Sino-Ocean Land: Responding to Change Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In 2010, Sino-Ocean Land Holdings Limited has been very successful, large real estate development company based in Beijing, China. Sino-Ocean Land three main business segments, property development, property investment / management, and other real estate related businesses. From 2005-2009, the company aims to become a leading regional developer with a diversified offer. This strategy has been successful, in the wake of the impressive growth in the Chinese real estate sector to 1998-2008, after the weakening of the Chinese state of the real estate situation. Although Sino-Ocean Land went public in 2007, its major shareholders are still state-owned enterprises. State retains a significant impact on the company and the real estate market in general. The case is considered the interaction between the company and the government, regarding land acquisition, financing and corporate governance. After the global financial crisis in 2008, Sino-Ocean Land to develop a new five-year strategic plan. Director-General Lee Min must struggle with the change in market dynamics and regulatory framework in order to decide the best course for the company. Key issues that must determine: whether the focus should be local or national, whether to continue with a diversified offer or specialize in one type of product, and whether to continue to develop in the first place, or move to investment property and holding ". Hide
by Nicholas P. Retsinas, Jeffrey Hu, Runjiao Xu Source: Harvard Business School 19 pages. Publication Date: June 27, 2011. Prod. #: 211107-PDF-ENG