Research Report on the Synchronization Business Strategy of M2 Growth Patterns and Corporate Profit Growth over the Next Decade
作者：企研院1110 阅读
Business Strategy Research Report on the Synchronization of M2 Growth Patterns and Corporate Profit Growth in the Next Decade
Issued by: Qiting Entrepreneur Platform Research Institute
Abstract: Over the past two decades, China's M2 expansion has been highly dependent on residential real estate mortgages, traditional corporate credit, and foreign exchange reserves, forming a strong coupling relationship between money creation and real enterprise profitability. Looking ahead to the next decade (2026-2036), the money creation mechanism will undergo a structural shift: government bond fiscal allocation and industrial structural credit will become the core drivers of M2 growth, the derivative capacity of traditional real estate credit will weaken significantly, and foreign exchange reserves will shift to pulse-type disturbances. M2 aggregate expansion does not automatically translate into corporate profit growth; idle money circulation, debt rollover, and distribution stratification will become the norm. Based on the underlying logic of modern credit money creation, combined with central bank financial data from the past five years, industrial policy directions, and practical corporate cases, this report analyzes the intrinsic linkage between M2 growth and corporate profit generation. From the perspective of entrepreneurs, it proposes a complete business strategy for enterprises to align with the M2 money creation chain and achieve synchronized profit growth. Meanwhile, leveraging the government-enterprise and industry-finance collaboration capabilities of the Qiting Entrepreneur Platform, it constructs a business decision-making framework adapted to the new era, providing practical guidance for real enterprises to navigate cycles and achieve stable profitability.
Note: This report is solely for business theory research and does not constitute investment or business decision-making advice.
Keywords: Broad Money M2; Money Creation; Profit Generation; Industry-Finance Collaboration; Entrepreneurial Business Strategy; Qiting Entrepreneur Platform; New Quality Productive Forces
I. Introduction
M2, as the broad money supply, represents the total scale of deposit money in the entire society. Its increment originates from four major money derivation channels: commercial bank credit, bank bond allocation, net fiscal injection, and foreign exchange settlement. In accounting logic, M2 belongs to the financial liability side, while corporate profit belongs to owners' equity; profit itself cannot create M2. However, new M2 represents new purchasing power in the economy. The incremental profit of the entire society essentially originates from the circulation of purchasing power corresponding to new M2. The circulation of existing money can only achieve redistribution of profits and cannot bring overall profit growth to the entire society.
Reviewing historical cycles, from 2006 to 2016, the real estate industry chain derived a large amount of M2 through residential mortgage credit, with M2 growing at an average annual rate of around 15%. Enterprises in the industry chain simultaneously obtained scale profits, with profit margins in real estate, construction, building materials, and other industries generally maintained at 10%-20%. From 2017 to 2025, M2 growth gradually fell to 8%-10%, and the derivative capacity of real estate credit weakened. Some traditional industries experienced the phenomenon of "decent M2 growth but declining corporate profitability." The core reason is that a large portion of new money was used for debt rollover and continuation rather than flowing into real transaction links, forming idle circulation within the financial system.
In the next decade, the vehicle of money creation will undergo significant changes. The vast number of private entrepreneurs urgently needs to understand the transformation of M2 growth patterns, align corporate business strategies with money circulation paths, and achieve two-way synchronization between M2 expansion and their own corporate profit growth. The Qiting Entrepreneur Platform, committed to serving real entrepreneurs, conducts this special research by combining macroeconomic monetary logic with practical corporate needs, helping enterprises seize opportunities of the era and avoid business risks.
II. Theoretical Foundation: The Linkage Mechanism Between M2 Growth and Corporate Profits
2.1 The Underlying Logic of M2 Money Creation
Under China's credit money system, M2 is not simply formed by the central bank printing cash; over 90% is derived from the banking system. The specific channels and operational logic are as follows:
Bank Credit Allocation: When banks issue loans to enterprises and residents, the loan funds are directly transferred to the borrower's bank deposit account, directly creating new M2. For example, when a bank issues a 10 million yuan loan to a manufacturing enterprise, the enterprise's account gains 10 million yuan in deposits, and M2 increases by 10 million yuan simultaneously; when the loan is repaid, deposits decrease, and M2 contracts correspondingly.
Bank Bond Purchases: When banks use funds to purchase government bonds, local government bonds, and corporate bonds, the funds flow into the bond issuers' accounts, forming new deposits and pushing up M2. In 2025, the scale of government bonds held by China's banking system increased by 12% year-on-year, corresponding to an M2 increment of approximately 3.2 trillion yuan, accounting for 28% of that year's M2 increase.
