Research On The Optimization Of Financial Shared Service Centre Of A Real Estate Company

With the development of economic globalization and the continuous progress of science and technology,many large companies are developing rapidly,their business coverage is expanding,the number of branches is increasing,the internal competition among branches is intensifying,and the business needs of enterprises are constantly upgrading.The original financial model can’t keep up with the pace of enterprise development,and the financial model needs innovation.The new model should rely on advanced information technology to realize convenient cross-regional operation and meet the needs of enterprise financial transformation.As a new type of financial management,financial sharing service comes into being.It relies on informatization,remoulds management system and unifies business standards to realize efficient operation and effective management under scale operation.More Fortune 500 companies adopt this brand-new financial management method.For large and medium-sized real estate enterprises,the project companies are distributed in a wide geographical area,and there are many levels of subordinate organizations,which brings a series of problems,such as the company’s increased operating costs,responsible personnel structure,loose organizational structure,increased operational risks,and highly inadequate financial management strategies.Since 2020,the COVID-19 epidemic has caused a huge impact on the world economy.How to improve their competitiveness in the uncertain economic environment is a new topic that enterprises need to study.Financial sharing service center can support the expansion of enterprise territory and improve management efficiency to a certain extent.Therefore,it is necessary and practical for large real estate enterprises to set up financial sharing service center.This paper selects A Real Estate Company,which is in the initial stage of financial sharing service center construction.Company A is a local state-owned real estate enterprise in Jinan,Shandong Province.Its main business is real estate development and management.There are 84 project companies under its jurisdiction all over the province,and a few project companies radiate outside the province.First of all,this paper analyzes the construction status of A real estate company,and analyzes the construction framework of A company’s financial sharing service center from six dimensions,such as account revenue and expenditure,expense reimbursement,account fund management,and informatization,with the starting point of strengthening enterprise management and control,improving data quality,and improving operational efficiency.Secondly,this paper studies the management improvement brought by the implementation of Company A’s financial sharing service center,mainly in the aspects of cost control,operational efficiency,system resource integration,group management and control,risk control and management,etc.,and has achieved results.Thirdly,this paper expounds the shortcomings of Company A’s financial sharing service center at present,which are mainly reflected in the imperfect organizational structure,defects in business processes,weak human resource management ability and low level of intelligence,etc.Finally,aiming at the existing problems,the improvement measures are put forward.This paper has certain practical value for real estate enterprises with similar scale and initial construction of financial sharing services.Although there are still some shortcomings in the research,it is still expected that the research content of this paper can enrich the relevant basic theoretical research and case studies,and provide reference for the financial reform of China real estate industry and the construction of an optimized financial sharing service center.