From laying the foundation of the first project to the comprehensive expansion of more than 1300 projects in 280 cities in China, from doing the strong real estate industry to opening the innovation multiple development, the Company always adheres to its enterprise missions of "building the brand with quality and establishing the enterprise with integrity" for rolling development and highly-effective operation. In the development process of more than 20 years, Evergrande has successively formulated and implemented eight "Three-Year Plans". The scientific and foresighted strategic planning and highly effective execution sticking to the strategy ensured the enterprise to make unique brilliant achievements in Chinese business community.
Pioneer an enterprise with painstaking efforts, to develop by leaps and boundsThe 1st Three-Year Plan
In 1996, the Company was set up in Guangzhou, starting from scratch, the Company went on the offense against the market in Asian financial crisis, and seizes the initiative with the strategy of "small area, low price and low cost". Jinbi Garden, which was the first real estate developed by the Company in 1997, was snapped up in two hours; and the Company realized a sales volume of RMB 80 million, which was the first pot of gold for the Company, extremely valuable for the development of the Company at the initial stage. After three years of hard work, Evergrande Real Estate Group Limited stood out in 1999 from over 2,000 local real estate businesses and became one of the top 10 real estate developers in Guangzhou.
Practice internal capacity to consolidate the foundationThe 2nd Three-Year Plan
Since 2000, the Company has further consolidated its foundation by focusing on resource integration, process standardizing and management improvement, and gradually developed "Jinbi" series of high-quality properties, which has given a big rise to the Company brand and strength and made it No.1 among the top 10 most competitive developers in Guangzhou.
Start a new undertaking to achieve leaping developmentThe 3rd Three-Year Plan
Since 2003, Evergrande has implemented the compact group management model, adopted the standardized operation model of "unified planning, bidding, procurement and distribution", and established the positioning of the real estate for people's livelihood by delivering all the houses with fine decoration. In May 2004, the Company smashed the central garden that cost over 10 million yuan but failed to meet the high-quality standards in Jinbi Century Garden and began to implement the strategy of making competitive products, and constantly upgrade its products, so as to lay a firm foundation for the development of the whole country.
Expand to nationwide and worldwideThe 4th Three-Year Plan
In 2006, the Company started its nationwide layout, rapidly expanding from Guangzhou to more than 20 major cities including Shanghai, Tianjin, Wuhan and Chengdu, increasing its development projects from 2 to more than 50 and ranking among the top 20 Chinese real estate developers. At the same time, with the introduction of international investors like Temasek, Deutsche Bank and Merrill Lynch, Evergrande became a benchmark for China's real estate enterprises to step on to the international stage.
At the end of 2008, Evergrande witnessed an over-regular increase by 10~20 times in its core economic indicators compared to those of 2006, creating a miracle of leaping development.
Moderate operate to reach new heightsThe 5th Three-Year Plan
In 2009, the Company was successfully listed in Hong Kong, becoming one real estate enterprise in mainland with the highest market value in Hong Kong. By the end of 2011, the Company had developed over 200 projects in more than 120 major cities in China; its major economic indicators in land reserving, under-construction area, sales area, completed area and profit index were ranked first in the industry; its brand value exceeded RMB 21 billion; and it realized a leapfrog development in its scale and brand.
Strengthen the management for steady growth into the futureThe 6th Three-Year Plan
Since 2012, the Company has fully implemented the policy of creating benefits from management by deepening the basic management, improving system building and promoting the overall quality of the management team and the staff at all levels.
In 2013, the company's sales exceeded 100 billion yuan for the first time. At the end of 2014, the Company's core indicators in sales volume, sales area, net profit, construction area and completion area achieved an average growth rate of more than 30% for five consecutive years, recreating a new record of rapid growth.
Strengthen the management for steady growth into the futureThe 6th Three-Year Plan
Since 2012, the Company has fully implemented the policy of creating benefits from management by deepening the basic management, improving system building and promoting the overall quality of the management team and the staff at all levels.
