A series of new real estate policies announced on August 28 are already beginning to have an impact. As the core market in the central region, the Wuhan property market gathers diverse market players such as state-owned enterprises, local state-owned enterprises, and local private enterprises. The reporter interviewed the heads of the three types of housing enterprises in Han and found that the short-term cash flow impact brought about by the New Deal has already been initially evident, and the industry is calling for clarification of the transition period rules. In the long run, the New Deal is expected to end the high turnover model of the industry and restructure the core competitiveness of housing enterprises. A number of housing companies interviewed said that the promotion pace and repayment plans of ongoing projects have been disrupted, and cash flow pressure has become the primary test facing the entire industry. In this context, setting a reasonable transition period and clarifying rules between old and new have become common demands in the industry. A number of housing enterprises interviewed believe that the core of the transition period is to resolve the two major conflicts between “misallocation of funds for old and new projects” and “excessive peak development costs” to avoid problems with the concentration of existing projects and causing market risks.

A series of new real estate policies announced on August 28 are already beginning to have an impact. As the core market in the central region, the Wuhan property market gathers diverse market players such as state-owned enterprises, local state-owned enterprises, and local private enterprises. The reporter interviewed the heads of the three types of housing enterprises in Han and found that the short-term cash flow impact brought about by the New Deal has already been initially evident, and the industry is calling for clarification of the transition period rules. In the long run, the New Deal is expected to end the high turnover model of the industry and restructure the core competitiveness of housing enterprises. A number of housing companies interviewed said that the promotion pace and repayment plans of ongoing projects have been disrupted, and cash flow pressure has become the primary test facing the entire industry. In this context, setting a reasonable transition period and clarifying rules between old and new have become common demands in the industry. A number of housing enterprises interviewed believe that the core of the transition period is to resolve the two major conflicts between “misallocation of funds for old and new projects” and “excessive peak development costs” to avoid problems with the concentration of existing projects and causing market risks.