Core Insights - The real estate construction management business is becoming a crucial avenue for many real estate companies to transition towards a light asset model amid the industry's deep adjustment period [1] - The construction management market is experiencing steady growth, with a notable "Matthew Effect" where leading companies are gaining more market share [2][5] Market Growth - In the first half of this year, the top 20 construction management companies added a total of approximately 10,983 million square meters in signed construction area, representing a year-on-year growth of 28%, which is the highest in the past three years [2][5] - The number of companies in the top 20 that signed over 3 million square meters has significantly increased compared to the same period last year, indicating a trend where the strong continue to get stronger [5] Company Performance - Among the top five companies in terms of added signed construction area, Greentown Management led with 1,989 million square meters, accounting for about 37% of the total for the top five, although its year-on-year growth was only 14% due to a high base [6] - Xuhui Construction Management and Blue City Group reported year-on-year growth rates of 20% and 23%, respectively, with Xuhui leveraging a dual strategy of "government construction + urban renewal" [6] Competitive Landscape - The construction management fee rates have been declining, currently averaging below 3%, down from the earlier range of 5% to 6% [1][11] - A significant 77.7% of construction management projects have fee rates between 1% and 3%, with 42.7% falling between 1% and 2% [11] Future Trends - The demand for construction management in areas such as affordable housing and urban village renovations is expected to exceed 500 million square meters over the next three years, becoming a primary focus for leading companies [9] - Companies are increasingly competing on product quality, with innovative projects integrating local cultural elements and high-end features [10] Strategic Directions - Companies are exploring new directions such as revitalizing non-performing assets and deepening their presence in niche markets to enhance their competitive edge [12][13] - The industry is transitioning from rapid growth to a phase of refined operations, with a shift in client selection criteria from "scale first" to "value co-creation" [13]

Core Viewpoint - The event marks the unveiling of the "Tianjin Iron City Green Town" project, emphasizing a deep dialogue about urban development, land, and culture in Tianjin, redefining the city's future [1][3][27] Group 1: Project Announcement and Vision - The project aims to integrate urban renewal with the "TOD+" model, focusing on creating high-quality living spaces and communities [5][20] - The project is positioned in the core area of Tianjin, leveraging the historical and cultural significance of the "Ti Bei" region, which has a rich legacy of elite residential development [12][20] Group 2: Company Strategies and Innovations - Green Town, a leading real estate company, is responding to national housing policies by introducing a new product standard system focused on aesthetics, sustainability, and health [9][10] - The company has successfully maintained its market position and growth despite industry challenges, showcasing resilience and innovation in its offerings [10] Group 3: Cultural and Historical Significance - The "Ti Bei" area is highlighted as a unique cultural and historical site, embodying the spirit of Tianjin and its elite community, which has evolved over decades [12][27] - The project aims to blend historical context with modern living, creating a lifestyle that resonates with both the past and the future [12][24] Group 4: Market Positioning and Target Audience - The "Tianjin Iron City Green Town" project is designed to cater to the high-end market, offering exclusive living spaces that align with the aspirations of affluent residents [22][27] - The project is expected to set a new benchmark for luxury living in Tianjin, appealing to the city's elite demographic [18][22]

Group 1: Inventory and Sales Performance - The company measures inventory impairment based on the lower of cost and net realizable value, recognizing impairment losses when the net realizable value is below cost [3] - In the first four months of 2025, the company achieved a cumulative contracted sales area of 396,000 square meters, an increase of 11% year-on-year, with a contracted sales amount of 6.14 billion yuan, up 2% year-on-year [3] Group 2: Debt Management and Financing - The company aims to maintain a stable yet decreasing overall debt scale, with a comprehensive financing cost of 3.62% as of the end of 2024, down by 29 basis points from the beginning of the year [4] - The company has an approved loan quota of 40 billion yuan from the parent group each year, with borrowing rates not exceeding those from financial institutions [4] Group 3: Tourism and IP Utilization - The company is innovating its tourism business by updating existing projects and enhancing visitor experiences through themed events and IP integration [5] - The company is developing new products like "Water Park+" and "Family Entertainment Centers" to expand market reach and enhance profitability [5] Group 4: Real Estate Development Strategy - The company focuses on acquiring land in first-tier and strong second-tier cities, leveraging market conditions to optimize resource allocation [6] - The company emphasizes high-quality housing development, integrating new technologies and materials to enhance product standards [7] Group 5: Shareholder Engagement and Market Value Management - The parent company has completed a round of share buybacks, acquiring 64,877,064 shares to support market stability and investor confidence [7] - The company plans to continue enhancing market value management through communication with major shareholders and potential share repurchase initiatives [7]

Group 1 - The concept of "Good House" transcends traditional housing, representing a systematic reshaping of urban space and lifestyle [1] - "Good House" emphasizes the importance of living attributes in housing, moving beyond mere affordability to provide thoughtful and warm services within an affordable range [1] - The promotion of "Good House" faces institutional challenges, including policy design, incentive mechanisms for real estate companies, and performance evaluation systems [1] Group 2 - "Good House" serves as a touchpoint for improving people's livelihoods and a test for modernizing housing systems [2] - The focus of urban renewal is not just replacing the old with the new, but ensuring that more people can live with peace of mind and a sense of happiness [2] - The transition from "Good House" to "Good Neighborhood" and "Good District" reflects a governance philosophy centered on human needs [2]