标签归档 上海后花园1314

In 2017, Country Garden’s sales reached a record 550.01 billion yuan, ranking first in the industry.

In recent years, Country Garden is undoubtedly the fastest black horse in the industry.

32.9 billion yuan in 2010

43.2 billion yuan in 2011

47.6 billion yuan in 2012

106 billion yuan in 2013

128.8 billion yuan in 2014

140.2 billion yuan in 2015

308.84 billion yuan in 2016

550.01 billion yuan in 2017

What are the secrets of its human resource strategy and human resource management system behind this rapid development?Let’s find out today.

01

"High-speed Motor" with Multiple Mechanisms

As the saying goes, "No rules, no Fiona Fang", for enterprises, a good operating mechanism can fully mobilize the enthusiasm of employees, enhance decision-making execution and employee responsibility. Country Garden’s development speed that peers can’t catch up with is mainly due to its unique mechanism, which makes it a high-speed motor under multi-gear joint operation;

Figure: Schematic diagram of the internal mechanism of Country Garden

Figure: industry consolidation and Standardization

Country Garden started from real estate construction and has a mature and independent real estate development chain, covering almost every link of development: from design, construction to decoration and property management, it can be undertaken and implemented by the company itself. This standardized and integrated operation mode based on industrial chain can effectively control the comprehensive development cost, and at the same time put some work ahead, realize the rapid turnover of the project and increase the competitive barriers of enterprises.

At the same time, Country Garden actively improves the informatization construction, "pocketing Country Garden", monitoring the project operation in real time and ensuring high execution: Country Garden has over 1,000 projects and over 100,000 employees. In order to better manage enterprises, Country Garden has carried out informatization construction. Country Garden managers can know all the data generated in the previous day in real time, such as investment, house sales, collection and so on, which is convenient for macro-decision. Local project general managers and even vertical line personnel can know the gap between themselves and assessment indicators according to real-time data. At the same time, the system designs the warning time of traffic lights for the progress of each business, strengthens node management and ensures the high execution of enterprises.

02

Partner-follow-up mechanism

Schematic diagram of Country Garden partner mechanism

Country Garden partner mechanism unifies the interests of employees and the interests of the company, fully mobilizes the initiative of internal employees, and promotes the project to reduce costs and increase efficiency.On the one hand, the introduction of concentric sharing mechanism in Country Garden will help the project to control operating costs more actively and improve the profit rate and return on investment of the group; on the other hand, it will allow employees to jointly invest, manage, share benefits and share risks with Country Garden according to their shareholding ratio, so that employees and the company can grow and develop together and effectively avoid "driver risk".

From the actual effect, the quality of project operation has been significantly improved, and excellent employees have made rich profits. Country Garden’s annual report for the first half of 2017 revealed that 733 concentric sharing projects have been declared, with accumulated contracted sales reaching about RMB 472.7 billion.Since the implementation of the follow-up investment mechanism, Country Garden has achieved remarkable results in the average opening time, net profit rate and annualized rate of return on its own funds.Since the implementation of the concentric sharing mechanism in 2014, the annual income of two regional general managers exceeded 100 million yuan in 2015, and by 2016, six people received year-end dividends of 100 million yuan, and the annualized rate of return of the company’s own funds was nearly 70%, which greatly inspired the morale of employees.

This partner mechanism was first inspired by Yang Guoqiang, the founder of Country Garden, from Wal-Mart’s shared partner system. It can not only make employees feel that they stand with the company at all times, but also effectively deal with the "driver risk" in the property market.

In the real estate industry,"Driver risk" refers to the risk relationship between the talents of the local responsible persons and the local sales performance. An incompetent person in charge, like a pilot with unbalanced flight, will bring a disaster to the company.What Yang Guoqiang needs to do is to fundamentally ensure that every "driver" everywhere is conscientious.

The talent incentive mechanism of "achievement sharing" and "concentric sharing" in Country Garden was born.

They were officially unveiled in 2012 and 2014 respectively. The latter is an upgraded version of the former, which is to let Country Garden employees participate in the project, benefit from the investment, and pay dividends through excess profits, so that everyone can pay more attention to creating value for the enterprise.

This partnership system was initiated by Yang Guoqiang,They all aim to make every "driver" devote more enthusiasm to work, and connect with the project more closely in the form of partners, so as to obtain greater returns.This is the benefit rope used by Yang Guoqiang to bind excellent external professional managers with Country Garden.

In 2012, Country Garden’s sales amounted to 47.6 billion yuan. This year began to implement the "achievement sharing" system, but in the first year of implementation, everyone will be skeptical. By the end of the year, someone found that he had earned 80 million yuan, so he asked Yang Guoqiang if he had given himself an extra zero. Yang told him that it was based on his performance and dividends. This incident stimulated many people in the company, and everyone found that the original incentive was not just empty promises.

"So by 2013, everyone was desperate."Liu Senfeng, president of Country Garden Jiangsu Region, said. At the end of 2013, Country Garden’s sales soared to 106 billion yuan, more than tripled, and since then it has crossed the threshold of 100 billion yuan.

The surge in sales of enterprises is related to the external factors of good market years, but people’s initiative has been mobilized, which has also made Country Garden show more wolf. This is finally reflected in the personnel income.

By the end of 2016, under the incentive system, the annual income of the general manager of Country Garden Project has exceeded 10 million, and the annual income of regional presidents has exceeded 100 million. It is Liu Senfeng who has earned more than 100 million yuan, and his Jiangsu regional project has invested 150 million yuan.

