On September 11, 2025, the "2025 China Real Estate Brand Value Research Results Release Conference and the 22nd China Real Estate Brand Development Forum" was held in Beijing, hosted by the China Enterprise Evaluation Association, Tsinghua University Real Estate Research Institute, and Beijing Zhongzhi Information Technology Research Institute.
During this critical period of deep adjustment and transformation in the real estate industry, Sino-Ocean Construction Management, the construction management platform under Sino-Ocean Group, achieved significant business growth through solid professional capabilities and outstanding customized services, earning the "2025 China Real Estate Construction Management Leading Brand" award. In the first half of 2025, Sino-Ocean Construction Management expanded its construction management area by 5.62 million square meters, successfully ranking among the industry's top eight, marking the group's construction management business as an important development direction and carving out a suitable development path in fierce market competition.
**Professional Leadership: Transformation from "Party A" to "Party B" Mindset, Entering TOP10**
Sino-Ocean Group's exploration of construction management has a long history, initially providing construction management services mainly for government institutions and shareholders. The creation of urban landmarks such as Beijing Planning Exhibition Hall, Beijing Kaichen World Trade Center, and Beijing China Life Financial Center demonstrated Sino-Ocean's deep professional foundation and reliable comprehensive service capabilities.
At the end of 2023, Sino-Ocean Group launched the "Sino-Ocean Construction Management" brand, opening a new chapter in the large-scale development of construction management business. Facing industry changes, Zhao Jianjun, Vice President of Sino-Ocean Group, pointed out, "Construction management business relies on professional competence. Compared to heavy asset businesses constrained by macroeconomic factors, the construction management path is clearer with stronger autonomy. As long as the team is professionally solid and uses appropriate methods, goals can be achieved."
This "earning through competence" philosophy has driven Sino-Ocean's profound transformation from developer to service provider. Sino-Ocean Group proposed the "dual Party B" concept, where the group serves as Party B to frontline teams, and frontline teams serve as Party B to customers. This is reflected not only in ideological transformation but also in management models - Sino-Ocean's group functions shifted from control-oriented to service-oriented, establishing flattened mechanisms with headquarters directly empowering project frontends. This ideological transformation led to professional behavior, which translated into business advancement, enabling Sino-Ocean Construction Management to achieve a "triple jump" from industry TOP30 to TOP20 to eighth place in a short time.
**"Project Doctor": Precise Diagnosis, Problem Solving, and Value Enhancement**
Sino-Ocean Construction Management positions itself as a "project doctor," with core competitiveness in creating "incremental value" through precise diagnosis, value mining, strategy formulation, and efficient execution, demonstrating professional capability in revitalizing complex projects. The Urumqi Yashan Jinglu project serves as clear evidence - the Sino-Ocean team took only 14 months to restart the project, complete sales agency and delivery, earning high recognition from clients and receiving two commendation letters. For the Qingdao Fanhua Li project, Sino-Ocean Construction Management successfully cleared the "slow-selling property" within four months through precise positioning and resource integration.
In product development, Sino-Ocean Construction Management adheres to the "Five Excellence System" standards (excellent design, materials, craftsmanship, service, and systems), strictly controlling product quality through a defect checklist covering over 90 indicators, ensuring design concept implementation and business goal achievement with professional and pragmatic work standards, rejecting flashy marketing gimmicks and truly taking responsibility for every project and every client.
**Deep Cooperation with Multiple AMCs: Focusing on Distressed Asset Track**
Sino-Ocean Group keenly identified and proactively positioned itself in the promising distressed asset disposal track. In recent years, risk clearing in the real estate industry and corporate debt resolution needs have continued to emerge, with financial institutions accumulating large amounts of distressed assets requiring revitalization. Business scale in this field is expected to grow rapidly over the next two to three years. This track not only has broad prospects but is still in its early development stage. Sino-Ocean has built a mature capability system covering legal affairs, finance, construction management, and asset management, establishing deep cooperation with multiple AMCs (Asset Management Companies).
Currently, Sino-Ocean Construction Management has successfully landed or is deeply following distressed asset projects in multiple cities, not only helping clients effectively revitalize resources but also building core differentiated advantages. Through revitalizing multiple entrusted projects, the company successfully completed delivery guarantee tasks and achieved good sales performance, earning unanimous recognition from governments, clients, and property owners. For example, the Haiyan Duhui Huating project in East China helped financial institutions successfully resolve dozens of debt disputes, not only achieving high-quality project delivery but also ranking among the top three local sales.
**Full-Format Synergy: Resource Integration, Empowering Complex Projects**
Unlike some peers who operate construction management business independently, Sino-Ocean Group adopts a "complete integration development model," with the same team coordinating both development and construction management business, achieving resource, experience, capability, and team sharing and synergy. This enables Sino-Ocean Construction Management to provide comprehensive solutions covering residential, commercial, real estate, elderly care, property management, logistics, data centers, and other formats.
This full-format integration capability demonstrates strong advantages in urban landmark projects like Tianjin Beijing-Tianjin International Center and urban renewal projects like the Jinan Hotel site. The predecessor of Jinan Hotel was the "Jinpu Railway Hotel" built in 1909, which once undertook important functions such as foreign reception, railway operation management, and commercial negotiations, serving as an important historical witness to Jinan's opening history. Sino-Ocean Construction Management fully leveraged its advantages in urban renewal, adhering to the renovation strategy of "protection first, renovating old as old, building new as old," continuing the century-old commercial port historical memory, maximally preserving the original texture and spatial form of traditional buildings, skillfully integrating unique commercial port elements, achieving harmonious unity between "new" and "old," and creating a commercial port cultural display window.
Clients choose Sino-Ocean not only for its genes combining state-owned enterprise compliance and market flexibility, but also for its "comprehensive problem-solving capability" to integrate diversified professional resources and solve complex project challenges.
**Steady Development: No Blind Targets, Building Healthy Growth Model**
Facing intensified competition in the construction management industry, Sino-Ocean Construction Management maintains clear-headed pragmatism and insists on healthy development. In project acquisition, it has formed clear "three paths": focusing on key cities to build "bases," leveraging strengths while avoiding weaknesses in "guerrilla warfare," and concentrating efforts on "annihilation battles." Regarding business targets, management emphasizes "let it grow healthily first, don't set unrealistic goals, gradual annual growth is sufficient," focusing more on establishing a long-term, sustainable professional service model.
As the industry enters a new development stage, Sino-Ocean Group is undergoing profound business transformation, with light-asset construction management becoming one of its main businesses. Relying on deep industry foundation, clear role positioning (project doctor), differentiated track layout (distressed assets), and strong resource integration capability (full-format synergy), Sino-Ocean Construction Management adheres to the philosophy of "pursuing excellence, doing every small thing to perfection, succeeding in every project undertaken," steadily advancing on the construction management path through professional capability output, helping more and more clients realize project value.