| With the rapid growth of China's real estate industry and the constant improvement of the Industrialization & specialization, some of the real estate corporation has been continuously expanding their business and started to involve in many other business field. By regional advantages , enterprises like Vanke, Sunco (RK Properties), Golden, Wanda,etc has come up with a strategy of starting to move forward to a nationwide business after they had become famous in local region. Seizing the right opportunities, these enterprises have correctly taken the strategy of trans-regional development & investment, which has helped them to accomplish the accumulation for both brand and capital and to grasp a big portion of the market share. It also helped to form the corporation union or even a corporation group, so that the industrial concentration is further enhanced and the gradual transition to an age of real estate industry giants is now happening.The changes of the external environment and the increased internal competition in the industry resulted in the changes of the existing conditions of the real estate enterprises. In face of the increasingly severe living environment, real estate companies have started to strengthen their basic skills, improve their internal management. The most important part is how to make and implement an effective trans-regional development strategy, how to select the suitable management control mode that is realistic, systematic and effective, How to manage and control the sub-project companies and regional companies and how to achieve the goals of best resource integration and the maximum benefit resulted from the efficient capital management. All of these foresaid issues have now become the most important subjects for the real estate enterprises.What HL Goup is carrying out now just coincides with the trans-regional development strategy. Shenzhen HL Real Estate Group, listed on the HKEx in year 2007 ( stock code: HK:1383), moved out of Shenzhen in 2006 and stepped into Huizhou, Meizhou, Xingning and Zhang Jiakou city in Hebei province for new business investments. After three-year development & consolidation for the conglomerate management, HL Group has taken a big approach to the second-tier and third-tier cities. They obtained the land development rights in Daya Bay, Shenyang, Nanjing successively after they signed a 10 billion line of credit with China Construction Bank. Being a member involved in company's development, I am very proud to become a middle management when company is in process of expanding their business as per the trans-regional development strategy, which has given me a lot of valuable thoughts about the remote management.In this article, I attempts to make systematic analysis on the choices of HL Group expanding strategies, management control mode, management structures, financial management & control, HR management & control, culture and information management & control etc and to bring forward the proposal about how to improve the management & control system of HL Group and address the key point of the management & control work accordingly. Meanwhile, I will also put forward the proposal about risk prevention and control mechanism considering the complicated organization structure & management and capital diversification caused by the business trans-regional expanding, so as to promote the management level and increase the competitiveness of development potential of the company. Hopefully, the research in this article will help to set up a general theoretical structure about the management & control system for the real estate enterprises, which will become a theoretical guide for a conglomerate enterprise to realize their trans-regional expanding plan, increase their competitive advantages and promote a healthy development of the real estate industry. |
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