Net Fiscal Injection: When fiscal funds are allocated from the central bank's treasury to market entities (enterprises, residents), new deposits are formed, increasing M2; conversely, when enterprises and residents pay taxes, funds flow into the treasury, and M2 contracts. In the first half of 2026, the scale of net fiscal injection reached 2.8 trillion yuan, driving M2 growth up by 0.6 percentage points.
Foreign Exchange Reserves: After enterprises earn foreign exchange from exports, they sell the foreign exchange to commercial banks, which then sell it to the central bank. Enterprises receive RMB deposits, creating new M2. From 2001 to 2013, foreign exchange reserves were the core driver of M2 growth, accounting for over 50%; after 2015, the proportion fell below 10%, becoming a pulse-type supplement.
It should be clarified that tools such as RRR cuts and MLF (Medium-term Lending Facility) only provide liquidity support to banks, reducing their lending costs. They do not directly create M2 but merely provide the basic conditions for banks to derive money.
2.2 The Core Relationship Between Corporate Profit Generation and M2
Corporate profit = operating revenue - various costs and expenses (raw materials, wages, rent, interest, etc.). Its relationship with M2 can be divided into two core models:
Circulation of Existing Money: Profit Redistribution, No M2 Increment: When deposits transfer from Entity A to Entity B, Entity B obtains profit, but the total M2 in the entire society remains unchanged. For example, when downstream enterprises pay suppliers for goods, the upstream suppliers gain profit while downstream enterprises' costs increase. This is a zero-sum game where one enterprise's profit comes at the expense of another's loss, making it impossible to achieve overall profit growth for the entire society.
Circulation of New M2: Creation of Incremental Profit, M2 and Profit Grow Simultaneously: Credit, fiscal injection, and bond allocation create new deposits (new M2). Whichever industry or enterprise receives the new purchasing power can obtain incremental revenue and incremental profit. For example, when the government issues special bonds for new infrastructure construction, infrastructure enterprises receive orders and achieve revenue growth, forming profits after deducting costs, while simultaneously driving upstream and downstream suppliers and service providers to profit, achieving synchronized improvement in M2 increment and corporate profits.
Key Contradiction: M2 expansion ≠ necessarily bringing real profits. If new M2 is only used for borrowing new to repay old, debt replacement, where money is created only to immediately repay principal and interest without entering real economic links such as procurement, production, and wage payments, it will only manifest as a rise in M2 figures without converting into corporate operating profits. In 2025, China's M2 grew by 8.5% year-on-year, but the profit margins of some traditional manufacturing enterprises fell by 1.2 percentage points year-on-year, with the core reason being exactly this.
2.3 The Transmission Chain Among Resident Wealth, Corporate Profits, and M2
M2 incremental purchasing power → corporate revenue and profits → wage payments, shareholder dividends → increase in resident deposits (resident monetary wealth); resident consumption then converts into downstream enterprise revenue, forming a "government/bank → enterprise → resident → enterprise" monetary circulation loop. The efficiency of circulation determines macroeconomic vitality and corporate profitability. Among these, enterprises, as the core intermediate link, have their operating efficiency directly affecting the speed of money circulation, which in turn affects the synchronization between their own profits and M2 growth.
III. Analysis of M2 Growth Patterns in the Next Decade (2026-2036)
Combining domestic debt structure, the "15th Five-Year Plan" industrial planning, and fiscal and financial reform directions, the central M2 growth rate over the next decade will be maintained at 7%-8%, basically matching nominal GDP, bidding farewell to the double-digit high-speed growth of the past. The weights of money creation channels will undergo fundamental restructuring, as detailed below:
3.1 First Largest Source: Government Bonds + Net Fiscal Injection (45%-50% Share)
The banking system will increase its allocation of government bonds and compliant local government bonds (special bonds, general bonds). Fiscal funds will be released through channels such as new infrastructure (computing centers, 5G base stations, industrial internet), high-tech industry subsidies, public service procurement, and livelihood transfer payments (pension, healthcare, education), becoming the most core driver of M2 expansion. The starting point of money will shift from residents buying houses to government fiscal expenditure. It is estimated that by 2030, the net financing scale of government bonds will reach 15 trillion yuan per year, corresponding to an M2 increment of approximately 7 trillion yuan.
