一个月前，龙湖公布了新一轮组织和人员变动：董小姐|龙湖大点将背后的故事。
其中，最有趣的是成立地产航道，任命了一位地产航道新掌门：陈序平。并且，要求诸位集团高管、城市总，向陈序平与集团CEO邵明晓做双向汇报。
陈序平上台，短短月余，但他的出现本身就是龙湖正在持续变动的一个信号。
董小姐独家了解到，龙湖最近又有大调整：
首先，强化营销，增加了营销四大战区的设置，外界有「虚拟区域」之感；
同时，将数字化思维渗透到更多业务岗位上，动员越来越多的集团老高管，转战新业务。
最近一段时间，龙湖在公司内部密集调整了至少9位管理层岗位。
具体如下：
一、龙湖的营销条线在内部做了新的战场划定，新设立营销四大战区：
1、华北战区（含成都）：北京、天津、济南、青岛、成都、烟威、东北。该战区营销负责人是地产航道营销副总李凌。
2、华南战区（含重庆）：深圳、广州、珠海、海南、南宁、重庆。该战区营销负责人是地产航道营销副总何敏。
3、华东战区：浙江、苏沪、苏南、合肥、南京、福州、厦门。该战区营销负责人是浙江营销总孔进。
4、华中战区：西安、武汉、郑州、长沙、江西。该战区营销负责人是西安营销总范燊。
细节颇见深意。
李凌刚刚升任龙湖地产航道营销副总经理，与何敏一样，成为陈序平的副手。
李凌的职业轨迹中，成都是关键词。之前，她是成都龙湖营销总、陈序平的老部下，与陈搭档多年。她人称「凌姐」，在任成都龙湖营销总时，江湖地位挺高。
在董小姐看来，营销副总未来主持龙湖营销工作的可能性更大。
一个月前，陈序平兼任了地产航道市场营销部总经理，但他需要办理具体事务的负责人。
四大战区甫一确定，龙湖营销的管控，从长年集团—地区的两级模式，开始进入微妙的中间阶段，在形式上开始产生三级管控的影子。
之前，龙湖集团营销部也下设了区域管控中心，对各城市做营销条线管控。但是，龙湖集团不够了解地方，很多时候，并不能真的行使好话语权，也越来越管不过来。
这一次，相当于是把区域管控中心分成四个战区，确立了四个营销负责人，好处是，让营销管控的颗粒度更细一点。
「陈序平一上来，第一个抓的就是营销。」有朋友如是说，四大营销战区问世，也是陈序平重视、强化营销的信号。
很多龙湖的朋友私下问董小姐，怎么解读这次营销调整。文末我会详细讲讲，此处先略过。
二、7位管理层调整，与数字化渗透相关。
董小姐独家了解到，最近，龙湖至少有7个与数字化相关的管理岗位变化。分别是：
1、龙湖有一位集团副总裁离职了。
龙湖原集团副总裁、分管供应链管理部的方旭东离职，接任者是「老龙湖」王勇。
王勇做过烟威总经理，待过运营部、IOT中心、千丁，现在去管供应链。
方旭东来自华为，他刚来的时候，董小姐做过报道：
没想到，不足一年，方就离职了。
方旭东的加入，更像是龙湖想要向制造业靠拢的一次尝试；而他的离开，大概也说明，龙湖用纯制造业思维、工业化逻辑武装房地产的念头，未免走得太超前，也太理想主义了。
2、供应链管理部的总经理换人。
龙湖任命空间建造团队负责人靳福海为地产航道供应链管理部总经理，原供应链管理部总经理郑海晗转任地产航道投资副总经理。
靳福海之前是南京运营总，后来调到集团做运营管理中心副总经理。
3、研发部总经理换人。
近期，原空间智能研发中心BIM中心负责人段杰，任地产航道研发部总经理，原研发总郭旌转去做数字化设计等相关事宜。
段杰是「仕官生」出身，之前在成都与陈序平有过多年交集。他做过成都研发总、精装总、集团研发副总经理，以及龙智造的业务负责人。这次终于「扶正」。
而郭旌要去做的数字化设计，主要包括BIM正向设计等内容。
4、商业地产部要强化「数字化」含量。
原数字科技部阮小健，调任商业地产部副总经理，负责商业地产的数字化。阮小健之前是北京龙湖副总。
从这个人事动作可以看出，龙湖还是很痴迷数字化思维。
吴亚军曾经在公司内部说过，希望管理层都能去数字部门历练一下，甚至越来越多的PMO团队也要去「数字化」一下。
而从这些密集的高层人事动作来看，新任用的管理层基本都有数字化出身或经历。这一波人事动作，尤其以供应链和研发部为主，数字化是主基调。
不仅如此，数字化正在进一步渗透到龙湖的细分业务上。
举个例子。
一个多月前，龙湖还把原来的IOT中心和大数据团队合并，做了AIOT工程院，走人工智能、物联网技术和算法赋能等方向，主要就是赋能业务，比如建造、施工、运营等等。
