浅议新形势下的房地产开发企业财务管理外文翻译

1、宁波大红鹰学院毕业论文外文翻译所在学院： 专 业： 班 级： 08财管/国贸x班 学 号： 姓 名： 指导教师： 2014 年 11 月 3 日译文：题目： 浅议新形势下房地产开发企业财务管理 一、加强房地产开发企业财务管理的意义(一)加强财务管理能够促进企业的生存和发展。由于房地产开发项目的开发周期较长，资金的使用量很大，因此，只有加强财务管理，科学的平衡企业的收入和支出，才能实现企业的长期资本积累，最终实现企业的可持续发展。尤其是在当前国家加大对房地产行业调控、行业竞争日趋激烈的环境中，房地产开发企业只有加强财务管理，努力降低房地产开发企业的开发成本，提高自身的竞争能力，才能在激烈的市场竞

2、争中立于不败地位。(二)加强房地产开发企业的财务管理有助于提高其内在发展能力提高房地产开发企业的财务管理水平，能够有效促进企业整体的经营管理水平。由于企业财务管理涉及较多的指标，并且具有综合性，所以，如果房地产企业能够很好的处理综合性较强的财务管理指标，企业其他方面的管理水平，包括技术管理、生产管理以及物资管理等水平也会得到相应的提升。二、新形势下房地产企业财务管理存在的问题(一)开发周期长，收入确定难。房地产的开发周期比较长、实体庞大、社会劳动消耗量大，前期、中期、后期，不同时段收入的确定、成本的控制以及资金的筹集都不同于其他企业，由于整个开发项目会存在一定的不确定性，在开发的前期和中期对收

3、入是否可以确认比较难以判断，只有在其办理房屋竣工交付使用，并办理所有产权证书之后才可以确认收入。而且资金回转到企业的时间比较长，对于成本核算、成本控制都需要根据不断的时期分时期进行核算，整个财务管理工作就显得比较任务繁重庞大，也具有一定的风险性，所以财务部门对于收入的确认是比较有难度的。(二)房地产开发企业的融资成本较大。房地产开发企业与普通的制造企业财务管理具有很大的不同，房地产开发企业在前期需要投入巨大的长期资金，资金周转率特别低，资产负债率较高，这说明了该行业属于资金密集型行业。从目前来看，房地产开发企业的融资方式主要采取的是债务融资，特别是依靠银行的信贷资金，贷款的资金较大，相应的财务

4、风险较大。目前，国家对房地产行业政策调控较严，严厉控制银行对房地产开发企业贷款额度，再加上土地政策和信贷政策的收缩都使得房地产的融资成本越来越高，面临的资金链断裂的危险。(三)预算工作执行不到位。房地产行业属于资金密集型行业，资金周转时间长，前期开发需要大量的资金投入和长期持续的资金保障。资金顺畅运转的关键是预算管理工作是否执行到位。房地产企业普遍存在的现象:资金的支出与施工进度不一致，不严格按照预算计划和合同执行，超进度或超额支付工程款;资金拨付的手续不完善，审批不严，对于一些费用的报销未能严格按照财务制度规定执行，领导单方面同意支付，导致资金使用的随意性增大，最终与预算偏离更大，影响预算的

5、执行。如果预算执行不到位，资金的使用偏离的预算的要求和规定，极易出现资金链断裂情况，房地产企业就会出现烂尾楼项目或破产。(四)资产负债率较高，资产流动性差。房地产开发企业在投资房产开发的时候，资金投入规模一般都比较大，单凭企业内部的自有资金是难以支付这么大一笔资金的，所以跟银行贷款是必然的，如果多个项目一起开发的话，跟银行的贷款额度就更大了，这样就会导致公司出现债务偿还的风险，所以说房地产开发企业往往都是高负债率、高财务风险的。另一方面，房地产开发企业的存货主要是土地、在建工程和在售楼盘，资金的回收周期比较长，经常出现短期资金不足的情况，对于短期的债务有时候不能兑现偿还的承诺，很容易致使公司陷

6、入信用危机。三、加强房地产企业财务管理的方法(一)加强房地产开发企业资金管理体系建设房地产企业应该高度重视资金的使用管理制度，财务部门对在资金的调度使用和现金的支出审批应当拥有高度的批准权，统一管理资金的使用。对于下属财务单位则根据业务的规模需求设置两级的资金使用权限，严格执行收支两条线的管理方式，对于下属各单位已经实现的收入必须全额及时收缴，所需的费用申请需经由总部审核批准再拨付使用。资金的批准使用经由三级权限管理可以及时回收资金，全面及时的掌握整个企业资金的使用状况，实现统一调度，可以避免出现资金沉淀，出现呆账坏账的情况，并可以帮助实现工作流程制度化、规范化，明确各个分工环节，清除资金流转