3.2 Second Largest Source: Industrial Structural Credit (30%-35% Share)
The derivative capacity of traditional real estate-related credit will shrink significantly, with its share falling from 40% in the past to below 15%. Credit resources will be directed toward new quality productive forces tracks, including hard technology (chips, artificial intelligence, biomedicine), high-end manufacturing (new energy vehicles, industrial mother machines), green and low-carbon (photovoltaic, wind power, energy storage), and specialized and innovative industry chains. Credit will show structural differentiation, with leading technology enterprises and specialized and innovative enterprises obtaining over 60% of new industrial credit, while ordinary traditional industries will find it increasingly difficult to obtain incremental credit.
3.3 Third Largest Source: Corporate Bond Direct Financing (10%-15% Share)
Banks and asset management institutions will increase their allocation of technology innovation bonds, industrial bonds, and green bonds. Enterprises will obtain deposit funds through bond issuance for industrial investment. Direct financing's share of total social financing will rise from 35% in 2025 to approximately 50% by 2036, becoming an important supplement to M2 growth.
Export trade will periodically bring pulse-type M2 growth, especially against the backdrop of emerging market expansion and increased exports of high-end products. Foreign exchange reserves will show a fluctuating upward trend but will no longer be the main force of long-term M2 expansion, serving only as a supplementary channel.
The future M2 system will face two major risks in the long term: first, idle monetary and financial circulation, where new money is largely used for debt rollover without flowing into real economic links; second, monetary distribution stratification, where new M2 preferentially flows to the government, state-owned enterprises, and leading industrial entities, with transmission obstacles to small and medium-sized real enterprises. Some SMEs will face the dilemma of "loose monetary conditions but difficulty in financing and profitability."
IV. Opportunities and Challenges Facing Enterprises Under the M2 Pattern Shift
4.1 Opportunities of the Era
Stable Orders from Fiscal Fund Allocation: With fiscal funds being massively allocated toward new infrastructure, computing power, green industries, and public services, supporting enterprises in the industry chain (such as computing equipment suppliers, green project service providers, and public service operators) will obtain stable order sources. The average annual revenue growth rate of related industries is expected to reach 12%-15%.
Incremental Dividends from Targeted Industrial Credit Support: Industrial credit is being directed toward new quality productive forces. Upstream and downstream enterprises in these tracks (such as chip material suppliers and new energy component enterprises) will receive incremental purchasing power dividends, with leading enterprises' profit margins expected to improve by 2-3 percentage points.
Diversified Financing Channels from Direct Financing Expansion: High-quality real enterprises can obtain funds through issuing technology innovation bonds, industrial bonds, and equity financing, reducing financing costs, alleviating capital pressure, and providing support for profit growth.
4.2 Real Challenges
Disappearance of Traditional Track Dividends, Intensified Zero-Sum Competition: Traditional real estate chains and industries with overcapacity lose credit derivation dividends, entering a stage of zero-sum competition. Overall incremental profits disappear, and some enterprises will face declining revenue and compressed profit margins, with some even being eliminated from the market.
Obstructed Monetary Transmission, Pressure on SME Profitability: M2 aggregate rises, but there are obstacles in the transmission of money from the government and leading enterprises to SMEs. A large number of SMEs cannot obtain new purchasing power, experiencing the phenomenon of "loose monetary conditions but difficult business." In 2025, the average profit margin of SMEs was only 5.8%, 2.3 percentage points lower than that of large enterprises.
Amplified Risks of High-Leverage Operations: The era of relying on increased leverage and loan-derived M2 to simultaneously amplify corporate profits is over. In the future, credit approval will become more stringent, and enterprises will face greater pressure to repay principal and interest. Once operations deteriorate, repaying principal and interest will directly contract M2, erode corporate cash flow, and may even trigger debt crises.
Divergence Between Book Profits and Real Monetary Deposits: Many enterprises show book profits, but collections are insufficient, with profits remaining in accounts receivable rather than converting into real bank deposits (M2). This leads to tight corporate cash flow, unable to support subsequent operations and expansion. In 2025, the accounts receivable turnover rate of industrial enterprises above designated size fell by 8.7% year-on-year.
V. Qiting Entrepreneur Platform: A Business Strategy System for Synchronizing M2 Growth and Corporate Profits
The Qiting Entrepreneur Platform, based on industry-finance collaboration and government-enterprise linkage, serves the vast number of entrepreneurs and constructs a four-dimensional business strategy of "aligning with the money creation chain, holding the cash flow bottom line, optimizing business models, and dynamic macro risk control." Combined with practical cases and data support, it helps enterprises achieve synchronization between profits and M2 increments.