在本质上，龙湖是一家非常讲人效的公司。
「做数字化的目的一定是让人更少，凡是机器能干的，就绝对不让人干。」一位龙湖的朋友说。
三、动员集团老高管，开辟新战场。
董小姐了解到，原集团品牌营销部总经理胡若翔，卸任原职后，转向分管珑珠宝盒和珑珠优选、康养业务、IP龙小湖乐园。
可以说，这几个新业务算是孵化中的准航道业务，内部还在悄悄尝试中。
龙湖现在有一股小趋势，普遍让集团副总裁去带新航道、新业务。基本上，每个新航道都由集团老高管分管，一人身兼多航道，似乎是个常态。
比如，之前王光建去管冠寓，再往下，还有这次去开辟设计数字化的郭旌等等。
考虑到吴亚军对这些新航道的重视程度，这些「跨界」带队，在内部还是有相当的含金量。
不过，龙湖过往也有一些从地产到新业务但随后离职的职业经理人案例。归根结底，大家都要看，新业务本身被给予多少厚望和空间，也要看老板支持、信任与否。
还有一个好玩的细节值得玩味。
如果你仔细盘点的话，就会发现，在龙湖目前所有主航道的核心岗位上，大多都站着仕官生或清华系的人，这个特征比例比之前要提高很多。
这是个好玩的观察信号。你们有什么看法，欢迎留言互动。
最后，再来聊聊很多龙湖内部朋友都比较关心的营销分战区问题。
先看大行业，集团营销的功能本身有点务虚。
其实，对很多开发商来说，集团营销总这个位置，日益变成防御性角色，目的是把控风险。
当然，一些营销体系切得很干净，很早就独立化的地产公司营销线除外。
行业里大部分集团营销总的核心工作内容是，把销售指标都分配给地方以后，在前期可研立项定位、销售计划动态监控、围绕费用等方面找一些存在感。
加上，集团营销中心人员服务于集团营销总，而地方营销服务于地方管理层。彼此利益不一致，更难产生联动或理解对方。
再看龙湖的视角。
龙湖营销之前一直是两级管控模式，导致高层对区域市场的针对性不足，集团不够了解各地市场。
今年开始，大量调控政策上来以后，很多城市出现分化行情。同一个城市不同区域板块都有冷热之分，更加容易导致集团定位、新项目获取、营销政策制定方面，反应迟钝。
外部环境剧烈变化，更需要集团大脑迅速反应。而集团统管一盘棋的遥控模式，很可能暴露管理半径的问题。
最终不得不面对的现实就是，集团营销管控不可能解决营销下行问题，每家公司都会遇到业绩增长压力，龙湖也不能例外。
其他公司的解法是，面临这一局面时，成立区域，让区域来调集资源，是一个解题思路。
龙湖之所以首先选择营销条线动刀，大概率是因为，只有营销是直接对业绩负责，是最终端环节，加上现在很多矛盾点也出在营销，某些地方卖不动才是首要问题。
市场压力下，地产公司正在进入新一轮内部折腾周期，试图通过管理流程微调，来度过危机。此刻，很多公司都正在开誓师大会、业绩冲刺大会，鸡血口号，响彻地产行业。
在这个时点上，为了避免出现动荡，最主流的动作还是做微调，开发商大概率不敢做大规模调整，因为下半年，最要紧的还是抓回款。
龙湖销售有压力，新领导短期内不想也不能做系统性变革，那就先试点看看呗。
翻译：
A month ago, longhu announced a new round of organization and personnel changes: miss dong | longfor the story behind the big points.
Among them, the most interesting is the establishment of real estate channel, appointed a real estate channel new head: Chen Xuping. In addition, you are required to make a two-way report to Chen Xuping and Shao Mingxiao, CEO of the group.
Chen Xuping came to power, only a few months, but his appearance itself is a signal that Longfor is continuing to change.
