Painting Tiger Skin Is Hard To Draw Bone, Some Can Learn And Some Never Learn.

Not long ago, the Zhongliang group, which entered the scale of 100 billion scale, completed a major structural adjustment: the contraction of the 12 regional groups and the establishment of six major regions. This is the continuation of regional contraction this year, and the main purpose of this adjustment is to reduce manpower costs and maintain steady operation.

Recently, Biguiyuan has also made organizational restructuring. In the region, Biguiyuan combined the feasibility study, planning and marketing management into "marketing support", merging the planning and marketing management into "sales support" in the project. This round of adjustment came from the second half of last year, aiming at building a capable headquarters, increasing regional authorization and strengthening sales orientation.

Because of the implementation of regional subsidence and the pursuit of "high turnover", Zhongliang is known as "small country garden". However, the adjustment did not coincide with "Shifu".

In the real estate sector, the practice of benchmarking housing prices has long been available. In 2005, Feng Lun, chairman of Wantong holdings, wrote the "good example of learning Vanke".

Later, the popularity of imitation, Longhu, Zhonghai, Biguiyuan, Wanda and other industries have become the object of learning. When formulating strategies, almost every small and medium-sized Housing enterprises will choose large housing enterprises "benchmarking". The content of imitation also goes deep into the core level of management structure and operation mode from product, cost, marketing and other business segments.

"The financial model of real estate is very simple. Everyone makes a simple adjustment according to market changes, and many paths have traceable." A senior manager of Fujian's housing sector told the economic report twenty-first Century.

Song Yanqing, President of Rand, also believes that the real estate patent technology is a core resource with clear mode and simple and crude method. In the past, many enterprises achieved considerable development by learning benchmarks.

But after all, the real estate sector has only one Vanke. Song Yanqing pointed out that so far, no housing company has achieved a "better than blue" in a simple imitation. On the contrary, failure cases are common. For example, Feng Lunfei failed to make Wantong bigger and stronger. He himself was completely out of Wantong in 2014.

From form to spirit

"Good student" Vanke has the largest number of fans. Rongsheng development, Xincheng holdings, Xu Hui and Rongqiao have been called "small Vanke". Vanke has many books on the market. Vanke is located in the headquarters building of Dameisha, Shenzhen.

In addition to Vanke, many benchmark Housing enterprises have their own fans. For example, "little green city" merge overseas Chinese, "little Wanda" Zhong Hong, Bao Long, "Xiaolong Lake" Lai Meng international.

Vanke also has "idols". Wang Shi once praised Konosuke Matsushita, a Japanese entrepreneur. In the early years, Vanke organized senior executives to visit Japan every year. Later, Vanke, who carried out light assets, was once highly respected by Cade, a Singapore company. In recent years, Vanke has been considered similar to the Blackstone model of the US asset management institution in terms of capital operation.

"Real estate business cycle is long, nodes are many, but the mode is relatively simple. Traditional residential real estate is nothing more than "financing - land development sales". Real estate operation is relatively complex, but it can not jump out of the basic mode of "investment - integration - Management - retreat". The housing companies said.

In the early years, the imitation between real estate enterprises was mainly confined to individual business sectors, such as the cost control ability of Zhonghai, Longhu's landscape design, the products of green city, and the operation of Wanda's commercial real estate.

But real estate is a system engineering. Product standardization, personnel quality, management level, supplier construction and marketing system all interact with each other. Having realized this problem, learning has gradually penetrated into the core level of management structure and operation mode.

The reason why Zhongliang real estate is known as "small country garden" is not only because it dares to avoid regulation and control in 2016 and 2017, but also sinks its business to the three or four tier cities, because of its ultimate pursuit of high turnover.

In order to implement the national expansion, Zhongliang put forward the "456" model internally, that is, "4 months opening, 5 months cash flow back to positive and 6 months' funds for second investment", which is exactly the same as that of Biguiyuan's "high turnover" mode. In addition, Zhongliang has set up eight regional groups, which are very similar to Biguiyuan.

But there are also those who play the same role in the East. Song Yanqing recalls that there is a local state-owned enterprises with less than 10 billion state-owned assets, which has been praised by Vanke. Although the scale is small, the company still insists on implementing the three level control of "headquarters area first line company", and learning Vanke to set up four major regions. Ultimately, no real effect has been achieved.

Example power

In order to learn the real skills, enterprises have tried various ways. In the past few years, the placement of spies is a more common method: after entering the company through the application, after several months, bring the results back. During this period, spies often get double pay.

Later, digging up people with high salaries became the main means. A headhunting company reported to the twenty-first Century economic report that when the market is good, professional managers of Vanke, China shipping, Longhu, Wanda and other enterprises can at least be treated by the new employer with a salary increase of one or more posts.

In recent years, "building system" has become the mainstream. Some enterprises will dig all the business lines such as investment, marketing, design, procurement and so on.

