Localization Marketing and Brand Building: A Comparative Study

on Real Estate Marketing Strategies Between Vanke and Capitaland

Group

Xiyu Long

School of Economics and Management, Civil Aviation Flight University of China, Sichuan Province, Guanghan City, China

Keywords: Real Estate Brand Marketing, Vanke, Capitaland Asset Management Strategy, Community and Service

Innovation.

Abstract: In the context of intensifying competition in the real estate market and shifting consumer focus from hard

factors to soft values, brand marketing has become crucial for real es-tate companies to build their

competitiveness. This paper delves into the brand building and mar-keting strategies of Vanke and CapitaLand.

Vanke focuses on residential development, achieving a light-asset transformation through "small equity

management." By enhancing product quality and optimizing services—such as the rapid certification and

transparent construction of the Zhongshan Vanke Central Park project to boost customer trust, and creating

an eco-community in Suzhou projects to enhance reputation—Vanke strengthens community operations and

property management, emphasizing management capabilities and local adaptability. CapitaLand, centered on

commercial real estate, leverages the "private equity fund + REITs" model to achieve asset circulation. By

adjusting marketing strategies, improving self-channel capabilities, developing distinctive product lines, and

enhancing customer service, CapitaLand focuses on capital opera-tions and cultural scene innovation, aiming

for internationalization and premium positioning of its brand image. The differences between these two

companies reflect the competitive logic in different segments of the real estate industry.

1 INTRODUCTION

In the context of increasingly fierce competition in

Chinas real estate market, brand marketing has

become a key tool for property developers to build

their market competitiveness. Consumer attention

towards real estate products has shifted from purely

hard factors such as location and floor plan design to

softer values like brand image, community culture,

and service quality. In this trend, how to establish

market influence and consumer trust through precise

brand marketing strategies is a challenge that real

estate companies must face. As a leading domestic

real estate company, Vanke Group has gained

significant market recognition nationwide due to its

long-accumulated brand value. On the other hand,

CapitaLand Group, an international real estate

developer, faces challenges in cultural adaptation and

brand localization when entering the Chinese market.

The similarities and differences between these two

companies in brand building and marketing strategies

are worth in-depth study.

In recent years, the academic community has

conducted extensive research on advertising and

marketing, community marketing, and brand

communication in the real estate industry. Brands not

only help companies establish unique images in

consumers minds but also enhance customer loyalty

and promote sales growth. As the real estate market

matures, attention to brands has gradually increased.

Studies show that brand influence has become a

crucial factor for consumers when choosing

properties (Keller, 1993). Building a real estate brand

should focus on quality, enhancing the intrinsic value

of real estate products. To establish a successful brand

image, one must first excel in their product (Zhang,

2006). Real estate brand recognition has permanent

characteristics; as long as the property exists, brand

recognition will continue to play a lasting role in

buyers minds (Wang, 2022). Establishing a brand is a

long-term endeavor (Mao, 2007). Real estate

companies should pay attention to various customer

needs and increase customer emotional engagement

to drive rapid corporate development (Xu, 2021).

176

Long, X.

Localization Marketing and Brand Building: A Comparative Study on Real Estate Marketing Strategies Between Vanke and Capitaland Group.

DOI: 10.5220/0013988000004916

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd International Conference on Public Relations and Media Communication (PRMC 2025), pages 176-182

ISBN: 978-989-758-778-8

Based on theories related to the relationship between

brands and consumer purchasing decisions, it is

known that brands have a certain impact on consumer

purchasing decisions. Additionally, as a characteristic

of the entire enterprise, an excellent brand image

plays a significant role in supporting the stable

development of the real estate market. Enhancing

brand influence can help improve the overall

marketing capabilities of the company, Achieving

high-quality marketing can drive the high-quality

development of enterprises (Wei, 2023). Brand

influence affects homebuyers perceived emotional

value, positively impacting their willingness to

purchase (Zhang, 2020). A brand is a symbol of high

taste, representing the credibility, quality, service,

and cultural refinement of real estate companies, and

serves as a commitment from the company to

consumers (Chen, 2003). In the process where brand

perception influences purchasing intent, brand

emotion plays a mediating role (Xie, 2022). In todays

increasingly diversified marketing strategies, how to

avoid consumer trust crises caused by over-marketing

and how to form competitive barriers through genuine

and effective brand building remain important topics

worth exploring. With the acceleration of

globalization, international real estate companies are

entering emerging markets more frequently to seek

growth opportunities. However, there are significant

differences in market environments, cultural

backgrounds, laws and regulations, and consumer

needs across different countries and regions, which

places higher demands on the localization capabilities

of international real estate companies. Localization

refers to the process where companies adjust their

products, services, and operational models according

to the culture, economy, law, and consumer habits of

target markets during cross-border operations to meet

local needs (Kotler, & Keller, 2016). For real estate

companies, localization is not just about product

design. The adjustments also include a

comprehensive adaptation of market positioning,

marketing strategies, and customer service.