03

Vigorously introduce high-end talents

Country Garden always believes that outstanding talents are the source of sustainable development of enterprises, and regards talents as the first wealth. Since 2013, Country Garden has recruited doctors from famous universities all over the world through the "Future Leaders" program, and its strength and breadth are rare in China real estate industry. Through the extraordinary manpower construction, Country Garden has established a "Young Guards" far beyond its peers. Country Garden revealed in the first half of 2017 that a total of 588 doctors were included in the complete training plan.Country Garden has become a real estate developer with the largest number of doctors.

For example, Liu Senfeng, the general manager of Country Garden Jiangsu, was an old subordinate of Mo Bin when he was in China Construction Fifth Bureau, and later joined Country Garden. In 2016, the Jiangsu area under Liu Senfeng’s responsibility only relied on four cities to complete sales of 36.7 billion yuan, ranking first in more than 60 regions of Country Garden for four consecutive years.

1. The emphasis on high-end talents stems from a dialogue between big bosses.

One afternoon in the spring of 2013, there was a brief conversation between Yang Guoqiang, Chairman of Country Garden Board of Directors, and Ma Mingzhe, Chairman of China Ping An Insurance Group. At that time, no one could predict how this dialogue would change the fate of Country Garden.

The two exchanged ideas during a golf game, when Yang Guoqiang, 58, asked Ma Mingzhe, his age, a management question.

yang guoqiang

What’s your secret to managing Ping An’s trillion assets?

Ma Mingzhe

What secret can I have? It is to use excellent people. I have a lot of people with an annual salary of 10 million.

After returning, Yang Guoqiang said to Peng Zhibin, then general manager of Country Garden Human Resources:"I’ll give you 3 billion yuan, and you can find me 300 people."

Before this conversation happened—

example

In 2010, Mo Bin, general manager of China Construction Fifth Bureau, joined Country Garden as president. In 2015, his annual salary jumped to 6.054 million yuan, slightly higher than that of Yang Huiyan, vice chairman of Country Garden Board of Directors.

In 2013, Zhu Rongbin, director of China Shipping Group, joined Country Garden as executive director and co-president. Two years later, he got an annual salary of 5.536 million yuan.

In 2014, Wu Jianbin, also from China Shipping and China Construction, became the chief financial officer of Country Garden, with an annual salary of 6.195 million yuan in 2015.

By the end of 2016, Liu Senfeng from China Construction became the first regional president of Country Garden with an annual income of over 100 million yuan.

Looking back at the big talk, outsiders don’t know what kind of shock Yang Guoqiang has experienced. The market is changeable, and peers are constantly shuffling cards.The leap in the scale of Country Garden is closely related to a series of changes such as talent building, incentive system, architecture system and management thinking.

2. "What we want is’ wonderful flowers’"

The change of Country Garden started in 2010. That year, Yang Guoqiang increased its efforts to attract external professional managers.

At that time, Country Garden had just come from the financial crisis, and its headquarters was more than 200 people. It was located in a third-tier town like Shunde, and its corporate image, team building and external attraction were shaken several times.

Yang Guoqiang’s thirst for talents has reached the peak of impatience. He told Peng Zhibin, then general manager of human resources.: "Can you help me get a box, put a person in it, and then press the button and come out to know if the pedestrian is still not good, is it 60 points or 70 points?"However, there is no such box in the world. Excellent talents may not be successful in the new environment, but it takes more process to integrate into the organization.

General Electric Company (GE) launched the global talent recruitment plan in 1990, and its one-in-a-million selection method initially inspired Peng Zhibin and his human resource management team.

In 2013, they planned aThe new recruitment plan of "30% Master’s degree and 70% Doctor’s degree in the world".This plan has deeply influenced Yang Guoqiang, prompting him to make a new decision-to start the "Future Leaders Plan" and recruit doctors from famous universities all over the world. Country Garden promises these talents with high salaries and high career prospects, which is rare in the real estate industry in China.

▲ Country Garden "Future Leaders" Publicity Page

By the end of 2016, more than 400 doctors had joined Country Garden.

But Yang Guoqiang, who only has a high school education, is still not satisfied. He issued a latest mobilization order to the inside:

In 2017, Country Garden will recruit 300 new doctors, of which at least 200 doctors are recruited and opened overseas.

This is a heavy recruitment job, which means that in 2017, according to the selection rate of 10%, Peng Zhibin and the human resources management team need to interview about 3,000 people, with an average of at least 30 people every day, not including interviewing other management personnel.

In the past three years, he has interviewed more than 10,000 doctoral students, which has become one of the most important daily work of the human resources department of Country Garden.

In Peng Zhibin’s view,What these doctors have in common is that their EQ and IQ are both high and their interpersonal interaction ability is strong.Less willing to invest in scientific research, and hope to realize the value of life quickly. They belong to an alternative group of academic doctors, which is exactly the criteria for doctor selection in Country Garden. "What we want is wonderful flowers," Peng Zhibin said.

This group of "double-business" schoolmasters have different growth paths in Country Garden. They have a halo and have greater opportunities for training and promotion."Future leaders" all have corporate executives as mentors, and some will be chosen to be secretaries around Yang Guoqiang. After rotation training, they will go to the first-line training belt project, and those who perform well will be promoted in a short time.

In the last two years, doctoral students began to enter the team of regional presidents of Country Garden.

For example, Hu Guotao, president of Country Garden Australia, is a doctor who graduated from Imperial College, and has been in Country Garden for less than 3 years. Dr. Yu Runze, the chief strategy officer of forest city who once worked in the World Bank, has only joined Country Garden for more than two years.