Miss Dong exclusively learned that Longfor recently had a big adjustment:
First of all, strengthen marketing, increase the setting of four marketing war zones, the outside world has a sense of “virtual area”;
At the same time, digital thinking will be infiltrated into more business positions, mobilizing more and more senior executives of the group to move to new businesses.
In recent days, Longfor has shuffled at least nine management positions within the company.
The details are as follows:
First, the marketing line of Longfor has made a new internal battlefield delineation, and set up four new marketing theaters:
1) North China Theater Command (including Chengdu) : Beijing, Tianjin, Jinan, Qingdao, Chengdu, Yanwei, Northeast China. The war zone marketing is the real estate channel marketing vice – general Li Ling.
2)South China Theater Command (including Chongqing) : Shenzhen, Guangzhou, Zhuhai, Hainan, Nanning, Chongqing. The war zone marketing director is real estate channel marketing vice – general He Min.
3)East China Theater Command: Zhejiang, Jiangsu, Southern Jiangsu, Hefei, Nanjing, Fuzhou, Xiamen. The marketing director of the war zone is Kong Jin, general marketing of Zhejiang.
4)Central China War Zone: Xi ‘an, Wuhan, Zhengzhou, Changsha, Jiangxi. The war zone marketing director is Xi ‘an marketing general Fan Shen.
The details are revealing.
Li Ling has just been promoted to Longfor Real Estate Channel marketing deputy general manager, like He Min, to become Chen Xuping’s deputy.
Chengdu is the key word in Li Ling’s career path. Before that, she is the Chengdu Longhu marketing general manager, Chen Xuping’s old subordinate, and Chen partner for many years. She is known as “Sister Ling”, in the office of Chengdu Longhu marketing manager, Jianghu status is quite high.
In Ms. Dong’s opinion, the vice president of marketing is more likely to lead the marketing work of Longfor in the future.
A month ago, Chen Xuping concurrently became the general manager of the Marketing Department of the real estate Channel, but he needed to handle the specific affairs in charge.
As soon as the four war zones were determined, the control of Longfor Marketing began to enter a delicate intermediate stage from the two-level mode of Long Years Group-region, and began to produce the shadow of three-level control in form.
Before that, the Marketing Department of Longfor Group also set up a regional control center to control marketing lines in each city. However, Longfor Group does not know enough about local areas. In many cases, it cannot really exercise its right to speak, and it is increasingly unable to control.
This time, it is equivalent to dividing the regional control center into four war zones and establishing four marketing leaders. The advantage is that the granularity of marketing control is finer.
“Chen Xuping came up, the first catch is marketing.” A friend said, four marketing war zone came out, but also Chen Xuping attention, strengthen the marketing signal.
Many Longfor friends privately asked Miss Dong, how to interpret the marketing adjustment. I’ll talk more about it at the end of the article, but I’ll skip it here.
Second, 7 management changes related to digital penetration.
Miss Dong exclusively learned that recently, Longfor has had at least seven digital-related management position changes. They are:
1) Longfor has lost a group vice president.
Longfor Vice President Fang Xudong, who was in charge of supply chain management, left the company and was replaced by “Old Longfor” Wang Yong.
Wang Yong has been the general manager of Yantai, the operation department, IOT center, Qianding, and now he is in charge of the supply chain.
Fang Xudong is from Huawei. When he first came to China, Miss Dong reported:
Unexpectedly, less than a year, Fang left.
Mr Fang’s involvement is more like Longfor’s attempt to move closer to manufacturing; And his departure probably also shows that Longfor’s idea of arming real estate with pure manufacturing thinking and industrial logic is too advanced and idealistic.
2) The general manager of supply chain Management Department was replaced.
Longfor appointed Jin Fuhai, head of the Space construction team, as the general manager of the Supply chain Management Department of Real Estate Channel, and Zheng Haihan, the former general manager of the supply chain Management Department, as the deputy general manager of Real Estate Channel Investment.
Jin Fuhai was the general manager of Nanjing operations before he was transferred to the group as the deputy general manager of operations management center.
3) General Manager of R&D Department replaced.
Recently, Duan Jie, the former head of BIM Center of Space Intelligent Research and Development Center, has been appointed general manager of real Estate Channel Research and Development Department, while Guo Jing, the former general manager of research and development, has been transferred to digital design and other related matters.
Duan Jie is an “official student” background, before Chengdu and Chen Xuping have had intersection for many years. He served as the general manager of Chengdu Research and Development, the general manager of hardcover, the vice general manager of group research and development, and the business leader of Long Zhizao. This time it was finally “righted”.
The digital design Guo Jing is going to do mainly includes BIM forward design and other contents.