International real estate companies need to

understand and adapt to cultural differences

(Hofstede, 1980). They must pay more attention to

the cultural preferences of their target markets, such

as living habits, architectural styles, and community

culture. When entering new markets, companies need

to comply with local laws, regulations, and industry

standards (DiMaggio, & Powell, 1983).

This study aims to conduct an in-depth analysis of

the brand building strategies of Vanke and

CapitaLand, exploring how Vanke can solidify its

market leadership through precise brand marketing

strategies and enhance brand recognition. It also

analyzes how CapitaLand is adapting to the local

consumer needs in the Chinese market by

implementing localized brand building. Additionally,

the study will compare the similarities and differences

between the two companies in terms of brand value

creation, innovation in marketing models, and

community communication, attempting to construct a

framework for brand marketing strategies applicable

to real estate enterprises. This research not only

provides valuable insights for domestic and

international real estate companies but also offers

new perspectives and practical support for brand

communication theories in the real estate industry.

2 BRAND BUILDING STRATEGY

OF VANKE GROUP

2.1 Vanke Brand Building Case

Vanke has enhanced its brand influence by improving

product quality and emphasizing service

optimization. In 2024, Vanke delivered over 180,000

units, leading the industry in sales area. More than

half of the projects achieved "delivery and

certification simultaneously," significantly boosting

customer trust. For instance, the Zhongshan Vanke

Central Park project streamlined the certification

process and invited homeowners to visit the

construction site (with nearly 40,000 households

participating throughout the year). It also pioneered a

360° panoramic video showcasing construction

progress, addressing customer concerns. Vanke

integrates ecology and education in its design; the

Suzhou Vanke Yihel Linglong Garden incorporates

nationally protected plants and native species,

creating a community "botanical garden." This

combines natural education scenarios (such as

seasonal knowledge and phenological observations)

to transform ecological value into an upgraded living

experience. Vanke innovates products based on

climate adaptability, developing nearly 20 standard

building types tailored to different regional climates.

For example, the Shanghai Ideal Land project

integrates production, living, and ecological

functions, offering high-density community

amenities. The projects first sales reached 4.08 billion

yuan, setting a benchmark in the region. Additionally,

Vanke enhances consumer brand recognition through

community operations. For instance, the Hangzhou

Localization Marketing and Brand Building: A Comparative Study on Real Estate Marketing Strategies Between Vanke and Capitaland

Group

177

Vanke "Convention + Festival" community operation

involved formulating 26 "village rules" in Liangzhu

Cultural Village in 201 1, which were engraved on

rusted steel plates and erected at the village entrance.

This was the first community self-governance

convention in the country. The spiritual consensus of

the residents. Since 2015, the "Villager Day" has

accompanied a group of people with a spirit of co-

creation for nine years, continuously attracting young

new villagers. In Jiaxings Ideal Land, Vanke

launched the "Ideal Roof Residency Program" during

the Ideal Land Art Season, inviting architects and

artists to create for over 30 days, encouraging

residents to explore their own boundaries of interest.

Continuously uncovering the seeds of artistic genes,

it has nurtured distinctive theatrical IPs, making

theater a more regular activity in the community. The

hundred-acre flower sea and Beihu Park, among other

public interactive spaces created earlier, have become

stages for collaboration between artists and residents.

At the third Shaoxing Zhongxing International Lake

Community Life Festival, venues like An•Lounge

and Po•CO•Life became important social activity

scenes, with owner participation exceeding 60%.

Within the Jinghu area of Shaoxing, Vanke planned

street corner landscapes and pocket parks,

incorporating tea houses, light dining, light drinking,

and art exhibitions into these spaces. Leveraging the

natural resources of the lake area, they designed

numerous waterfront landscapes, lawns, squares, and

walkways, opening them up to the city and enhancing

community public participation.

2.2 Case Analysis of Vanke Brand

Building

Vankes brand building case focuses on high quality

and sustainable development. In 2024, Vanke

delivered over 180,000 units of high-quality housing,

maintaining the top position in sales area across the

industry. More than half of the projects achieved

"delivery and certification simultaneously,"

significantly enhancing customer trust. For example,

the Zhongshan Vanke Central Park project won high

praise from homeowners through rapid certification

and transparent construction processes. Vanke

emphasizes environmental protection and energy

efficiency, with multiple projects receiving national

"Guangsha Award." For instance, the Suzhou Vanke

Yihel Linglong Garden introduced nationally

protected plants and native species to create an eco-

friendly community, boosting brand reputation.

