Research On The Development Strategy Of Zhejiang Real Estate

With continued tough rules and regulations imposed on China’s real estate industry, the whole market has gradually lost its former viability. Inside the sector, game players are struggling to stay afloat under increasingly fierce competition as development opportunities have almost been depleted in the past decade. Among those participants, some real estate giants are swallowing other weak ones through their strong capacity shaped by reliable capital chain, modernized management and persistent reputations that make them household name in the industry. These property giant’s success stories all have one common characteristic:long-term development strategy with clean and well-organized outlook, which is exactly what many second and third tier companies lack.Some small-scale property companies, however, successfully find their own way out by opening new battles in second and third tier cities where they are recognized as big-brand property enterprises. With honest marketing strategy, good house quality, and most importantly, no powerful competitor, they are not only being considered as brand companies but earned a high economic returns.Zhengjiang Shengda real estate company, an organization with more than ten years’ operation experience in this line of work, bears a different operating mode-no headquarters-compared with its peer enterprises. The ides of this mode is that whenever the company launches a new project, a whole new organization will be created exclusively and will be dismissed after the closure of a project. During operations a question raised:the company losses its. scale synergy effect because every project is separated. Therefore, in this essay, I intend to re-design my company’s future development strategy founded by this major idea-establish the company’s headquarters in Shanghai (to take advantage of its image of an international metropolitan to shape enterprise brand), and then generate centralized management effects through assigning future projects by headquarters.This essay is aimed to analyzing Zhejiang ShengDa real estate company’s SWOT implementation based on outside competitions, sector regulations, social economic, technological status and its inner business capacity. By doing so, a series of business strategic mechanisms will be formed to support demanding enforcement effort through identifying the organization’s short, medium and long-term goals and its ultimate vision.These necessary analysis-detailed operations strategic research through strict tools-helps the company clarify its growth pattern for a long haul and also provide some fresh ideas for other private-owned property developers.