5.1 Track Layout Strategy: Embedding in the M2 Money Creation Circulation Chain (Core Strategy)
In the future, new M2 will mainly flow out from two ports: government fiscal injection and industrial structural credit. Enterprises need to proactively embed their business layout into the money circulation path, prioritizing high-increment tracks and avoiding zero-sum competition tracks.
5.1.1 Aligning with the Fiscal Injection M2 Chain to Obtain Stable Orders
Layout in key fiscal budget tracks such as government procurement, new infrastructure supporting, computing services, green projects, elderly care and livelihood, and urban operations, becoming suppliers and service providers in the fiscal fund circulation chain.
Practical Points: Prioritize real projects within fiscal budgets, focusing on projects supported by local government special bonds (such as county-level new infrastructure and green low-carbon transformation), and avoid purely debt replacement projects; strictly control accounts receivable risks, establish a "project collection assessment mechanism," requiring a project collection rate of no less than 85%, and refuse business that only generates book profits without real collection deposits.
Case Support: A local technology enterprise (member enterprise), in 2026, proactively connected with the local government's computing center construction project, becoming a core equipment supplier, obtaining 120 million yuan in orders with a collection rate of 90%, achieving profits of 36 million yuan, a year-on-year increase of 45%, while enjoying 2 million yuan in fiscal subsidies, achieving synchronized growth with fiscal injection M2.
5.1.2 Aligning with the Industrial Structural Credit M2 Chain to Receive Industry Chain Dividends
Enterprises do not need to borrow heavily themselves. Instead, they should focus on tracks such as AI, high-end manufacturing, new energy, and specialized and innovative industries that receive industrial credit, serving as upstream and downstream supporting enterprises in the industry chain, undertaking procurement orders from enterprises that have obtained credit funds.
Practical Points: Conduct in-depth research on the "15th Five-Year Plan" industrial planning, lock in 3-5 core supporting tracks (such as AI computing power supporting, new energy vehicle components, high-end manufacturing precision processing), and establish long-term cooperative relationships with leading enterprises; proactively connect with bank industrial credit supporting services, striving for special credit support for supporting leading enterprises, reducing their own financing costs.
Pitfall Avoidance Guide: Proactively stay away from traditional stock tracks where M2 continues to contract (such as ordinary building materials and low-end manufacturing). These industries can only engage in zero-sum competition and find it difficult to obtain incremental profits. Avoid blind capacity expansion and cross-industry layout.
5.1.3 Seizing External Demand Pulse Opportunities to Expand Incremental Space
Layout cross-border going global and foreign trade supporting businesses, seizing the incremental opportunities brought by periodic pulses in foreign exchange reserves, focusing on expanding emerging markets such as Southeast Asia, the Middle East, and Latin America, and increasing the proportion of high-end product exports. However, it should be clear that external demand is only a supplement. Enterprises should not pin their entire development on external demand, avoiding the risk of single-market dependence.
5.2 Business Model Restructuring Strategy: Distinguishing Book Profits from Real Monetary Profits
M2 is essentially deposit money. In the next decade, the core of enterprise survival is converting operating profits into real bank deposits (M2) rather than book gains. Business models need to be restructured from three aspects: operational assessment, leverage management, and asset structure.
5.2.1 Restructuring Assessment Indicators, Focusing on Cash Flow and Collections
In internal business assessment, reduce the weight of pure book profits and increase the weight of indicators such as collection rate, net operating cash flow, and accounts receivable turnover days; set accounts receivable red lines, suspending subsequent cooperation for projects with collections overdue by more than 6 months, and provide special rewards to business teams with high collection rates. For example, a manufacturing enterprise (member enterprise) increased the weight of collection rate assessment from 20% to 50%. In the first half of 2026, accounts receivable turnover days decreased from 90 days to 65 days, and net operating cash flow increased by 38% year-on-year, achieving simultaneous improvement in profits and cash flow.
The era of relying on increased leverage and loan-derived M2 to simultaneously amplify corporate profits is over. Ordinary real enterprises need to prudently expand liabilities, controlling the asset-liability ratio within 50% (SMEs are advised to control it within 40%); prioritize policy-oriented low-interest credit (such as technology innovation loans and green loans), avoid high-cost non-standard debt; avoid using short-term debt for long-term investment to prevent cash flow disruption.