Vanke has developed nearly 20 standard building

types tailored to different regional climate conditions,

enhancing product competitiveness. For example, the

Shanghai Ideal Land project integrates production,

living, and ecology, becoming a best-selling

benchmark. In over 50 large-scale projects, Vanke

has improved commercial, transportation, and

educational facilities, adding more than 30,000 new

residents and increasing customer loyalty. For

example, the Guangzhou Huangpu New Town project

achieved the TOP3 in the number of new residential

units sold in Guangzhou through comprehensive

design of supporting facilities. Vanke has

significantly increased its market share through

multi-dimensional brand building strategies,

including high-quality delivery, product innovation,

service optimization, precise marketing, and social

responsibility practices. The core lies in deeply

integrating brand value with customer needsA long-

term perspective achieves a win-win situation for

brands and the market. Typical cases include

Zhongshan Vanke Central Park (high-quality

delivery), Shanghai Ideal Land (product innovation),

and Chongqing Nanfeng Farm (brand culture), all of

which demonstrate Vankes successful practices in

brand building. It is evident that Vanke Group has

enhanced its reliable image in consumers minds

through transparent construction and property

management processes. This behavior is one of the

key reasons why consumers choose its products

among many real estate companies, especially given

the characteristics of real estate products. In an

environment where consumers pay special attention

to living conditions when selecting homes, Vanke

Group emphasizes community environmental

protection and creates green and comfortable

communities, thereby enhancing its brand image. At

the same time, Vanke focuses on integrating

residential, commercial, and educational facilities,

reducing other concerns for homeowners and

strengthening its professional and reliable brand

image. Additionally, with the aging population, more

seniors enjoy engaging in social activities with peers.

Vankes comprehensive community culture and

various interesting events not only reduce loneliness

and help seniors find a sense of belonging but also

increase family topics and strengthen family

relationships, significantly boosting homeowners

happiness index. Vankes community marketing has

greatly enhanced its heartfelt brand image towards

consumers and significantly increased its market

share.

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3 CAPITALANDS

LOCALIZATION MARKETING

STRATEGY

CapitaLand Group adjusts its brand strategy to adapt

to the Chinese real estate market by refining its

business model. CapitaLands Yasheng Group adopts

a shift from heavy to light expansion strategies,

focusing on asset management output amid high

property prices. For instance, it sold the Shanghai

Yasheng Hengshan Service Apartments but retained

operational rights, achieving asset optimization and

stable cash flow. In 2021, CapitaLand Group

announced a business restructuring, forming two

entities: CapitaLand Investment (listed real estate

investment management) and CapitaLand Property

(privatized development). This move allows each

sector to focus on its strengths, offering greater

flexibility in long-term projects. Meanwhile,

CapitaLand Group enhances its channel capabilities

through marketing strategy adjustments, establishing

a new digital marketing team that focuses on

connecting people, goods, and places. They use

digital tools such as advertising and live streaming for

project promotion, ensuring effective customer

acquisition and operations within the private domain,

thereby improving their ability to acquire customers

at low cost and high efficiency. CapitaLand Group

also develops distinctive product lines, creating one

or two unique brands with differentiated

competitiveness. By leveraging big data and

ideographic methodologies for market forecasting

and customer insights, they propose targeted product

strategies to meet emerging urban living needs.

Additionally, CapitaLand Group strengthens

customer service, such as in ChongqingIn the Fosse

project, the company optimized the entire process of

"from getting out of the car to closing the deal" for

clients from other provinces and cities, taking them

on a "one-day tour of Chongqing," and adjusting the

house viewing routes to create emotional touchpoints;

in contrast, the CapitaLand Luyu project enhanced its

internal amenities through regular owner demand

surveys, connected with external facilities, and

improved clients recognition of the projects value.

CapitaLand, as a leading real estate company in

Singapore, has successfully adapted to the rapid

changes in the Chinese market since entering it in

1994 by continuously adjusting its brand strategy.

This case study will analyze how CapitaLand

achieves localized development through brand

adjustment from five aspects: brand positioning,

product and service innovation, capital operations,

localization strategies, and sustainable development.

CapitaLand Group initially entered the Chinese

market with an international brand image. However,

as the Chinese market rapidly developed, CapitaLand

gradually realized the importance of localization. In

recent years, through its "long-termism" and

"customer-centric" brand philosophy, CapitaLand has

successfully combined international experience with

local needs to build a "reliable" brand image. For

example, in 2024, CapitaLand launched the "worth it"

theme, emphasizing its deep commitment to the

Chinese market, further solidifying its position in the

hearts of Chinese consumers.