7、的内部障碍。(二)强化风险防范机制建设房地产开发企业在生产经营过程中随着其业务数量不断扩大也会面临越来越多的财务风险及危机。而且由于房地产开发企业的特殊性，许多风险一旦发生则造成的损失将是不可估量的。所以必须不断加强财务风险防范机制的建设与完善。首先要在企业内部切实树立财务风险防范意识，要实现从领导要销售人员，人人以风险防控为己任。(三)做好预算管理工作，保证项目运转顺畅通过预算管理，促使企业管理者严格按照预算规定进行资金的支付，合理地安排和使用资金，并有效降低成本费用。具体而言，每一个开发项目都要有项目负责人，项目负责人首先要对项目资金需要量和费用支出进行测算，编制具体的资金需要量计划、成本

8、费用耗用计划和销售计划，再由项目的工程技术人员和财务部门协助做出更详尽的测算，不仅要考虑企业在不同发展阶段下需要多少资金，还要考虑可能获得的最大资金。严格按照预算的要求和规定执行，杜绝提前付款、超额付款、单独审批、随意支出的现象，尽快收回资金，统一调度和统筹安排资金，减少资金闲置，降低资金成本，保证资金链的安全及项目运转顺畅。(四)创新建立房地产开发企业财务管理信息化。当今的社会是比拼信息的社会，谁掌握了信息获取的渠道谁就能先发制人。房地产开发企业应该把整个企业的上上下下通过信息系统统一的联系起来，让企业的各个部门共享企业的信息。同时，这样的信息化建设也能够方便企业的财务部门汇总各个部门的财务

9、数据，然后通过统一的分析决策系统掌握企业的经营活动，使企业能够做出更加有利于企业股东的行为。加强创新企业信息化操作的严密性，防止工作人员走漏于制度之外，掏空企业的宝贵资源。应该设立严格的内部审计机构，事后对重大的财务事项进行独立的专项审计。(五)改善资金运作模式。首先，拓宽负债资金的来源。目前情况来看，大部分房地产开发企业的资金大多来源于银行借款，但是随着银监局加强对银行放款的限制，银行资金的发放将越来越困难。所以，要根据房地产开发企业自身的财务状况、项目规模、市场预算等选择不同的借款来源，并且多争取最优的贷款利率;其次，合理安排偿债资金，房地产的存货一般是以储备土地、在建工程和待售房产的形式

10、存在，存货周转比较慢，流动资产的比较高，不容易变现，因此很大程度上制约了房地产企业的偿债能力。所以我们必须要合理科学的安排偿债资金的先后顺序，制定周密的销售计划和收款疾患，保证销售的顺利进行加快销售资金的回收速度，为财务部门做好偿债规划提供必要的前提。原文：On the new situation of real estate development enterprise financial management In the new historical period, Chinas socialist market economy has been the rapid developmen

11、t of enterprises in the development process to adapt to the needs of the market economy, positive change the traditional mode of economic growth, and promote the healthy development of the enterprise itself. Real estate companies as one of the main pillars of the economy, with the recent introductio

12、n of the five countries, for the economic interests of our countrys future acquisition of real estate development companies the ability to be a major test. Real estate development companies in the face of Chinas policies and other unfavorable factors, how to effectively develop a financial managemen

13、t policy is an important factor in the sustainable development of Chinas real estate operations of the enterprise. 1、To strengthen the sense of real estate development enterprise financial management 1.1 Strengthening financial management can contribute to the survival and development of enterprises

14、.Due to the long development cycle of real estate development projects, a large amount of money, so only strengthen financial management, science and enterprise balance income and expenditure, in order to achieve long-term capital accumulation businesses, and ultimately realize the sustainable devel

15、opment of enterprises. Especially in the current state of the real estate industry to increase regulation of the industry in an increasingly competitive environment, the real estate development business only strengthen financial management, efforts to reduce the development costs of real estate deve

16、lopment enterprises to improve their competitiveness in order to neutral in the fierce market competition to undefeated status. 1.2 Strengthening the financial management of real estate development companies help to improve its internal development capacity Improve financial management of real estat

17、e development enterprises, can effectively promote their overall management level. Because of corporate financial management involves more targets, and has a comprehensive, so if the real estate business can be a good deal more integrated financial management indicators, other aspects of the enterpr

18、ise management level, including technical management, production management, and materials management and other levels will get a corresponding increase. 2、Under the new situation of real estate enterprise financial management problems 2.1 Length development cycle, revenue recognition difficult.Real

19、 estate development cycle is relatively long, huge entity, social labor consumed in large, early, middle, late, at different times to determine the income, cost control, and to raise funds are different from other companies, because the entire development project there will be some not certainty, in

20、 the early and mid-term development can be confirmed whether the income is more difficult to determine, in its handling of housing only after the completion of delivery, and handle all property certificate before they can recognize revenue. And funds back to the enterprise a long time, for cost acco

21、unting, cost control requires continuous period divided according to accounting periods, the entire financial management becomes more onerous huge task, but also has some risks, so the financial sector for income confirmation is more difficult. 2.2 The cost of financing real estate development compa