The internal goal of Country Garden is to train more than 100 doctors to become project general managers, regional managers or higher by 2017.

3, the rules of the game of airborne troops

At the same time, senior professional managers continue to be reused. In recent seven years, the scale of Country Garden has leapt forward, and a large part of it comes from the contribution of senior professional managers.Yang Guoqiang’s team of professional managers has grown from Mo Bin, the airborne president in 2010.By the end of 2016, there were more than 1,400 foreign professional managers in Country Garden, and most of them found a sense of professional existence in Country Garden.

Different from peers, most of them are used to internal training and promotion of regional managers.The internal cultivation speed of Country Garden can’t keep up with the development speed.Therefore, many regional presidents are airborne from outside. These professional managers often have excellent performance history, and once they are endowed with the rights and responsibilities of government officials, they can often open up a new world in a regional market with dull performance.

In 2016, in the internal ranking of Country Garden’s regional performance, Shandong region performed generally. The whole Shandong market is about 640 billion yuan, while Country Garden accounts for less than 0.7%. Zhuang Qingfeng, the assistant president of the group, immediately parachuted into Shandong and served as the regional general manager. He was a star professional manager from China Shipping. He once earned nearly 17 billion yuan for China Shipping in five years with only one real estate project.

The presidents of Country Garden Jiangxi, Shanxi and other regions are all headed by new outsiders in 2016.Under the guidance of performance, personnel replacement occurs at any time. Regions are also beginning to split, and some regions with poor performance will be merged into the surrounding regions with good performance.

In Country Garden, there are as many stories about the resignation of the regional president as the reward of merit, and the rules of the game in Country Garden are to make waves and wash sand.. "We have a lot of old players who have left. If the performance is not good, they will be eliminated, and you only have one year."A human resources person in Country Garden said.

04

Adjust the management structure according to the development scale

In July 2010, after Mo Bin came to Country Garden as the president, the first thing he set out to do wasLaunch a comprehensive management structure reform.To improve the operational efficiency of enterprises.

Previously, Country Garden’s management mode was strong control by the group, and directly connected with local projects. The regional configuration is relatively simple, usually a regional president plus an office director, plus a driver. The region does not have much real power and visibility in the whole group.

By 2010, Country Garden’s national projects showed increasing momentum, and Yang Guoqiang began to have more expectations for the growth of performance scale.In order to match the expanding development speed in the future, Yang Guoqiang instructed Mo Bin to change his mind and build Country Garden into the usual management framework of a large real estate enterprise.

In the future, Yang Guoqiang hopes to continue to enlarge the region and eventually merge and cut it into 10 regions. Make 10 "small country gardens", which are mutual interests. The authority of financial management is still in the hands of the group to avoid a real "captaincy".

In the gradual decentralization of the group, in the past six years, each region began to become a small kingdom under Country Garden, and it became a self-contained. Regional presidents become little kings, and their achievements are judged by regional sales performance. The scale of each region eventually merged to form the "Big Mac" of Country Garden with hundreds of billions.

At the headquarters executive meeting held once a month in Country Garden, the regional "kings" will sit in the front row according to their performance, and their performance will be impressive.

Market competition is cruel, performance is king, survival of the fittest. The ups and downs of the vice president of the group can best explain this point. If the total performance of the region is outstanding, it will be promoted to vice president of the group, but if the performance falls behind one year later, the position of vice president of the group will be lost.

05

Be Huawei in the real estate industry

Similar to Vanke, Country Garden also hopes to become Huawei in the real estate industry. Within Country Garden, Huawei is the benchmark. In the past six years, some shadows of imitating Huawei can be seen in a series of changes in Country Garden.

Huawei is an international company, which has a bright spot in the design, architecture, process and even information system at the top of the strategy.The corporate culture is wolf-like, with high execution, while the interpersonal relationship within the enterprise is relatively simple, and its talent strategy leads the world.As early as 2003, Huawei recruited more masters than the number of college students who graduated from Seoul, South Korea. This was once considered by the industry to be the reason why Huawei can surpass Samsung. Ren Zhengfei’s talent motivation is stronger than Yang Guoqiang’s, and he says that he wants to train professional managers with an annual salary of hundreds of millions. In terms of business innovation, Huawei also planned to enter the "no man’s land" and explore the blue ocean market.

All this is what Country Garden is doing.The difference is that the transformation of family business has a long way to go. Although many professional managers have been introduced, at least five seats in Country Garden’s executive list are related to Yang Guoqiang.

06

Incubation and Training System of Management Talents

Country Garden Group’s "Leadership Development Project" is a "Whampoa Military Academy" to build professional managers and provide high-end talents for the company’s national strategic expansion.Aiming at the four different stages of talent development in Country Garden, namely, reserve management cadres, middle managers, middle and senior managers and senior managers, the Leadership Development Project has formulated personalized sub-brand planning projects-"Xinyu" plan, "Spreading Wings" plan, "Leading Xiang" plan and "Nirvana" plan.Innovative enterprise talent training mode, forming a symbolic enterprise training project brand.

The four plans cover different levels of enterprise management, radiate different stages of talent training and development, incubate and cultivate management talents in the whole process and for a long time, and create an integrated management talent training model for enterprises.

Let’s focus on the Nirvana Plan-training future regional presidents.

In order to further promote the construction of the leadership echelon of the Group, Country Garden has implemented the Nirvana Plan to focus on training regional core managers, with a view to exporting important personnel of enterprise executives with the help of professional training plans.

