There are many reasons for the failure of construction enterprises.

We all know that the homogenization of construction enterprises is very serious. When competing in the same industry, if you don't have your own core competitiveness, you will be unable to face the cake in the market.

On the other hand, some entrepreneurs lack foresight and can't adjust their development strategy, industrial structure and talent structure in time with the changes of the market, which leads to the sharp shrinkage of the market and the brain drain, and finally gradually disappears.

2. Blind expansion

Many enterprises are often blindly expanding, desperately spreading their stalls, over-financing and abusing leverage. Once the stall is too big, it is easy for the funds to keep up. At this time, if the bank withdraws cash or breaks other accidents, the consequences will be unimaginable.

In fact, whether enterprises take the road of horizontal operation to expand scale and increase market share, or set foot in the industrial chain of related industries for vertical operation, correctly handling the contradiction between expansion and risk prevention is always the positive and negative sides of a coin that entrepreneurs need to face.

Lessons from the past:

2065438+2005 65438+2005, as a private enterprise leader in Ningbo with assets exceeding 10 billion and industries spanning three sectors: construction, real estate and overseas engineering? Huafeng Construction Co., Ltd. (hereinafter referred to as? Huafeng Construction? ), after the capital chain broke and the bank loan was cut off, the company finally applied for bankruptcy? End it.

Huafeng Construction said that the bankruptcy of enterprises was due to excessive expansion, macro-control of real estate and other reasons, and the normal operation of enterprises could not be carried out. Liquidity has been extremely scarce, and the capital chain has finally broken.

3. Diversification is out of control

Many enterprises blindly enter unfamiliar industries that have nothing to do with their main business and implement diversification strategies. Due to the particularity of the management mode of construction enterprises, these enterprises will soon fall into the predicament of transformation and development.

Therefore, construction enterprises should not deviate from their professional advantages and engage in irrelevant diversification. Professional people should do professional things, and enterprise management should match the ability of enterprises in order to go well and go far.

4, enterprise mutual insurance, joint insurance

Guarantee, mutual insurance and joint guarantee among enterprises are flexible and innovative measures in enterprise development, which can bring certain convenience to enterprise loans.

In the loose monetary policy after 2008, corporate guarantee, mutual insurance and joint insurance have become the most common ways to increase credit when banks approve loans. The greatly lowered loan threshold and the thirst for funds have made many enterprises flock to this shortcut rapidly, which has led to mutual guarantee between enterprises and multiple guarantees of enterprise assets, and also laid the groundwork for the domino crisis of enterprises.

Lessons from the past:

In 20 15, Midtown Construction went bankrupt, guaranteeing 300 million yuan for other enterprises and 800 million yuan for them. The first difficulty in capital turnover was due to the break of the capital chain of Xintai Group. As one of its guarantee companies, Midtown Construction was burdened with 50 million yuan compensation, which became the fuse of Midtown's bankruptcy.

5, private financing, drinking poison to quench thirst

Many business leaders have strong ambitions and hope that their enterprises will become giants. Therefore, even if some construction enterprises have some surplus funds, they will borrow from banks in exchange for greater development of enterprises.

However, in the past two years, due to changes in policies, it has become increasingly difficult for enterprises to borrow from banks, and it is relatively easy for enterprises with super-first-class qualifications to raise funds. Enterprises below the second level simply can't get funds, so many enterprises turn to private lending, and finally these huge private debts and interests become? The last straw to crush a camel? .

Lessons from the past:

20 14 In May, many real estate projects of Guangyao Real Estate, one of the top 100 real estate enterprises in China, were overdue due to capital chain problems. Some properties were secretly mortgaged to engineering builders and material suppliers, and some were seized by the court.

It is reported that the total amount of private loans of Guangyao Real Estate is as high as 2 billion yuan. In three years, the company will repay 2 billion yuan in interest only, but there are still more than 2 billion yuan in principal and interest outstanding.

6. Low bid+advance payment

Capital contribution is an open hidden rule in the construction industry. No matter whether Party A has money or not, it must build a company to contribute, and developers without money should find rich builders to contribute.

Although the builders are full of complaints about the advance payment, they can only bite the bullet and accept it, because the market is so high and there are not enough people. If you don't do it, others will do it.

Therefore, the so-called low-cost bid in many places makes the construction enterprises have no profit at all. Once the funds are not collected smoothly and paid in time, a series of debt reactions will occur and they will fall into financial difficulties. If advance payment is a prelude to the collapse of construction enterprises, then? Winning the bid at a low price+paying for it yourself? It accelerated the closure of construction enterprises.

