Because Li Changsheng was the first to enter the real estate market in Shenzhen, he will give full play to his advantages as a forerunner, and he will try his best to absorb the advantages of all latecomers.
Just like his real estate company, it is very similar to Vanke, the leading real estate company in China.
Li Changsheng will absorb many of Vanke's development concepts and some good things.
Vanke has a good place, and its work is very stable!
It will develop the real estate business step by step, and will not blindly launch many projects like Hengda, and spread too much at once!
Vanke has many things that dare to be the first in the world.
For example, it took the lead in introducing real estate to Zhongguo, and later Vanke Service ranked first in the industry in many indicators, and it was an order of magnitude leader.
For example, the culture of engineers was advocated, and the craftsman spirit became popular later.
It was also Vanke who took the lead in introducing refined decoration housing, housing standardization, construction industrialization, assembly, etc. Although the cost was increased (relatively cheaper labor), the result was improved quality and product strength.
Vanke learned from Blackstone, took the lead in starting project co-investment, advocated the spirit of partnership, from professional managers to partners, and enhanced the fighting spirit and efficiency of the whole team.
Li Changsheng will never imitate Hang Da's behavior!
It turns out that in that time and space, since the concept of "housing to live in, not speculation" was put forward at the end of 2016, the regulation has been stepped up, but the real estate companies will not cry when they see the coffin, and they have not paid attention to this issue.
Still borrowing on a large scale to expand, Hengda took the lead in actively participating in land auctions.
For real estate companies, only by obtaining more land can they borrow more funds from the bank, build more projects, obtain more income, and finally form a new round of principal to continue to acquire land, so that the capital turnover forms a benign cycle.
As everyone knows, the higher the jump, the worse the fall. Hang Da underestimated the determination of the higher authorities to rectify the real estate, and the high debt caused by large-scale acquisitions, land acquisitions and construction projects also laid a lot of ground for the future development of Hang Da.
Hengda understands the truth of the Three Caves of the Rabbit. In order to obtain more profits, he should not only focus on the development of real estate.
Hengda has been reaching out to various markets non-stop since its listing, from culture, sports, finance, cultural tourism, high-tech to research and development, but there is still no new energy vehicle with the "true face of Lushan Mountain".
Hengda has a wide range of diversified development, and every time it is aggressive, that is, rapid diversification, and large-scale investment as soon as it enters an industry, it must form a scale in a short time and occupy a large area of the market. Evergrande Football, Hengda This is true for Dabingquan, Hengda Automobile, Hengteng Network, etc.
As the saying goes, more haste makes waste, Hengda invested heavily in these transformation projects, and quickly packaged and listed these companies for financing, but these companies, without exception, suffered losses every year.
Due to the lack of competitiveness in the market, Hengda Bingquan has accumulated losses of several billion yuan. In recent years, Hengda football, which has invested tens of billions in Hengda, has also brought losses of more than 1 billion 767 yuan to Hangda every year.
In addition, at present, there is only continuous capital investment in the field of new energy vehicles, which has not yet produced a car. In this way, these non-core businesses not only cannot bring about business growth, but need the help of the main business to barely survive.
In addition, although it is easier to raise a large amount of funds by packaging and listing diversified subsidiaries, it also handed over the "power of life and death" of the company to the capital market, and the stock price of the company is extremely susceptible to the influence of the capital market.
Once the Hengda Group faces a crisis, its subsidiaries will be affected, the stock price will plummet, the value of the subsidiary will be underestimated, and it will be difficult to protect itself. Management and other risks lay hidden dangers.
