Thesis (M.B.A.)--University of Hong Kong, 1992.

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Urban Planning / Master / Master of Science in Urban Planning

Thesis (M.B.A.)--University of Hong Kong, 1995. / Includes bibliographical references.

M.Comm. / In a changing world, adaptation is essential to survival. This holds particularly true for businesses in view of the increasing responsibility entailed upon their management by the globalisation of trade and technology. Planning for the future is crucial, and proper planning methods must be implemented to meet challenges successfully. One of the most important planning methods is the Business Plan, which can be used according to the particular needs and objectives of a business. In South Africa, the requirements of the Government's Reconstruction and Development Programme (RDP) have made it necessary for companies to plan better than ever before - especially in terms of the major RDP objective of making affordable housing available to all the country's citizens. This study is an investigation into the development and implementation of a framework for a Business Plan for SouthNet Projects, a property development company whose objective is to provide housing at the so-called lower end of the market. The chief aims of this study have been to: determine whether the Business Plan of SouthNet Projects meets all the requirements for drawing venture capital into the business; develop a framework for a Business Plan that can be utilised for measuring the content and standard of an overall or comprehensive Business Plan so that improvements can be effected where necessary. The methodology involved a comparative study in which Business Planning, as reflected in eight authors/institutions, was analysed. This analysis was used for drawing up a framework according to which the Business Plan of S?uthNet Projects could be measured. It was found that the existing Business Plan was indeed a sound one in that it: generally measured up to required standards; addressed all the essential aspects; was drafted by professionals thoroughly acquainted with the industry. However, certain shortcomings - inter alia the following - were identified: A "standard" (overall or comprehensive) Business Plan was lacking. Some aspects recurred repeatedly under different headings, a problem that could be remedied by grouping related topics (marketing, for instance) under the same heading ("Marketing). The executive summary needed to be remoulded to ensure that the readers' attention would immediately be caught. It is recommended that, although the variedness of the nature and purpose of industries makes it difficult to formulate a standard Business Plan, the framework developed should be integrated with other business plans as far as possible in an attempt to approach the ideal of a standard plan.

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (M. Sc.)--University of Hong Kong, 1997. / Includes bibliographical references.

Most property development firms who invest in property will need to raise some extra financial support. Unforeseen or unexpected expenses can arise at any point in time during the development process. Calculated decisions should be taken with regards to the financial circumstances for any property development project. Decisions should be taken not only for the present but for the future as well. It is therefore important to understand the market and the current economic conditions before applying for capital to fund a property development project. There several types of finance available to fund property development, these include long term borrowing, short term borrowing, construction loans property development investment trust, second mortgages. There is risk to all of the aforementioned finance available.

by Lee King-fai, Wong Wing-cheung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaves 82-85.

