(1) The vision of Xingyao Group:

1. First-class urban integrated operators in China. Become an innovative pioneer in China's urban construction and operation; To become a comprehensive urban operator with national influence, taking culture, sports, tourism, health, commerce and leisure as carriers, combining industrial capital and financial capital, and comprehensively enhancing the value of urban areas;

2. Make it a century-old foundation. In the process of urban construction and urban operation, we will enter the potential industries with long-term and stable development, and form a pattern of urban operation theme industries, real estate and supporting industries going hand in hand with other potential industries, laying a good foundation for Xingyao Group's century-old foundation.

(II) Five-year strategic goal of Xingyao Group:

Continue to be strong and strive to become one of the top 2 real estate enterprises in China in 21, with an annual output value of over 1 billion yuan. By 212, the annual net profit of real estate-related supporting industries will exceed 1 million yuan;

In order to achieve the above objectives, we can take three steps:

Step 1: Strategic preparation period (28)

Realize the total real estate output value of 6 billion yuan, including 2 billion yuan in Kunming and 4 billion yuan in Tianjin; Real estate-related supporting industries have laid a solid foundation, which is generally flat and slightly surplus; In the second half of the year, we began to explore other industries other than real estate; Build a long-term financing platform for listing, strengthen multi-channel financing capacity and carry out land expansion; .

Step 2: Strategic transition period (29-21)

Realize the annual output value of the main real estate industry of 1 billion, find other industries besides real estate successfully, and achieve breakeven; Strengthen capital operation with listing as a platform, and realize the pattern of industrial operation and capital operation going hand in hand and virtuous circle of capital resources and land resources; Strengthen "resource advantage" and "brand advantage" in management to build core competitiveness.

Step 3: The strategic development period (21-212)

The total output value of the Group will be 2 billion yuan, and the total profit of diversified industries related to real estate will be 1 million yuan, and other industries other than real estate will take shape; Form a virtuous circle in which the group's financial business and industrial business go hand in hand; Chain operation and national expansion.

(III) Business strategic direction:

Xingyao Group has achieved the first leap in its development through the successful operation of the New Asian Sports City through more than ten years of hard work and pioneering, which is only the first step in the journey of Xingyao Group's nationalization; The smooth development of Tianjin project will realize the second leap of Xingyao Group and become a national first-class company. In order to complete the second leap, the business strategic direction of Xingyao Group will follow: "one foundation, three combinations and three extensions", namely:

"one foundation": based on real estate industry;

"three combinations": the combination of industrial operation, capital operation and brand operation;

"three extensions": to realize the spatial regional extension with Tianjin as the center and facing the national market; Based on real estate, product line extension for market segments and industrial extension for diversified development. A journey of a thousand miles begins with a single step. 28 is the first year of the Group's five-year strategic planning, and it is also the most crucial year. Whether or not all the work is implemented in this year directly affects the objectives and progress of the latter two stages. In order to effectively achieve the above business objectives, we must strengthen the core competence construction of Xingyao Group and solve the problems of balanced development and lagging management in the rapid development of the Group.

The strategic planning of Xingyao Group will focus on the following core competencies:

First, the industrial management capability: consolidate the real estate management capability, enhance the operational capability of real estate-related industries, enhance the industrial integration capability, and initially establish the industrial incubation capability.

second, the ability of resource acquisition and capital operation: initially establish the ability of land reserve management and multi-channel financing; Combined with listing, the core expansion ability of capital operation, mergers and acquisitions will be initially formed.

third, basic management ability and improvement of management ability: rapidly improve basic management ability, including strategic management, financial management, organizational control and human resource management. Initially establish the ability of quality, brand and customer relationship management, consolidate the ability of corporate culture management, and initially have the ability to manage the core of Xingyao Group. Strategic goal 1-Take Kunming as the base area, continue to do well and become stronger, and complete the real estate output value of 6 billion yuan in the direction of Kunming. Among them, Star City is 2 billion and Changfeng Company is 4 billion.

with Kunming as the base and Tianjin as the main battlefield, there is no question of which is more important, but the relationship between them is mutually enhanced. The early success of Tianjin project is based on the success of Kunming. Based on Kunming, it will be able to export mature and high-quality management mode and core team for Tianjin by deepening management, strengthening and upgrading core competence.

1. Strengthen marketing management ability.

under the premise of completing the sales tasks of Star City and Changfeng Project, grasping the sales rhythm and price, and ensuring cash flow, the company can maximize its benefits. At the same time, further strengthen marketing ability, establish customer relationship management system, cultivate customer loyalty, enhance brand building ability, and provide support and preparation for Tianjin project.

