A：The theme of this sharing is "Industry Outlook and Breaking Path-Property Enterprise 15 Strategy Set Sail". The sharing content is mainly divided into three parts: industry policy and market status, corporate strategy and layout direction, and physical development strategy recommendations.

A：The official introduction of the 14th Five-Year Plan marks a new development opportunity for the property industry. From the past emphasis on "accelerating development" to the pursuit of "high-quality and efficient development", and proposed to improve service quality, innovate community integrated service models, and promote the development of branding and standardization. At the same time, the policy focus has shifted from strengthening supervision to improving service quality, and the implementation of property service improvement actions has become the focus of attention, reflecting the transformation of the industry from high-speed development to high-quality development. In addition, the property industry is highly related to national strategies such as urban renewal, grassroots governance, and people's livelihood protection, and has received attention from the main line of quality improvement development with clear policies at all levels. The logic of competition has changed from an extensive growth model that relies on developers' blood transfusion and pursues scale growth to an endogenous value model that relies on excellent services to enhance the value of single projects and the empowerment of science and technology, that is, to strive for service quality and sustainable development fulcrum, to enhance customer stickiness through high-quality services, to enhance brand value, to optimize the output value of single projects, and to use science and technology to reduce costs and increase efficiency.

A：The three major trends summarized include: First, the strategic position of the industry is prominent, and the central and local policies focus on the property management industry, and emphasize its close connection with national strategies such as urban renewal and grassroots governance; second, quality improvement becomes the main line, Clearly pointed out that it is necessary to implement property service quality improvement actions and establish a housing life cycle safety management system; third, the incremental market is weakening, the dependence of real estate on the property industry has increased, the stock market continues to grow, and the market scale continues to expand.

A：The growth of management scale slowed down, large-scale mergers and acquisitions withdrew from the mainstream of the industry, project circulation accelerated, and the growth rate of management area decreased. At the same time, industry mergers and acquisitions decreased throughout 2025, focusing more on professional mergers and acquisitions rather than blindly pursuing scale expansion.

A：Revenue growth slowed, the role of basic services was highlighted, and profit margins became more reasonable. The top 100 companies grew 3.52 percent in revenue in 2024, with the share of basic services revenue increasing, but the average gross margin and average net margin decreased from the previous year. Listed companies are showing similar trends in revenue and profits and are adjusting their diversified business strategies to focus on high-demand businesses while shrinking inefficient businesses.

A：The application of AI technology in the property management industry is mainly divided into four directions, namely, enterprise-specific knowledge base solution AI assistant, daily work and service data import AI system, intelligent work order system and digital twin platform, and digital employee.

A：State-owned property companies performed better in the capital markets, with a total market capitalization of $148.236 billion as of March 27, 2026, up 18.61 percent from the beginning of 2025 and better than the average of Hong Kong-listed property companies. Among them, the central enterprise China Resources Vientiane Life ranked first, with a total market value of about 9.316 billion yuan, a price-earnings ratio of about 25.95 times, and maintained a high dividend amount.

A：The IPO cycle is shrinking, with no property companies landing in the capital market throughout 2025. State-owned enterprises are still potential players, such as Aolian Services and Guoxin Services, which have submitted IPO applications. From a cyclical point of view, the listing time has been significantly shortened, such as the average time of red-tassel city services and the development of property is only 307 days. At present, state-owned enterprises are still the main force of IPO. In the future, under the background of state-owned integration, local state-owned enterprises will occupy an important position in the industry IPO.

A：The development strategy of the head property company is based on stability, emphasizing innovation and change in business operations, downplaying scale expansion and paying more attention to connotative growth. For example, Poly Property has shifted from large-scale to stable quality and efficiency, pursuing long-term profits. Country Garden Service has shifted from scale expansion to quality cultivation, started a second venture, and promoted community intelligence through the construction of multiple growth curves. CR Vientiane Life is committed to the integrated growth of business management and property management, upgrading to a world-class urban quality life service provider, embracing the AI era, and promoting cognitive upgrading and strategic restructuring.

