2020年初的新冠疫情，打乱了各行各业的节奏。客流骤减，场面冷清，交易冰点，最需要人气的线下商业却无法聚集人群。购物中心普遍面临8成左右的销售业绩下滑，社区型商业情况略好，枢纽型商业项目更糟。
最主要的自救方式便是转战线上。一时间，购物中心联合品牌商户启动了直播带货、小程序商城和社群营销等多种线上销售方式。
这些手段指向了同一种能力——数字化，疫情之前，数字化还只是商业地产优等生的兴趣班，疫情之下，整个行业毫无选择地进入考场，以最残酷的方式完成了一场数字化教育。数字化新技术的层出不穷也为行业的变革重生提供了更多的可能性，通过数字化改善客户体验，提升运营效率，创新商业模式，将推动行业重新焕发生机。
而本文将以大悦城控股、凯德、龙湖几家头部的地产企业入手，分析他们是如何提升“商业效率”并获得可持续发展，是如何通过快速决策、快速落地的能力，将敏锐洞察贯穿至终端，做到“船大也可以迅速掉头”？
一、大悦城控股重组后的经营秘诀
01 双轮双核发展模式，多元格局助推企业发展
3月30日晚间，大悦城控股发布2019年业绩报告。报告期内大悦城控股经营活动产生的现金流净额总计40.65亿元，同比上升261%，商品房销售回款增加正是其主要增长来源之一。
财报显示：全年实现全口径签约金额（包含权益类项目）710.82 亿元（操盘口径为 618.54 亿元）；营业收入 337.87 亿元，同比增长52%；利润总额 60.05 亿元，净利润 37.05 亿元；归属于上市公司股东的净利润23.78亿元，同比增长15.27%。
去年（2019年），大悦城重组备受业内关注。重组完成后，大悦城控股成为中粮集团旗下唯一的地产投资和管理平台，而大悦城地产则是大悦城控股旗下的商业地产旗舰，以开发、经营和管理大悦城为品牌的城市综合体为主要业务方向，同时开发、销售、投资管理其他物业项目。两个平台变得密切相关，在战略战术配合上也形成互补和调配。
大悦城控股完成整合后，充分利用两个上市公司整合的优势，定位“城市运营商与美好生活服务商”的战略方向，业务领域明确了“双轮双核”的发展模式：以“持有+销售”双轮驱动，稳健发展；以“产品+服务”双核赋能，不断创造新的价值增长点。
在“双核”引领下，大悦城控股正在向“内容为王”、“实心化”的发展方向稳步前行。产品，是价值创造的基石，是提升竞争力的核心；服务，是从产业、城市、人民的需求出发，急客户所急，想客户所想，更好地服务于人民美好生活。用“双核”为“双轮”插上翅膀，在稳健发展的基础上创造新的价值增长点。
大悦城，是当时租金与客流仍在增长的为数不多的购物中心，而今年面对突如其来的新冠肺炎疫情，大悦城能在所有商业地产企业里脱颖而出，化危为机。如果说扩张是电商冲击危机下的突围方式，那么创新则变成了此次疫情下集团抗疫的主旋律。
除了第一时间承担央企责任积极驰援武汉、助力疫区防疫，疫情期间大悦城集团营销管理中心迅速启动线上售楼处的搭建，于2月1日实现启用，并积极推进客户线下转化工作。截至目前，售楼处开放率已达95%。与此同时，大悦城创新了销售拓客方式，利用当下互联网时代大热的直播平台开展销售工作，让售楼人员变成房市里的“李佳琦”，在商业方面则创新开通线小程序商城，并帮助商户创造了可观的销售业绩。
除了商业中心，大悦城控股所持有的酒店、长租公寓、写字楼以及产业园等在疫情期间均保持运营，写字楼和产业地产实行一户一策提高复工开业率，控制租户帮扶的范围和类型；酒店和长租公寓在保障安全经营的前提下打造特色产品，拓展宣传渠道，与酒店管理方沟通减免管理费，多措并举应对疫情影响。
02 小程序商城上线 双线融合释放消费需求
立足高频主场，打造购物社交化场景。微信是民众日常使用最高频的软件，公众每天在上面浏览着海量信息。在这样一个高度活跃且成熟的流量池中开展线上营销，借助社交化的力量促进零售突围，无疑是一个明智的选择。
据大悦城控股介绍，作为首个试点，西单大悦城率先推出小程序商城。目前，该商城已吸引UGG、FURLA、ADIDAS、Champion、KAPPA串标、MOUSSY+、欧舒丹等超40家场内商户首批入驻，上线商品由大悦城与商户一同精选，爆款新品随时更新，潮流单品、运动装备、时尚穿搭、美妆护肤一应俱全。西单大悦城的会员可通过登陆微信小程序，菜单下拉即可直接进入小程序商城，按照需求挑选心仪的产品。在满足消费的同时，小程序商城还为消费者实时提供最新的品牌资讯、促销信息，便于消费者在家完成退换货，省时省力。
近百家商户进驻西单大悦城小程序商城。此外，朝阳大悦城、西安大悦城等项目还通过联合入驻商户进行店铺二维码推送。各商户通过微信与客户进行互动交流、商品选定、快递反馈等，线上所售各品牌优惠套装、明星单品皆可凭线上选购消费记录享正常三包保障。
为解决线上销售所面临的到店盘点货品、梳理尺码、拍摄样片等产生的疫情防控问题，大悦城项目团队安排物业安保值班人员配合，开展进场人员的身体状况监测、定时消毒、检查放行、无接触式快递服务等工作。
线上线下零售模式的深度融合。区别于普通电商，大悦城控股在商业领域拥有多年积淀下来的优质品牌资产与实体运营经验，因此团队选择将这些优势注入到小程序商城的运营逻辑中，致力为线上线下形成最大程度的互补，也为艰难环境中寻求喘息的商户觅得新的经营增长极。
大悦城小程序商城将不断拓展线上增量，打破空间与流量限制，不断增强消费者对于购物中心及商户品牌的忠诚度，创造更多的销售机会，满足业绩增长的可能性；运营管控层面，大悦城将与商户进行深度联动，以“极致单品”为主要发力点，运营尖端时尚潮流，用线上宣导引流线下消费。
未来，大悦城小程序商城还可将货品进一步融入到短视频、VR等新兴社交场景，形成“网红带货”、“明星种草”的优势循环之中，不断打亮大悦城的数字化名片，在强化品牌知名度与美誉度的同时，也为商户的客流开辟带来新的通道。
03 数字化命题的解题重点在客流
不论是疫情之前还是当下，购物中心的数字化，更多体现在对客群的掌握上。知道顾客是谁，来自哪里，多大年纪，愿意为什么产品和服务买单等等。
当客群画像和线下场景结合，他们的购买偏好和行动轨迹带动了购物中心对品牌店铺的认知，什么样的店铺是吸引人流的，什么样的店铺是贡献租金的，什么品牌应该引进来，什么品牌应该请出去。