CapitaLand Group meets the diverse needs of the

Chinese market through a diversified product

portfolio and flexible service models. In the

commercial real estate sector, CapitaLand focuses on

its "Complex Strategy," creating several landmark

projects such as Shanghai Changning Raffles City

and Suzhou Center. These projects not only integrate

international design concepts but also incorporate

local cultural elements, setting examples for urban

renewal. Additionally, CapitaLand enhances project

appeal and competitiveness by introducing new

brands and innovative formats (such as rooftop farms

and parent-child education spaces).

CapitaLand Group has enhanced its adaptability in

the Chinese market through efficient capital

operations and a shift towards a lighter asset structure.

In 2021, CapitaLand was restructured into

CapitaLand Investment and CapitaLand Property,

with the former focusing on asset management and

the latter handling development. This transformation

has enabled CapitaLand to respond more flexibly to

market changes and achieve rapid capital turnover

and reinvestment through a "finance-investment-

management-retirement" capital cycle model. For

example, CapitaLand China Trust (CRCT) optimized

its asset portfolio by acquiring and selling assets,

thereby increasing net property income (NPI).

CapitaLands success in the Chinese market is

closely tied to its strategy of focusing on core cities

and community operations. CapitaLand concentrates

on key economic zones such as the Yangtze River

Delta, Pearl River Delta, and Chengdu-Chongqing

region, promoting regional economic development

through hub-type TOD projects and integrated

industry-city initiatives. For example, the China-

Singapore Guangzhou Knowledge City project,

leveraging Singapores urban planning expertise, has

become a benchmark for Sino-Singaporean

Localization Marketing and Brand Building: A Comparative Study on Real Estate Marketing Strategies Between Vanke and Capitaland

Group

179

cooperation. Additionally, CapitaLand enhances user

engagement and brand loyalty through community

operations (such as rooftop farms and family

activities).

CapitaLand Group regards sustainability as a

crucial component of its brand strategy, enhancing

brand value through green buildings and ESG

practices. Multiple projects under CapitaLand have

received LEED certification, and in 2023, it achieved

100% green power procurement in South China and

West China, demonstrating its leading position in

environmental protection. Additionally, CapitaLand

contributes to society through public welfare

initiatives (such as the CapitaLand Hope Fund),

further strengthening its social impact. By adjusting

brand positioning, innovating products and services,

capital operations, localization strategies, and

sustainable development, CapitaLand has

successfully adapted to changes in the Chinese

market and built long-term brand value. The localized

marketing efforts of CapitaLand demonstrate that

combining international experience with local needs

is essential for gaining market recognition.

International companies should flexibly respond to

market changes, improving their adaptability through

capital operations and light-asset transformation.

Sustainability is at the core of brand value, shaping a

long-term brand image through green practices and

social responsibility. CapitaLands localized practices

not only secure a competitive edge in the Chinese

market but also provide valuable lessons for the

industry.

4 COMPARISON OF BRAND

BUILDING MODES BETWEEN

VANKE AND CAPITALAND

GROUP

Vanke focuses on residential development and has

recently achieved a light-asset transformation

through the "small equity management" model,

emphasizing professional management capabilities

and brand value output. The core logic is to reduce

capital investment, generating returns by exporting

management, design, and operational skills, thereby

enhancing ROE (Return on Equity). For example,

Vanke collaborates with external capital through a

partnership system, managing projects with less than

a 20% equity stake while collecting management fees

and a share of excess profits, reinforcing the

empowerment of project value by the brand.

CapitaLand, centered around commercial real estate,

places greater emphasis on capital operation

capabilities and cultural scene innovation in its brand

building. It achieves full-cycle asset management

through the "private equity fund + REITs" model,

forming a closed loop of "development-nurturing-

exit-reinvestment," which enhances the brands

credibility in the capital market. At the same time,

CapitaLand strengthens consumer emotional

connections by introducing international brands (such

as icebreaker), creating IP events (like the "Bulai"

pop-up store), and integrating local culture (such as

the Panda Alat IP).

Vanke strengthens community operations and

property services (such as Vanke Property

Management, Wuyun) through its "city support

service provider" strategy, extending its brand into

the lifestyle service sector. Its market layout covers

first-tier, second-tier, and strong third-tier cities,

focusing on scaled replication and regional

deepening. CapitaLand leverages its Singapore

capital background to focus on high-end commercial

projects in prime locations of first-tier and second-tier

cities (such as Raffles City), optimizing its asset

structure through light-asset output (such as selling

partial equity to Inland Capital and Ping An). Its

brand image leans more towards internationalization

and premiumization, but has faced challenges in

recent years due to insufficient localization

innovation.