A. Overview of Nirvana Plan:

As early as 2010, Country Garden implemented the Nirvana Plan. After five years of mature development, it has delivered more than 70% of senior management talents for enterprises. Qualified potential talents are selected in the form of global selection, and they are professionally evaluated. Professional evaluation is carried out through online evaluation of FLA, and six centers jointly issue questions to train future regional presidents in many links.

B. Selection criteria

As a leader in the real estate industry, Country Garden will pay more attention to the operational ability and team management ability of talents in the selection process. In order to better control these abilities, Country Garden will be evaluated by the vice president of operations, the vice president of engineering and the vice president of human resources.

After reporting in the evaluation process, the selected talents will enter the enterprise talent pool, which actually ensures the state of strict entry and strict exit, as well as the result of selecting the best among the best. In the follow-up work, HR will continue to follow up and arrange corresponding work every month.

C. Training planning

Country Garden will regularly carry out intensive training according to the overall training and learning plan, mainly focusing on the training of talents’ organizational ability, leadership and professionalism. The semester lasts for two years, because Country Garden firmly believes that only long-term persistence will get the due return.

D. Curriculum design

Curriculum design is mainly around students’ organizational ability, and it is integrated into leadership courses, and all-round training is carried out through employees’ thinking, ability and governance model.

E. Curriculum design-professional competence

Before all professional courses are studied, professional tests should be carried out, and professional curriculum design should be carried out through investment, financial funds and costs, marketing, operation and engineering.

F. Evaluation method of talent pool outbound

At present, Nirvana Plan has successfully delivered a number of regional presidents for enterprises.

According to the person in charge of Country Garden Project, the success of Nirvana Plan firstly benefits from the attention and personal participation of enterprise executives, otherwise it will be difficult to land, or even will not be recognized internally. Secondly, the professional strength of human resources plays a great role in the growth and evaluation of talents, and finally lies in the execution of enterprises, which has greatly helped the success of the project.

Overview of Lu Country Garden’s Human Resource Management System

(Note: Although the data is from 2013, we can still get a glimpse of the leopard.)

Recent course recommendation

(7.16-17 Shanghai | Strategic Talent Planning, scan 2D or click to read the original text to view the course outline)

• This course is based on Mr. He Xin’s experience as the general manager of functional departments and the president of corporate universities in many Fortune 500 companies, such as Country Garden, Ping An, Wanda, China Resources and Carrefour. He participated in and led the implementation and consultation of talent planning, training and exhibition in many first-line enterprises, and made a comprehensive and in-depth study. All viewpoints and cases in the course are centered around the practice of the world’s top 500 enterprises, covering central enterprises, private enterprises and foreign enterprises. Case teaching is combined with tool summary, integrating theory with practice and applying it flexibly.

• Fully understand the key implementation elements of talent strategy, and master the training and development tools for key positions;

• Guided by the case of benchmarking enterprises (challenges and solutions), we should think about the design, implementation and landing of our own enterprise talent strategy.

Wonderful recommendation in the past

Three tables to establish a strategic-oriented performance index system

Shen Yue’s Talk on Localization of Foreign Enterprises and HR’s New Strategic Thought

Kang Lan, Chief Talent Officer of Fosun Group: International Talent Strategy of China Enterprises

From strategy to implementation, establish a human resource management system to promote business growth.

Organizational transformation, HR are you ready?

　　With the country vigorously promoting the construction of charging and replacing infrastructure, and encouraging enterprises to develop models of replacing electricity, the mode of replacing electricity has stood on the forefront. At the end of October 2021, the Ministry of Industry and Information Technology issued the "Notice on Launching the Pilot Work of New Energy Vehicle Switching Mode Application", and a total of 11 cities were included in the pilot scope. The launch of the pilot project urgently requires the introduction of standards for power exchange facilities. In order to implement the Development Plan of New Energy Vehicle Industry (2021-2035), promote the application innovation of new energy vehicle power exchange mode and support the realization of the goal of "double carbon", the group standard of "Code for the Construction of Shared Power Exchange Station for Electric Passenger Cars" (hereinafter referred to as the "Standard") was officially released recently, with the specific objectives of strengthening the research and development of key technologies, accelerating the construction of power exchange infrastructure and promoting the application of power exchange mode vehicles, and accelerating the formation of new energy vehicles.

　　Since 2008, China has started to promote the electric exchange mode in the field of pure electric buses. However, due to the policy environment, technical level, cost factors and market scale at that time, the electric exchange mode has not been widely used. In recent years, with the progress of power exchange technology, the reduction of power exchange station construction cost and the continuous improvement of power exchange standards, enterprises represented by Beiqi New Energy, Weilai Automobile and Aodong New Energy have begun to increase the research and promotion of power exchange modes. However, due to the universality of cross-brand, multi-vehicle, power exchange platform and device technology, battery pack communication protocol, electrical connector technology, liquid-cooled connector technology, battery pack technology, power exchange mechanism technology, data safety management early warning analysis and other technologies, a power exchange station can only serve a single vehicle brand or even a single vehicle model, which leads to the contradiction between the increasing demand for station construction and the limited land and power resources.

　　With the development of the pilot application of power exchange mode, in order to meet the work deployment and requirements of the country to adhere to the market-oriented approach to promote the exploration of innovative power exchange business models, the Standard was issued at the right time, which can verify the technical feasibility of shared power exchange stations in the form of more flexible and inclusive group standards and lay a solid foundation for further innovation and large-scale application of business models. At present, the idea is to promote the sharing power exchange technology to the market in a "three-step" way.