A：Currently, Everything Cloud combines the growth rate of commercial enterprises with the growth rate of urban services, with the growth rate of commercial enterprises and industrial business at 41.0 percent, while the growth rate of residential business revenue reached 69.2 percent. This suggests that residential or technical services play a significant role in the company's growth.

A：Small and medium-sized characteristic property enterprises should focus more on their location attributes, business characteristics and service advantages, such as quality service, scientific and technological empowerment, differentiated competition, party building leadership and green and low carbon, and formulate and carry out business planning according to these keywords.

A：Enterprise strategic planning needs to change from homogeneous competition to characteristic development, which is mainly reflected in three aspects: fitting resource advantages, sorting out the current situation of enterprise resources, and formulating strategic planning content based on its own advantages; characteristic development, building a differentiated core strategic business model; innovating business model, creating a second growth curve and achieving cost reduction and efficiency. At the same time listed specific initiatives for enterprise reference.

A：Basic services are still the main business of property companies, and their revenue share is on the rise, with anti-cyclical, stable cash flow to create high customer stickiness and precipitate brand trust. In order to ensure the service quality, we should consolidate the service, focus on the basic service, and start the standardization construction from three aspects: the enforceability of the service standard, strengthen the landing and emphasize the flexibility of the standard, ensure its operability, visibility and quantification, form a complete management system, and continuously review and optimize the standard.

A：To ensure that the standardization construction can not be carried out in isolation, need to be closely integrated with the company's overall strategy, embedded in the enterprise's operating framework, the formation of standards, implementation, supervision and assessment, continuous improvement of the complete closed loop. In addition, we should pay attention to strengthen communication and feedback from the perspective of the owner, follow the needs of the owner in service design, and establish a customer experience monitoring, analysis and feedback and improvement mechanism to improve the satisfaction of the owner.

A：Strategically, we should focus on advantageous markets, advantageous businesses and high-quality customers, and grasp the opportunities of the Tenth Five-Year Plan, such as regional deep cultivation, vertical deep cultivation and expansion of specific customer groups. In terms of resource synergy, property companies can mobilize internal resources through three major paths: horizontal integration, vertical synergy and internal activation to achieve steady and pragmatic growth.

A：In terms of technology empowerment, property companies should explore real application scenarios and deepen the application of technology in small steps, such as improving bidding efficiency and winning the bid rate by AI the bidding agent. In terms of talent construction, it is necessary to innovate the concept of talent, realize the value of employees, optimize the employment mechanism, and activate team efficiency, such as reshaping the cognition of front-line employees, building a ladder of employee growth and development, and setting up an incentive mechanism that places equal emphasis on material and spirit.

A：Brand building needs to shift to a pragmatic focus, with a deep insight into changes in brand recognition, reputation and loyalty, and a targeted approach to future brand development. Different types of enterprises should adopt different brand strategies, head enterprises to strengthen the main brand construction and pay attention to the existing brand system focus optimization and value enhancement, small and medium-sized enterprises should avoid weaknesses, adopt the principle of professional brand building, emphasizing professionalism and brand power.

A：Property enterprises should actively cooperate with the government to carry out community grass-roots governance, and at the same time help merchants to connect community resources, respond to the needs of owners, and build an open and win-win community service ecology. Rational exploration of the urban service market can be used as both a municipal undertaking and a professional service exporter to provide smart city support and other services.

A：We have always adhered to the party building as the guide, paid attention to the growing needs of residents for a better life, created the party building brand of "red leading colorful Weihong, stars and moon ups and downs", and derived the "red sub-brand small town post station". We try to explore the mode of "property life service" and construct a national friendly ecological service system including 1256 service items. Among them, we pay special attention to providing warm and comprehensive services for the elderly. By setting up micro stations, aging exhibition halls and day care centers in old communities, we provide health consultation, group training courses, folk cultural activities and other personalized services for the elderly. At the same time, we also pay attention to preventive work to reduce contradictions at the grassroots level.