再加上线上、线下的连接介质，比如顺滑的支付和积分方式等，一个数字化下的人、货、场闭环便形成了。
说到底，数字化能够帮助购物中心更好地连接人和货，以前这种连接发生在线下，购物中心帮助店铺完成更高的销售业绩，以获取更高的租金回报。
而大悦城的核心竞争力是什么？客流运营的能力。因为对于百货来说，人、货、场都需要关注，但是对于购物中心来说，最关注的是客流，大悦城数字化的重点集中在客流部分。大悦城作为一个实体线下消费场所，将大数据和线上信息与实体店结合获客，是其努力的方向。到大悦城的客群有75%不是为了买东西，是为了看电影、吃饭，但是这些人80%都买东西了。
大悦城是如何做到的呢？应用数字化技术获取大数据，通过专业团队分析顾客属性与消费需求，再去提供匹配的服务，去思考通过什么办法让客人能够停留更长时间，能够有更多的连单购买。中粮大悦城CIO张灿介绍说，在探针技术刚刚兴起的时候曾经用过，效果比较好，大量数字化的结果，能够辅助经营。从品牌引入、到品牌落位，从动线规划，到最后营业额的考评，全部基于顾客数字化，这部分帮助我们在前几年完成了大部分数据积累，后期做智慧零售的时候就有了基础。随着对消费者的隐私保护越来越重视，我们把客户隐私作为重中之重，通过人工智能、AI技术，把人脸识别作为我们数字客流的一个基础，方法改变了，目的还是一样，仍然是把整个数字化客流运营起来。
一个企业的数字化程度与企业的整体战略方向和重点密不可分。中粮大悦城在品牌创建之初，就把信息化部门作为完整的业务单元独立出来，并且把运营结果作为高管工作考核的重要因素，当时这么做的同行是非常少的。在业务与数字化整合方面，中粮大悦城作为一把手工程来推动，大家就更加有动力和信心。建好了信息平台，在后期信息化过程中，会结合云科技、区块链技术，应用到线下，应用到购物中心实体当中，科技能够赋能给购物中心更多经营的点，也能够帮我们优化从成本中心转化成效益中心或者决策中心的流程。
二、“商业运营范本”凯德的逆周期发展逻辑
作为亚洲最大的多元化房地产集团，凯德重仓的中国和新加坡，都是此次疫情较早爆发的国家，这为公司今年的运营带来挑战。为了应对疫情，凯德仍然采取了冻结涨薪、股本派息保守发放等策略，协助商户大力发展线上销售，而凯德零售新物种“来探 Next-Ten”也正在发力中。
01 去年税后净利润超百亿
对中国开发商来说，凯德以“地产＋基金”的模式堪称范本，也一直是他们的研究对象之一。
2019年，是凯德进入中国市场的第25年。根据财报，2019年，集团实现息税前利润50.676亿新元（255.9亿元人民币），同比增长22.3%；税后净利润超百亿，全年运营税后净利润达到10.572亿新元（53.4亿元人民币），创集团历史纪录。
新加坡和中国两大市场仍然是主要贡献者，2019年合计贡献集团总息税前利润的83.7%；中国市场更是举足轻重，凯德在中国管理的资产占集团总量的41%，中国的税后净利润占集团的52%。
凯德管理层指出，2019年的业绩增长，得益于去年并入的星桥腾飞业务的贡献，以及2018年新收购资产和2019年投入运营资产的收益。
2019年1月14日，凯德集团宣布与淡马锡达成交易，以110亿新元收购后者附属公司星桥腾飞旗下两家全资子公司的所有股份。交易完成后，凯德成为亚洲最大的多元化房地产集团。
凯德集团首席执行官李志勤表示，通过采取审慎的资本循环利用和管理策略，截至2019年底，集团将净债务股本比降至0.63，原计划于2020年底实现的目标，提前一年完成。
截至2019年9月30日，凯德在全球的管理资产达1317亿新元（约6585亿元人民币）；在中国的总开发规模约2300万平方米，管理的总资产超过2800亿元人民币。
凯德的房地产基金模式也领先于同业。旗下共管理7只上市房地产投资信托基金(REITs)和商业信托，以及20多只私募基金。包括腾飞房产投资信托、凯德商务产业信托、雅诗阁公寓信托、凯德商用中国信托、腾飞印度信托和凯德商用马来西亚信托。
02 疫情下的挑战与机会
在尚未全面解除的疫情危机中发布这份亮眼财报，对凯德和商业地产商而言，都是个令人振奋的信号。
凯德在中国已进入42个城市，目前大部分仍处于严密防控之中。
其中，疫情中心武汉更是凯德深耕的重镇，凯德在华中区规模最大的综合体项目，就是位于武汉的凯德·西城，总建筑面积达40万平方米，除此之外凯德在武汉及湖北还有多座大型商业广场。
凯德正在应对疫情带来的挑战。2月27日，凯德公布，集团董事会和高管层自愿降薪5%-15%，经理级及以上员工是冻结涨薪，其他员工不受影响；管理层与员工的奖金将照常发放。
负责中国业务的凯德集团总裁罗臻毓解释称，这次只涉及管理层级的员工，占中国员工的20%；而且这是一个阶段性的行为，6个月之后或者疫情平稳后会重新评估。
此外，集团2019年的业绩比2018年好，但是股本派息依然延续了去年的情况，每股派息0.12新元，采取了保守发放的策略。
罗臻毓认为，疫情正在全球蔓延，对中国和世界经济的影响到底有多大、经济反弹的速度和力度有多大，现在都还不好说。
“除了挑战，我们更把它看作是一次战略升级和提升管理能力、深化数字化平台发展和提升产品力的契机。”罗臻毓称。
在疫情之下，凯德迅速反应，通过数字化平台帮助商家线上销售，取得了显著成效，也进一步加速了凯德自身生态体系的数字化建设。
如借助精准营销，某商场闭店租户线上单日实现销售41万元；新客当天连带销售增长平均10%，一周内复购销售增长平均35%以上。通过线上的持续推广，目前凯德星会员日活用户已经超过40万。
凯德是业内较早开始进行大数据和用户运营的商业管理平台。凯德星生态圈数年持续积累超过1500万可触达用户，包含超过1000万的实名会员。
罗臻毓认为，这场疫情为行业带来启示，新的零售模式已不再是趋势和概念，而成为巨大的现实需求；办公场景也将大大超越物理空间，全面打破时间和空间的界限。这些对技术、渠道和运营都提出了新的要求。
这三个月将会对商业地产运营商和他们的商户带来怎样的影响？或许答案就在他们当下的应对中。
