Core Viewpoint - The 2025 Xi Shuo Property Annual Speech held in Shenzhen focuses on the theme "Deep Water Zone," addressing the challenges and transformations in the property management industry, emphasizing the need for reform and innovation to navigate current difficulties [1][4][7]. Group 1: Historical Context - The property management industry has evolved over 40 years, with total revenue reaching 16.9 trillion yuan and over 60 listed property companies, highlighting its growth and the challenges of maintaining rationality amidst rapid expansion [5]. - The theme "Deep Water Zone" symbolizes the industry's current state, where deeper issues and challenges require more advanced skills and strategies to navigate [9][10]. - Historical issues in the industry include outdated regulations, misalignment of interests among stakeholders, and a lack of effective management mechanisms, which have created systemic challenges [11][12]. Group 2: Current Challenges - The industry faces significant conflicts, including dissatisfaction with service quality, operational difficulties for property companies, and price competition leading to a decline in service standards [11][12]. - The "retreat wave" phenomenon indicates that property companies are exiting unprofitable projects, often due to owners' unwillingness to pay adequate fees, leading to service disruptions and community dissatisfaction [22][23]. - The lack of a strong "client" presence in property management, where owners do not actively participate in governance, exacerbates existing issues and hinders effective decision-making [34][36]. Group 3: Future Directions - The future of the property management industry lies in embracing new technologies and opportunities, such as facility management, asset management, and AI, to address emerging challenges [12]. - The industry must shift from a focus on short-term gains to a long-term service-oriented approach, emphasizing the importance of professional management and community engagement [57][60]. - The need for a comprehensive service model that integrates functionality, emotional value, and social responsibility is crucial for enhancing service quality and community satisfaction [79][81].

"没想到，一款手机小程序不仅给商业街区引来客流，更为社区共建找到了一批'合伙人'。"刘璟说。 2023年，东明路街道孵化出街区发展型社会组织——汇明心，意在运用社会力量激活社区共治。曾经是 互联网公司员工的刘璟转行从事社会工作后遇到的第一个难题，就是如何吸引年轻人参与社区治理。 东明路街道是个典型的老龄化社区，60岁及以上人口超过四成。社区内的年轻人，大多白天出门上班， 晚上回家睡觉，和社区缺乏连接。在走访摸排过程中，刘璟发现，有一类青年群体迫切需要社区的支持 ——创业者。他们需要创业前期的试错空间，或者引流支持。 因此，汇明心研发了一款手机小程序，利用数字孪生等技术还原街区地图，为街道居民及商户提供学 习、交流、工作的平台。居民点击"商业服务""街区活动"等栏目，就可获知消费优惠、社群活动等信 息；商家可在小程序上完成优惠券核销；创业者点击"东明社创"，创业、招聘补贴和法律服务等内容一 目了然。 "大数据分析显示，灵岩南路商业街的人流量位居上海街区前列，平台将继续加大对该街区的引流和补 贴力度。"不久前，上海市浦东新区东明路街道汇明心街区发展服务中心（以下简称"汇明心"）理事长 刘璟收到了某支付平台发来的讯 ...

Core Viewpoint - The article discusses the contrasting strategies of real estate companies in China, highlighting how the company 万华, under the leadership of 罗立平, has adopted a long-term, low-leverage approach to development, which has allowed it to thrive in a challenging market while others struggle with high debt and rapid turnover strategies [2][4][20]. Group 1: Market Overview - The top 100 real estate companies in China reduced land acquisition by 30% over the past year, with 85% of land purchased by state-owned enterprises, compared to 61% four years ago [2]. - Major players like 恒大, 碧桂园, and 融创 are facing liquidity crises and are unable to repay significant debts [2]. - 万华, however, has successfully acquired new land and continues to sell properties effectively, with its 麓湖生态城 achieving over 17 billion in sales in 2023, ranking third nationally [2][3]. Group 2: Company Strategy - 万华 has a unique development philosophy, focusing on long-term planning and community integration, contrasting with the high-leverage, high-turnover strategies prevalent in the industry [4][20]. - The company employs a Planned Unit Development (PUD) model, allowing for structured planning and the creation of smaller, manageable units within larger developments [7][30]. - 罗立平 emphasizes the importance of community governance and has initiated a community fund to ensure sustainable management of public spaces [10][44]. Group 3: Leadership and Vision - 罗立平, the president of 万华, has been with the company for 25 years and is known for his hands-on approach and commitment to quality over profit [6][10]. - He aims to create a "civilized and diverse new city" through innovative urban planning, drawing inspiration from successful international models [28][30]. - The company’s focus on community and social value reflects a shift from traditional profit-driven motives to a more holistic approach to real estate development [26][60]. Group 4: Community Engagement - The company has developed a community governance model that encourages resident participation in decision-making processes, fostering a sense of ownership and responsibility among residents [45][49]. - The community fund is designed to manage shared resources and ensure that public spaces are maintained effectively, addressing potential conflicts between residents and visitors [44][46]. - The governance structure includes representatives from various community sectors, ensuring diverse input and accountability [48][49]. Group 5: Future Prospects - 万华 plans to expand its commercial development alongside residential projects, leveraging its existing customer base to enhance profitability [59][60]. - The company is experimenting with retail concepts that prioritize customer experience and community engagement, aiming to create a vibrant commercial ecosystem [60][62]. - Future projects will focus on innovation and adaptability, with a commitment to continuous improvement and learning from past experiences [62][63].