RESTRUCTURING THE REAL ESTATE PRODUCT PORTFOLIO: HOW CAN PROJECT DEVELOPERS ADAPT TO CASH FLOW AND LEGAL PRESSURES?

1. Why Is the Real Estate Market Entering a Period of Regulatory and Structural Change?

The legal framework is one of the key factors shaping how real estate is developed and commercialized. The 2024 Land Law, the 2023 Housing Law, and the 2023 Law on Real Estate Business form three important pillars that affect project development, developers’ legal obligations, and the process of bringing products to market.

Under Law No. 43/2024/QH15, the effective dates of these three laws were brought forward to August 1, 2024. The implementation of the relevant provisions governing land, housing, and real estate business from this date provides a basis for businesses to review their investment, development, and project commercialization procedures. (Source: National Assembly, Law No. 43/2024/QH15.)

For project developers, the impact of regulatory changes extends beyond compliance with mandatory procedures. It also directly affects implementation schedules, financing costs, and business plans. A project may have strong commercial potential, but if the necessary legal procedures have not been completed, its implementation may be delayed, increasing financing costs and affecting capital recovery.

In this context, competitiveness must be assessed across several dimensions: legal feasibility, financing capacity, project schedule management, and the alignment of products with actual market demand. A large land bank or a diversified project portfolio may provide an advantage, but the ultimate outcome depends on the ability to convert these resources into projects that are legally ready for implementation and products with viable sales prospects.

2. Which Policy Developments Should Businesses Monitor?

Changes to the legal framework and regulatory practices are creating new requirements for real estate businesses. However, when making investment decisions, companies need to distinguish between enacted regulations, ongoing regulatory initiatives, and policy proposals that remain under consideration.

Refinements to the legal framework: The 2024 Land Law, the 2023 Housing Law, and the 2023 Law on Real Estate Business all took effect on August 1, 2024, pursuant to Law No. 43/2024/QH15. This provides an important basis for businesses to review land-related documentation, project development requirements, developers’ obligations, and the procedures for bringing products to market. The specific requirements applicable to each project must be determined by reference to the relevant legal provisions and the project’s individual legal status.

Monitoring proposals to address stalled projects: Ideas for mechanisms to support or resolve difficulties affecting real estate projects may arise during policy discussions. However, until an official legal instrument establishes the relevant mechanism, authority, and eligibility criteria, businesses should not treat proposals for the State to acquire commercial real estate projects as an adopted policy. Instead, they should proactively assess the causes of project delays, the feasibility of completing outstanding legal procedures, potential capital restructuring options, and other solutions available under current regulations.

Emphasizing information quality and data: Digital platforms such as VNeID can expand channels for interaction and information exchange between citizens and public authorities within specific use cases. However, data collected through public consultation activities must be distinguished from specialized real estate market data. To assess housing demand, businesses need to consider affordability, property-search behavior, actual housing needs, and transaction trends. They should not automatically assume that consultation data represents the entire market or use it to draw conclusions about the influence of interest groups.

From a management perspective, policy monitoring must go hand in hand with source verification. Investment decisions should be based on current regulations, each project’s legal status, market data, and assessable financial scenarios rather than information that has not been officially confirmed.

3. How Will Real Estate Development and Commercialization Change?

One of the key questions facing project developers is whether their product portfolios remain aligned with customer demand and purchasing power.

High-value products targeting a limited customer base or relying heavily on expectations of capital appreciation may face absorption challenges during certain market cycles. Meanwhile, products that meet owner-occupier demand or offer clear rental income potential may help businesses diversify revenue streams and reach different customer segments.

However, the performance of each segment depends on factors such as location, pricing, product quality, local demand, and operating costs. Portfolio adjustments should therefore be based on market research and project-specific investment assessments rather than a generalized market trend.

For affordable housing and social housing, businesses need to evaluate demand, total investment costs, legal requirements, and financial feasibility. For rental housing, the investment case depends not only on upfront development costs but also on occupancy rates, property management and operating expenses, the sustainability of cash flow, and the payback period.

