Where is the way out for small and medium-sized housing enterprises?

When the country issued a series of macro-control policies, it will inevitably lead to a major reshuffle of the real estate industry, in which a large number of small and medium-sized real estate enterprises may be eliminated by the market.

However, we should also be soberly aware that the industry norms and self-discipline aroused by the reshuffle will certainly bring opportunities and challenges to the development of more small and medium-sized real estate enterprises with standardized management and good management.

Avoid its sharpness and move to the prefecture-level market.

With the gradual standardization of the real estate market, the threshold for the survival and development of developers is constantly improving, and it is increasingly difficult for enterprises to obtain land and funds.

First-and second-tier cities require development enterprises to have higher and higher financial strength, development level and management ability, including government requirements, public opinion requirements and consumer market requirements.

Many small and medium-sized housing enterprises can't get land in first-and second-tier cities, and the financing channels are single, and they can't recruit suitable talents, making it difficult to survive, let alone develop.

With the continuous development of society and the continuous improvement of industrial concentration, small and medium-sized enterprises are facing the reshuffle of the market. Just like the home appliance industry, many small and medium-sized enterprises will be run over by the wheel of history, which is the inevitable law of any industry development and the necessity of market economy. At present, in first-and second-tier cities in China, small and medium-sized enterprises blindly confront powerful enterprises or confront them for a long time because of their high land transfer fees and security deposits, which is tantamount to throwing eggs at stones and seeking their own death.

However, this does not mean that SMEs have no living space. Instead of fighting with powerful enterprises in a limited market, it is better to find another way, transfer to a higher level market, and open up a broader prefecture-level market, even a county-level market. Whoever walks in the forefront will win the initiative of the market and become bigger and stronger.

Compared with Zhengzhou market, SMEs still have advantages in prefecture-level cities. Compared with Zhengzhou, prefecture-level cities have the advantage of backwardness because of the gradient difference in development level and relatively weak market competition, as well as the characteristics of large population, rich land resources and large market capacity.

Henan Jianye Group, a leading housing enterprise in Henan, has been keenly grasping the pulse of this market for a long time, taking the lead in entering other 17 cities in Henan and winning the county-level market in Yuzhou.

Jianye has brought advanced development concepts and product quality to the local market, won word of mouth and gained market recognition. Many people may say that Jianye's profit in the market is not high, but it should be noted that the cultivation of the market needs a process, and the establishment of brand and reputation is of great benefit to enterprises to further explore the market. Therefore, it is necessary for small and medium-sized real estate enterprises to change their thinking as soon as possible, recognize their roles and make strategic adjustments in time.

The survival or extinction of small and medium-sized real estate enterprises depends on the success of their spatial strategy to some extent.

In the future, the prefecture-level market and even the county-level market will be the main battlefield for the decisive battle of housing enterprises, and will no longer be a safe haven for small and medium-sized housing enterprises. Small and medium-sized real estate enterprises will eventually lose their living space if they can't gain a firm foothold in this round of spatial strategic layout, which is the inevitable result of the development of the real estate market.

Find another way and take a differentiated route.

At present, a series of macro-control policies have not only promoted the healthy development of the real estate industry, but also brought a big impact to real estate enterprises. Among them, land and capital are two bottlenecks restricting the development of small and medium-sized real estate enterprises. These two blocks can make a considerable number of enterprises be washed away by big waves.

However, this does not mean that small and medium-sized real estate enterprises have no opportunities. From the point of view of Juyi International, taking a step ahead of the market, finding another way and taking a differentiated route may break through the clouds and see a new sky.

The predecessor of Juyi International is Zhengzhou New Real Estate. Looking back on the road taken by Juyi International, in 2000, a supermarket with an area of 1 1,000 mu was developed in the northern suburb of Zhengzhou. At that time, most enterprises were competing for Zhengzhou, the central market. Then, Juyi International turned around and entered the downtown area, developed a super small-sized community fashion party that was not available at that time, and then quickly cloned another small-sized community in the urban area-Youth Juyi.

The success of young people's Juyi has enabled new real estate to find a model that can be quickly replicated and expanded. Juyi International quickly cloned local versions of Youth Juyi in capital cities such as Jinan and Nanjing.

Looking back now, the development of suburbs has become a trend in Zhengzhou, but Juyi International saw the market trend as early as three years ago and grasped it one step ahead.

Nowadays, when other enterprises develop suburbs, Juyi International has already had the experience of developing suburbs and formed its own core competitiveness. Fashion Party also pioneered the ultra-small apartment in Zhengzhou, occupying the small apartment market in Zhengzhou in 2003 and 2004, which is more forward-looking than those developers who started to "follow the trend" in 2006.

Juyi International, which started with the differentiation strategy, did not stay in small units.

After entering 2005, Juyi International turned its attention back to the suburban market. This is because there is not much land to develop in the city center and the development cost is high, but in the suburbs, the land is relatively cheap and the development space is large.

It can be said that Juyi International has never confronted other real estate developers since it entered the real estate market, and has always taken the road of differentiation.

Of course, the development of suburban market requires developers' comprehensive development ability and financial strength, which is difficult for ordinary enterprises, leaving small business space for individual SMEs. However, many small and medium-sized enterprises can learn from this differentiated competition model. Small and medium-sized enterprises can cooperate with powerful development enterprises, which will make it easier to obtain land, and at the same time enhance their own strength and increase their chances of success in the real estate market.