　　In the first step, in addition to the shape and size of battery pack, interface structure, communication protocol, electrical connector and water-cooled pipeline interface, the shared power exchange station will realize the unlocking of mechanical locking mechanism, replacement of platform, handling equipment, safety protection facilities, vehicle identification system, battery pack storage shelf, power system, charger, infrastructure and other basic resources on the basis of sharing. Among them, it includes using the cloud platform to realize interconnection and intelligent identification.

　　In the second step, with the gradual expansion of the number of enterprises participating in the power exchange mode, the shared power exchange station will further realize the sharing of vehicle platforms on the basis of sharing communication protocols and electrical connectors.

　　In the third step, the shared power exchange station will eventually realize the sharing of battery pack platform and battery module.

　　It is hoped that by providing the industry with unified technical requirements for sharing the power exchange station, the power exchange mode will become the active choice in the energy supply market of electric vehicles. Of course, this is a huge and complicated market operation system, which requires the close cooperation of car companies, operators, power companies and land resources parties, and the industry needs to provide technical possibilities for this business model, so that all participants can jointly establish a sustainable business model.

　　From the content of the Standard, it includes 13 parts, including general rules, technical requirements for power exchange platform and device, communication protocol requirements for battery pack, vehicle identification system requirements, technical requirements for battery pack, technical requirements for vehicle power exchange mechanism, technical requirements for electrical connector, technical requirements for liquid-cooled connector, etc. It also defines the requirements for charging equipment, handling equipment and battery storage system of shared power exchange station for electric passenger cars, as well as technical requirements for data safety management and risk early warning analysis. In addition, it also puts forward requirements for safety protection and emergency measures, site selection and planning, and safe operation of the power station. It can be said that the "Standard" regulates the sharing of power stations for electric passenger cars from all levels, so that the construction and management of power stations can be followed.

　　For example, the Standard clearly points out that the steps of power replacement include seven steps: vehicle and station authentication and identification, vehicle positioning, battery pack unlocking, battery pack transfer, battery pack locking, vehicle self-inspection and order settlement. The key stages of the development of shared power exchange include five stages in the order from easy to difficult: resource sharing, power exchange equipment sharing, power exchange interface standardization, power exchange system and battery standardization, and vehicle chassis standardization.

　　It should be pointed out that sharing is not all-inclusive, but something should be done. In the process of compiling the Standard, all major participating enterprises made compromises for the common goal of the industry to a greater or lesser extent, and made efforts to improve the economy, convenience and ease of use of the shared power exchange station on the premise of ensuring the safety, reliability and stability of the use. Therefore, the Standard does not include all locking mechanisms, and there are only two types of locking mechanisms for replacing the integral battery pack of electric passenger cars-snap-in locking mechanisms and wedge-shaped (threaded) locking mechanisms. In addition, in order to establish a business model of shared power exchange, the types of battery packs should not be too many, otherwise the shared power exchange station needs to reserve many battery packs with different specifications, which reduces the economy.

　　(The author is the director of the Technology and Certification Department of China Electric Vehicle Charging Infrastructure Promotion Alliance, and the main drafter of the Code for the Construction of Electric Passenger Car Sharing and Switching Stations) Liu Kai’s China Auto News (2022-01-24 002 edition)

Kun Shang Wu [2023] No.2

County (city) district, development (holiday) district commercial departments, relevant offices (units) of the bureau, relevant enterprises:

According to the spirit of "Notice of Yunnan Provincial Department of Commerce on Doing a Good Job in the Pilot Work of Chain Operation Development", in order to do a good job in the pilot project of chain operation development in our city, our bureau has studied and formulated the "Kunming Chain Operation Development Pilot Implementation Plan", which is hereby printed and distributed to you, please earnestly implement it. Work and experience summary shall be submitted to the Municipal Bureau of Commerce in a timely manner.

Kunming Bureau of Commerce

January 11, 2023

Kunming chain operation development pilot implementation plan

In order to better build a large domestic cycle, stimulate economic vitality, and promote the effective improvement of quality and reasonable growth of quantity, we insist on focusing on the real economy in developing the economy. According to the spirit of Notice of Yunnan Provincial Department of Commerce on Doing a Good Job in the Pilot Work of Chain Operation Development, give full play to the role of chain operation in expanding the effective supply of goods and services, expand domestic demand, promote consumption, ensure production and serve people’s livelihood through the development of chain operation, continuously improve residents’ consumption convenience and quality of life, and create a "new engine" for consumption upgrading, so as to ensure the development and growth of chain operation in our city and smoothly promote the pilot work, and formulate this plan.

I. Guiding ideology

Guided by Socialism with Chinese characteristics Thought of the Supreme Leader in the New Era, we will fully implement the spirit of the 20th and 19th plenary sessions of the Party, persist in promoting high-quality development, and meet the people’s longing for a better life and demand for convenient consumption in accordance with the principle of "market-oriented, basic guarantee, rational allocation, harmonious business and residential development". With the development idea of "government guidance, market operation, focusing on people’s livelihood, optimizing layout, improving functions and simplifying licensing", we will promote the "six unifications" of chain operation (unified image identification, unified store management and control, unified facility configuration, unified service standards, unified commodity procurement, unified logistics and distribution), focus on retail, catering and other industries, and combine various formats serving people’s livelihood in a chain operation way to cultivate a number of large-scale and large-scale enterprises.

Second, the basic principles

(1) Government guidance and market dominance. Give full play to the guiding role of government planning, improve the policy system and increase investment in public resources. Give full play to the decisive role of the market in resource allocation, encourage all kinds of social subjects to participate in chain operation, and enhance the service function and sustainable development ability of chain operation.

