商业房地产开发与管理（英文版）.docx

Commercial Real Estate Development & Management Practice
Second Edition

Yang Baomin Jiang He

Tsinghua University Press

First Edition in September 2006

Second Edition on June 1st, 2008

Contents

Chapter ⅠInnovative Operation of Commercial Real Estate Business in 21st Century

ChapterⅡ Talents Management and Corporation Administrative Mechanism
§1. Talents Management Theory and Commercial Real Estate Entrepreneur Evolution
§2. Optimal Mechanism of Corporation Management and Its Application in Private Department Stores

Chapter Ⅲ Strategic Considerations on Real Estate Group Company and Commercial Real Estate
§1. Consulting Research on Development Strategy of Real Estate and Retail Group
§2. Organizational Structure Design of Commercial Real Estate Corporation

Chapter Ⅳ Market Investigation and Construction Planning of Commercial Real Estate
§1.Innovative Model and Case of Market Investigation on Commercial Property and Retail
§2. Construction Planning Concept Innovation and Shopping Mall Example
§3. Investigation on England Birmingham Burling Shopping Mall and its Inspirations for Local Shopping Malls

ChapterⅤ Commercial Real Estate Investment Decision Making and Development Planning
§1. Research on Decision Making of Knowledge Innovation-Based Commercial Real Estate Investment
§2. All Process Planning and Development of Shopping Mall
§3. Design Exploration of Large Mall—Cases of China and US
§4. Global View of Outlets Development in China

Chapter Ⅵ Modern General Merchandise Trade and Commercial Real Estate
§1. Research on Modern General Merchandise Trade Chain Business Innovation and Famous Brand Output
§2. Business Innovation of Department Store for the White-collar Group on Commercial Pedestrian Mall or Shopping Mall
§3. Study on General Merchandise Trade Chain Business of SAKS 5th Avenue In New York US

Chapter Ⅶ Commercial Real Estate Investment Attraction
§1. Investment Attraction Planning and Its Implementation of Large Mall and Commercial Pedestrian Mall

Chapter Ⅷ Profit-Making Model Design of Shopping Mall
§1. Profit-Making Process of Shopping Mall
§2.Making Optimal Profit Via Theme Shopping Mall—Case of Venice Theme Shopping Mall

Chapter Ⅸ Development and Operation of Urban Building Complex
§1. Analysis and Comparison on Large Urban Building Complexes Between China and Japan
§2. Planning and Operation of Pivotal Rail Transit Urban Complex---Case of Planning of Shanghai Songjiang Rail Transit Property
§3. Development and Operation of Commercial Property in High Speed Railway Station
§4. Planning and Complex Study on Shanghai Hongqiao Traffic Pivotal Commercial Network
§5. Study on Urban Complex Development of Prefecture-Level Cities—Cases of Quanzhou City and Xuzhou City
§6. Optimal Profit-Making Model and Development Strategy of Urban Complex of Listed Company

Chapter Ⅹ Visual Merchandise Display Planning and Commercial Operation of Shopping Mall
§1. Visual Merchandise Display System of Shopping Mall—Cases of Europe, US, Japan and ROK.
§2. Operational Management of Shopping Malls in Shenzhen CBD—Case Study on Huaren Wanxiang Mansion

Chapter Ⅺ Development and Operation of Commercial Pedestrian Mall
§1. Investment Planning and Operational Innovation of Commercial Pedestrian Mall
§2. Study on Quanzhou Song Dynasty Commercial Development and Song Dynasty Commercial Block Recovery

Chapter Ⅻ Development and Operation of Large Wholesale Markets
§1. Development and Operation Planning of Theme Clothing Wholesale Market
§2. Urban Complex Development of Large Leather Market and Professional Mall

Chapter ⅩⅢ Study on Capital Structure and Operation of Commercial Real Estate Corporation
§1. Study on Optimal Capital Structure of Real Estate Enterprise
§2. Analysis on intangible asset Operational Theory and Practice of Real Estate Enterprise

Chapter ⅩⅣ Value Chain Management and Marketing Practical Innovation of Commercial Real Estate
§1. Systematic Application of Client Marketing Theory in Commercial Property Marketing
§2. Value Chain Theory and Its Application in Commercial Property Development

