Moving Forward Amid the Changed and the Unchanged
The 1st issue of our Real Estate Weekly this year posted an article headed “Facing Real Estate Industry in the Era of Uncertainty”. It presented insightful thinking and analysis on the dilemma that the industry is facing. Some of its points are particularly forward-looking and constructive. This fine article is worth your reading.
Just as the article says, after the real estate bottom in 2008 and frantic rebound in 2009, once buzzing Big Mouths lost their words recently and many economists bended to pick up their glasses and remained silent. The industry is shrouded by significant changes. There are also uncertainties inherent in relevant policies of the state. In spite of our own desire to “have all the problems fixed with the right approaches”, the factors leading to such uncertainties are intertwined; therefore, the direction and strength of such approaches have to be adjusted accordingly.
Against such a backdrop, we have entered the second decade of the new century. As CCRE is going through its 18th year of operations, it is necessary for all CCRE staff to determine the mindsets and attitudes they should hold when embracing the challenges in the future.
My point of view is:
Irrespective of the ups and downs of the industry and the changes in the industry’s landscape, CCRE’s core value of “From the land of Henan, for the people of China” cannot be changed, for it is the ultimate goal we long for; CCRE’s direction of “Provincial Strategy” and “Central China” cannot be changed, for the Company has taken its root in the central part of China; CCRE’s corporate philosophy of “Perseverance for Excellence” and “never rest on our laurels, nor settle for less” cannot be changed, for it helps to shape our soul; CCRE staff’s principle of “standardized undertakings and transparent operations” cannot be changed, for it marks the bottom-line of our ethics; CCRE staff’s stance to make steady progress amid hardship cannot be changed, for quick success refrain us from developing into a century-old enterprise; the norm of “carving to perfection” upheld by CCRE staff cannot be changed, for it is where we find our footholds; also, the sense of responsibility among CCRE staff that leads them into shouldering responsibilities and contributing to society cannot be changed, for “tributaries will dry up right away if there is no water in the river”.
However, our operating mode has to be changed from simply selling properties to integrating both the sales and holding of operating properties; our management mode has to be changed, so that our management will become more flattened, efficient and straightforward; our sales mode has to be changed, thus allowing CCRE staff to show that “outstanding products plus superb services” serves as the best marketing strategy; our service mode has to be changed, so that CCRE staff have to make their service system truly “blind-spot free” in terms of “location, duration and function” in three years’ time; and our product design has to be changed to cover “technological residences, green residences and low-carbon communities” in the “Green Initiative” as CCRE enters a new era.
I hope the above view of mine could be the common pursuit of CCRE staff. If so, let’s stand united and move ahead in times of storms and uncertainties for a better tomorrow!
Such are my wishes for the New Year.