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china resources land has taken firm steps to cross from the first growth curve of residential to the second growth curve of commercial. its layout is precise, taking the business of ecosystem elements as the core development direction, and focusing on three sub-tracks: urban construction, venue operation and rental housing. they believe that under the new model, urban operators will usher in new opportunities.

midea real estate has chosen a unique restructuring plan, separating the development business from the listing platform and building a business model of "development and construction + property management services + asset operation + real estate technology". this is not only a response to industry challenges, but also an important measure to achieve transformation and upgrading.

however, this era is also full of challenges. debt problems have always plagued the real estate industry, and optimizing the debt structure has become the key.

when practicing the transformation from the old model to the new one, longfor took the initiative to reduce the scale of debt and gradually get rid of debt pressure. their action reflects a positive attitude. at the same time, they are also trying new financing models to find more stable liquidity.

vanke has also taken corresponding measures, actively selling, promoting large-scale transactions and asset revitalization, and gradually withdrawing from non-core businesses. they strive to ensure cash flow security and actively change financing models.

greentown china mainly adopts a prudent business strategy, invests prudently, and seeks new development opportunities. they also actively adjust their debt structure during the transformation process to ensure sustainable development in the future.

in this challenging era, real estate companies need to make choices and choose the right transformation path in order to stand out from the competition.