Chapter ⅩⅤ Commercial Property Project Management Innovation and Case Study

Chapter ⅩⅥ Large-Scale Real Estate Project Operation and Community Commercial Planning Practice
§1. Large-Scale Real Estate Project Operation and Planning Practice
§2. Mistakes Concerning Community Commercial Activity and Solution

Chapter ⅩⅦ Commercial Property and Urban Operation
§1. Interaction Between Commercial Property and Urban Operation—Cases of Dalian City and Xiamen City
§2. Comparison Study on Internationalization of Songjiang District As Satellite City of Shanghai Municipality
§3. Quanzhou City’s Sustainable Development Strategy and Commercial Planning for Next Fifty Years
§4. Study on Provincial Commercial Circle Development—Case of Changsha City

Chapter ⅩⅧ Study on leading Power of Commercial Real Estate Corporation

CD Supplements:
1. Report on Investigation of Japan Roppongi Hills Urban Complex
2. Reports on Investigation of Las Vegas Theme Hotels and Shopping Malls
3. Reports on Investigation of ROK Shopping Malls and Commercial Property
4. Training Textbooks on Large Commercial Complexes and US Department Stores by Mr. Yang Baomin

Foreword
Steps for Progress of Commercial Real Estate Professional Manager

Undergraduates need lots of basic skill training prior to being common professional managers, but transformation from a common professional manager to an excellent commercial property professional manager is as difficult as climbing Tower of Babel in ancient Babylon. Over two decades, more than ten billions yuan RMB has been invested in Chinese real estate, about one tenth of which has been failure or not perfect. We have paid much for mistakes caused by shortage of knowledge and stubbornness which can not be repeated by the current young people. Thanks to lots of practices of Chinese commercial property, sufficient provision of environment that incubates commercial property theory in combination with practices, the advanced text book for training commercial property professional manager has emerged as the times demand.
Domestic enterprises have paid much for mistakes in the filed of real estate business. For example, in 1992, a number of enterprises suffered great loss from projects in Hainan and Beihai. Many real estate enterprises were established after the national comprehensive treatment in 1993. To date, China has ranked 1st in terms of the number of real estate enterprise while its management level is lower and development scale is smaller. Commercial real estate development, an open and complicated system, is much more difficult than residential one.
Management of real estate enterprise needs extensive knowledge. Training of excellent real estate Entrepreneurs could help to facilitate the sector. Because commercial real estate management is much more difficult than residential one, cultivation of many experts on commercial real estate development and management could promote sustainable development of the sector. Compared with US and other developed countries, China has lagged behind in the commercial property operation, especially in the efficiency, so Chinese professional managers shall make much efforts to catch up with ones of developed countries.
In the practices of property development and Shopping mall operation, we were eager to benefit from textbooks of real estate and retail trade with aim to achieving mastery through practical operations. However, retail textbooks written by US famous professors cover little about shopping mall and urban complex, or just touch on brand-new business lightly, and details are old and have little link with the practices of commercial property development and operation. Some books about commercial property marketing focus on practices rather than complicated theory, though they are of help for our practices.
Since 1998, we have been focusing all spare time on commercial property theory study and its practice summing-up in order to achieve deeper understanding and mastery of commercial property.
We have been attaching much attention to learning from real estate study of advanced countries like US, UK, Japan and ROK. Since 2004, the author has been to the above-mentioned countries to have overseas investigation and written dozens of investigation reports on commercial property projects. The author has benefited lot from systematic study on urban complexes, shopping malls and department stores in these countries.
Each chapter of the book refers to about five doctor degree thesis or works in combination with investigating cases of US, Japan, ROK and etc. The book was used to train directors and professional managers on several occasions, for example, commercial property CEO seminars at Tsinghua University. Taking §2 of ChapterⅡ for example, we not only refer to key textbooks and doctor degree thesis on mechanism of corporation management, but combine the theory with practices as well. Additionally, we participated in consulting study on strategy and management of real estate and retail group companies.
