On September 17, 2026, the "2026 China Real Estate Brand Value Research Results Release Conference and the 23rd China Real Estate Brand Development Forum" convened in Beijing. At this event, Colour Life Service Group was honored as a "2026 Leading Brand Enterprise in China's Property Service Market-Driven Operations," with its brand valuation reaching 11.738 billion yuan. From quality services to community governance, and from property management to joint co-governance, Colour Life is persistently delving into the new connotations of market-driven operations.
During the forum, Yu Haihua, Vice President of Colour Life Service Group, delivered a speech on "Co-building, Co-governance, and Sharing: Reshaping a New Ecosystem of Community Value," sharing the company's practices in a party-building-led property management model. He noted that as urban operations and community governance enter a new phase, Colour Life is leveraging the "Red Property" initiative as a focal point to explore fresh connections between party-building leadership, market-driven operations, and community value creation.
Returning to the Essence of Service: Quality Forges the Brand's Foundation
Regardless of how the industry evolves, property services ultimately come down to the daily living scenarios that owners experience. Whether the environment is clean, facilities run reliably, issues receive timely responses, and safety hazards are resolved—these seemingly ordinary matters constitute the most genuine value of property services. In the first half of 2026, Colour Life consistently advanced quality improvements across dimensions such as community safety, environmental management, facility maintenance, and service response, implementing a total of 454 quality enhancement projects across 24 cities, with dedicated investments exceeding 9 million yuan. The repair of a pathway, the upgrade of lighting, or the rectification of a hidden equipment risk might seem like minor changes in daily community life, yet for the residents, they are tangible and meaningful. A property brand is not a concept independent of service—every prompt response, every closed-loop resolution, and every perceivable change for owners accumulates brand value bit by bit. Prioritizing service excellence, then letting the brand be recognized, forms the bedrock of Colour Life's continued market-driven growth.
Party-Building Leadership: Transforming "Red Property" into Community Governance Capability
As community needs grow increasingly diverse, property services are evolving from simple space management toward collaborative community governance. Issues like parking order, public safety, facility upgrades, neighborhood relations, and services for special groups often cannot be resolved by any single entity alone. How to organize disparate forces—communities, owners' committees, property firms, and residents—has become a new capability test for property enterprises. Against this backdrop, Colour Life is advancing its "Red Property" practices. In its view, "Red Property" is not an additional concept layered on top of existing services, but rather a means to translate organizational strengths into community service and governance efficiency through party-building leadership. In his forum presentation, Yu Haihua summarized Colour Life's "Red Property" practice into three pillars: organizational foundation—establishing party branches at project sites; ideological core—converting "serving the people" into everyday services centered on owners; and model innovation—integrating party-building leadership with market-driven operations.
Ultimately, "Red Property" must address a concrete question: can issues at residents' doorsteps be resolved more quickly and effectively? One practical example is Changzhou's Baima Apartment. Around long-standing community issues such as safety, parking, infrastructure, and neighborly relations, Baima Apartment gradually developed a collaborative governance mechanism involving party organizations, owners' committees, and property management, linking previously fragmented governance forces. Through this process, concerns such as high-altitude object monitoring, electric vehicle charging facilities, parking order, and underground garages saw steady improvements. Building on this, Colour Life further distilled its approach into the "1234 Governance Equation": one core—upholding party-building leadership; two drivers—technology enablement and humanistic care; three-party coordination—party organizations, owners' committees, and property management; and four-party co-building—government, community, property firm, and owners. The significance of this model lies not in adding governance layers, but in shifting all parties from "solving problems independently" to "solving problems collectively." For market-driven property enterprises, this capability carries distinct practical value. When a property firm can effectively connect resources, coordinate relationships, defuse conflicts, and drive issue resolution to closure, it delivers not just basic services but a comprehensive operational capability for community governance. Thus, "Red Property" has become a vital pathway for Colour Life to bridge social and commercial value.
From "Managing Space" to "Operating Community Value"
If "Red Property" addresses how multiple parties can collaboratively govern a community well, the next question is: what value should a good community ultimately create for its residents? As resident demands escalate, expectations for communities are no longer confined to safety, cleanliness, and facility operation. From "having a place to live" to "living comfortably," community needs are upgrading across living, consumption, and emotional dimensions. This shift means property enterprises are extending their service targets from physical space to a more holistic community life. From basic property services to neighborhood convenience services; from tackling routine issues to fostering neighborly connections; from one-way service delivery to increasing resident participation in community co-building—property firms are steadily becoming key operators of community value. For Colour Life, market-driven operations signify not merely enhanced business capabilities, but also the alignment of commercial and social value while fulfilling residents' authentic needs. Communities require not just management, but active operation, connection, and collective construction.