In the cities where our exiting connected store are insufficient in scale. We aim to ramp up the connection with high quality stores, while supporting stores ability to recruit agents, conduct suitable training and overall management. The number of our stores in the first half of this year increased by almost 10% from the end of last year and number of agents increased by 17%. Even cities where we reached a certain scale. We are dedicating our efforts to enhancing our efficiency and quality, which are mutually reinforcing and inseparable. On the store front, we are promoting a competitive mechanism based on store ramping, which has also been extended to our new home sales channel. We are also dedicated to promote our large store strategy and are creating dedicated home page for store owners and are leveraging digitalized operation analysis tools to enhance their efficiency in business management and facilitate more in Q2 interaction with our platform.
Our next step will help store owners elevate their business on selling and improved the management approach, using online products and the dedicated operations support staff, thereby driving successful store and brokerage brands. Targeting three more granular elements in our operation, the houses, customer and agents. We continue to refine our recent operation and promote collaboration and a more focused operation by agents ultimately achieving enhanced efficiency. For instance, on the home listing side in the first half of this year, underpinned by our systematic capabilities, we implement home listing operation mechanism of home listing mechanism score and store to home listing [indiscernible] nationwide. This allows the agents to focus on specific community while improving home maintenance capability and the transaction efficiency.
On New Home side, we are also implementing the focused project strategy to drive sales through efficiency. In terms of home customer margin, we launched a product called point-to-point as an intra-agent channel for the flow of the home listing, improving the home customer matching efficiency and the home listing inventory liquidity. As a result, the 14-day sell-through rate of our home listing through this to improve from 6% to around 12%. As for agent customer managing, we completed the comprehensive optimization of our online sales lead allocation for the in-home and new home transaction services, which is taking into account both earnings and efficiency to support junior agents growth. With respect to the ecosystem governance, to drive the issue of the issue of the probably the transfer orders that every platform in the industry is facing.
We achieved new breakthroughs in our business [indiscernible]. We empower our [indiscernible] team by creating digital tool and promoting close loop management awareness, identify risk and fixed initial [indiscernible] through our integrated online offline government system service providers on our platform now engaging a proactive self-review instead of being passively supervised. Store owners and agents now hold elevated trust in our platform and their sense of compliance has improved. For new homes, we promote developers with all sales channel to jointly abide by the [indiscernible]. A series of proprietors of the transparent operations and promoted an industry-wide compliance. As of end of June, [indiscernible] cooperative, real estate projects have been covered by this assumption promise.
Going forward, we will continue to focus on enhancing our service capability for store owners and homeowners. In the context of the increased cross district, new home purchase and the transaction of the in-home. We hope to further improve our customer targeting capability to large customers with the respective new home projects and enhance our understanding of the customer needs in more systematic way, thereby strengthening our collaboration network and improving match efficiency. In the cities where our network coverage are already at a high level, we are further enhancing efficiency and [indiscernible] ACN. We’re pursuing the growth of our core in the emerging business and the breakthroughs of our emerging business. Meanwhile, despite the possible volume decline in the new home market, developers have been more willing to adopt [indiscernible] sales channels.
This state of the total addressable market will put more emphasis on and the benefit more from sustainable, healthy and steady growth of our addressable market that is brokerage China sales market. For our direct operation business, first, we continue to leverage our large store model to take our agent income to the next level. In the first half of this year, the average number of agent per store reached 18, up 15% year-over-year. The average agent income to average social income compared index, also improved by 40% year-over-year. Second, we continue to power innovative agent frontier mechanism. Our goal is to create a working environment to the benefits professional agents and managers long-term development. Third, we will continue to enhance our service capability and increased investment in traffic acquisition to boost the brand momentum, elaborating the [indiscernible] brand.
In the first half of this year, we refocused and centralize our service commitments and that we will invest more brands cultivating going forward. Thank you.
Operator: Thank you. And the next question comes from Harry Chen with Citigroup.
Harry Chen: [Foreign Language] [Interpreted] How is your home renovation and furnishing service business progressing? Any update on the development of your core capabilities. Could you share some key operating metrics and the unique economic model for the benchmark cities like Hangzhou and Beijing.
Tao Xu: Thank you, Harry. The progress of our home renovation and furnishing business continue to exceed our expectations. In the second quarter, our home renovation and furnishing service business sustained its growth momentum. The contracted sales reached around RMB3.4 billion in the second quarter, making the first half [indiscernible] sales volume to reach more than RMB6 billion. The year-over-year growth rate in the second quarter continued to reach over 100%. Notably, the home renovation order volume increased by over 90% year-over-year. Contributing significantly to our [indiscernible]. As project condition and delivery accelerated, our revenue for the second quarter surpassed RMB2.6 billion, making a 91% increase year-over-year and 86% increase quarter-over-quarter.
In cities where we have the leadership, we have established a virtuous cycle of the skill, quality and economy performance. Beijing and Hangzhou was the fourth cities we entered and are leading the way in establishing virtuous cycle. Just take the net showcase. In terms of the scale, our contract sales in the city exceeded RMB600 million in the second quarter, with monthly contracted sales surpassing RMB200 million for two consecutive months with reported revenue to reach over RMB500 million. [indiscernible] contract sales to exceed RMB2 billion in this year. For Hangzhou, the contract sales volume for the second quarter also reached over RMB500 million and we expect the annual contract sales in this year to reach most RMB1.8 billion. We can now simultaneously initiate and complete sale home renovation units from us in Beijing just is a significant breakthrough for the industry.
In terms of the profitability, the quarterly operating profit in Beijing reached RMB 50 million as the monthly operating profit exceeded RMB10 million for five consecutive months. Using Beijing and Hangzhou as guiding examples, we are replicating the model and experience from this well-established city across entire countries. Shanghai is expected to break through the milestone of RMB1 billion in annual contract sales and it contribute annual revenue of RMB700 million this year, which means it will reach the same scale as Beijing [indiscernible]. We expect cities like Wuhan, Nimbo, Suzhou and so on to reach the same scale as Beijing and Hanging our third wave of expansion. As of middle of this year, after just nine months of the integration of a [indiscernible] we achieved RMB240 million in contracted sales and RMB120 million in revenue, each showing the growth rate exceeding 120% year-over-year, which is a strong testament to the effectiveness of our laser focused sales strategy.
Focusing on the capability development, the virtuous cycle we have established at the city level as a result of our committed effort in developing capability combined with consistently equation for the improvement over years. Number one, for the customer acquisition, we continue to empower agents to be the quality and committed expert and home adviser. Their effective and the intensive customer acquisition and the conversion has helped us break through the home renovation and furnishing industry [indiscernible] at the top of the funnel. This year, more than 45% of the home renovation customers were reported by our core business. Simultaneously, home renovation business is contributing to the growth of the home transaction and home rental services, the other way around.
In Beijing, designers are involved in the environment during the initial stage of the home transaction and create the renovation design plan during the negotiation stage to facilitate the transaction completion. Our customer acquisition advantage [indiscernible] from putting our main effort into lining to a customer like our peers typically do. With that we can focus more on enhancing our core capabilities in home renovation and furnishing business. This enable us to concentrate on the sense of the operation and overcome growth barriers. Now for the management of the service provider, we have invested our resources in service providers fundamentally redefine how they can earn the income and how they participate in the industry. This is achieved by the positive and systematic order, is actually timely settlement, providing the incentive and respect for the high-quality service providers, both financial and culturally.