Through the practices involved in billion-yuan property projects, New Mall Commercial Management Team has not only summarized successful experiences out of such projects as Shenzhen Oriental Times Plaza, Shenzhen Eastern Gate Commercial Pedestrian Mall, Shanghai Zhengda Plaza, Taiwan Taoyuan TESCO Shopping Mall and Seoul Doota Clothing Wholesale Market, but learned lessons from several projects which caused loss of hundreds of million yuan, including Wuhan Shopping Mall of Beyond Times Plaza, Chendu Rome Holiday Plaza and Shandong Lantian Commercial Pedestrian Mall of one listed company. Failure of these projects arose from shortages of knowledge, integration of expert talents, careless investigation and insufficient preparation. The enterprises shared weak enterprise culture, less team solidarity and little attention to knowledge management and innovation.
Since 2005, Shenzhen New Mall of Singapore StarUnion International, with its focus on top urban complexes, has benefited lot from investigation on Las Vegas and Japan Roppongi Hills Urban Complexes and achieved the serial research results of rail traffic pivotal urban complex which have been widely used by property development departments of subway and rail traffic companies all across China. Our achievements have been applied in commercial programming, construction planning and investment attraction regarding such projects as Traffic Pivotal Complex of Shanghai Songjiang University City, Changsha Olympic Complex, Urban Complexes of Quanzhou City and Xuzhou City, which has resulted in the significant increase of complex property value.
The book can also serve as training textbook for commercial real estate development and operation. The book, as slide show, was used in several seminars like International Commercial Property Operation and CEOs of Tsinghua University, Commercial Property Peking of Peking University, answering questions from high-level participants and providing solutions to many projects. So the book is very popular with many clients.
Many cases cited in the book are from field study and training. A number of domestic famous enterprises offered good opportunities for our research, including Suzhou Sipud Group, Xuzhou Central Department Store, Shanghai Mingjie Real-Estate & Development Company, Shanghai FORTE LAND CO., LTD, Jujian Western Strait Company, Beijing Yinxin Investment Development Company, Beijing Guotai Hengshen Group, Qingdao Etsong Group, Henan Shuanghui Real Estate Company, Henan Luohe Huadong Real Estate Group, SHUM YIP HOLDINGS, Nanfang Real Estate CO, LTD, Shenzhen FuTong Real Estate Group, SHENZHEN CATIC REAL ESTATE CO., LTD, Shenzhen Centaline Consulting Company, New World Realty Ltd, Shenzhen Cheungkei Group, Hong Kong Coastal Group, Idea Times Real Estate Planning Company created by Mr. Zhang Yiping, Xuzhou Pengyun Real Estate Group, Henan Taiji Real Estate Company, Hainan Changxin Real Estate Company and etc.
The author pursues the initiative spirit in the process of writing. For example, the layout model of commercial pedestrian mall is created and the design concept and way concerning the new business are put forward, which is the first of its kind. It is of much help for practices that the overall strategy of investment attraction for shopping mall and commercial pedestrian mall, integration with global commercial resource, especially European, American and Asian resources, is proposed.
New Mall has so far attached much importance to knowledge management and innovation and created its own management system regarding operation of shopping mall and commercial pedestrian mall. The book not only explores overall management of commerce and property, but operational interaction between key department store and overall commercial property as well. New Mall is one of companies that have IPR of general merchandise targeting white-collar group in China.
As of the developing process of large commercial real estate projects, we have created the standard process, innovating commercial property division theory, suggesting that knowledge extraction and sharing can decrease developing cost of commercial property projects by summing up many large-scale projects, which went beyond the traditional project management.
We have surpassed the technical limitation, putting forward the viewpoint that retail trade shall be one strategic one and systematically introducing the interacting relationship between urban management and commercial property.
The chapters concerning commercial property feature the following writing steps: reading→digestion→extraction→overseas investigation→practical planning and management cases. The author attempts to combine theory with practice in each chapter. Taking large shopping mall investment decision-making and planning for example, the author engaged in marketing planning work at Shenzhen Maoye Department Store, accumulated much experiences ranging from market investigation and business design, construction planning, investment attraction planning agency to commercial operation, and made breakthrough in commercial property operation via participation in Oriental Times Plaza, Shenzhen Metro Coastal Shopping Mall and Changsha Olympic Complex.
New Mall was independently in charge of projects like community commerce of SHUM YIP HOLDINGS, Nanfang Real Estate CO, LTD, Traffic Pivotal Complex of Shanghai Songjiang University City, Changsha Olympic Complex, Quanzhou Eastern City Complex and sixty-thousand- square meter shopping mall of Henan Zhonghui Plaza. Additionally, it provided commercial