Since 2000, Vanke has been excavating people from the sea continuously and on a large scale. In a year, it has dug up more than 50 backbone members of the China Sea, which is known as the "pirate plan". Since then, Vanke has greatly improved its cost control, project management and engineering quality control.

But Vanke is also a key target. In recent years, a number of professional managers have gone out of Vanke, covering almost half of the industry. Wang Shi once said, "someone has dug me for a job hopping, so the price is too high to resist."

The flow of personnel for the purpose of learning benchmarking has become the main driver of personnel changes in the industry. The change of senior professional managers often means that a company's genes may change.

In 2017, CFO Wu Jianbin and former co chairman Zhu Rongbin joined the sunshine city. At that time, the industry was widely rumored that sunshine city will be on the standard garden. Wu Jianbin later told the media that he did not want sunshine city to be called "laurel garden". "If I say (Yang Guangcheng) becomes" little sea China ", I will agree with it. Because the core management of the company is mainly the former employees in China Sea. Both Zhu Rongbin and Wu Jianbin have worked in the sea.

Because of the prevailing trend of learning benchmarking, many operating standards have been promoted in benchmarking enterprises in recent years, and the operation mode of enterprises has become more and more convergent.

The high turnover model, which is regarded as a standard, is not new. Song Yanqing pointed out that more than 10 years ago, when Shunchi was expanding rapidly, it used the high turnover mode. However, due to the failure to control the pace, coupled with the impact of the property market regulation, Shunchi capital chain fracture, the mode is rarely mentioned.

Later, Vanke put forward the "5986" high turnover strategy, that is, "take 5 months to start construction, 9 months opening, opening the first month to 80%, 6 of the products are ordinary residential". The move quickly followed suit. In recent years, Biguiyuan further speeded up on this basis, and implemented the "456" model in the three or four line small cities, that is, "4 months opening, 5 months of funds being positive, and 6 months' withdrawal of funds."

The popularity of the investment system is also traceable. Earlier, Zhejiang and Fujian housing companies tried to get employees to invest in projects and pay dividends according to their proportion. The way to solve the problem of capital is called "dark stocks", which has many similarities with the investment system.

In 2012, Biguiyuan launched a mechanism of "follow up" and made systematic arrangements for project types and investment staff level, and named it "achievement sharing". In 2014, Biguiyuan launched an upgraded version of "concentric sharing". The performance of Biguiyuan is to achieve rapid growth during this period, and the investment system has also been rapidly promoted in the industry.

Success and success

Many housing companies have made great progress in learning benchmarking. Since 2012, the three presidents of sunshine city have come from Longhu, Vanke and Biguiyuan. The management system, operation mode and marketing system of the company have changed. The scale of the company was less than 20 billion, and now it is moving towards 200 billion.

But not every enterprise can change smoothly. "Acclimatization" is quite common.

Beijing Housing enterprises said that some companies dug professional managers, but did not give enough authorization, resulting in their work in the constraints, change is impossible.

He said that in this process, the contradictions between "foreign reformists" and "inner yuan old school" are hard to avoid. If we introduce professional managers from different companies, there will be many contradictions. A few years ago, at the internal meeting of a Fujian housing company, two different factions in the company even fought.

"Every Real Estate Company is a complete system. The company's ownership structure and boss style determine the difference between corporate culture and management mode." Song Yanqing said that copying mechanically is hard to succeed.

At the beginning of 2018, Vanke implemented many asset operations. Some media asked, "will Vanke become Blackstone?"

In addition, the development of China's real estate market is closely related to the dividend of urbanization and the general trend of population movement. In recent years, large scale housing enterprises are also motivated by the situation. After the change of external environment, successful cases are hard to duplicate.

Wuzhou international, a listed housing company from Wuxi, Jiangsu, once positioned the main product as "the four or five line City Wanda Plaza". But the development path of the company is quite different from that of Wanda. Not only has the scale failed to expand, but also recently there has been a dispute over debt default. Another Hong Kong stock, known as "small Wanda", was quietly delisted last year due to poor management.

Song Yanqing pointed out that successful enterprises are generated in a specific market environment. "Huaxia happiness is the first to open the ring city mode. But if we are now doing the production in the ring city, will there be second Chinese happiness? Wanda first opened up the cash flow assets model, but if there is another commercial complex now, will there be second Wanda? "

He said that in the real estate industry, the real estate industry will never exceed the "master". In addition, when learning and emulating, the core competitiveness of "Shifu" is constantly updated and iterated.

"99% of the enterprises in the industry have learned Vanke, but most of them are the same, even getting bigger and bigger." Song Yanqing said that the differentiation of the real estate market is becoming more and more serious. Even if we study hard, the difficulty of catching up and surpassing is increasing. But if we can combine its strengths with the reality of our company, we can still form a pattern with its own characteristics.