凯德希望，通过审慎的资本循环利用和管理策略，在疫情影响下的不确定性时期保持韧性，并寻求逆周期发展机遇。
03 “来探”的数字化创新之路
凯德在2019年发布了最新的中国战略，提出要让数字化成为集团所有业务的核心驱动力，并注重提升核心业务，以打造具持续吸引力的城市中心。
在中国房地产企业发展历程中，凯德是最早一批开始数字化转型探索的企业：2015年推出的数字化平台凯德星就已经开启了数字化转型；2018年，“智在城市生活”品牌理念的提出，即是凯德的战略缩影，着眼于以科技赋能，引领智慧城市生活；2019年，凯德发布新的中国战略，并将数字化创新作为战略核心，数字化转型加速，步入新的发展阶段。
截止目前，凯德星生态圈串联超过1万家商业合作伙伴，为1500万精准会员用户提供数字化服务，是国内数字生态商业场景的领跑者。疫情至今，凯德发挥在数字化方面的已有优势，利用已整合的线上平台优势，利用已整合的线上平台优势，针对商户通过开展合作入驻凯德星商城，支持商家线上销售，以最有效、直接的方式为租户带来收益，提振租户信心；针对消费者快速提供相关组合商品，升级线上补贴。
“之前跨国企业都要有一个中国策略，现在每个跨国企业都要有一个数字化策略……近几年，随着整个市场变化，凯德跟创新、数字化战略衔接在一起。”罗臻毓去年在接受采访时表示。
“来探 Next-Ten”是凯德2019年数字化战略的最新尝试，打造“平台即服务”（Retail as a Service）的赋能模式，帮助品牌透过数据洞察解开线下运营的黑匣子，让商业地产的价值链，从空间租赁上移到数字化资产与智能解决方案的输出。
“来探Next-Ten”的推出，也是凯德星数字化平台赋能3.0时代的进阶之路。凯德星是凯德集团面向集团全场景顾客推出的数字化平台，以微信wap、小程序和APP等渠道为载体，以会员奖励计划、O2O内容管理、凯德星商城和大数据平台四大模块提供服务。截至目前，凯德星会员人数超过970万，并串联全国超过8000多家商户。
“简单来讲，在重庆来福士这样的综合体内，住宅的业主、购物中心的消费者、办公楼里的白领、租户及合作伙伴，都能通过凯德星平台连接在一起，更智能地满足各方的需求。”
未来，罗臻毓期望通过数字化战略和科技的应用，建立数字化生态圈，打通跨业态场景，高效整合体系内资源，提供跨业态的解决方案。
三、“优等生”龙湖集团应对疫情时，“天晴补屋顶”
“今年的指标里，哪怕在微弱的情况下，仍然要考虑有所增长，我觉得这就是强者的姿态。强，其实不是说要强、好强，实际上是过去的沉淀，在危难之中能够产生一定的爆发力。”
3月24日，在龙湖的业绩会上，董事长吴亚军自信地亮出了将继续保持稳步增长的目标。
2020年，龙湖设定的目标为2600亿元，这个目标凸显了龙湖的自信，正如吴亚军所言：
“当下的中国房地产，规模增速放缓，叠加新冠病毒侵袭导致的阶段性停工与停售，令房企普遍感觉到紧与难。正是这样的难，倒逼着人与组织提升能力、迭代系统，倒逼行业整合提速！我们相信，真正优秀的企业，顺流逆流都一样有直面的勇气和超越平均的能力。”
01 危难中的爆发力，数字化技术“花式”自救
龙湖作为最早将数据化运用到商业运营的企业之一，凭借多年练就的敏锐消费洞察能力及扎实数字技术能力，在疫情突袭下快速适应新消费趋势，打通内外线上平台，为消费者构建起便捷购物、情感互动的多条链路。
为了自救，被逼“数字化”的地产商纷纷启动云卖房模式。龙湖商业环渤海一区各项目除做好日常防疫防控措施外，同步开启“用心生活用心爱”“云逛街，花样宅”等多种玩法试水线上营销，通过小程序线上商城、直播带货等功能开发构建起全新的获客模式。截至目前，累计超47%店铺参与了线上营销活动，区域会员总量突破100万，孵化了“大漂亮与小助理”“黄小卷与董得多”“塑料姐妹花”等多个项目原创KOC，社群互动、直播带货、云端看展花样层出不穷。
2月1日起，长楹天街利用34W微信粉丝强大优势，迅速建立线上社群矩阵，组织商户进行每日线上商户销售排期，为增加线上传播活力，将每日好物推荐，直播预告进行剧本化，以四大客群虚拟角色进行生动图文推荐 1.多面时髦精-抖姐, 2.品质生活家-COCO，3.美食挑剔客-饕爷，4.玩趣Z世代-奥利哥，按照人物特性推荐时尚单品/家庭好物/天街美食/潮玩单品。期间助力品牌内容直播：乐刻健身跟着大咖上团课、星巴克甄选店咖啡课堂互动等。3月27日，天街力邀曾采访过著名 NBA 球星 T-Mac、陈冠希、美国潮流品牌 UNDEFEATED 主理人的极客鞋谈主持人/lace up履型潮鞋媒体人——阿苗在天街进行专业潮鞋推荐直播，新款yeezy现场开箱。
2月6日起大兴天街组建无界生活直播间，培养大兴天街KOC（大漂亮&小助理，杨怼怼&凌小抠）和明星直播店员，在抖音平台&小程序平台进行直播带货，培养顾客粘性和情感链接。截止目前，单场次最高观看量1.6W+，周大福、李宁、兰芝、优衣库、屈臣氏多个品牌参与。
从多通路挖掘线上流量价值，到全面保障线下空间体验，龙湖在如今这一特殊时期，对于建立多元精准的消费者连接已经初具心得，也让疫情下的商业运营开始变得从容。
从疫情所带来的短期影响来看，在龙湖租金减免的措施下，一季度的租金规模将会出现明显下滑。此外疫情之后，客流回升仍会出现滞后，或会影响商户经营，造成商场出租率及租金下滑。针对疫情所带来的不确定性：一方面建议龙湖前期仍以扶持商户为主，不要刻意追求租金规模，良好的出租率及销售额才是实现租金增长的有效保障。一方面，重视环境的安全卫生，更加关注商场内部设计及设备情况，如空调和新风等。此外，继续拓展线上线下融合，通过线上布局拓展市场。
“相对线下售楼处，以互联网为入口的线上售楼处可以降低不少成本。”房企开发的微信号、公众号、小程序等都属于自有线上渠道。如万科、龙湖、融创等大型开发商，就拥有自己的科技数据公司，能自主开发小程序。不过，因为各家技术能力有差异，不同房企的线上营销效果也存在明显差距。
疫情给房地产行业带来的问题是全新的，需要的方法也是全新的。疫情之后，企业依托成熟的数字化基础设施，实现全面数字化转型将成为必然。
02 主航道协同并进