2. Improve the project management ability.

in order to successfully complete the current project development tasks in Tianjin and Kunming, the relevant departments must strengthen the multi-project management ability, implement the project manager responsibility system, and improve the quality management and bidding management, so as to ensure the successful completion of the construction tasks on time and within the budgeted cost, and provide support and preparation for the Tianjin project.

3. Consolidate and strengthen the ability of product research and innovation.

Xingyao has some experience in product R&D and innovation. We should conscientiously sum up and innovate constantly, give full play to the planning and development advantages of Xingyao large-scale complex community, strengthen the research and development of energy-saving, environmental protection and ecological products, form a systematic and perfect mechanism from planning to product R&D, and be in a leading position in the industry.

4. based in Kunming, we will continue to unswervingly make the Kunming market better, bigger and stronger.

strategic objective 2-take Tianjin as the main battlefield, carry out development in different places, complete the real estate output value of 4 billion, and make all preparations for the development of new projects.

Tianjin is the third special zone after Shenzhen and Shanghai since China's reform and opening up, with obvious advantages in policy and location. Tianjin in the future, like Shenzhen and Shanghai Pudong today, will become the city with the most development potential and investment value in China. Based in Tianjin, it occupies the commanding height of Xingyao's national expansion strategy, which not only provides us with a national well-known real estate company in a short period of time, but also provides a "favorable location" for the selection and incubation of new industries in the future. We should strengthen the management ability of multi-region and multi-project in different places, and radiate and influence the whole country with Tianjin. The focus of Tianjin Company in 28 is:

1. Establish a resource sharing mechanism with Kunming * * *, combine with the incubation of related supporting industries, improve the management mechanism, and explore the effectiveness of the group's management in different places.

2. Complete Tianjin sales target, engineering construction target and R&D design target as planned, and ensure that the sales task is completed on schedule.

3. Take Tianjin project marketing as an opportunity to build Xingyao national brand.

4. After completing the first phase of the project sales, start a new round of project reserve and expand new financing.

strategic objective 3-to build real estate-related industries, and form industrial chains of commercial and residential real estate, commercial housing, sports, hotels, property management, education, medical care and leisure, and prepare for management, brand and talents.

1. Property

saves energy, reduces consumption and increases income. There is no trivial matter in property management. We should start from every detail, strengthen internal management, take the improvement of owner satisfaction as the foundation and "Star City" as the foundation, and quickly consolidate the basic property management; Establish an organizational structure and service system oriented to customer satisfaction and explore property value-added services; Form a "pre-intervention mechanism" and a "pre-measurement mechanism for property management costs"; To improve the ability of community culture construction is regarded as a powerful management means to shape the property brand, and even an important part of shaping the city's operating brand. 28 is a crucial year for property companies to strengthen internal management, improve service quality, control various costs and build property brands.

2. The sports center

relies on "Star City" to build a complete sports industry chain, form sports cultural resources, and realize the complementarity and allocation of superior resources; Make full use of the Olympic opportunity to enhance the brand value of the Group. Around the existing hardware facilities of the sports center, the industrial system is established, the profit model is determined, the corresponding market positioning, marketing planning and channel construction are carried out, and systematic planning and planned business steps are formed.

3. Hotels

adhere to the management idea of integrating resources, and employ well-known hotel companies to manage according to the different positioning of hotels, so as to enhance the value of complex real estate projects. At the same time, through the perfect hotel management cooperation mechanism, we will do a good job in hotel service quality and cost control, and establish a good reputation in the industry, thus enhancing the brand awareness of the group.

4. Commercial operation

As an important part of the value chain of urban operation, merchants and developers form a long-term strategic partnership, with "investment as the means, commercial management as the core, and long-term commercial maintenance and operation as the goal", forming a virtuous circle and a * * * win-win pattern of owning the core resources of merchants and realizing "merchants' profit, consumers' satisfaction and developers' development".

5. Education industry

As a community supporting measure for real estate development, education industry is also an important part of real estate value chain and brand, and it is the most value-added industry in supporting industries, following a stable development path from basic service system to upgrading service system to large-scale socialization.

6. The medical industry

takes basic medical services and health services as the core, takes the development and construction of characteristic hospitals as the orientation, and takes the construction of second-class first-class hospitals as the standard, so as to become the central hospital of the new Asian Sports City community and become a model of community hospitals in Yunnan Province. At the same time, actively explore new business models of medical industry and achieve rapid development.

strategic goal 4-actively explore investment opportunities in other industries other than real estate-related industries, set up special teams and teams, and start exploring investment opportunities in other industries in 29.

in the next few years, real estate will remain the pillar industry of Xingyao Group. The selection criteria for new industries are: long-term and sustained market demand and promising prospects. Strategic objective 5-strengthen contacts with various financial institutions, establish good cooperative relations, and broaden short-term financing channels outside banks.

strategic goal six-according to the company's financial situation and basic conditions for listing, strive to achieve the listing goal before the end of the year.

strategic objective 7-actively explore ways of long-term cooperation with large enterprises and small and medium-sized enterprises, starting from the construction of Beijing University.

strategic goal 8-develop new projects with Kunming as the base and Tianjin as the center. Strategic Goal 9-Establish a basic management system with strategy as the core.

