March 8, 2022

While many companies have regretted not finishing their 2021 business plans due to the pandemic, many real estate giants including BCG Land seized the opportunity to expand their land bank, and look at 2022 with even more ambitious ones.

Clearly, in 2022, there are positive signs in the real estate market thanks to stable macroeconomic, infrastructure investment and FDI to big cities in Vietnam. According to many real estate experts, the market has a lot of potential for development.

Therefore, many real estate giants have dramatically expanded their land bank in most major provinces and cities. For example, Novaland owns 10,600 hectares (from just 5,400 hectares in 2021), Hung Thinh Group is also developing 100 projects with 4,400 hectares, and many others such as Phat Dat, Nam Long, Phu Long,... have done the same. Mr. Vo Manh Tin - General Director of BCG Land shared with us the ambitious 2022 plans for BCG Land.

Mr. Tin acknowledged that 2021 was a turbulent year with many challenges but also gave BCG Land opportunities to make a breakthrough.

2021 was full of challenges caused by the Covid-19 pandemic, but also marked a dramatic transformation for BCG Land thanks to developing many high-end real estate projects and M&A, expanding land bank, especially investing on central provinces such as Da Nang, Quang Nam, and Binh Dinh. Are these the "sweet fruits" you and BCG Land leaders were talking about 2022: Difficulties create opportunities?

2021 is a challenging year for the Vietnamese real estate market. Real estate project developers are not only worried about project progress but also have to face liquidity risk, because the pandemic and natural disasters significantly affect consumers' decision-making, especially in the high-end segment.

However, even during the pandemic, many businesses find their opportunities. Facing challenges, there are people that find a way around and others who fail to act (or act well). Despite of many challenges, BCG Land has seized the opportunity for M&A to acquire potential projects and expand the land bank. In addition, BCG Land continues to develop projects with outstanding values to anticipate the recovery of the real estate market after the pandemic.

So, how should a real estate product be to keep ahead of the competition?

A new era creates new lifestyles. We have realized that today, customers are extremely sophisticated. For them, a house is not only a place to live, but also a place to express the personal identity and personality of the owner. Additionally, in high-class resorts, customers must be satisfied with all senses and emotions.
This is the era of "unique", "brand name" real estate. I think the market will only be conquered by products with its own identity, prime location, construction quality and outstanding values. In addition, customers also favor projects which have fewer houses but more green space, innovative designs in harmony with nature and unique cultural values.

Understanding this, BCG Land always prioritizes green space. Besides, in the Malibu Hoi An project, we applied local Thanh Ha ceramic materials. For Hoian d'Or, BCG Land combined traditional and modern design, perfectly reflecting the image of a contemporary Hoi An.

So in your opinion, which properties can attract customers and bring profits to investors?

With the high-end market, BCG Land's decided to choose major cities, prime locations and the ability to increase value over time. We want to give our customers a high-class experience, international standards, can satisfy even the most demanding customers.

All products such as Malibu Hoi An, Casa Marina Premium, Hoian d'Or or King Crown Infinity, etc. are meticulously built to bring unforgettable experience to customers.

In terms of design, we collaborate with very big names such as the Five & Parners, BAKH Architecture or Tommaso Frizzale - masters in light art, to create spectacular and artistic designs. We also applied green energy saving innovation to the projects.

Another point is to focus on community utilities so that residents have access to all essential services: commercial centers, hospitals, schools and other high-class community facilities.

The third factor is that we pay special attention to safety, for example, we use fire protective doors rated up to 180 minutes, apply new security technologies which can also protect personal information of residents.

The real estate market in the next few years is forecasted to be more unstable and competitive. In your opinion, what strategies work best to revive and break through after COVID-19?

I think that even without COVID-19 there would always be other challenges to make sure only the best ones survive, it is natural selection in the market. How you react and whether key personnel together make it through the very first difficult steps matter the most.

In terms of strategy, for each field and industry, there are different specific plans. However, in my opinion, there are two factors that companies need to consider the most, risk management and quick adapting to constant changes in market trends.

Thank you Sir!

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