自2017年起,龙湖集团便将主航道业务分成C1地产开发、C2商业运营、C3长租公寓、C4智慧服务后，整体战略布局至今都没变过。
2019年中国房地产，最终以16万亿元的销售额收官。龙湖始终在不确定的市场，谋求确定的成长。
龙湖表示，将继续坚守“空间即服务”的战略，强调地产开发、商业运营、租赁住房、智慧服务四大主航道业务的多维驱动，协同发展。
龙湖集团首席执行官邵明晓、董事长吴亚军、首席财务官赵轶 （从左到右）
2020年，龙湖集团将针对所布局城市中刚需、改善、商业经营等不同的细分需求，推出212个主力项目，其中65个为全新项目，120个项目将推出新一期新业态产品。
投资性物业方面，商业运营业务中，成都、重庆、南京、苏州、济南、西安等地的多个天街，将于2020年开业。
社区服务专家——龙湖智慧服务，也将继续秉持初心，坚守品质，在更为丰富多样的场景中，为各类客户提供始终如一的“满意+惊喜”的服务。
租赁住房业务龙湖冠寓，也将有计划地持续推进。上述两项业务的稳步发展，将为龙湖集团物业投资业务收入的增长奠定坚实基础。
CEO邵明晓表示：“到去年年底冠寓已经开业了7.5万间，今年我们会开到10万间，速度比之前要调得更稳健一些。去年的收入不到12个亿，今年可能会有接近20个亿的收入，但今年我们更追求质量。”
此外，龙湖早在2018年初便提出了数字化转型的要求，包括四大主航道业务，它的一些实现工具以及场景的不断数字化，会持续的投入，这在当下的环境中显得尤为重要。
在基础设施的搭建上面，龙湖也一直在强调“One ID、One Data”，只要跟龙湖的产品和服务有交互的，就会在体系内做一些洞察，以便于提供更好的产品和服务。
四、结语
可以预见，未来五到十年中国一、二线城市的商业地产的发展将向香港、新加坡这样的成熟市场看齐。这种趋势必将带来新一波城市改造升级的热潮和商业地产的极大发展，竞争必将更加惨烈，商业地产资产管理也将面临不变革就会死的局面，利润越来越薄，甚至亏损会成为常态。因此，在经济波动和商业资产竞争加剧的双重压力下，资产管理数字化已成为必然趋势，这其中最关键的是需要将外部政策和市场数据有效地加入到商业资产运营决策中，推动决策数据化。商业资产的运营管理者唯有尽快建立数字化资管模式，才能在未来竞争中立于不败之地。
数据打通的能力也是需要修炼的内功。在数字化背景下，数据作为无形资产，如何在行业内打通和共享，考验着每一名玩家。
疫情，正是加深理解和实际操练的关键步骤，不管对谁都是。
翻译：
The COVID-19 pandemic in early 2020 disrupted the pace of all industries. The passenger flow plummeted, the scene was cold, the trading point was freezing, the most popular offline business could not gather crowds. Shopping malls are generally facing an 80 percent decline in sales, with community businesses doing slightly better and hub commercial projects even worse.
The main way to save yourself is to move online. For a time, shopping centers and co-branded merchants launched a variety of online sales methods, such as live streaming, mini program mall and social marketing.
These tools point to the same ability — digitization. Before the pandemic, digitization was only a hobby class for top students in commercial real estate. Under the pandemic, the entire industry entered the examination room without any choice, and completed a digital education in the most brutal way. The endless emergence of new digital technologies also provides more possibilities for the rebirth of the industry. Through digitalization, the industry will be revitalized by improving customer experience, enhancing operational efficiency and innovating business models.
This paper will start with several leading real estate enterprises such as Joy City Holdings, Capitaland and Longfor, and analyze how they improve their “business efficiency” and achieve sustainable development. How they carry out keen insight to the end through the ability of quick decision making and quick landing, so that “even a big ship can turn around quickly”?