5.2.3 Prioritizing Asset-Light and High Turnover Models to Improve Capital Efficiency
SMEs should prioritize asset-light models, reducing large-scale heavy asset investments (such as building new factories and purchasing large equipment), and can reduce asset pressure through leasing and cooperative production; improve inventory turnover efficiency, reduce capital occupation, and control inventory turnover days within 30 days; when macro-level idle money circulation characteristics appear, stop blind capacity expansion, prioritize holding liquidity, and wait for macro transmission repair.
5.3 Industry-Finance Collaboration Strategy: Leveraging the Platform to Connect Government-Enterprise and Industrial Resources
The Qiting Entrepreneur Platform leverages its platform value of connecting the government, financial institutions, and industry chain entrepreneurs, helping member enterprises break through the intermediate obstacles in money circulation and achieve efficient conversion of M2 increments into corporate profits.
Government-Enterprise Connection Services: Regularly organize policy interpretation sessions to help entrepreneurs understand fiscal budgets and industrial policies, and sort out compliant government project resources; connect with local government investment promotion departments to help member enterprises connect with government procurement and special bond projects, avoiding risks of non-compliant urban investment business. In the first half of 2026, the platform has assisted more than 50 member enterprises in connecting with government projects, cumulatively obtaining orders exceeding 800 million yuan.
Industry Chain Connection Services: Build an industry chain collaborative ecosystem, establish entrepreneur exchange groups by track, organize industry chain connection meetings, allowing upstream and downstream entrepreneurs in the track to connect orders with each other, converting the purchasing power released by industrial credit into real revenue for member enterprises. For example, the platform's "New Energy Industry Chain Connection Meeting" facilitated cooperation between more than 20 upstream and downstream enterprises, with cumulative cooperation amounts exceeding 300 million yuan.
Financial Advisory Services: Provide advisory services for credit, bonds, and equity financing to entrepreneurs, connecting with banks, securities firms, and other financial institutions, guiding enterprises to match policy-oriented financial tools, optimizing financing structures, and reducing financing costs; for SMEs, provide inclusive finance connection services to solve the problems of difficult and expensive financing.
Macro Early Warning Services: Regularly output data interpretations on M2, social financing, and fiscal injection, publish macroeconomic early warning reports, help entrepreneurs sense changes in the macro monetary environment, and dynamically adjust business rhythms; for risks such as idle money circulation and credit contraction, provide response suggestions in advance to help enterprises avoid business risks.
5.4 Scenario-Based Dynamic Business Strategies: Adapting to Different Macro Environments
Entrepreneurs need to dynamically adjust their corporate strategies based on the actual M2 generation structure, distinguishing three typical macro scenarios and formulating targeted business strategies:
✅Strategy: Deeply cultivate compliant government and state-owned enterprise orders, focusing on new infrastructure, green projects, and public service supporting businesses; strictly control payment terms, establish a dedicated collection management team; maintain low-leverage operations, avoid blind capacity expansion; strengthen linkage with the platform's government-enterprise connection services to obtain project information in a timely manner.
✅Strategy: Seize industry chain order dividends, increase investment in core supporting businesses; appropriately use policy industrial credit to optimize capital structure; strengthen cooperation with leading enterprises, enhance their own technical strength and product competitiveness; rely on the platform's industry chain connection services to expand upstream and downstream cooperation channels.
5.4.3 Scenario Three: High M2 Growth, but New Money Mostly Used for Debt Rollover, Financial Idle Circulation
✅Strategy: Contract expansion plans, suspend non-essential fixed asset investments; hold the cash flow bottom line, increase cash reserve ratios (recommended not less than 20% of total assets); reduce acceptance of long-payment-term projects, prioritize short-cycle, high-collection-rate businesses; reduce debt scale, optimize debt structure; rely on the platform's macro early warning services to adjust business strategies in a timely manner and wait for macro transmission repair.
5.5 Supporting Strategy for Entrepreneurs' Personal and Family Wealth: Coordinating with Business Operations
Business owners' personal wealth is deeply bound to business operations. Wealth growth also needs to align with M2 circulation logic to achieve simultaneous improvement in corporate profits and personal wealth:
Income Side Optimization: Personal income sources should preferably be in tracks where M2 increments flow (fiscal-related industries, technology, green high-end manufacturing, cross-border going global), staying away from stock industries that continue to contract; if the enterprise is in a traditional track, gradually layout supporting businesses in emerging tracks to achieve income structure transformation.
