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at a time when the global economy is facing many uncertainties, the survival and development of enterprises are facing unprecedented challenges. in 2024, although the chinese economy shows signs of recovery, factors such as pressure on the real estate market, changes in consumer demand and intensified industry competition have brought severe challenges to enterprises. how to break the deadlock has become a proposition for enterprises to think about.

in this context, real estate companies have re-examined their development strategies, started to seek transformation, and explored new areas that complement the real estate business: for example, aranya focuses on cultural tourism and creates a real estate + model, and has gradually entered multiple cities; vanke, greentown, poly and others responded to government policies and focused on the elderly care industry; at the same time, some companies have improved their competitiveness through technological innovation and product upgrades in order to stand out in the fierce market competition. among them, oct a has fully demonstrated its firm determination to reform to the market.

recently, oct a released its interim results for 2024. data showed that during the reporting period, the company achieved operating income of 23.011 billion yuan, up 18.38% year-on-year. against the backdrop of increasing industry uncertainty, oct a has gradually shown its corporate stability by deepening professional reforms and lean management, and adhering to the strategy of high-quality development.

adhere to a steady development strategy

building a “risk-off” moat

at present, the real estate market is still in a period of deepening adjustment. according to data from the national bureau of statistics, the sales area of ​​newly built commercial housing in the first six months of this year was 479.16 million square meters, a year-on-year decrease of 19.0%. despite the introduction of positive measures such as down payment reduction and interest rate cuts at the policy level, the recovery of market confidence is still slow, and the demand is obviously weak. in this context, real estate companies will face a series of chain challenges: tight capital chain, increased uncertainty in investment returns, increased project development risks, etc., which will affect the overall operation of the company. relevant industry insiders said that the stable operation of the capital chain of real estate companies is the key to stable development. looking at the market, nowadays, high-quality real estate companies are all paying close attention to financial security and continuously optimizing their financial structure to cross the market cycle.

oct a has taken advantage of the situation and optimized its business strategy in a timely manner, ensuring safe and stable cash flow by focusing on sales, strengthening lean management, and improving product quality. data shows that the company's capital structure continued to optimize in the first half of 2024, with a cash balance of 36.6 billion yuan, accounting for more than 10% of total assets; at the same time, the continued decline in financing costs also provides the company with greater financial flexibility. the average financing cost has dropped from 3.91% at the beginning of the year to 3.79%, and medium- and long-term loans account for 78%, highlighting the resilience of corporate development.

this indicator is valuable in the current environment where real estate companies are generally under pressure. high-quality and sustainable financial optimization strategies are the key to real estate companies’ “avoidingrisk"it is a necessary means to achieve the goal of realizing ...

comprehensively deepen value creation

cultural tourism businesssteadyincrease

the current macroeconomic environment is still full of uncertainty. building a business ecosystem that adapts to market changes through deepening reforms is the key for enterprises to find growth points in different economic cycles. especially in the current sluggish real estate market, real estate reform can disperse the risks of a single industry, create synergies, and open up new paths for high-quality development in adversity. for example, many real estate companies such as midea real estate and gree real estate have reformed their business structures and reshaped their development patterns based on the current situation; china resources group has made efforts to tackle the practical effects of reforms and accelerate the promotion of high-quality development and transformation and upgrading.

in recent years, oct a has continued to promote professional reforms.clarifythe asset relationship and management boundaries of each business segment will be improved to improve resource allocation efficiency and build a modern core business system. so far, the company has completed the management reorganization of more than 50 existing operating projects and promoted the integration of operating projects into specialized companies such as tourism, commerce, and real estate for centralized management.