At the same time, accumulating land without a clear implementation plan can increase interest expenses, holding costs, and risks arising from delays in completing legal procedures. Businesses need to align their land acquisition strategies with project execution capacity, financing capabilities, and plans for selling or operating the resulting properties.

Restructuring a real estate product portfolio is therefore not simply a matter of changing the proportions allocated to different market segments. It also involves reprioritizing investments, identifying projects that match available resources, and allocating capital according to actual implementation capacity.

4. What Pressures Do Project Developers Face in Terms of Capital, Timelines, and Market Absorption?

To improve investment performance, businesses need to assess four areas together: product demand, legal readiness, financial structure, and sales potential.

1. Market Conditions and Demand

Businesses need to evaluate their product mix in light of customers’ purchasing power, target customer segments, and local demand characteristics. Developing affordable housing, social housing, or rental housing may be appropriate in certain circumstances, but each option should be validated through market research, total investment cost assessments, and an evaluation of operating performance.

The key is to identify the market segments in which the business can execute effectively, rather than expanding its portfolio simply to increase the scale of its supply. Decisions regarding product selection, pricing, and market launch schedules should be aligned with customer data and local competitive conditions.

2. Legal Compliance and Project Timelines

The sale of housing to be formed in the future must satisfy the applicable legal requirements before the properties can be offered for sale. The 2023 Law on Real Estate Business establishes conditions for putting off-plan housing and construction works on the market, with Article 24 specifically setting out the requirements applicable to housing to be formed in the future. (Source: National Assembly, Law on Real Estate Business No. 29/2023/QH15, Article 24.)

Businesses need to review legal documentation, land status, the progress of required procedures, and all relevant conditions before commencing sales activities. Raising, managing, and using funds received from customers must also comply with applicable regulations and lawful contractual arrangements.

Addressing legal compliance from the investment preparation stage can help reduce the risk of project delays, disputes, and unplanned costs. In addition, basing implementation schedules on the project’s actual legal status enables businesses to plan financing and commercial activities more proactively.

3. Financing and Costs

Land-related expenses, interest payments, construction costs, management expenses, and legal compliance costs can all have a significant impact on project performance. Businesses need to develop cash flow scenarios based on realistic implementation schedules, assess their ability to withstand extended sales periods, and avoid excessive dependence on a single source of funding.

Alongside maintaining an appropriate capital structure, businesses should establish contingency plans for scenarios such as rising construction costs, prolonged legal procedures, or weakening purchasing power. Cash flow management should continue throughout the project lifecycle, from investment preparation and implementation to commercialization and operations.

For projects with long payback periods, businesses should also assess whether the maturity of their funding sources is aligned with the timeline for generating cash flow. This is an important factor in limiting liquidity pressure when market conditions become volatile.

4. Market Absorption and Risk

For projects facing delays or legal and financial difficulties, businesses need to identify the underlying causes before selecting a course of action. Depending on the circumstances, potential solutions may include adjusting implementation plans, restructuring funding, seeking suitable partners, or revising the intended use of a project where legally permissible.

Businesses should not assume that stalled projects will be acquired by the State unless a legal basis confirming such a mechanism has been established. Instead, they should evaluate the feasibility of each option based on the project’s legal status, financial obligations, completion prospects, and expected sales performance.

Market absorption, implementation timelines, financing costs, and operating performance must be assessed together. These factors directly affect profitability, capital recovery, and decisions on whether to continue investing in a project.

5. Three Strategic Questions Project Developers Need to Reassess

Given mounting legal and cash flow pressures, as well as increasingly differentiated customer demand, real estate businesses need to reassess three core issues: land bank selection, data-driven decision-making, and product portfolio alignment with execution capacity.

1. Land Banks Must Be Evaluated Based on Actual Development Feasibility

The size of a land bank should not be the sole measure of a company’s development potential. A project can create value only when it has an appropriate legal foundation, a viable financing plan, and a clearly defined implementation strategy.