Asset Allocation Optimization: Family liquidity should only retain 6-12 months of emergency deposits, avoiding long-term holding of large amounts of low-interest deposits; rationally allocate assets, prioritizing assets that match M2 incremental flows (such as industry-related equity assets and high-dividend assets), rationally view asset book gains, and understand that asset price increases do not equal obtaining M2 deposits. Only after realizing gains do they convert into real monetary wealth.
Liability Side Control: Prudently manage personal liabilities, avoid high consumption and high investment leverage. Personal principal and interest payments consume monetary resources and reduce family net wealth; if there are personal investment needs, prioritize projects that coordinate with business operations to reduce investment risks.
VI. Risk Warnings and Response Measures
6.1 Core Risk Alerts
Macro Monetary Risks: M2 growth falling short of expectations and intensified idle money circulation will lead to reduced orders and declining profitability; fiscal policy adjustments may lead to contraction of government projects, affecting orders of related enterprises.
Industry Competition Risks: Competition in new quality productive forces tracks intensifies, with advantages of leading enterprises becoming more prominent. SMEs may face risks of market share squeeze and declining profit margins; zero-sum competition in traditional tracks intensifies, and some enterprises may be eliminated.
Business Management Risks: Improper management of accounts receivable and excessive leverage may lead to cash flow disruption; failure to adjust business models in a timely manner, unable to adapt to M2 growth pattern changes, leading to declining profitability.
Policy Change Risks: Adjustments in industrial, fiscal, and financial policies may affect enterprise business layout and financing channels. Enterprises need to track policy changes in a timely manner and adjust business strategies accordingly.
6.2 Risk Response Measures
Macro Risk Response: Rely on the Qiting Entrepreneur Platform's macro early warning services to grasp changes in monetary, fiscal, and industrial policies in a timely manner; establish a diversified business structure to avoid single-track dependence and enhance risk resistance; maintain sufficient cash flow to cope with macro environment fluctuations.
Industry Competition Response: Focus on segmented tracks, build core competitiveness (such as technological advantages, cost advantages, service advantages); strengthen collaboration with upstream and downstream enterprises in the industry chain to form industrial cluster advantages; rely on the platform's industry chain connection services to expand cooperation channels and increase market share.
Business Management Response: Improve the accounts receivable management system, establish collection assessment mechanisms; strictly control leverage scale, optimize debt structure; regularly conduct business reviews, adjust business models in a timely manner to adapt to M2 growth pattern changes.
Policy Change Response: Arrange dedicated personnel to track policy dynamics and interpret policy directions in a timely manner; proactively connect with the platform's government-enterprise connection services to strive for policy support and project resources; flexibly adjust business layout to adapt to policy changes and reduce policy change risks.
VII. Conclusions and Outlook
In the next decade, China's M2 growth model will complete a historic shift: from real estate credit-driven to a new pattern dominated by government fiscal injection, supplemented by industrial structural credit, with external demand pulses as a supplement. M2, as the carrier of incremental purchasing power in the entire society, is the monetary foundation for enterprises to obtain incremental profits. However, problems such as idle money circulation and distribution stratification will cause divergence between M2 aggregate and real corporate profitability. The core of corporate profit growth lies in whether enterprises are embedded in the real circulation links of M2 money creation.
For the vast number of real entrepreneurs, it is necessary to abandon the monetary logic of the old era, proactively align with the circulation chain of M2 money creation, prioritize layout in tracks corresponding to fiscal and industrial credit; restructure operational assessment systems, focus on monetary profits from real collections, strictly control leverage and accounts receivable; rely on the industry-finance and government-enterprise connection capabilities of the Qiting Entrepreneur Platform to open up resource connection channels, improve operational efficiency and risk resistance.
The Qiting Entrepreneur Platform will continue to deepen services for real entrepreneurs, continuously improve service systems such as industry-finance collaboration, government-enterprise connection, and macro early warning, helping the vast number of entrepreneurs understand the macro monetary environment, implement macro logic into practical business operations, achieve stable corporate profit growth in the M2 era, and jointly promote high-quality development of the real economy.
References
People's Bank of China. Annual Financial Statistics Reports[R]. 2021-2026.
Li Xunlei. The Era Transition of Money Creation Models[J]. Financial Research, 2026(03).
Jia Kang. Fiscal and Financial Collaboration and Real Enterprise Development[J]. China Banking, 2025(06).