4) The commercial real estate department to strengthen the “digital” content.
Ruan Xiaojian, former Digital Technology Department, was transferred to the deputy general manager of commercial real estate Department, responsible for the digitalization of commercial real estate. Ruan Xiaojian was previously vice president of Beijing Longfor.
From this personnel action can be seen, Longfor is still very obsessed with digital thinking.
Wu Yajun once said internally in the company, I hope the management can go to the digital department experience, even more and more PMO team to go “digital”.
And judging from these intensive high-level personnel moves, the new management almost all have digital background or experience. This wave of personnel moves, especially in the supply chain and research and development department, digital is the main keynote.
Moreover, digitization is further penetrating Longfor’s business segments.
Let me give you an example.
More than a month ago, Longfor also merged the original IOT center and big data team to establish AIOT Engineering Institute, which focuses on the direction of artificial intelligence, Internet of Things technology and algorithm empowerment, and mainly focuses on enabling business, such as construction, construction and operation.
At heart, Longhu is a very people-friendly company.
“The purpose of digitizing must be to have fewer people, and anything that machines can do, never let people do.” “Said a friend of Longfor.
Third, mobilize senior executives of the Group to open up a new battlefield.
Miss Dong learned that Hu Ruoxiang, the former general manager of the brand Marketing Department of the group, after leaving his original post, turned to be in charge of long jewelry box and long pearl optimization, health care business, IP Long small Lake Paradise.
It can be said that these new businesses are incubated in the quasi-channel business, the internal is still quietly trying.
There is now a small trend in Longfor for group vice presidents to lead the new channel, new business. Basically, each new channel is in charge of the senior management of the group. It seems to be the norm for one person to occupy multiple channels.
For example, before Wang Guangjian to manage Guan Yu, further down, and this time to open up the design of digital Guo Jing and so on.
Given the importance Wu attaches to these new waterways, these “cross-border” leads have considerable internal value.
However, Longfor has a history of professional managers who have moved from real estate to new businesses and then left. At the end of the day, it all depends on how much hope and space is given to the new business itself, as well as whether the boss supports and trusts it.
There’s one more fun detail to chew on.
If you take a careful inventory, you will find that most of the core posts in all the main waterways of Longfor are official students or Tsinghua students, which is a much higher proportion than before.
It’s a fun observation signal. What do you think? Please leave a comment.
Finally, let’s talk about the marketing division of battle zones that many friends in Longfor are concerned about.
First look at the big industry, the function of the group marketing itself is a little hollow.
In fact, for many developers, the position of group marketing chief is increasingly becoming a defensive role to control risk.
Of course, some marketing system cut very clean, very early independent real estate company marketing line excepted.
The overall core work content of most group marketing in the industry is to find some sense of presence in the aspects of feasibility research project positioning, dynamic monitoring of sales plan and expenses after assigning sales indicators to local areas.
In addition, the group marketing center staff serves the group marketing head, while the local marketing serves the local management. If the interests of each other are not consistent, it is more difficult to interact or understand each other.
Now look at Longhu’s perspective.
Longfor Marketing has always adopted a two-level management and control mode, leading to the lack of pertinence of the top management to the regional market and the group’s lack of understanding of local markets.
Since the beginning of this year, a large number of regulation and control policies have come up, and many cities have appeared divergent markets. Different regions of the same city have hot and cold segments, which is more likely to lead to slow response in terms of group positioning, new project acquisition and marketing policy formulation.
Drastic changes in the external environment require a rapid response of the group brain. The remote control mode of the group is likely to expose the problem of management radius.
Finally, we have to face the reality that group marketing control cannot solve the problem of marketing downturn. Every company will encounter pressure of performance growth, and Longfor is no exception.
The solution of other companies is to set up a region and let the region mobilize resources when facing this situation, which is a solution idea.
The reason why Longfor first chose marketing is probably because marketing is directly responsible for the performance and is the most terminal link. In addition, many contradictions now occur in marketing, and the failure to sell some places is the primary problem.
Under the market pressure, real estate companies are entering a new round of internal toss cycle, trying to fine-tune the management process, to survive the crisis. At the moment, a lot of companies are holding oath, performance sprint conference, chicken slogans, resounding in the real estate industry.
At this point, in order to avoid unrest, the most mainstream action or fine tuning, developers are afraid to do large-scale adjustment, because the second half of the year, the most important or catch money.
Longfor sales is under pressure. The new leader does not want or can’t carry out systematic reform in the short term, so let’s try it out first.
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