In 2010, Sino-Ocean Land Holdings Limited relations was a great successful developer, real estate based in Beijing, China. Sino-Ocean Land had three main business segments-property development, property investment / management, and other real estate related businesses. From 2005-2009, the company aims to become a leader in regional development with a multiple supply. This strategy was successful, the wave of the dramatic growth in the real estate sector in China 1998-2008, following detachment of the Chinese real estate regulatory state. Although Sino-Ocean Land went public in 2007, its main shareholders were still SOEs. The state has had a significant influence on society and the property market in general. The case explores the interactions between society and the state, review of land acquisition, financing and management. Following the global financial crisis of 2008, Sino-Ocean Land must develop a new strategic plan for five years. CEO Li Ming must address changing market dynamics and regulatory environment to determine the best solution for the company. Key issues to be determined are whether the focus should be local or national, whether to continue with multiple or specialize in one type of product offers, and whether to continue implementing development mainly or go to the real estate and investment holding.
by
Nicolas P. Retsinas,
Jeffrey Hu,
Xu Runjiao
Source: Harvard Business School
19 pages.
Release: June 27, 2011. Prod #: 211107-PDF-ENG
Solution change Face Case: Sino-Ocean Land
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