1. Joy City Holdings after the reorganization of the business secret
01 Dual-wheel dual-core development mode, diversified pattern to boost the development of enterprises
On the evening of March 30, Joy City Holdings released its 2019 results. During the reporting period, the net cash flow generated by the operating activities of Joy City Holdings totaled 4.065 billion yuan, up 261% year on year, and the increase in the collection of commercial housing sales was one of the main sources of growth.
The financial statement shows that the full-caliber signing amount (including equity projects) reached 71.082 billion yuan (trading caliber 61.854 billion yuan) in the whole year; Revenue was 33.787 billion yuan, up 52% year on year; Total profit of 6.05 billion yuan, net profit of 3.705 billion yuan; Net profit attributable to shareholders of listed companies was 2.378 billion yuan, up 15.27 percent year on year.
Last year (2019), Joy City reorganization attracted much attention in the industry. After the reorganization, Joy City Holdings has become the sole real estate investment and management platform of CofCO, while Joy City Real Estate is the flagship commercial real estate of Joy City Holdings. It takes the development, operation and management of urban complexes under the brand of Joy City as its main business direction, while developing, selling and investing in and managing other property projects. The two platforms have become closely related and complementary in strategic and tactical coordination.
After the completion of the integration, Joy City Holdings makes full use of the advantages of the integration of the two listed companies, positioning the strategic direction of “city operator and better life service provider”. The business field defines the development mode of “dual wheel and dual core” : driven by the dual wheel of “holding + selling”, steady development; With “product + service” dual core enabling, constantly create new value growth points.
Under the guidance of “dual core”, Joy City Holdings is moving steadily towards the development direction of “content is king” and “solid”.
Product is the cornerstone of value creation and the core of enhancing competitiveness; Service is based on the needs of the industry, the city and the people, to meet the needs of customers, to think what customers want, to better serve the people’s better life. With “dual core” to “dual wheel” insert wings, on the basis of steady development to create new value growth point.
Joy City was one of the few shopping malls at that time when rents and customer traffic were still growing. This year, in the face of the sudden COVID-19 pandemic, Joy City stood out among all commercial real estate companies and turned the crisis into an opportunity. If expansion is the way to break out of the crisis under the impact of e-commerce, then innovation has become the main melody of the group’s fight against the epidemic.
If expansion is the way to break out of the crisis under the impact of e-commerce, then innovation has become the main melody of the group’s fight against the epidemic.
In addition to taking the responsibility of central enterprises at the first time and actively assisting Wuhan and epidemic prevention in the epidemic area, the marketing management Center of Joy City Group quickly started the construction of the online sales office during the epidemic period, which was put into operation on February 1st, and actively promoted the offline transformation of customers. Up to now, the sales office open rate has reached 95%. At the same time, Joy City innovated the way of expanding customers in sales by using the popular live streaming platform in the current Internet era to carry out sales work, making the sales staff become the “Li Jiaqi” in the real estate market. In the aspect of business, Joy City innovated and opened online mini program mall, and helped the merchants to create considerable sales performance.
In addition to the commercial center, hotels, long-rented apartments, office buildings and industrial parks held by Joy City Holdings have maintained operation during the epidemic. Office buildings and industrial real estate have adopted a one-household policy to improve the rate of resumption of work and operation, and controlled the scope and type of tenants’ assistance. Under the premise of ensuring safe operation, hotels and long-rented apartments should create special products, expand publicity channels, communicate with hotel management to reduce and reduce management fees, and take multiple measures to deal with the impact of the epidemic.
02 small program mall online dual-line integration to release consumer demand
Based on high frequency home, create shopping social scene.
Wechat is the most frequently used software by the public, who browse a large amount of information on it every day. In such a highly active and mature traffic pool, online marketing, leveraging the power of social to promote retail breakthrough, is a smart choice.
According to Joy City Holdings, as the first pilot, Xidan Joy City is the first to launch a mini app mall. At present, the mall has attracted more than 40 merchants such as UGG, FURLA, ADIDAS, Champion, KAPPA label, MOUSSY+, L ‘Occitane, etc. to enter the first batch. The online products are selected by Joy City and the merchants together, and the popular new products are updated at any time, including fashion items, sports equipment, fashion wear, beauty makeup and skin care.
Xidan Joy City members can log in the wechat mini program and drop down the menu to directly enter the mini program mall, and select the desired products according to their needs. While satisfying consumption, small program mall also provides consumers with the latest brand information and promotion information in real time, which is convenient for consumers to complete the return and exchange at home, saving time and effort.
Nearly 100 merchants have entered Xidan Joy City Mini Program Mall.
In addition, Chaoyang Joy City, Xi ‘an Joy City and other projects also push QR codes through joint merchants. Merchants can interact with customers through wechat, select products, express feedback, etc., and all brand discount sets and star items sold online can enjoy the normal three-guarantee guarantee based on online purchase and consumption records.
In order to solve the epidemic prevention and control problems faced by online sales, such as checking goods in stores, sorting out sizes and taking samples, the Joy City project team arranged property security personnel on duty to cooperate with them, and carried out physical condition monitoring, regular disinfection, inspection and release, contactless express service and other work.
Deep integration of online and offline retail models.
Different from ordinary e-commerce, Joy City Holdings has accumulated many years of high-quality brand assets and physical operation experience in the commercial field, so the team chooses to inject these advantages into the operation logic of mini app mall, striving to form the maximum complementarity between online and offline, and also to find new business growth poles for merchants seeking breathing space in the difficult environment.
Joy City Mini Program Mall will continue to expand online increments, break space and flow restrictions, constantly strengthen consumers’ loyalty to shopping centers and merchant brands, create more sales opportunities, and meet the possibility of business growth. At the level of operation control, Joy City will carry out deep linkage with merchants, take “extreme single product” as the main strength point, operate cutting-edge fashion trends, and guide streamline consumption with online publicity.
In the future, Joy City mini program Mall can further integrate products into short video, VR and other emerging social scenes, forming an advantage cycle of “Internet celebrities bring goods” and “stars plant grass”, constantly shining Joy City’s digital business card, strengthening brand awareness and reputation, but also opening up new channels for merchants’ customer flow.