(two) people-oriented, basic protection. The pilot construction of chain operation development must adapt to the construction and development of livable environment system, meet the requirements of livability, convenience and benefit, convenience and speed, safe consumption and no nuisance to the people, gradually realize the daily consumption of residents in the community and continuously meet the growing needs of the people for a better life.

(3) Scientific planning and rational allocation. The pilot construction of chain operation development should be coordinated with the land space planning and commercial network planning, with overall allocation, moderate advance, synchronous planning, synchronous design and synchronous construction with residential and other public facilities to avoid waste of resources. Commercial facilities should be rationally allocated in the renovation of old residential areas.

(4) Intensive construction and harmonious business and residence. Combined with the implementation of urban renewal, revitalize the existing facilities resources, focus on the construction of new facilities, improve the efficiency of facilities, and advocate "one store with multiple functions and one store with multiple functions" on the premise of ensuring safety to avoid large-scale demolition and construction. Create a harmonious consumption environment for business and residence, coordinate the business environment with the living environment, and match the development of business format with the needs of residents.

(5) Innovation-driven and diversified development. In addition to conforming to the norms, the pilot construction of chain operation development should also implement the current relevant national, provincial and municipal norms and industry standards. Encourage chain operation to develop into standardization, specialization, intelligence and specialization. Adhere to the typical guide, give play to the role of demonstration, and guide the standardized and orderly progress of the pilot construction of chain operation development.

Third, the main objectives

Adhere to high-quality development, around the construction of a modern economic system, in accordance with the commercial development layout plan of Kunming (2021-2030), support the extension of chain operation to multi-industries, multi-formats and rural areas, promote the innovation of community commercial formats in the form of chain operation, and expand convenience and value-added services. Strive to complete the mid-term goal of the pilot by the end of 2023: more than 3 chain stores will be added in the city, more than 50 brand chain convenience stores will be added, more than 100 chain stores will be added, and two or three chain stores with more than 200 stores will be cultivated; The final goal of the pilot project will be completed by the end of 2024: the number of chain stores will increase by 200 on the basis of 2023, and the coverage rate of chain stores will increase by 10 percentage points. Coordinate the chain operation and the pilot construction of the "15-minute convenient life circle", support chain convenience stores to enter the community, and realize the full coverage of 15 pilot communities of the "15-minute convenient life circle".

Fourth, the key work

　(1) Guide the large-scale development of chain enterprises. Cultivate and develop a number of large-scale chain enterprise groups with strong competitiveness based on local and cross-regional development. Promote Kunming time-honored brands and brand enterprises to highlight their main business, and expand their brand advantages by developing chain operations. Encourage chain enterprises with the same format to reorganize through mergers and acquisitions, equity participation, brand output and other forms, accelerate resource integration, and achieve low-cost expansion and cross-regional development. Encourage and support qualified chain enterprises to go public, and enhance their financing ability and development potential.

(two) improve the chain convenience service outlets. Incorporate convenience commercial facilities such as chain stores into the urban public service infrastructure system, clarify the technical requirements for planning, and implement the requirement that the area of newly-built community commercial and comprehensive service facilities accounts for no less than 10% of the total construction area of the community. Cultivate a number of chain brands with high market recognition, strong brand value growth and convenient and high-quality supporting services. Combine the development of chain operation with the construction of community commerce and rural circulation network to support a number of chain enterprises in the field of people’s livelihood. Encourage brand chain enterprises to enter the community, support chain commercial service enterprises related to people’s livelihood to set up outlets in the community and rural areas, give full play to the advantages of brand chain operation, provide standardized, convenient and high-quality services, improve the standardization level of people’s livelihood consumption supply side, and enable residents to consume conveniently and safely.

(3) Expand the level of chain operation industry. Promote the chain operation to multi-field and deep-level expansion. Encourage chain operation to extend from traditional commercial service fields such as commercial retail and catering to more other service fields, accelerate the development of chain operation in domestic service, health care for the aged, new bookstores, fresh supermarkets, child care, entertainment and fitness, information consultation and other service industries, and improve the industry coverage of chain operation. Encourage chain enterprises to develop direct chain stores with capital as the link, learn from the management mode and technical means of foreign franchising, and use franchise development, which is a connection mode of goods, trade names, brands, skills, distribution and management, to promote the standardized development of franchising.

(4) Promoting the innovation of chain business model. Encourage chain enterprises to develop new models and technologies and give play to their leading role in new consumption. Support chain enterprises to establish trade alliances or horizontal alliances cooperation relations, and increase the proportion of self-operation through centralized procurement, cooperative procurement, buyout operation and development of their own brands; Encourage chain enterprises to give full play to the advantages of logistics, service and experience of offline stores, and integrate with online business flow, capital flow and information flow to realize complementary advantages and integrated development of online and offline; Support chain enterprises to use e-commerce platform to innovate service mode, and provide intensive and convenient services such as online booking, online booking, door-to-door service and community distribution.

(5) Improve the information technology and logistics support system. Promote chain enterprises to use information technology for supply chain integration, strengthen upstream and downstream cooperation in the industrial chain, and meet personalized and diversified consumer demand. Improve the socialization, standardization, informationization and specialization of logistics distribution, support chain enterprises to carry out the construction and renovation of standardized distribution centers and store facilities and equipment, encourage the application of technologies such as the Internet of Things and big data in the logistics distribution system, support the construction of a unified distribution information service platform, and improve the proportion of unified procurement and centralized distribution of goods by chain enterprises; Encourage chain enterprises to cooperate with third-party logistics, support the construction of urban logistics distribution terminal network, encourage the promotion of common distribution mode, strengthen the construction of cold chain logistics system, and improve the efficiency and level of distribution.

