In 2010, Sino-Ocean Land Holdings Limited was a extremely triumphant, large property developer located in Beijing, China. Sino-Ocean Land had three core business segments-property development, property investment/direction, and other real estate related companies.
That strategy was flourishing, riding the tide of dramatic expansion in the Chinese property sector from 1998-2008, following a loosening of Chinese state property regulations. The state preserved critical pressure on the company and also the housing market, in general. The case investigates the connections between the organization and the state, examining property acquisition, lending, and corporate governance.
Following the global monetary catastrophe of 2008, Sino-Ocean Land must formulate a brand new strategic plan. CEO Li Ming must grapple with the changing market dynamics and regulatory environment, to determine the most effective course for the firm. Key issues that he must determine are: whether the focus ought to be local or national; whether to continue with merchandise offerings, or specialize in a single product type; and whether to continue to pursue mostly development, or to switch to property investment and holding.
PUBLICATION DATE: June 27, 2011 PRODUCT #: 214C28-HCB-CHI
This is just an excerpt. This case is about FINANCE & ACCOUNTING
Related Case Solutions & Analyses:
Thunderball (C)
Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good
Lockheed Martin’s Acquisition of NationScape Inc.
Peter and Katie Buy Their First Home
Penn West Petroleum Ltd.
Whirlpool Europe
Seeing Profitability Through a Banking Lens
Enman Oil, Inc. (D)
Fundamental Enterprise Valuation: Invested Capital
Rockboro Machine Tools Corporation