In 2013, the company's sales exceeded 100 billion yuan for the first time. At the end of 2014, the Company's core indicators in sales volume, sales area, net profit, construction area and completion area achieved an average growth rate of more than 30% for five consecutive years, recreating a new record of rapid growth.
Strengthen the management for steady growth into the futureThe 6th Three-Year Plan
Since 2012, the Company has fully implemented the policy of creating benefits from management by deepening the basic management, improving system building and promoting the overall quality of the management team and the staff at all levels.
In 2013, the company's sales exceeded 100 billion yuan for the first time. At the end of 2014, the Company's core indicators in sales volume, sales area, net profit, construction area and completion area achieved an average growth rate of more than 30% for five consecutive years, recreating a new record of rapid growth.
Strengthen the management for steady growth into the futureThe 6th Three-Year Plan
Since 2012, the Company has fully implemented the policy of creating benefits from management by deepening the basic management, improving system building and promoting the overall quality of the management team and the staff at all levels.
In 2013, the company's sales exceeded 100 billion yuan for the first time. At the end of 2014, the Company's core indicators in sales volume, sales area, net profit, construction area and completion area achieved an average growth rate of more than 30% for five consecutive years, recreating a new record of rapid growth.
Consolidate the foundation for diversified developmentThe 7th Three-Year Plan
In 2015, while further reinforcing its principal business, the real estate, it began to gradually engage in finance, cultural tourism and health industry. In 2016, Evergrande was listed among the world's top 500 and became the world's first real estate developer.
At the end of 2016, the Company completed the diversified industrial layout, successfully transforming from “real estate” to “real estate + service”, i.e. from “real estate” to “real estate + health + tourism + finance”, or from the “real estate” to “real estate + services for the elderly + services for children + services for society”.
In 2017, the Company launched strategic transformation. In the development model, has changed from "Scale Type" to "Scale + Benefit Type"; in management model, changed from "Three Highs and One Low" (high liabilities, high leverage, high turnovers and low costs) to "Three Lows and One High" (low liabilities, low leverage, low costs and high turnovers). The Company is the industrial flagship for multiple core data and has achieved remarkable results in its strategic transformation; in the world's top 500, its ranking has risen from the 338th to the 158th, and it has become one of the companies whose rankings in the world's top 500 went up at the fastest speed.
Consolidate the foundation for diversified developmentThe 7th Three-Year Plan
In 2015, while further reinforcing its principal business, the real estate, it began to gradually engage in finance, cultural tourism and health industry. In 2016, Evergrande was listed among the world's top 500 and became the world's first real estate developer.
At the end of 2016, the Company completed the diversified industrial layout, successfully transforming from “real estate” to “real estate + service”, i.e. from “real estate” to “real estate + health + tourism + finance”, or from the “real estate” to “real estate + services for the elderly + services for children + services for society”.
In 2017, the Company launched strategic transformation. In the development model, has changed from "Scale Type" to "Scale + Benefit Type"; in management model, changed from "Three Highs and One Low" (high liabilities, high leverage, high turnovers and low costs) to "Three Lows and One High" (low liabilities, low leverage, low costs and high turnovers). The Company is the industrial flagship for multiple core data and has achieved remarkable results in its strategic transformation; in the world's top 500, its ranking has risen from the 338th to the 158th, and it has become one of the companies whose rankings in the world's top 500 went up at the fastest speed.
Deepening the transformation and improving efficiencyEighth three-year plan
The year 2018 marked the first year of Evergrande's eighth "Three-Year Plan". In that year, Evergrande began to implement the major strategy of "New Evergrande, New Strategy and New Blueprint", and unswervingly implemented the development model of "focusing on both scale and efficiency", and the operation model featuring low debt, low leverage, low cost and high turnover. By doing so, it ranked first in several core indicators in the industry and ranked 230th in the Fortune Global 500 list.
In 2019, it finished the diversified industry layout, forming a business pattern based on real estate for people's well-being, with the cultural tourism and health regimen as its wings and the new energy vehicle industry as its core, jumping to 138th in the Fortune Global 500 list.
