Fujian-related real estate enterprise Sunshine City is undergoing a new round of organizational structure upgrades. The impact is currently unknown, and the key person Zhu Rongbin in the meantime, the work arrangement has undergone the latest changes.
It is understood that Zhu Rongbin will be specifically responsible for the strategic management of the board of directors of Sunshine City, major decision management, and the research and expansion of the deployment of the group's new track. That is, more attention is paid to the strategic level, the daily management level of affairs and will be decentralized.
The relevant powers were delegated to Xu Guohong, who was formerly the vice president of Sunshine City and the president of Fujian Region, and was recently promoted to the executive president of the group, responsible for the daily business management of the company, and also served as the general manager of the group's marketing management center. He became the first person under Zhu Rongbin, executive chairman and president, and needed to report to the latter.
More personnel changes include the promotion of Chen Ni, former CFO of Sunshine City Group, to executive vice president of the group; Li Xiaodong, former vice president of the group and president of Zhejiang Region, to executive vice president of the group and president of Zhejiang Region; Jiang He, former vice president of the group and president of Shanghai Region, to executive vice president of the group and president of Shanghai Region; and Zhang Jian was appointed president of Fujian Region, responsible for all aspects of the management of Fujian Region.
"It's a bit of a reserve." According to the analysis of market participants, Xu Guohong's promotion shows that he is valued as a reserve candidate for the top management in the future.
It is worth noting that unlike the resumes of previous group presidents, the management favored in this personnel change has many years of experience in Sunshine City, or they are not "star managers" before joining the core management of the group, but talents cultivated within Sunshine City.
Among them, Xu Guohong joined Sunshine City in 2017; Chen Ni joined as early as 1998, starting from financial manager all the way to promotion; Li Xiaodong joined Sunshine City in 2014 and worked hard in various local companies of the group; Jiang He joined Sunshine City in 2012; and Zhang Jian is also an old employee in Sunshine City, with a 14-year tenure history.
A history of management evolution
Pursuing the top-level design of "elite governance and separation of powers", Sunshine City used to be keen to introduce talents from the outside world on the road of elite management.
After focusing on the real estate industry in 2011, the three presidents, in addition to Zhang Haimin, Chen Kai and Zhu Rongbin (or "Shuang Bin") were all airborne commanders. However, before joining Sunshine City, Zhang Haimin was also a well-known star professional manager in the industry, and he joined Vanke in 1992 and was a veteran figure of Vanke.
It is also under the efforts of this group of professional managers that Sunshine City has gone from a small housing enterprise with annual sales of less than 10 billion yuan to now ranked within the top 20 in the industry.
Chen Kai's period of governance of Sunshine City is known as the "helicopter era". The working emperor who made a name for himself in China Resources Land and Longhu joined in 2012 and introduced a group of high-end professional managers under his leadership, laying the foundation for the next development of Sunshine City.
The biggest change brought by Chen Kai is that he brought a high-turnover methodology to Sunshine City during his tenure.
According to the data, Chen Kai has boldly introduced five major strategies, namely the operation strategy of "high turnover + low cost", the positioning strategy of "rich product line + selected cities", the team building strategy of "flattening + young guards", the diversified financing strategy of "stock + debt", and the management strategy of "information symmetry + evaluation in place".
It involves financing, land investment and team building, etc., shaping the body of the enterprise and creating a set of operating modes suitable for high turnover.
"For Sunshine City, high turnover and low cost are specialties, and many companies are doing high turnover strategies, but it is not easy to truly achieve high turnover." It is said that at that time, the time from land acquisition to opening was shortened to 6-8 months for Sunshine City's projects, and it was striving to sell out on the day of the first opening. It was also under the impetus of Chen Kai that Sunshine City moved its headquarters from Fujian to Shanghai, which is more conducive to integration with capital.
The effect was immediate, and Chen Kai brought Sunshine City a 10-fold increase in three years. Among them, the company's sales jumped from 2.7 billion yuan to 10 billion yuan in 2012, followed by sales of 22 billion yuan in 2013 and 23.6 billion yuan in 2014. In 2015, Sunshine City's annual contract sales exceeded 40 billion, and Chen Kai chose to leave at this time.