Vanke takes "management ability" as the core,

expands brand influence through light-asset

cooperation and diversified layout, and emphasizes

efficiency-driven and local adaptability. CapitaLand

takes "capital ability" as the foundation, builds brand

barriers through financial tools and cultural

innovation, and pays attention to global vision and

asset value cycle.

The differences in brand building reflect the

competitive logic of different segments within the

real estate industry. Vanke represents the light-asset

transformation path for residential developers, while

CapitaLand demonstrates a benchmark model for

commercial real estate capitalization and operational

professionalism. In the future, Vanke needs to

enhance its commercial operation capabilities to meet

the challenges of brand extension, while CapitaLand

must accelerate localized innovation to maintain

market competitiveness.

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5 MANAGEMENT

IMPLICATIONS FOR THE

REAL ESTATE INDUSTRY

Real estate companies should develop marketing

strategies suitable for their own development.

Companies need to conduct market research, analyze

factors such as consumers age, income, housing

needs, and preferences, to determine the target

customer base. For example, young first-time buyers

focus on cost-effectiveness and convenient

transportation, while improvement-oriented

customers pay more attention to the environment and

supporting facilities. The unique values, culture, and

personality of the brand need to be distilled by the

company, such as creating an image of being a

"pioneer in green residential development" or a

"creator of high-quality living," which can be

reinforced through advertising and promotional

activities. At the same time, the marketing department

should develop differentiated products based on the

target market and brand positioning. For instance,

designing age-friendly residential units with

comprehensive medical and recreational facilities for

elderly care needs. The decision-making department

should consider factors such as costs, market demand,

and competitive conditions when setting prices, using

methods like cost-plus pricing, competition-oriented

pricing, or demand-driven pricing, while also

attracting customers through promotional activities.

In addition to traditional sales at physical offices, the

marketing department should expand online sales

channels, such as official websites and real estate e-

commerce platforms, and collaborate with

intermediaries to broaden the sales network. The

marketing department should also organize diverse

promotional activities, such as opening discounts,

time-limited promotions, free parking spaces or

appliances; and host themed marketing events

Activities, such as housing fairs and home buying

festivals to attract customers.

6 CONCLUSION

This study delves into the brand building and

marketing strategies of Vanke and CapitaLand Group

against the backdrop of intense competition in the real

estate market and shifting consumer focus. By

comparing the two, it highlights that Vanke centers its

efforts on residential development, achieving a light-

asset transformation through "small equity

management," emphasizing community operations

and property services, with a focus on management

capabilities and local adaptability. In contrast,

CapitaLand Group focuses on commercial real estate,

leveraging the "private equity fund + REITs" model

to achieve asset circulation, emphasizing capital

operations and cultural scene innovation, as well as

internationalizing and elevating its brand image. The

differences between the two reflect the competitive

logic of different segments in the real estate industry.

This study provides a strategic framework for real

estate companies, which need to conduct precise

research to identify target customers, shape unique

brand images, develop differentiated products, set

reasonable prices, expand diverse sales channels, and

launch promotional activities. However, the study has

limitations, focusing solely on Vanke and CapitaLand

Group, which may limit its applicability to other

companies. The dynamic changes in the real estate

market affect the timeliness of some strategies, and

future research should continuously track new market

trends and issues to provide more comprehensive and

timely theoretical and practical support for industry

development. Companies should leverage artificial

intelligence to optimize real estate marketing,

enhance customer insights and precise marketing, and

collect customer behavior data and preference

information to utilize human resources effectively

Intelligent algorithms analyze and accurately depict

customer profiles, clarifying their home purchase

needs, budget ranges, preferred areas, etc., enabling

real estate companies to develop personalized

marketing strategies for different customer segments.

This allows for precise delivery of property

information and promotional activities, accurate

prediction of customer needs, and the use of machine

learning algorithms to forecast future home buying

intentions and behaviors based on market trends and

historical customer data. By providing advance

recommendations that meet potential customer needs,

this approach enhances marketing efficiency. Based

on historical sales data and market dynamics,

artificial intelligence models predict housing sales

trends, helping real estate companies formulate

reasonable sales plans and pricing strategies,

optimizing inventory management. According to

customer needs and property characteristics, AI

algorithms quickly and accurately match customers

with the most suitable properties, improving sales

efficiency and reducing the time cost for customers

when selecting homes.

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