03 The solution of digital proposition focuses on passenger flow
Whether before the epidemic or now, the digitalization of shopping centers is more reflected in the mastery of customer groups. Know who your customers are, where they come from, how old they are, what products and services they are willing to pay for, etc.
When the portrait of customers is combined with the offline scene, their purchasing preferences and action tracks drive the cognition of brand stores in shopping malls. What kind of stores attract people, what kind of stores contribute to rent, what brands should be introduced and what brands should be invited out.
Coupled with online and offline connectivity, such as smooth payment and points, a digital closed loop of people, goods and markets is formed.
After all, digitisation can help malls better connect people and goods in ways that previously took place offline, helping stores achieve higher sales results in return for higher rents.
What is Joy City’s core competence?
The ability of passenger flow operation. Because for department stores, people, goods and sites all need to be paid attention to, but for shopping centers, the most important thing is the customer flow. The digitalization of Joy City focuses on the customer flow. As a physical and offline consumption place, Joy City aims to attract customers by combining big data and online information with physical stores. Seventy-five percent of the people who come to Joy City are not shopping, they are going to see a movie, they are going to eat, but eighty percent of those people are shopping.
How does Joy City do it?
The application of digital technology to obtain big data, through the professional team analysis of customer attributes and consumer demand, and then to provide matching services, to think about how to let the guests can stay longer, can have more single purchase. Zhang Can, CIO of COFCO Joy City, said that the probe technology had been used when it was just emerging, and the effect was relatively good. A large number of digital results can assist management.
From brand introduction, brand placement, follower line planning and final turnover evaluation, all of them are based on customer digitalization. This part has helped us complete most data accumulation in the past few years, which has laid a foundation for the later smart retail. With the increasing attention to consumer privacy protection, we take customer privacy as the top priority, through artificial intelligence, AI technology, face recognition as a basis for our digital passenger flow, the method has changed, the purpose is still the same, is still to put the whole digital passenger flow operation.
The degree of digitalization of an enterprise is closely related to its overall strategic direction and focus.
At the very beginning of the establishment of the brand, CofCO Joy City separated the information department as a complete business unit and took the operation results as an important factor in the job evaluation of senior executives. At that time, very few peers did so. In terms of business and digital integration, Cofco Joy City as a leading project to promote, everyone will be more motivated and confident. After the information platform is built, it will be combined with cloud technology and blockchain technology in the later informatization process and applied offline to the entity of shopping centers. Technology can give more business points to shopping centers and help us optimize the process of transforming from cost centers to benefit centers or decision-making centers.
2. “Business operation model” capitaland counter-cycle development logic
As Asia’s largest diversified property group, capitaland is heavily involved in China and Singapore, which were among the early outbreaks of the virus, posing operational challenges for the company this year. In order to cope with the epidemic, capitaland has still adopted the strategy of freezing salary increases and conservative payment of equity dividends, to help merchants vigorously develop online sales, and Capitaland retail’s new species “Coming Next Ten” is also making efforts.
01 Net profit after tax exceeded 10 billion last year
Capitaland is a model for Chinese developers with its property plus fund model and has been one of their research subjects.
2019 marks the 25th year that capitaland has entered the Chinese market. In 2019, the group achieved a profit before interest and tax of S $5.067.6 billion (RMB 25.59 billion), up 22.3% from the previous year. Net profit after tax exceeded 10 billion yuan, and the full-year operating net profit after tax reached 1.057.2 billion Singapore dollars (5.34 billion Yuan), a record for the group.
The two major markets of Singapore and China remain major contributors
The two major markets of Singapore and China remain major contributors, contributing 83.7% of the Group’s total EBIT in 2019; China is particularly important, accounting for 41 per cent of the group’s assets under management and 52 per cent of its net profit after tax.
Capitaland’s management noted that the growth in 2019 was due to contributions from the Starbridge Take-off business, which was merged into the company last year, as well as gains from new assets acquired in 2018 and assets put into operation in 2019.
On Jan 14, 2019, capitaland announced a deal with Temasek to acquire all the shares in two wholly-owned subsidiaries of Temasek’s affiliate Starbridge Take-off for S $11 billion. After the transaction, capitaland becomes the largest diversified property group in Asia.
Li Zhiqin, chief executive officer of capitaland, said that by adopting prudent capital recycling and management strategies, the group had reduced its net debt-to-equity ratio to 0.63 by the end of 2019, one year ahead of the target originally planned for the end of 2020.
As of September 30, 2019, capitaland had assets under management of S $131.7 billion (approximately 658.5 billion Yuan) worldwide
As of September 30, 2019, capitaland had assets under management of S $131.7 billion (approximately 658.5 billion Yuan) worldwide. The total development scale in China is about 23 million square meters, and the total assets under management exceed 280 billion yuan.
Capitaland’s real estate fund model is also ahead of its peers. It manages seven listed real estate investment trusts (REITs) and business trusts. As well as more than 20 private equity funds. These include Tengfei Real Estate Investment Trust, capitaland Commercial Industrial Trust, Ascott Apartment Trust, capitaland Commercial China Trust, Tengfei India Trust and capitaland Commercial Malaysia Trust.
02 Challenges and opportunities under the pandemic
It is an encouraging sign for capitaland and commercial real estate companies to report these results in the midst of a pandemic crisis that has yet to fully resolve.
Capitaland has entered 42 cities in China, most of which are still under strict control.
The largest complex project of capitaland in Central China is Capitaland West City in Wuhan. With a total construction area of 400,000 square meters. In addition, Capitaland also has several large commercial plazas in Wuhan and Hubei Province.
Capitaland is responding to the challenges posed by the pandemic. On February 27, capitaland announced that the board of directors and senior executives of the group would voluntarily reduce their salary by 5%-15%. Employees at the manager level and above would have their salary frozen, while other employees would not be affected. Management and staff bonuses will be paid as usual.
‘It only involves management-level employees,’ explains Luo Zhenyu, president of capitaland Group, which oversees operations in China. And this is a phased behavior that will be reassessed after six months or after the epidemic has leveled off.