Before expanding their land banks, businesses need to assess legal status, total capital requirements, the time needed to complete procedures, and potential development or operating options under different market scenarios. For stalled projects, the underlying causes should be identified and possible solutions evaluated based on actual conditions, rather than relying on policy mechanisms that remain at the proposal or research stage.

This approach helps reduce the amount of capital tied up in assets that cannot yet be developed or monetized, while improving the efficiency of resource allocation. Portfolio expansion should be supported by execution capacity rather than driven solely by expectations of future price appreciation.

2. Market Data Must Inform Investment Decisions

Digitalization creates additional opportunities to collect and analyze information, but the value of data depends on its relevance, reliability, and appropriate use. Public consultation channels, including digital platforms such as VNeID, may provide information within the scope of specific programs. However, they cannot replace specialized data on real estate demand and transactions.

To select products and determine investment scale, businesses need to combine information on purchasing power, target customer groups, absorption rates in individual local markets, competing supply, and transaction trends. Cross-checking multiple data sources helps reduce reliance on subjective assumptions and supports business plans that are better aligned with actual market conditions.

More importantly, data should be updated throughout the investment process, from land bank research and product design to pricing, implementation schedules, and cash flow planning. When market data is integrated with financial information and project progress data, businesses are better positioned to adjust their plans as commercial conditions change.

3. Product Portfolios Must Match Demand and Financial Capacity

Affordable housing, social housing, and rental housing may all be worth considering as components of a real estate portfolio, depending on local demand, legal requirements, and each company’s capabilities. However, no single product mix is suitable for every market or every project developer.

Businesses need to assess each segment based on total investment costs, market absorption, expected profit margins, operating expenses, and payback periods. For rental housing, occupancy rates and long-term cash flow are particularly important. For social housing, businesses must account for the relevant legal requirements and implementation mechanisms.

Portfolio restructuring is therefore not simply about shifting from one market segment to another. It is about allocating resources to projects that the business can execute effectively and that meet actual market demand. This provides a basis for balancing growth objectives, financial resilience, and long-term development strategy.

6. Which Businesses Will Have a Long-Term Competitive Advantage?

As legal compliance and project management receive greater attention, competitive advantage will depend on more than the size of a company’s land bank. The ability to convert land into projects that are legally ready for implementation, control capital, and deliver products aligned with market demand will also be critical.

First, businesses need to establish legal due diligence and risk management procedures from the investment assessment stage. Second, their financial structures must be compatible with project timelines, sales prospects, and capital recovery periods. Finally, product strategies should be based on customer research, competitive pricing, and post-handover operating quality.

Coordination among legal, investment, finance, sales, and project management teams also helps prevent inconsistent decision-making. When these functions work with consistent information on progress, costs, and commercial objectives, businesses can allocate resources more effectively and manage risks more proactively.

In addition, the ability to monitor market data and adjust plans in response to actual developments helps businesses identify changes in demand, purchasing power, and investment costs at an early stage. This is particularly important for projects with long development cycles or substantial capital requirements.

Over the long term, businesses that balance development speed, financial resilience, and market demand will be better positioned to sustain their operations through real estate cycles. This advantage comes from execution capabilities, management quality, and adaptability rather than relying solely on asset scale or expectations of price appreciation.

Conclusion: What Must Businesses Change to Adapt to the New Real Estate Cycle?

The continued refinement of the legal framework and changes in market demand are raising expectations for real estate development, financing, and commercialization. For project developers, the priority is not simply to expand their investment portfolios, but also to ensure legal feasibility, maintain balanced cash flow, and select products that meet actual market needs.

To adapt, businesses should prioritize three tasks: reviewing the legal status and progress of each project; developing financial scenarios that reflect the expected market absorption of their products; and reassessing investment portfolios based on market demand and execution capacity. At the same time, applying data to research, decision-making, and project management can improve forecasting and capital efficiency.

A sustainable development strategy must combine legal compliance, risk management, and the ability to adapt to changing conditions. These are the foundations for strengthening business resilience, improving investment quality, and creating long-term value.