Guizhou Dushan Wei Zi Group

In February 1 1, real estate stocks rose again. Many stocks, such as Taihe Group, Nanshan Holdings, Rongan Real Estate and Tianbao Infrastructure, rose collectively, and the share price of Sunac China also turned red, with an increase of 6.34% as of press time.

The high market sentiment stems from the continuous emergence of a series of favorable real estate projects. At the same time, enterprises are constantly optimizing their management and adjusting their structure to adapt to the new market structure.

For example, Sunac, the head housing enterprise, recently adjusted its organizational structure from the original seven regions to nine regions. The original southwest region was divided into Chengdu-Chongqing region and Yunnan-Guizhou region, which managed Sichuan, Chongqing, Yunnan and Guizhou respectively. The newly established northwest region manages Shaanxi, Shanxi, Gansu and Ningxia provinces.

Many people in the industry have commented that the drastic changes in housing enterprises are to adapt to the new industry environment. In the upward period of real estate, national expansion and decentralization are the common actions of enterprises; When the market cake gradually shrinks, abolishing redundant areas and structures, improving efficiency and precise input, and touching the sound of "gunfire" has become the unanimous appeal of enterprises.

External changes bring about internal operation.

The size of the cake in the real estate market is gradually shrinking. In June this year, 5438+ 10, the sales of only 15 real estate enterprises exceeded10 billion, a decrease of 14 compared with the same period last year. It is increasingly difficult for developers to expand their scale and promote sales. In the downturn of the industry, how to tap the growth point? Some housing enterprises began to move their knives to the organizational structure to stimulate regional vitality.

Sunac transferred from the original seven regions to nine regions, and newly established the Northwest Region to manage Shaanxi, Shanxi, Gansu and Ningxia provinces. Since then, the secondary areas of Sunac have been increasing, including Beijing, North China, Northwest China, Chengdu-Chongqing, Yunnan-Guizhou, Shanghai, Southeast China, South China and Central China.

The independence of the northwest region is an initiative of Sunac to narrow the management radius of the group and deepen the northwest market.

Taking Xi 'an, the northwest economic center, as an example, the monitoring data of the Central Reference Institute shows that Sunac China, Country Garden, Tiandiyuan, China Shipping Real Estate, China Resources Land, China Merchants Shekou, Poly Development, Longhu Group, Vanke Real Estate and Wei Zi Real Estate ranked first/kloc-0 in 2002/00. Sunac's sales are about 65.438+0.898 billion yuan, exceeding Country Garden's 6.58 billion yuan.

In Sunac 202 1 Interim Report, Xi 'an is also tied with cities such as Han, Hangzhou and Chongqing, and is on the list of the Group's over 10 billion sales cities. However, Sunac China official website shows that Xi 'an was previously listed under the North China Group, and cities such as Taiyuan, Yinchuan and Lanzhou were listed under the Beijing Control Group, with a large management radius and decentralized management.

Sunac said that the adjusted organizational structure is conducive to reducing management span, reducing management levels and improving management efficiency. At the same time, on the basis of the existing urban layout, the nine regions will further focus on deepening the core cities with large market space and better matching the company's development strategy, and strengthen the comprehensive competitiveness of the industry.

There are many stories in the divided southwest. In recent years, the southwest region has always been the strategic development center of Sunac, and Sunac's heavy cultural tourism industry and many large-scale asset package acquisitions have occurred in this land.

Sunac's 202 1 interim report shows that the group has14.07 million square meters of equity land reserve in Chongqing, which is more than twice that of Xi 'an, and Kunming and Xishuangbanna in Yunnan have more than 8 million square meters of equity land reserve. In terms of performance scale, as early as 20 18, the sales amount in southwest China reached 80.7 billion yuan, and the sales performance in the next two years exceeded 1000 billion yuan.

The large-scale cultural tourism complex project should not be underestimated in the precipitation of housing enterprises' funds. Sunac executives once said at the performance meeting that they would sell some hotels, businesses and parks when the price was right, and the total assets they held would be within their own scope. In the second half of last year, the news that Sunac sold assets in the southwest region spread like wildfire.

