Behao Jia in its second year: A path through windows and numbers in search of clarity

Beike’s subsidiary Behao Jia’s projects in Chengdu and Shanghai in 2024-2025 have raised new questions in the industry. During market fluctuations, seeking clarity from a lightweight asset platform has become a new demand. Aiming to remain a “good partner” within the industry, Behao Jia is transforming various data—from information to window orientation—into actionable insights for builders’ uncertainties.

China’s Real Estate Market: From “Existence” to “Good and Bad”

Over the past decade, China’s real estate sector has been focused on solving the “existence” problem, serving as a financial product based on housing. Whoever had land and money was the winner. Now, the market faces the “good and bad” dilemma. Buyers are highly demanding, and sales strategies have shifted from “what to sell” to “how to sell.”

Unlike the traditional “456” rule—where sales start four months after land purchase, costs are recovered in five months, and new projects begin in six—Behao Jia has chosen a different approach. Product quality, not speed, has become the primary criterion.

Window Orientation: Data-Driven Problem Solving

In the design phase of Bechen S1 (Chengdu, residential segment over 20 million yuan), a major conflict arose regarding the window orientation. In many parts of China, north-south orientation, especially window direction, is considered positive. Traditional luxury home designers required south-facing windows. However, Behao Jia’s deep research team studied high-income families and found that in Chengdu—one of the cities with the least sunlight—70% of respondents considered “best view” window orientation less important than other factors.

Based on this data, the team used digital modeling to adjust the building’s angles at every 5 degrees. Non-standard window placements at 30°, 40°, 50°—these “curved” designs ensured that each apartment’s main view faced the city skyline.

The project team didn’t stop there. Within a month, 20 units were sold online, making it the second most contracted project in the city by 2025. This new approach created not just window solutions but also 108 “small stories”: elevating washing machines by 67 cm, improving turning radius in parking lots, and even adjusting distances for foot baths.

Product Placement: Decisions from Data

In Shanghai’s Be Lian C1 project, Behao Jia relied heavily on data analysis. Located in Fengxian District, this project identified a precise target segment by deeply studying potential clients in a competitive suburban market.

The research clarified product share—by room size and type—through exact figures. The smallest unit was 97 sqm, whereas Fengxian had no products smaller than 105 sqm at the time. Analyzing the replacement chain for smaller families, Behao Jia targeted this segment—finding that customers prioritized planning over pure sales, preferring to plan their moves rather than just buy.

The “changing apartment” concept—like window orientation—is another example of new opportunities. By adding or removing partition walls, layouts can adapt to different life stages. The team adopted a “per-unit pricing” strategy—setting prices based on five main and 44 minor factors, including window orientation, view-based contracts, and more.

Results were clear: nearly 90% of units sold in the first round.

Full Chain Potential: The Return of the Light Asset Model

Beichen S1 and Be Lian C1 are exemplary projects, but Behao Jia does not intend to become a builder through them. Beike leadership explicitly stated in August 2025 that, aside from these two projects, Behao Jia will not acquire land, manage projects, or become a financial platform.

The reasons are straightforward. First, these projects were meant as models to build builder confidence—not for profit. Second, self-management is not fast and requires significant capital. Xu Wangang, Vice President of Beike Group and CEO of Behao Jia, explained that through the lightweight asset model, Behao Jia can simultaneously provide “product placement, window and other design services across many projects.”

As of November 2025, Behao Jia has completed 17 partnership projects: in Beijing Chang’an Huaxi Fu (with Zhonghai Real Estate and China Power Construction Real Estate), Chansha China Merchants Shekou, Beijing Chaotang Lanyue, and others. Partners include large and medium-sized developers, regional companies, and even municipal investment management entities.

The strategy is simple: before land acquisition or tender decisions, Behao Jia conducts in-depth discussions on project placement, using data-driven models to evaluate window orientation, land value, customer profiles, and product potential. Once a project starts, four modules are offered: “C2 placement, C2 design, C2 quality control, C2 marketing”—with partners selecting needed services.

Quantifying Clarity: Wu Bin and the C2M Model

Wu Bin, head of Behao Jia’s C2M Innovation Center, explained: “Today, the difficulty in selling homes often lies in the product itself, not just in sales.” Previously, based on the “buy and profit” principle, buyers intended to move, with living conditions secondary. Now, in the new era, people pay more attention to living experience and environment.

Wu Bin and his team created a three-dimensional indicator to validate the effectiveness of the C2M model:

First indicator—alignment between customer needs and product offerings. If the recommended apartment ratio is correct, products sell evenly; if not, sales slow and marketing costs rise.

Second indicator—the relationship between “price and speed.” Builders choose quick turnover or high profit strategies; Behao Jia estimates the likely sales speed accordingly.

Third indicator—“attraction point.” Before land acquisition, the window orientation or functional features identified should truly motivate buyers.

Partnership Outcomes: Exceeding Expectations

Projects executed with Behao Jia and partners have achieved higher-than-expected results:

In Beijing, Chang’an Huaxi Fu (with China Power Construction Real Estate) sold out five times in five months—total sales exceeding 2.034 billion yuan.

In Chansha, “China Merchants Xu” project involved Behao Jia early, identifying specific customer segments and product shares, leading to nearly 90% sold out upon opening and ranking first in sales volume that month.

Pekin Chaotang Lanyue sold over 300 units in the first sale, becoming the most sold project in Beijing in 2025 without price restrictions.

Challenges and Patience: The Beike Approach

Beike founder Zuo Hui dislikes easy wins. “There are no shortcuts in business,” he says. “Fast-growing companies eventually need to fill gaps. Our belief is—‘slow is fast,’ moving carefully yields faster results.”

This is Beike’s method. Behao Jia continues this path. Xu Wangang visited over 200 model projects across more than 18 cities in a year, studying window orientations, construction methods, and service models. In the future, offering not just good products but also 20-30 years of service and staff costs is essential.

Through these challenges, Behao Jia has shifted from “product placement” to “full chain.” An upcoming innovation announced at the end of 2025 includes C2M services covering placement, design, quality control, and marketing stages. This indicates that the industry needs not just a builder but an intermediary—an origin of clarity.

Clarity: The Most Valuable Asset in Uncertain Times

Behao Jia clearly understands its role and benefits: “China’s real estate sector doesn’t need another ‘Beike’ builder, but a ‘good partner’ from the customer perspective.”

Behao Jia’s value lies in helping large and medium-sized developers enhance product competitiveness, reduce costs related to window orientation or other fine details, and accelerate product innovation. Meanwhile, it maintains strict adherence to the lightweight asset model across many projects.

The external world isn’t worried about Beike becoming a builder. What matters is: how does this system work, and what can Behao Jia contribute to the real estate industry entering a micro-phase? Clarity is the most valuable asset, especially in uncertain times. Wu Bin emphasized: “We can’t predict the future, but we can truly describe history.” Based on these trends, the four modules (window design, quality control, etc.) better serve partners.

Beike’s strength is proximity to transactions and customers, and patience through difficulties. Behao Jia takes another step—becoming a source of clarity.