He was replaced by Zhang Haimin, a veteran of Vanke, who taught Sunshine City to use mergers and acquisitions to quickly expand its scale. In the eyes of insiders, the Sunshine City managed by Zhang Haimin is "to open the door of cooperation and the road of cooperation". At that time, some media laughed at the president: "It is not in mergers and acquisitions, or on the way to mergers and acquisitions." ”
Zhang Haimin planned an ambitious and more ambitious layout blueprint for Sunshine City. The company's strategic layout was adjusted from the original "2+X" to "3+1+X", focusing on the Yangtze River Delta, Beijing-Tianjin-Hebei, Pearl River Delta and Greater Fujian markets.
In 2015, Sunshine City began to increase its efforts to acquire equity, and 40% of the gross floor area during the year came from this way of acquiring land. By 2016, according to Zhang Haimin's own statistics, he flew 113 times that year, and Sunshine City left a footprint of mergers and acquisitions in Fuzhou, Changsha, Suzhou and other cities, and completed the landing in Guangzhou, Dongguan and Foshan for the first time.
When participating in the interview session between the live broadcast of the 2016 Boao Real Estate Forum, Zhang Haimin revealed that the company's investment ratio in the bidding, auction and mergers and acquisitions market that year was a staggering 2:8, that is, more than 80% of the land reserve came from mergers and acquisitions.
Zhu Rongbin took office as president in 2017, continuing the strategy of the two predecessors, Zhu Rongbin and his partner Wu Jianbin designed a three-full-five-circle strategy for Sunshine City.
The strategy proposes a "three-complete" land acquisition method of all regions, all modes and all formats, emphasizing the need to quickly cover the first, second, third and fourth-tier cities in the country on the basis of the original cities. The "five-circle strategy" requires that the company's internal talents, land, capital and other elements be organically combined with a good operation management system, so that "people and other places, land and other money, money urge people".
Under the leadership of Zhu Rongbin, Sunshine City has become more enterprising in terms of land. According to the data, in 2017, when Zhu Rongbin took office, Sunshine City bought 120 projects, with a new capacity area of 20.2163 million square meters, and more than ten new areas were opened up across the country.
New requirements for the new era
Driven by large-scale storage expansion, Sunshine City achieved the goal of 100 billion yuan in 2018, and its sales in 2019 successfully crossed the threshold of 200 billion yuan, recording 211.031 billion yuan.
According to statistics, from 2011 to 2018, the company's sales compound growth rate reached 83.79%, so that until recent years, the first impression of Sunshine City was still growing rapidly.
At the cost of increasing leverage, full scale growth, while achieving certain achievements, the current development of Sunshine City brings challenges.
One of the management philosophies emphasizes the use of different talents in different development periods. From the observation of the outside world, from Chen Kai, Zhang Haimin to Zhu Rongbin, their style has never been Shoucheng.
Chen Kai, in particular, loves adventure and enjoys the challenges of uncertainty. When he left Zhongnan Construction in 2020, Chen Kai said about his departure on the group's conference call: "I mainly feel that the team has been very stable in the past three or four years, especially in the recent year, the company culture is also very solid, and the role that my position can play is limited. ”
Before Sunshine City, Chen Kai also witnessed the growth of Longhu from a local enterprise to a national comprehensive developer. He chose to join Fosun in 2011, when Fosun was in a difficult period after delisting.
Such a professional manager is undoubtedly suitable for the country, but in the current period when the highest goal is "financial security", is it appropriate? They have worked hard for rapid expansion in the past, but the environment is no longer the same.
At the shareholders' meeting held in the middle of this year, Zhu Rongbin sighed: "I hope that I will be reborn, although I am still Zhu Rongbin, but I want to change my head." I was also adjusting, and I felt that old Zhu Rongbin was already poor in donkey skills. We have to stay on our own, but we all have to 'change', otherwise we can't adapt to the changes around us. ”
The real estate industry has undergone drastic changes, and every housing enterprise must make changes in thought and action for the next operation, and Sunshine City is no exception.
Solution | From the outside to the inside, observe and interpret the true side of the industry, enterprise and market.
This article originated from the viewpoint real estate network