A：We adopt a light asset operating model, linkage town street community multi-party forces, in the old community for micro-transformation. We will have profitable funds for practical projects in which ordinary people participate in decision-making. For example, we have built special facilities in various residential areas, such as Mullin Elegant Collection, Duoduo Night School, and Shared Drying Area, so that residents can choose what they want to improve, so that limited funds can effectively benefit people's livelihood and improve residents' satisfaction. After a series of renovations and activities, residents' satisfaction has increased significantly, and the collection rate of property fees in old communities has increased from 41.72 per cent to 71.05 per cent, with individual communities even reaching 99.902 per cent. By accurately analyzing customer needs and providing targeted services, our in-depth integration of urban services and system upgrades have achieved initial results, realizing the transformation from basic services to quality upgrades, and delivering temperature throughout the life cycle of services, effectively improving people's livelihood and happiness Level.

A：We pay attention to the spiritual culture and entrepreneurial needs of young people, and carefully plan a variety of activities such as time concerts and early autumn meetings to provide a communication platform for young people. At the same time, we have used idle space to create youth gathering areas, such as youth living rooms under the bridge, pet parks, etc., and through the low-rent incubation model to attract young people to start businesses, forming a youth community that integrates entrepreneurship, consumption, and social interaction, so that young people can Take root in this city with peace of mind.

A：For children aged 3 to 12, we have launched the "City School" nurturing platform, providing 4: 30 classes, winter and summer vacation hosting and other special projects, building a multi-chain and multi-level growth system to meet the needs of children's after-school growth. In addition, we also carry out parent-child activities, such as "look at the place where parents work", so that children can enter their parents' workplace and enrich their experience.

A：In the future, we will continue to take root in the old community and pay attention to the service needs of residents throughout the life cycle, including but not limited to the care of the elderly after their death, as well as the promotion of changing customs and accompanying the elderly in cooperation with civil affairs and streets. At the same time, we will closely follow the new positioning of the 15th Five-Year Plan for the development of the property industry, from the perspective of high-quality and efficient development, deepen the binding of property services and good houses, continue to build a service system that meets customer needs, and improve the service environment and experience. To truly achieve the goals of "respecting renewal" and "enjoying living in peace.

A：We will conduct grass-roots collection for excellent service industries in March every year, and video records and relevant feedback will be collected every month. The company's team will regularly visit the project site, collect opinions and formulate a topic at the beginning of the year. Each team will be responsible for one topic and submit the results at the end of the year to form a closed loop. The service model pays attention to the high-frequency needs of the masses, creates an integrated community service model, extends services to the field of old-age care and life services, builds a characteristic IP that integrates old-age care, food, culture, health and other functions, and provides one-stop public welfare services to ensure the quality and supply of people's livelihood services.

A：In terms of service upgrading, the company improves the skills of employees through various kinds of training, and tests the training effect through service knowledge competition. In addition, the company organizes various activities every year to enhance the stickiness of the community, while maintaining the innovation and effectiveness of the activities, ensuring compliance with national strategies and people's livelihood needs, and promoting sustainable and high-quality development.

A：In terms of technology empowerment, the company tries to cooperate with third parties, such as with Unicom to develop Ruyi Wisdom Plus small program, including property repair, event registration, rental services and other functions. At the same time, it is also cooperating with telecommunications to use data collection and collation to enhance the value of data, and to explore applications such as smart property and intelligent robots to improve service efficiency and experience.

A：According to the development trend of the industry, the company optimizes the talent structure, improves the level of youth and specialization, and adjusts the organizational structure to be customer-centric. Through continuous talent optimization and training system, it aims to activate the development of new engines to meet the needs of modern property services.

A：The company is building a "foundation, strength, ingenuity" trinity of talent training system, through multiple carriers to improve the talent echelon. According to the needs of different positions, such as front-line professional upgrading, characteristic business specialization, etc., carry out customized training, such as cleaning staff training, etiquette team training, and improve staff skills and service quality through skill competitions and mentors.