In 2010, Sino-Ocean Land Holdings Limited was a very successful, large real estate developer in Beijing, China. Sino-Ocean Land had three divisions real estate development, property investment / management and other real estate related companies. From 2005-2009, the company has on, a leading developer focuses with a regional multi-product series offer. This strategy was successful, on the wave of a spectacular growth in the Chinese real estate sector, 1998-2008, by … Read more »

In 2010, Sino-Ocean Land Holdings Limited was a very successful, large real estate developer in Beijing, China. Sino-Ocean Land had three divisions real estate development, property investment / management and other real estate related companies. From 2005-2009, the company has on, a leading developer focuses with a regional multi-product series offer. This strategy was successful, on the wave of a spectacular growth in the Chinese real estate sector 1998-2008, according to a loosening of the Chinese state real estate regulations. Although Sino-Ocean Land was passed in 2007, the main shareholders of the public were still state-owned enterprises. The state maintained significant influence on the company and the real estate market in general. The case examines the interactions between society and the State, examines the acquisition of real estate, finance and corporate governance. After the global financial crisis of 2008, Sino-Ocean Land must develop a new five-year strategic plan. CEO Li Ming have to deal with the changing market dynamics and regulatory environment to decide the best course for the company. Key points that he determined, are: whether the focus should be local or national, whether with multi-product series offers or specialize in a product type, and whether they continue to primarily monitor the development or investment in real estate to move and hold < . br />
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from
Nicolas P. Retsinas,
Jeffrey Hu,
Runjiao Xu
Source: Harvard Business School
19 pages.
Release Date: 27 June 2011. Prod #: 211107-PDF-ENG
Sino-Ocean Land: Responding to Change HBR case solution