At this time, splitting the southwest region is conducive to the refinement of enterprise management to a certain extent, and "divide and rule" also strengthens the competitiveness among regions. Ke Rui believes that through the strategic "slimming", housing enterprises can take the opportunity to adjust their layout, promote the regional deep cultivation strategy in the foreseeable "policy bottom" window period, and prepare for the next round of investment expansion.

Contraction front of leading housing enterprises

The change of organizational structure is a routine action of housing enterprises in the market adjustment period. However, the number and adjustment of housing enterprises that have joined the reform camp now are far from comparable to the previous industry cycle.

In the past year, at least 30 housing enterprises such as Vanke, Country Garden, China Resources and Longhu have undergone organizational restructuring. From stable leading housing enterprises to risky enterprises with liquidity crisis, the smoke of organizational structure adjustment has spread all over most industries. In 2022, this trend will continue.

Before the Spring Festival, Country Garden will implement a new round of organizational restructuring. After the merger and adjustment of more than 65,438+000 regional companies, only about 60 companies remain. The moderate scale of regional adjustment is around 8 billion-10 billion, and regional companies in economically developed areas will not adjust. The adjustment of Country Garden also involves the personnel changes of senior managers in 38 regions.

The adjustment of Jianye Group is also quite strong. According to the news, the group will cancel all regional levels and set up new city companies and professional companies, which will be directly managed by the group. That is, "group-business group-region-city company-project" will be adjusted to "group-city company/professional company-project company" three-level management mode.

At the same time, Jianye Holdings, Real Estate Group Headquarters, Zhongyuan Jianye Group Headquarters, New Life Group Headquarters and You Zhu Group Headquarters will be merged into a new group headquarters. After the merger, the group headquarters will have 9 business centers. The merger of the headquarters structure is bound to be accompanied by the flow of personnel, and there is even a saying in the market that "the optimization ratio of Jianye Group has reached 60%".

Jianye Group told CBN that this situation is not true. The plan for the structure and report preparation of Netcom Group is only the structural adjustment of the headquarters of the five major groups, and it does not involve the whole Jianye Group. The content of the plan is not the final result, and the final result is still being carefully worked out. "The future of relevant personnel will also be decided by internal diversion," according to an insider.

Jianye said that the purpose of this structural change is to maximize efficiency and strengthen per capita efficiency; In the implementation, do not engage in "one size fits all" to ease the pressure on relevant personnel. The reporter was informed that in order to mobilize the enthusiasm of employees, Jianye introduced the "enterprise partner" system to adapt to the current era of industry management bonus and encourage team growth.

In addition, Shimao has also slimmed down, including canceling the Zhejiang regional company, upgrading the East China regional company and re-dividing the Shanghai-Soviet regional company; Group functional departments integrate, change their positioning, control investment, and directly manage audit and procurement; The functional transformation of regional and regional companies has been reduced from 1 1 to seven functional departments.

Generally speaking, organizational fission and merger are the key adjustment direction of current housing enterprises, and the core is to benefit from management and realize regional deep cultivation. "The current industry situation is very clear to everyone. It is unrealistic to blindly increase the scale. We must also control the expansion radius and shrink multiple sectors at the same time. " Some insiders of real estate enterprises said.

Ke Rui Research Center believes that the real estate market has been falling for nearly half a year. Strategic streamlining of housing enterprises is a necessary measure to cope with market changes, which can control costs and invest limited funds more accurately. It is also an option to ease the pressure of liquidity and "tighten one's belt" to resist the "cold winter".

It is worth noting that the adjustment of organizational structure will not happen overnight. How to maintain the stability of management team, reduce brain drain and strengthen the coordination between departments after adjustment is also very important for the development of housing enterprises.

When talking about organizational restructuring, Vanke executives once said that Vanke's management has four aspects: strategic review, business combing, organizational restructuring, and people matching. The process from organization to performance is not so direct, nor so short-term.