(6) Optimize the access approval mechanism. Further optimize the approval process, shorten the approval time for chain enterprises, and provide convenient registration services for chain enterprises. For chain enterprises whose business scope does not involve licensed operation, the trial registration of "one photo and multiple addresses" requires only one business license in the first district. If other direct stores are set up in the district, the registration of one photo and multiple addresses will be handled, and the registration of branches will no longer be handled. Explore and simplify the examination and approval procedures for tobacco business. Further refine the food business license standards, implement the "notification commitment system" for food business of brand chain convenience stores, carry out simple food heating convenience services for chain convenience stores, simplify the licensing procedures and requirements, and shorten the time limit for food business license review and certification.

(seven) to strengthen the construction of chain professionals. Improve the multi-level training system for business circulation talents in colleges and universities, vocational colleges, social vocational education and enterprise training, and promote the growth of compound high-end business talents, information services, logistics and distribution and other chain management talents. Support industry associations to carry out industry talent training, encourage chain enterprises to improve their own talent incentive mechanism, and maintain the relative stability of the talent team.

V. Support measures

(1) Cultivate brand chain leading enterprises. Introduce and cultivate a number of large and medium-sized brand chain enterprises with strong competitiveness based on local and cross-regional development, promote the development of chain enterprises, encourage and promote qualified chain enterprises to "go global" around the construction of Kunming as a regional international center city, and promote the cross-regional development of chain enterprises. For well-known international and domestic chain enterprises to set up their headquarters in our city, they can enjoy the relevant policies of the city’s headquarters economy in line with the conditions. For chain-operated enterprises that set up headquarters or branches in our city according to the requirements of the "six unifications" standard and the number of newly-added stores exceeds 20, a one-time subsidy of 10,000 yuan will be given for each newly-opened direct-operated store with an operating period of not less than one year, and a one-time subsidy of 5,000 yuan will be given for each newly-opened franchise store with an operating period of not less than one year. The maximum subsidy enjoyed by single-family chain enterprises is not more than 300,000 yuan. For newly opened (acquired) chain stores outside the city, a one-time bonus will be given according to the standard that each store does not exceed 15,000 yuan. For newly opened franchise chain stores, each store will be given a bonus of 5,000 yuan, and single-family chain enterprises will enjoy the maximum subsidy of 400,000 yuan.

(2) Digital empowerment chain management development. Encourage chain enterprises to make full use of modern information technology, promote chain stores in online to offline, carry out omni-channel operation, and provide residents with online orders, offline experience, home delivery, community group purchase and other services. Encourage chain enterprises to improve the coverage of digital management, explore the development of new convenient retail terminals such as smart retail cabinets, support chain enterprises to improve the level of intelligent management, and support enterprises to establish a smart supply chain driven by consumer big data, such as commodity procurement, inventory management and order management, to improve operational efficiency. Support the promotion of mobile payment technologies such as self-service settlement, code scanning payment and face-brushing payment, and adopt commodity management technologies such as digital shelves, electronic price tags and wireless radio frequency. For newly-built digital management (mainly including: face recognition system, big data analysis system, mobile payment system, and intelligent APP system), the chain enterprises will be awarded with a total investment of no more than 30% and a total amount of no more than 200,000 yuan.

(3) Develop joint distribution to reduce costs and increase efficiency. Support chain enterprises to build a modern logistics distribution system, build central kitchens, fresh food factories and other facilities, and establish a whole cold chain distribution system. Support chain enterprises to adopt third-party social logistics services, adopt cold chain cloud warehouse, joint distribution, LTL logistics and other modes, improve the front warehouse and distribution function of stores, promote online and offline integration, enhance distribution capacity and improve distribution efficiency. Subsidies will be given to chain enterprises that build and transform distribution centers or adopt third-party logistics services (set up distribution centers) for unified distribution. For chain enterprises that use third-party socialized logistics services, the top five chain enterprises with socialized logistics services will be given a one-time award of no more than 80,000 yuan respectively.

(four) to promote the development of convenience store brand chain. Support convenience store industry organizations to carry out standardized demonstration convenience store creation activities, and create a number of leading brand chain convenience stores. Support convenience stores to optimize the supply of goods and services, develop their own brand goods, expand the sales of old brands and green products in Kunming, and provide convenience services such as operating fresh vegetables, books, audio-visual publications, collecting and distributing, laundry and housekeeping. Support the development of unmanned convenience stores and 24-hour convenience stores, and improve the convenience service level by increasing unmanned convenience stores and 24-hour convenience stores. For chain convenience stores that adopt "six unifications" to open flagship stores and demonstration stores, each newly opened direct store will receive a subsidy of 20,000 yuan; For chain convenience store enterprises to open (acquire) more than 30 ordinary stores, each newly opened direct-operated ordinary convenience store will receive a subsidy of 10,000 yuan, and each newly opened (acquired) convenience store will receive a subsidy of 5,000 yuan. Single-family chain enterprises will enjoy the subsidy up to 300,000 yuan every year.

