the long-term interests of enterprises. Make the enterprise operate stably and have strong anti-risk ability. Most of the real estate companies invested by Hong Kong, Taiwan and Southeast Asia in the mainland belong to this corporate culture. They have invested a lot of money in the ups and downs of China real estate market, and the return is not high. However, from the international environment, foreign-funded enterprises have avoided and resolved the systemic risks of these enterprises (groups) developing real estate in the mainland.