Les entreprises de promotion immobilière sont devenues depuis plusieurs années des acteurs importants de l’aménagement urbain. Elles s’orientent progressivement vers de nouveaux secteurs et enjeux de la production de la ville. Ainsi seraient-elles passées de leur métier d’origine à celui « d’opérateurs urbains ». Cette évolution se situe au croisement de l’exigence d’une compréhension des évolutions du marché de l’aménagement des villes, liée au retrait ou au changement de mode d’intervention des acteurs publics, et d’une rentabilité financière qui structure l’action de ces entreprises. Cela représente un changement de paradigme, pour certaines entreprises de promotion immobilière, dans leur façon de penser et d’appréhender la production la ville ainsi que dans leur positionnement au sein des organisations qui se structurent pour aménager les villes. Dans le champ de l'aménagement urbain, ce positionnement s’organise souvent au travers de la mobilisation des notions d’innovation et d’expérimentation. Cette mobilisation peut s’élaborer dans le cadre d’organisations spécifiques de l’action collective où les promoteurs immobiliers sont régulièrement présents. C’est le cas, par exemple, des consortiums publics-privés réunissant des acteurs institutionnels, des grands groupes internationaux de promotion immobilière, des startups et des experts, entre autres. Ces organisations qui sont elles-mêmes présentées comme novatrices s’organisent pour produire un ensemble de dispositifs dits innovants, qui vont du think-tank au projet urbain. Nous nous intéressons en particulier au projet urbain, car l’investissement des promoteurs immobiliers y est singulier : il s’articule de plus en plus couramment autour de la fonction de coordinateur du projet lors de ses différentes phases. Nous avons étudié des projets urbains présentés, par les promoteurs immobiliers, comme innovants en France dans la commune d’Issy-les-Moulineaux et au Mexique au sein de la délégation Miguel Hidalgo. Les façons dont l’innovation et l’expérimentation sont mobilisées, au sein de ces contextes, traduit des ambitions et des perspectives tout à fait différentes. À Issy-les-Moulineaux, le discours de la collectivité territoriale et des promoteurs immobiliers de l’écoquartier du Fort s’articule plutôt autour de la référence aux multiples variantes de la ville intelligente et des nouvelles technologies alors qu’à Miguel Hidalgo, il s’agit avec le projet Plaza Carso, d’un renouvellement de la rhétorique sécuritaire autour du concept, déjà bien connu, du « all included ». Ce que nous avons également pu observer, en France comme au Mexique, c’est que ces projets ont le plus souvent vocation à être positionnés sur le segment de marché du haut de gamme afin, entre autres, d’amortir les investissements qu’ils ont engendré. Ainsi, nous les identifions comme des « projets urbains de standing ». Il s’agit d’opérations qui, au travers de leurs ambitions, de leur médiatisation et des moyens financiers mobilisés par les acteurs du projet, se distinguent des autres modalités d’intervention sur le territoire. Nos questions de recherche reposent sur l’idée que les projets urbains de standing sont des analyseurs des transformations à l’œuvre dans la façon de concevoir et de gérer la ville, car ils reposent sur un investissement important des grandes entreprises de promotion immobilière, sur une évolution de leurs relations avec les responsables politiques locaux et, plus généralement, sur l’ambition de capter des comportements émergents et de commercialiser des produits innovants. On assiste à un processus qui relève en même temps d’un phénomène marketing et d’une évolution des enjeux et des normes de la production du projet urbain. Celui-ci, envisagé comme un laboratoire in vivo, participe, en France comme au Mexique, du développement d’un urbanisme dérogatoire dont l’une des finalités et de libérer l’action de certains opérateurs privés de l’aménagement urbain / Real-estate companies became important stake holders within the city planning process. They moved to new stakes and spaces of urban planning. We suggest that one of the reasons of these new challenges is that some big real-estate companies are focused the themes of innovation and experimentation and are more and more characterized by their involvement within the public – private organizations. This search for innovative proposals has led several organisational transformations within the mix of urban project stakeholder groups. The hegemonic tendency of the real-estate companies can be organized around several phases of urban projects: conception, construction, monitoring, management, etc. Its means that some real-estate companies are not only in charge of the construction phase of urban projects – like they use to be – because they also conquered new phases that participate to the elaboration and to the operational process of urban projects. This recent evolution is linked with strategic views, coming from these companies, on the way they think about urban planning and on the notion of quality of life. It represents, for this type of companies, a change of paradigm in the way of conceiving the production of urban space, but it also represents an evolution of the internal organization of public – private partnership. As several members of a French real-estate companies put it during our interviews, this change involves a new title: they evolve from real estate developers to “urban operators”. We saw, in our fieldwork, that it has led to various developments, such as: a change of temporal perspective, from short term commitment they move towards mid or long-term outlooks. Being “urban operators” also means that they have to be very cognisant about new lifestyles, new kinds of behaviours and needs, because it affects their marketing power. Thirdly, companies are sensitive and even greedy about information that concerns how people react to their proposals. This has led to several organizational transformations with, for instance, the emergence of new kinds of “research and development” areas, specific investments funds, contracts with social science researchers, etc. We studied two contexts in particular: flagship urban projects within the urban renovation process in France and in Mexico. With two cases: Plaza Carso in Mexico and the eco neighbourhood du Fort in Issy-les-Moulineaux near Paris. The ranking of flagships projects is a strong trigger for innovation. Plaza Carso and the Fort are characterized by a very strong involvement of real-estate companies that rebuilt the relationship with the local authorities. In both situations, real-estate companies had benefitted from legal specificities, and even legal liberalization in the Mexican case, to develop the project