How to develop real estate enterprises in the face of financial crisis.

Second, establish diversified sources of funds. China's real estate enterprises should actively explore various possible financing channels in light of their own actual conditions to help us solve the financial difficulties: 1. Actively develop other financial services other than bank loans, such as making full use of bank acceptance bills, letters of credit, guarantees, commercial bills, etc. 2. Build your own brand, actively enter the capital market, issue stocks and bonds in a planned way on the premise of brand, and raise working capital. 3. Gradually expand market share through mergers and acquisitions or cooperative development projects, and enhance and expand the influence and voice of enterprises in a certain region. Third, scientifically making project development plans, strengthening cost management and reducing expenditures are also good ways to cultivate the internal strength of enterprises and enhance their immunity. 1. In order to reasonably occupy the limited funds of enterprises, it is necessary to make a scientific project development plan. In the whole decision-making process, enterprises should analyze and calculate the financing scale, financing cost, initial investment, regular funds needed during the construction period and expected income as a whole, so as to provide timely and reliable information for decision makers. 2. Cost management methods. Including several aspects: contract management, budget and fund management, material management. Among them, budget and fund management are the core. (1) contract management: the implementation of all major economic activities of the company begins with the signing of contracts, so contract management must be integrated with various functional departments such as finance, budget and engineering. If the contract management is in place and the project cost and material price involved are reasonable, there will be a very solid platform for cost control. (2) Project budget and fund management: Reasonable cost accounting and fund management with reference to the project budget is the focus of financial work of real estate development enterprises. Because the project cost and the payment of its funds are the substantive core contents of real estate development enterprises, the amount involved in each item is quite huge and must be controlled emphatically. Fourth, improving the capital turnover rate and reducing the asset-liability ratio will easily lead to slow capital turnover due to the slow transmission of information flow; Second, strengthen enterprise cash management. The recovery period of accounts receivable should be shorter than the delivery period of accounts payable as far as possible, which is conducive to the timely delivery of accounts payable and avoids excessive interest burden and capital occupation. Third, reduce the excessive advance of enterprises. It is a common phenomenon for real estate development enterprises to raise development and operation funds by borrowing. However, real estate development enterprises support enterprises with excessive advance of debt funds, which increases business risks. Once the debt crisis occurs, it will endanger the survival of enterprises. Fourth, strictly control the expenditure of daily management expenses. Reducing expenditure is actually accumulating the profits of the enterprise itself. V. Conversion from "land bank model" to "factory model" The traditional business model of developers is to reserve a large amount of land and profit from future land appreciation. China needs developers who can develop large areas as quickly as factories mass-produce products. This "factory model" is specifically to realize the specialization of three products, industrialization of production and scale of development. It has the following advantages: 1. We can win preferential policies from local governments. The speed of urbanization is often positively related to the amount of funds and the level of development. In order to attract foreign investment and attract higher-level real estate developers to invest, some underdeveloped local governments often implement preferential policies and tax incentives for foreign investors to encourage powerful foreign real estate enterprises to develop locally across regions. Projects developed by foreign real estate enterprises can introduce advanced real estate development concepts from developed areas to underdeveloped areas, and also allow local developers to learn more advanced technology and development experience, which really plays a very good role in accelerating the local urbanization process and the development of the real estate industry. 2. Brand building and brand marketing to achieve brand economy. Brand building of real estate enterprises is a systematic project, which needs long-term resource investment. Real estate enterprises can use their own brand effect to share advertising expenses and R&D expenses in a wider market scope, and can also use the successful development experience accumulated in cross-regional and large-scale development to transplant similar real estate commodities to other regions, which can achieve the purpose of reducing costs. According to the branding theory, real estate enterprises can build brand building model of real estate enterprises from four aspects: brand positioning, project quality, property service and brand communication. 3. The scale economy of "factory mode" can reduce the cost of enterprises to the greatest extent. Real estate enterprises with "factory model" can establish a unified material procurement platform, form a material procurement alliance, conduct large-scale material group procurement, and speed up capital turnover. With the continuous development of the industry, the division of labor among various professions involved in real estate development is more obvious. Enterprises with "factory model" have strong adaptability and good resistance to the impact of foreign counterparts, while those enterprises with low qualification level and weak development strength will find it difficult to adapt to the subsequent changes and become victims of "reshuffle" in the industry. [2] Wang Chunsheng. Financial risk management and prevention of real estate enterprises under the financial crisis [J]. Manager, 2009(04)[3] Duan Yulong. Research on the strategic shift of China real estate enterprises under the financial crisis [J]. Modern commerce and trade industry, 2009(05)