破局与转型：建筑企业如何理性开拓城市运营新赛道

Core Insights - The construction industry is increasingly focusing on "urban operations" as a response to market changes and industry cycle challenges, which requires a clear understanding of motivations and strategic direction before entering this field [1] Group 1: Motivations for Entering Urban Operations - Many construction companies aim to engage in urban operations to address traditional business contraction, cultivate new growth points, and secure stable cash flow, but these macro goals often lack direct implementation pathways [3] - The primary motivation for entering urban operations is to activate idle assets and alleviate financial pressure, transforming "sunk costs" into "sustainable cash flow" through professional management of underperforming assets like shops and office buildings [4] - Enhancing core business capabilities through urban operations can provide a competitive edge by offering comprehensive services that include planning, construction, and operation, thus fostering long-term client relationships [5] - As companies develop operational capabilities, they can pursue long-term revenue generation, viewing urban operations as a beneficial and stable component of their business portfolio rather than a replacement for core engineering activities [6] Group 2: Selection of Operational Areas - Urban operations encompass a wide range of activities, and construction companies should focus on areas that align with their strengths to avoid resource dispersion and capability imbalance [7] - Companies should prioritize "To G" (government-facing) and "To B" (business-facing) sectors, such as municipal facility management and industrial park operations, where they have established trust and understanding with government entities [8] - "To C" (consumer-facing) sectors, like commercial complexes and tourism hotels, are highly competitive and require different capabilities, making them riskier for construction companies to enter [9] - Companies should favor low-marketization areas, such as government-led public services, where competition is limited and policy support is clear, allowing them to leverage their financial and organizational strengths [12] Group 3: Pathway Recommendations - Transitioning into urban operations requires systematic capability reconstruction rather than simple replication of existing skills, necessitating a strategic approach [13] - Companies should clearly define the role of urban operations based on their asset status, client structure, and development stage, determining whether it serves as an asset activation tool, a core business enhancer, or an independent business unit [16] - Prioritizing low-risk, high-synergy operational areas will help companies gradually build experience and teams while avoiding high-risk ventures [16] - Companies must cultivate patience for long-term operational business returns, providing sufficient time and resources, and not applying short-term project evaluation standards [16]