轨道+物业模式

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巨亏334亿,创轨交史上最大记录:昔日地铁“盈利王”,为何走下神坛?
商业洞察· 2025-05-15 09:48
Core Viewpoint - Shenzhen Metro Group, once known as the "profit king" of China's urban rail transit, reported a staggering loss of 33.46 billion yuan in 2024, marking a significant turnaround from its previous five years of profitability [1][4][6]. Group 1: Financial Performance - The loss of 33.46 billion yuan in 2024 equates to 10.46% of the company's net assets at the end of the previous year, representing a daily loss of approximately 91.78 million yuan [1][4]. - Over the past five years, Shenzhen Metro Group accumulated a profit of 27.3 billion yuan, which was entirely wiped out in one year, alongside an additional 6 billion yuan loss [4][6]. - The company's asset-liability ratio surged, with interest-bearing debt exceeding 400 billion yuan, indicating a severe financial strain [6][17]. Group 2: Business Model and Challenges - Shenzhen Metro's previous success was largely attributed to its "rail + property" model, which integrated real estate development with metro operations, contributing to 67.7% of its revenue [5][12]. - The downturn in the real estate market, particularly affecting Vanke, a key partner, has severely impacted Shenzhen Metro's financial health, leading to significant losses [5][6]. - The operational costs of metro systems are high, with average costs per kilometer ranging from 8,000 to 16,000 yuan, and the long payback period for investments complicates profitability [9][22]. Group 3: Industry Overview - The overall performance of urban rail systems in China is declining, with 29 cities reporting losses in 2023, highlighting a systemic issue within the industry [21][22]. - The public service nature of metro systems limits pricing flexibility, necessitating government subsidies, which are becoming increasingly difficult to secure due to local fiscal constraints [22][23]. - Shenzhen Metro's experience reflects broader challenges in the industry, where reliance on real estate for funding is no longer sustainable, necessitating a shift towards diversified revenue streams [23][24].