In addition, the group’s performance in 2019 was better than that in 2018. But the equity dividend was still the same as last year. With a dividend of S $0.12 per share, which was conservative.
Luo Zhenyu believes that the epidemic is spreading around the world.
Luo Zhenyu believes that the epidemic is spreading around the world, and it is still unclear how much impact it will have on China and the world economy. As well as how fast and strong the economic rebound will be.
“In addition to challenges, we see it as an opportunity to upgrade our strategic and management capabilities. Deepen our digital platform development and enhance our product capabilities.” Luo Zhenyu said.
Under the epidemic, capitaland responded quickly to help merchants sell online through digital platforms. Which achieved remarkable results and further accelerated the digital construction of Capitaland’s own ecosystem.
For example, with the help of precision marketing. The online sales of the closed tenants of a shopping mall reached 410,000 yuan in a single day. New customers on the day of the associated sales growth of an average of 10%. Within a week of the purchase sales growth of an average of more than 35%. Through continuous online promotion, Capitalstar members have more than 400,000 daily active users.
Capitaland is an early business management platform for big data and user operations in the industry. Over the years.
Capitaland is an early business management platform for big data and user operations in the industry. Over the years, capitalstar ecosystem has accumulated more than 15 million reachable users, including more than 10 million real-name members.
Luo Zhenyu believes that the epidemic has brought enlightenment to the industry. The new retail model is no longer a trend and concept, but has become a huge realistic demand. The office scene will also go far beyond physical space and break the boundaries of time and space. These put new demands on technology, channels and operations.
How will these three months affect commercial real estate operators and their merchants? Perhaps the answer lies in their current response.
Capitaland hopes that through prudent capital recycling and management strategies. It will maintain resilience in times of uncertainty and pursue counter-cyclical development opportunities amid the impact of the pandemic.
03 “to explore” the digital innovation road
Capitaland’s latest China strategy, released in 2019, calls for digital to become a core driver for all of the group’s businesses and focuses on enhancing core businesses to create sustainable and attractive city centers.
In the development process of China’s real estate enterprises, capitaland is among the first group of enterprises to start exploring digital transformation:. Capitaland, a digital platform launched in 2015, has already started digital transformation. In 2018, the brand concept of “Smart City Life” was put forward, which is the strategic epitome of capitaland, focusing on enabling technology to lead smart city life. In 2019, capitaland released a new China strategy. And digital innovation as the core of the strategy, digital transformation accelerated, into a new stage of development.
For consumers to quickly provide related combination of goods, upgrade online subsidies.
Up to now, capitalstar ecosphere has connected more than 10,000 business partners, providing digital services for 15 million precise members. And is the leader in the domestic digital ecological business scene. Since the epidemic, capitaland has given full play to its existing advantages in digitalization. And taken advantage of its integrated online platform to support merchants’ online sales by cooperating with merchants to enter Capitalstar Mall. So as to bring benefits to tenants and boost their confidence in the most effective and direct way. For consumers to quickly provide related combination of goods, upgrade online subsidies.
“Before, multinationals had to have a China strategy, now every multinational has to have a digital strategy… In recent years, capitaland has aligned itself with an innovative and digital strategy as the overall market has changed.” “Luo said in an interview last year.
“Explore Next Ten” is the latest attempt of capitaland’s 2019 digital strategy. Creating an enabling model of “Retail as a Service”. Helping brands unlock the black box of offline operations through data insight. And making the value chain of commercial real estate. Move from space leasing to output of digital assets and intelligent solutions.
The launch of “Next Ten” is also a step forward for capitalstar’s digital platform Enabling 3.0 era.
Capitaland is a digital platform launched by Capitaland Group for customers in all scenarios. It takes wechat wap, mini program and APP as the carrier. And provides services in four modules: membership reward program, O2O content management, capitaland Mall and big data platform. As of now, capitalstar has more than 9.7 million members and connects more than 8,000 merchants across the country.
“Simply put, in a complex like Raffles Chongqing, home owners, consumers in shopping malls, white-collar workers in office buildings, tenants and partners are all connected through the capitalstar platform to more intelligently meet the needs of all parties.”
In the future, Luo Zhenyu expects to establish a digital ecosystem and open up cross-business through the application of digital strategy and technology
3. “Excellent Student” Longfor Group’s response to the epidemic, “sunny weather to repair the roof”
“I think it is a strong gesture to consider growth even if it is weak in this year’s indicators. Strong, in fact, does not mean strong, competitive. In fact, is the past precipitation, in the crisis can produce a certain explosive force.”
At Longfor’s earnings conference on March 24, Wu Yajun, the company’s chairman. Confidently laid out the goal of continuing to maintain steady growth.
By 2020, Longfor has set a target of 260 billion yua. A target that underscores Longfor’s confidence, as Wu Yajun puts it:
“At present, the scale of China’s real estate has slowed down, combined with the phased shutdown and suspension of sales caused by the outbreak of the novel coronavirus, making real estate enterprises generally feel tight and difficult. It is this difficulty that forces people and organizations to improve their capabilities, iterate systems, and accelerate industry integration! We believe that the really good companies have the courage to face the current and the ability to beat the average, just as well.”
01 Explosive power in crisis, digital technology “fancy” self-rescue
As one of the earliest enterprises to apply data into business operation, Longfor relies on years of sharp consumer insight and solid digital technology capabilities. Under the attack of the epidemic, quickly adapt to new consumption trends, open up internal and external platforms. And build multiple links for consumers to convenient shopping and emotional interaction.
In order to save themselves, forced “digital” real estate providers have started the cloud housing model. In addition to the daily epidemic prevention and control measures, various projects of Longfor Commercial Area 1 around the Bohai Sea are also tested on the water line. Such as “live with heart and love”, “cloud shopping, fancy house”, etc. And a new customer acquisition model is built through the development of functions. Such as mini program online shopping mall and live streaming with goods. Up to now, accumulated more than 47% stores participated in online marketing activities. The total number of regional members exceeded 1 million, incubated the “big beautiful and small assistant”, “Huang small roll and Dong Deduo”, “plastic sister flower” and other projects original KOC, community interaction, live delivery, cloud to see the exhibition patterns emerge in endless.