22、nies large.Real estate development companies and general manufacturing companies have very different financial management, real estate development companies in the pre-term need to invest huge funds, capital turnover rate is particularly low, a higher debt ratio, which shows that the industry is a c

23、apital-intensive industry . From the current point of view, the real estate development enterprise financing has mainly taken the debt financing, especially for larger banks rely on credit funds, loan funds, the larger the corresponding financial risk. Currently, the state of the real estate industr

24、y policy regulation more stringent, strict control of bank credit lines for real estate development companies, plus the land policy and contraction of credit policies are making increasingly high cost of real estate financing, the risk of facing funding strand breaks. 2.3 Budget execution is not in

25、place.The real estate industry is a capital-intensive industry, cash flow for a long time, pre-development requires substantial capital investment and long-term sustained funding. The key is whether the smooth functioning of capital budget management implementation in place. A common phenomenon in t

26、he real estate business: capital expenditure and construction schedule is inconsistent, not strictly in accordance with the budget planning and execution of the contract, ultra-progress or overpayments for projects; procedures for disbursement of funds imperfect, lax approval for reimbursement of so

27、me of the costs of failure in strict accordance with the provisions of the financial system, leading to unilaterally agreed to pay, resulting in an increase in the use of discretionary funds, eventually deviate bigger budget, affecting the implementation of the budget. If the budget is not in place,

28、 the requirements and regulations of the use of budget funds deviation, prone to funding strand breaks, the real estate business will be uncompleted projects or bankruptcy. 2.4 Asset-liability ratio is higher, illiquid assets.Investment in real estate development enterprises in the real estate devel

29、opment, when the scale is generally greater capital investment alone own funds within the enterprise is difficult to pay such a large sum of money, so with bank loans is inevitable, if multiple projects to develop together then, with the loan amount the bank is even greater, which would cause the Co

30、mpanys risk of debt, so that the real estate development companies are often high debt, high financial risk. On the other hand, the real estate development business inventories mainly land, the construction and sale of real estate, capital recovery period is relatively long and short-term shortage o

31、f funds is often the case, for the promise of short-term cash to repay debt and sometimes can not easily led the company into a credit crisis. 3、Strengthen the real estate enterprise financial management approach 3.1 To strengthen the real estate development enterprise funds management system Real e

32、state enterprises should attach great importance to the use of the funds management system, scheduling the use of the financial sector in the approval and cash expenditures of funds should have a high degree of approval authority, unified management and use of funds. For the subordinate units of the

33、 financial needs of the business based on the size of the funds set permissions levels, strict implementation of the management of income and expenditure, for the revenue that has been achieved under the various units must be fully and timely collection, available through the required application fe

34、e headquarters for approval and then disbursed to use. Approved the use of funds can be recovered via three rights management and timely funding, comprehensive and timely grasp usage across the enterprise funds, to achieve unified, avoided capital precipitation occurs in the case of bad loans, and c

35、an help achieve workflow institutionalized, standardization, a clear division of labor each link, remove internal barriers to the transfer of funds. 3.2 Strengthen risk prevention mechanism construction Real estate development enterprises in the production process with the growing number of its busi

36、ness will face more financial risk and crisis. And because of the special nature of the real estate development enterprises, many of the risks once the loss is caused by the occurrence will be immeasurable. It must continue to strengthen the financial risk prevention mechanism for the construction a

37、nd improvement. First, within the enterprise to effectively establish financial risk prevention awareness, to achieve the sales staff from the leadership want everyone to risk prevention and control mission. 3.3 Good budget management, to ensure that the project running smoothly Through budget manag

38、ement, prompting fund managers to make payments in accordance with strict budgetary provisions, reasonable arrangements and use of funds, and reduce costs. Specifically, each project must have a development project leader, project leader must first requirement for project funding and expenditures we

39、re estimated funding requirements for the preparation of a specific plan, the cost of consumption plans and sales plans, and then by engineering and technical personnel and finance departments help make a more detailed project estimates, companies need to consider not only how much money at differen

40、t stages of development, but also consider the maximum possible funding available. In strict accordance with the requirements and provisions of the budget execution, to prevent the payment in advance, overpayments, a separate approval, the phenomenon of discretionary spending, and to recover the fun

41、ds as soon as possible, unified and co-ordinate arrangements for funding, reducing idle funds, reduce capital costs, ensure safety and project funding chain running smoothly. 3.4 Establish innovative real estate development enterprise financial management information.Competition in todays society is

42、 the information society, who mastered the information channels who will be able to obtain a pre-emptive. Real estate development enterprises should put down the entire enterprise information systems through a unified linked, so each department to share business information. Meanwhile, the construction of such information can facilitate corporate finance department summary financial data of various departments, then grasp the business activities through a unified analysis of the decision-making system that enables companies to make more conduciv