(five) to encourage chain enterprises to participate in the construction of county commercial system. Encourage brand chain enterprises to carry out agricultural supermarket docking. Encourage chain enterprises to take "convenience for the people and service for agriculture" as the purpose, guide the masses to invest in the construction and renovation of storefronts, lease companies and promote the development of rural chain convenience stores in the construction of chain outlets. For chain enterprises that directly supply agricultural products to our city, each new direct supply store will be given a one-time award of 10,000 yuan, and the single-family chain enterprises will enjoy the maximum subsidy of 200,000 yuan every year; For chain-operated enterprises to build new direct-operated stores or upgrade franchised stores in rural areas, a one-time award of 10,000 yuan will be given for each new store, and the maximum subsidy for single-family chain enterprises will not exceed 300,000 yuan every year.

(six) to carry out the pilot construction of "a quarter of an hour convenient life circle". Encourage chain enterprises to carry out diversified operations, improve the convenience service level, and add self-service equipment services, collection agency services, express access services, commodity pre-order services, health care services, child care services, and housekeeping services. Through the development and expansion of chain operation, it will form a strong support for building a 15-minute convenient living circle. By filling shortcomings, enriching formats, expanding the main body, innovating service capabilities, and integrating online and offline development, a 15-minute convenient living circle demonstration system with accurate positioning, distinctive features and convenient consumption will be initially formed. For chain enterprises to achieve full coverage of the "15-minute convenience life circle" pilot community by improving their outlets, they will be given 10,000 yuan up to 300,000 yuan for each new direct outlet, and 5,000 yuan up to 150,000 yuan for each new franchise outlet. This award can be enjoyed repeatedly with other awards in support measures.

(seven) to promote the development and growth of socialized service of chain operation. Carry out industry standardization construction, support industry associations and social organizations to conduct in-depth research on chain operation in Kunming, compile the Development Report of Chain Operation in Kunming, put forward industry development measures in a targeted manner, and formulate local convenience store operation norms, convenience store service operation norms and chain convenience store rating norms to promote industry standardization management. Support industry associations and social organizations to carry out industry appraisal and recognition and vocational skills competitions, strengthen industry propaganda, integrate resources, build bridges, and promote the unity and cohesion of chain operation industries. For third-party organizations to carry out the above activities, financial support of not more than 300 thousand yuan will be given.

VI. Relevant guarantees

(1) Strengthen organizational leadership. A leading group for promoting the development of brand chain operation industry in Kunming, headed by the deputy mayor in charge, was established, with the Municipal Bureau of Commerce, the Municipal Finance Bureau, the Municipal Market Supervision Bureau, the Municipal Urban Management Bureau, the Municipal Government Affairs Service Bureau, the Municipal Culture and Tourism Bureau, the Municipal Health and Wellness Committee, the Municipal Education and Sports Bureau, the Municipal Natural Resources Planning Bureau, the Municipal Agriculture and Rural Bureau, the county (city) district people’s governments and the development (holiday) district management committees as members, and the leading group office was located in the Municipal Bureau of Commerce. Take the lead in promoting the development of the city’s brand chain operation, regularly organize member units to hold work promotion meetings, establish a regular information reporting system, and collect and sort out the work promotion of various regions and departments.

(2) Clear division of responsibilities. Counties (cities), districts and departments, in combination with territorial management and division of functions, strengthen coordination and cooperation, actively break the bottleneck, increase the intensity of "streamline administration, delegate power, strengthen regulation and improve services", and incorporate the pilot construction of chain operation development into key government projects to protect people’s livelihood as an effective means to implement the strategy of expanding domestic demand, do a good job in "six guarantees" and implement the task of "six guarantees". Strengthen departmental linkage, the competent departments of commerce and housing construction should focus on strengthening work guidance, and the departments of development and reform, civil affairs, finance, human resources and social security, natural resources, culture and tourism, taxation, market supervision, finance and postal management should play their functional roles, implement supporting policies, strengthen supervision and management, optimize the business environment, and jointly promote the healthy and orderly development of the pilot chain operation.

(3) Do a good job in statistical monitoring. Strengthen the information monitoring and data statistics on the development of chain stores, encourage third-party organizations such as chain store associations to publish the development status and trends of the industry in time, provide reference and guidance for enterprises, and focus on statistics and monitoring the chain stores of enterprises with a certain number of chain stores, especially retail stores, fresh food stores, fruit shops, drugstores, etc., which focus on protecting people’s livelihood, from quantitative indicators such as the number of stores, sales volume and number of employees, so as to understand and master the chain operations of enterprises.

(4) Standardize fund management. Do a good job in organizational guarantee, strictly evaluate the performance process, strengthen the main responsibility of performance management, and improve the efficiency of fund use. For chain convenience stores that meet the requirements and pass the acceptance, they will be subsidized and supported. After examination and approval according to the procedures, they will issue incentive subsidy funds, and the required funds will be charged from the pilot subsidy funds for chain operation and development in our city issued by the Provincial Department of Finance. The whole process of enterprise incentive fund allocation is disclosed, and it is subject to supervision, auditing, financial and social supervision. If there are illegal acts such as fraud, the qualification will be cancelled, and the relevant policies will be stopped. The allocated funds will be recovered by the place where the enterprise is located, and its dishonesty will be recorded in the credit information of the enterprise.

(5) Summary, evaluation and promotion. Seriously sum up the pilot work of chain operation development, introduce third-party institutions, and evaluate against the objectives and tasks to ensure the progress of the pilot work. In-depth exploration of advanced experience and practices in the development of chain operation, optimization of a number of typical cases, strengthening publicity and reporting in various ways, creating a good social atmosphere and development environment, popularizing and replicating successful experiences, giving play to the role of relevant business associations as bridges and ties, and forming a long-term mechanism to promote the development of chain operation.