today, the domestic tourism market has entered an accelerated recovery channel. in the first half of 2024, domestic travel spending reached 273 million, a year-on-year increase of 19%, highlighting the vitality and potential of the tourism market. oct a has firmly grasped the consumption track represented by the tourism market, and professional reforms have achieved results. data show that in the first half of 2024, oct a's cultural and tourism projects received a total of 36.34 million tourists, and the comprehensive tourism business revenue was 11.325 billion yuan. the tourism business maintained its growth momentum and contributed important performance support to the company. specifically, the company has continuously improved the quality of tourism products and services through professional management and operation, successfully attracted tourists, and achieved a quantitative and qualitative increase in tourism business:

reshape the development pattern of tourism business.facing opportunities and challenges, oct a strengthened product innovation, strengthened and improved the cultural tourism sector, and took "multiple measures" to grasp the momentum of cultural tourism recovery. at present, the company's tourism business has developed into a mature business system with "two cores, three dimensions and multiple points" as the core, that is, the "two cores" of theme parks and natural and cultural scenic spots are the strategic focus and leading force for the development of tourism business; the "three dimensions" of tourism technology, tourist hotels, and characteristic businesses are important supports, and the "multi-point" layout across the country has shown results against the background of the growing demand for "cultural tourism".

continue to explore multiple growth points.the "2024 chinese consumer" report shows that consumers will measure the value of brands and products from multiple dimensions in the process of pursuing quality life, and diversified consumption will become an important trend in the future chinese market. oct a continues to explore new growth points to maintain its competitiveness in the industry. the company seizes emerging demands such as "travel" and "cross-border" and brings a diverse and rich travel experience to travelers through the deep integration of hotels and local culture; its happy valley seizes the "national tide fever" and launches the "national tide culture festival", and creates the "beijing's first blue and white porcelain theme park", integrating chinese new trend elements into the tourism industry and demonstrating cultural confidence. these innovative measures have successfully enriched the company's product line and injected new vitality into the development of china's cultural tourism industry. in addition, in terms of new project development, beijing maya beach water park was completed and opened, and the maya beach brand was renovated and released, integrating ancient maya culture with modern trendy water entertainment elements to provide tourists with a high-quality place to play; its business management company won the bid for the dongguan songshan lake cultural and art district commissioned investment and operation service project to create a new public cultural and social space; and signed a contract with wuxi high-tech zone cultural, commercial and tourism industry group co., ltd. to jointly undertake the wuxi symphony hall project to create a new commercial complex integrating culture, performing arts, retail, catering, leisure and other functions. the implementation of new projects can not only successfully expand the company's business territory, but also reflect the feasibility of new business ideas, and will continue to empower the company's future cultural and tourism sector development.

creative transformation releases development advantages.as a leading enterprise in the cultural and tourism industry, oct a actively promotes the creative transformation and innovative development of china's excellent traditional culture, and is committed to enhancing tourists' travel experience and empowering china's cultural and tourism industry through all-round and multi-dimensional innovation. for example, it has created the "2024 oct tourism carnival", launched more than 200 theme activities and thousands of cultural and tourism products for the benefit of the people, and provided consumers with a cultural and tourism experience with a stronger atmosphere, more diverse gameplay, and richer connotations. this is not only a manifestation of the company's innovative breakthrough capabilities and development resilience, but also highlights its efforts in promoting the construction of social spiritual civilization.

in july this year, the third plenary session of the 20th cpc central committee further clarified that "chinese-style modernization is the modernization of coordinated material and spiritual civilizations", emphasizing that tourism plays an important role in promoting the coordinated development of material and spiritual civilizations. industry insiders pointed out that my country's tourism industry has started a rapid recovery and steady development process.

while the cultural tourism business maintained growth, oct a showed balanced development in all business formats in real estate residential development, commercial, property and other sub-sectors. for example, oct a actively improved its professional level around development, products and marketing. the chengdu jinniu guobin project took 7 months from land acquisition to launch, demonstrating its efficient development capabilities; the foshan shunde phase ii project improved product recognition through early positioning and decoration standards, and its sales ranked first in the local market; oct a property has been awarded the "top 100 property service companies in china" by china index academy for many consecutive years, demonstrating its professional strength and brand influence in the field of property services.

oct a expressed optimism about the company's future development prospects: "in the next stage, the company's real estate business will focus on core cities and actively optimize resource layout; the tourism business will increase product innovation and actively promote business improvement. the company will continue to optimize resource allocation efficiency, improve corporate governance effectiveness, enhance value creation capabilities, and go all out to promote the continued improvement of the main business operations."