7. Hook it to the end

After the reform of the camp, the original affiliated business model will be fatally affected. After the business tax is changed to VAT, the VAT rate is closely linked to the input and output, and the tax paid is the value of the output tax minus the input tax. Therefore, the enterprise must comprehensively manage the funds and bills of the project department in order to fully control the input tax receipt and avoid the situation that the enterprise legal person and senior management personnel bear criminal legal risks because the project department falsely makes VAT.

8、? Four libraries and one platform? The appearance of the killer

Built by the Ministry of Housing and Urban-Rural Development? Four libraries and one platform? , realize the registration from individual practice? Enterprise qualification application? Dynamic verification of enterprise qualifications? Bidding for engineering projects? Project construction process management, to avoid the confusion of personal qualifications and enterprise qualifications, so that capable enterprises and individuals can undertake project construction tasks and lay a good foundation for the improvement of project quality.

"Four Stores and One Platform" will fully realize the national construction market through the nationwide networking of enterprise libraries, personnel libraries, project libraries and credit libraries? A data database, a supervision network and a management line? The goal of information supervision.

This leads to: the disappearance of registered personnel, the difficulty of applying for enterprise qualification, the cost of maintaining enterprise qualification, the difficulty of fraud in bidding for engineering projects, and the probability and risk of being investigated for affiliated operations.

9. Ignore safety

Construction enterprises are most afraid of safety accidents. In the event of a safety accident, enterprises? Smash the sign? 、? Shame? 、? Ticket scalping? , cadres? Take off your hat? 、? Handcuffs? 、? Prison? , light to stop bidding, heavy is driven out of the market, the enterprise was destroyed. Therefore, for many construction enterprises, even if there is no immediate benefit, we should keep the long term? Is it safe? .

Lessons from the past:

20165438 2006+065438+1At 7: 40 on October 24th, the cooling tower construction platform of Fengcheng Power Plant, Yichun City, Jiangxi Province collapsed, killing 74 people and injuring 2 others. This is the accident with the largest number of deaths this year, and it is also the most serious accident in the power industry in the past decade. The influence is bad and the lesson is painful.

According to the circular, the accident was related to the construction unit, which compressed the construction period, rushed production, and the construction organization was not in place and the management was chaotic. In the final analysis, it is because safety in production is not put in the first place.

10, unable to adapt to the reform of the camp.

After the camp reform, according to the calculation of construction enterprises, the response is: according to the value-added tax rate of 1 1%, it is equivalent to increasing the original business tax from 3% to 5.8%, and the tax paid by enterprises will nearly double, so the profit of the construction industry is not high. Camp reform? After that, many small businesses will face the danger of bankruptcy.

Therefore, we can foresee that the next two years, or even five years, will be the most difficult year for construction enterprises to change business tax into value-added tax, and those enterprises that cannot do so will face bankruptcy.

1 1, PPP blindly follows suit.

Under the national policy of supporting and encouraging PPP, many construction enterprises actively participate in the development of PPP business, and even position their core competitiveness in PPP business.

For construction enterprises, especially private enterprises, we must do what we can, wait and see, be cautious, keep our eyes open, choose suitable projects, and strive to quit as soon as possible under PPP mode; Blindly following the trend of PPP will lead a group of construction enterprises without core competitiveness to go astray or even fail.

12, blind internationalization

In recent years, the internationalization, going global and Belt and Road construction of construction enterprises have a strong momentum, especially private enterprises and small and medium-sized construction enterprises. Without in-depth analysis of the international market environment and continuous combing, summarizing and deepening of overseas experience, blind internationalization will only make enterprises quickly enter the abyss of death.

Let's not talk about the example of SMEs. Let's take a look at a well-known example.

Lessons from the past:

In September, 2009, the tender for A2 Expressway in Poland began. China Overseas Engineering Co., Ltd. (hereinafter referred to as China Overseas), a consortium composed of four domestic companies, won the bid for Section A and Section C (about 49 kilometers) at a price of US$ 440 million, almost half of the quotations of other companies, and even less than half of the 2.8 billion zlotys (about US$ 6,543.8 billion) budgeted by the Polish government.

Without carefully surveying the terrain and studying the local legal, economic and political environment in advance, China Overseas signed a contract with Polish Highway Administration, which made it impossible to get compensation from the owner for the cost increase, project change and construction delay, and the management was out of control, communication was not smooth, and there were many contradictions within the consortium, and finally it had to be defeated and fled.

Therefore, although the scenery overseas is beautiful, we still need to weigh it ourselves. Senior central enterprises like China Overseas are overwhelmed overseas, not to mention some small and medium-sized construction enterprises!