Since February 1st, Changying Tian Street has taken advantage of the strong 34W wechat fans to quickly establish an online community matrix and organize merchants to schedule daily online sales of merchants.
In order to increase the vitality of online communication, the daily good things recommendation and live broadcast preview are scripted. And the virtual characters of four major customer groups are used for vivid graphic recommendation 1. Multifaceted chic Lady – Tiktok, 2. Quality Life home -COCO, 3. Food picky – Epicurean, 4. Fun Gen Z – Olingo, according to the character characteristics recommend fashion items/family good things/street food/fashion play items. During the period, I assisted live broadcasting of brand content: Leche Fitness followed celebrities to group classes. Starbucks selection store coffee class interaction, etc. On March 27, Tianjie invited A Miao, the host of geek shoe talk who had interviewed famous NBA stars T-Mac, Edison Chen and the host of the UNDEFEATED American fashion brand Undefeated, to have a live broadcast of professional fashion shoe recommendation on Tianjie. The new yeezy model was unboxing.
Since February 6th, the Wujie Life Live broadcasting room has been set up in Daxing Tianjie to cultivate Daxing Tianjie KOC (Dameihao & Xiao Assistant. Yang Zhuaifei & Ling Xiaozhu) and star live broadcasting clerks. And live delivery on Douyin Platform & mini program platform to cultivate customer loyalty and emotional link. Up to now, the highest viewing amount of a single event is 1.6W+. With Chow Tai Fook, Li Ning, Laneige, Uniqlo, Watsons participating in many brands.
From exploring the value of online traffic through multiple channels to fully guaranteeing the offline space experience. Longfor has begun to gain experience in establishing multiple and accurate consumer connections in this special period. Which also makes the business operation under the epidemic situation easier.
From the short-term impact of the epidemic, the rental scale of Longfor will decline significantly in the first quarter under the measures of rent relief.
In addition, after the epidemic, the recovery of passenger flow will still lag behind. Which may affect the operation of merchants, resulting in a decline in the rental rate and rent of shopping malls. In view of the uncertainties brought by the epidemic: on the one hand. It is suggested that Longfor should continue to support merchants in the early stage, and not deliberately pursue the size of rent. Good rent rate and sales are the effective guarantee to achieve rent growth. On the one hand, pay attention to the safety and health of the environment, more attention to the interior design and equipment. Such as air conditioning and fresh air. In addition, continue to expand the integration of online and offline, through online layout to expand the market.
“Compared with offline sales offices, online sales offices with the Internet as the entrance can reduce a lot of costs.” Real estate enterprises to develop wechat, public number, small program, etc. belong to their own online channels. Large developers, such as Vanke, Longfor and Sunac, have their own tech data companies that can develop small programs on their own. However, because of the differences in technical ability. There is also an obvious gap between the online marketing effect of different housing enterprises.
The problems posed to the real estate industry by the pandemic are new, and so are the approaches required. After the pandemic, it will become inevitable for enterprises to realize comprehensive digital transformation by relying on mature digital infrastructure.
02 Main waterways advance together
Since 2017, Longfor Group has divided its main waterway business into C1 real estate development. C2 commercial operation, C3 long-rent apartment and C4 smart service. The overall strategic layout has not changed.
China’s real estate market ended 2019 with 16 trillion yuan in sales. Longfor is always looking for certain growth in an uncertain market.
Longfor said it will continue to adhere to the strategy of “space as a service” and emphasize the multi-dimensional driving and coordinated development of the four main waterway businesses. Namely real estate development, commercial operation, rental housing and smart service.
Longfor Group CEO Shao Mingxiao, Chairman Wu Yajun and CFO Zhao Yi (left to right)
In 2020, Longfor Group will launch 212 major projects, 65 of which will be brand new projects. And 120 of which will launch new products of new business types in the new phase. According to different segmentation needs such as rigid demand, improvement and commercial operation in the cities it is located in.
In terms of investment property, commercial operation business. A number of sky streets in Chengdu, Chongqing, Nanjing, Suzhou, Jinan, Xi ‘an and other places will be opened in 2020.
Community service expert — Longfor Wisdom Service
Community service expert — Longfor Wisdom Service, will continue to adhere to the original intention, adhere to the quality. In a more diverse scene, to provide all kinds of customers with consistent “satisfaction + surprise” service.
Rental housing business Longfor Crown Apartment, will also be planned to continue to promote. The steady development of the above two businesses will lay a solid foundation for the growth of Longfor Group property investment business income.
Shao Mingxiao, CEO, said: “Guanyu had opened 75,000 units by the end of last year. We will open 100,000 units this year, at a more steady pace than before. Last year’s revenue was less than $1.2 billion, and this year it could be closer to $2 billion. But this year we are more focused on quality.”
In addition, as early as the beginning of 2018, Longfor put forward the requirements of digital transformation. Including the four main waterway businesses. Some of its realization tools and scenes will continue to be digitized, which is particularly important in the current environment.
In terms of infrastructure construction, Longfor has been emphasizing “One ID, One Data”. As long as there is interaction with Longfor’s products and services. Some insights will be made in the system, so as to provide better products and services.
4. Conclusion
It is expected that in the next five to ten years, the development of commercial real estate in China’s first – and second-tier cities will be similar to that of mature markets like Hong Kong and Singapore. This trend is bound to bring a new wave of urban reconstruction and upgrading boom and great development of commercial real estate, the competition will be more fierce, commercial real estate asset management will also face the situation of death without reform, profits will become thinner and thinner, and even losses will become the norm.
Therefore, under the dual pressure of economic fluctuations and intensifying competition of commercial assets, digitalization of asset management has become an inevitable trend, among which, the most critical thing is to effectively add external policy and market data into the operational decision-making of commercial assets to promote the digitalization of decision-making. Only by establishing the digital capital management mode as soon as possible can the operation manager of commercial assets remain invincible in the future competition.
The ability to connect data is also an internal skill that needs to be practiced. In the digital background, data as intangible assets, how to get through and share in the industry, test every player.
The pandemic is a crucial step towards greater understanding and practical practice, for everyone.
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