1. Establish a strategic management system with Xingyao characteristics, and realize an integrated management mechanism of strategic planning and implementation, which is strategy-oriented, combining annual business plan, comprehensive budget and performance management.

2. The Human Resources Department takes the lead, and relevant functional departments cooperate closely, and regularly hold quarterly business activity analysis meetings and mid-term debriefing reports mainly for senior managers of secondary companies to improve the monitoring of the strategic management process.

strategic objective 1-improve financial budgeting and control capabilities.

the financial center shall establish or improve various management systems according to the requirements of listed companies, and standardize all financial management work: continue to promote budget management and improve accounting work; Strengthen tax planning and strengthen the arrangement of capital plan.

strategic objective 11-establish a human resource management system based on strategic objectives, implement a talent strategy combining short-term talent absorption with long-term talent training, and prepare talents for the strategic development of the Group.

strategic objective 12-adjust the organizational management mode, strengthen the self-management awareness and ability of senior managers of secondary companies, try out strategic objective control and budget control, and start process monitoring.

1. Strengthen the core competence and management capability of the headquarters.

2. according to the actual needs of secondary companies, select financial control, strategic control, operational control or the combination of the three control modes to establish a group control system suitable for the development needs of Xingyao Group.

3. Adjust the management functions and repositioning of functional departments, strengthen the audit of finance and important activities by the audit department, and establish a strategic procurement system by the purchasing department.

4. Strengthen teamwork among functional departments of the Group, between functional departments and secondary companies, and between secondary companies.

in may and 28, the strategic center implemented strategic management and control of secondary companies.

The strategic objectives were standardized and informatized.

1. From February, 28, the administration department of the group company took the lead, and the relevant departments of the group appointed special personnel to set up a standardization committee to sum up the experience and shortcomings of business and management in time, carry out systematic process transformation, and form standardization before July, 28.

2. Strengthen the informatization construction and cooperate with the construction of process system to complete the establishment of three major information systems: office automation system, information business platform system and decision support system. Strategic objective 14-Brand building, taking Tianjin project as an opportunity to build a national brand.

achieve the following brand goals through brand building:

1. start with the core value of the brand, and straighten out the relationship between the brand of the group, the brand of the project and the brands of various industries of the group;

2. From project brand to group brand;

3. From regional brand to national brand.

strategic goal 15-to maintain the excellent cultural genes of Xingyao and build a characteristic culture of Xingyao

We should inherit and amplify the excellent culture of Xingyao, such as: efficient decision-making, innovative and enterprising, customer-oriented, honest and win-win culture. At the same time, in order to adapt to the implementation of Xingyao Group's nationalization strategy, we should build Xingyao's characteristic culture and make changes in management methods, such as: transition from highly centralized management to centralized and decentralized management; Transition from results-oriented management to management that pays equal attention to both process and results; From emphasizing individual performance management to establishing individual performance management based on team and collaboration, etc. In 28, implementation is the key.

(1) Deeply understand the strategic planning report and enhance the implementation effect on the basis of understanding.

the strategic planning report covers all business systems and functional systems, and there is a strong correlation between them, which can be said to affect the whole body. Therefore, each business system and functional system of the Group must have a deep understanding of the overall strategic objectives of the Group and their respective strategic objectives, so as to enhance the implementation effect and complete the established objectives in strict accordance with the overall strategic deployment and time requirements of the Group. To this end, we should carry out two aspects of work:

On the one hand, the strategic management center should intensify the propaganda and irrigation of the strategic planning report, so that every middle and grass-roots manager of the group can clearly know the group's vision, mission, strategic direction and strategic steps;

on the other hand, the centers and subsidiaries of the group should give full play to their initiative, formulate their own development strategy planning reports according to the overall strategy of the group, and publicize and implement them among employees and turn them into actions.

(2) establish a complete system and mechanism for integrating strategic planning and implementation, and persist in it.

first of all, the strategic planning department, the financial center, the human resources department and the operation management department should cooperate with each other and carefully sort out the 28 annual business plan, comprehensive budget management and key performance indicator system in accordance with the 28 strategic objectives, so as to truly achieve the integration of strategic planning and implementation, and