發(fā)布時間：2018-04-22 18:22

  本文選題：房地產(chǎn) + 業(yè)務(wù)戰(zhàn)略　； 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：隨著房地產(chǎn)行業(yè)的發(fā)展和國家管理的逐步規(guī)范，房地產(chǎn)行業(yè)的市場格局逐漸由賣方市場向買方市場轉(zhuǎn)變，住房觀念也由生存空間轉(zhuǎn)化為生活空間。這使得房地產(chǎn)開發(fā)的暴利時代已經(jīng)過去，開發(fā)利潤逐漸向社會的平均利潤靠近。同時，國內(nèi)的房地產(chǎn)企業(yè)之間除了從成本到產(chǎn)品本身，進(jìn)行著全方位競爭，同時還得應(yīng)付國際企業(yè)的競爭。HS公司作為國家二級房地產(chǎn)開發(fā)企業(yè)，為改變業(yè)務(wù)結(jié)構(gòu)和經(jīng)營區(qū)域的單一性，規(guī)避國家投資周期性變化的系統(tǒng)風(fēng)險，計(jì)劃將房地產(chǎn)業(yè)務(wù)做強(qiáng)做大，一是與區(qū)域市場新進(jìn)入的大型房地產(chǎn)企業(yè)抗衡，二是為了尋求區(qū)域之外的發(fā)展空間。為此，需要重新審視市場環(huán)境和自身?xiàng)l件，制定發(fā)展戰(zhàn)略，為企業(yè)的發(fā)展指明方向。 首先，本文簡要描述了研究的背景、意義和目的。梳理總結(jié)了現(xiàn)有的企業(yè)戰(zhàn)略管理理論的發(fā)展與流派，介紹了幾種常見的戰(zhàn)略分析模型。 其次，通過宏觀環(huán)境、行業(yè)環(huán)境、行業(yè)市場、行業(yè)競爭四個維度分析了HS公司發(fā)展房地產(chǎn)業(yè)務(wù)的外部環(huán)境，給出HS公司的應(yīng)對建議。其中主要采用PEST方法分析了宏觀發(fā)展環(huán)境；通過對房地產(chǎn)行業(yè)發(fā)展周期、集中度、價值鏈及關(guān)鍵成功因素四個維度進(jìn)行分析，剖析了房地產(chǎn)行業(yè)環(huán)境現(xiàn)狀及趨勢；從行業(yè)市場總?cè)萘�、市場層次性容量、市場產(chǎn)品結(jié)構(gòu)性容量、市場購買動機(jī)四個方面對行業(yè)市場進(jìn)行了分析；通過對行業(yè)競爭企業(yè)、競爭格局、競爭模式和態(tài)勢研判、競爭企業(yè)走向分析，解讀HS公司所在行業(yè)的大的競爭環(huán)境。 再次，，從資質(zhì)與業(yè)績資源、關(guān)系資源、土地資源、品牌資源、財(cái)務(wù)資源、人力資源和企業(yè)文化七個維度分析了HS公司的內(nèi)部環(huán)境，提出了現(xiàn)階段的轉(zhuǎn)變需求。 然后，通過SWOT分析，理清HS公司目前面臨的機(jī)遇和挑戰(zhàn)，擁有的優(yōu)勢和劣勢，并在此基礎(chǔ)上確定其發(fā)展戰(zhàn)略思路為立足于公司現(xiàn)有地域品牌資源優(yōu)勢，以專業(yè)化、精細(xì)化發(fā)展為支撐，以商業(yè)地產(chǎn)、養(yǎng)老地產(chǎn)為契機(jī)，以差異化、聚焦化為特色，打造多樣化產(chǎn)品線，構(gòu)建完善的規(guī)范化、標(biāo)準(zhǔn)化運(yùn)作管理模式，實(shí)現(xiàn)區(qū)域內(nèi)的強(qiáng)大，成為區(qū)域性最優(yōu)秀的房地產(chǎn)企業(yè)，實(shí)現(xiàn)區(qū)域外的延伸，五年內(nèi)進(jìn)入WX房地產(chǎn)市場，并取得突破性進(jìn)展，包括從品牌導(dǎo)入到項(xiàng)目開發(fā)經(jīng)營、團(tuán)隊(duì)建設(shè)、跨區(qū)域業(yè)務(wù)管理等諸方面，均取得長足進(jìn)步和發(fā)展。之后給出了產(chǎn)品線打造以及目標(biāo)市場與路徑的選擇的建議，提出了新市場進(jìn)入和競爭策略。 最后，從完善人力資源管理、加強(qiáng)資金保障、加強(qiáng)戰(zhàn)略管控和推行學(xué)習(xí)創(chuàng)新文化四個主要維度簡要提出了發(fā)展戰(zhàn)略實(shí)施的保障措施。
[Abstract]:With the development of the real estate industry and the gradual standardization of the state management, the market pattern of the real estate industry has gradually changed from the seller's market to the buyer's market, and the concept of housing has also changed from the living space to the living space. This makes the real estate development of the era has passed, the development of profits to the social average profit approach. At the same time, the domestic real estate enterprises are competing in all directions from the cost to the products themselves. At the same time, they also have to cope with the competition of international enterprises. HS Company is the second-level national real estate development enterprise. In order to change the business structure and the singularity of the business area, and to avoid the systematic risk of periodic changes in state investment, it is planned to strengthen and expand the real estate business. One is to compete with the large real estate enterprises newly entering the regional market. The second is to seek the development space outside the region. Therefore, it is necessary to re-examine the market environment and its own conditions, formulate development strategies, and point out the direction for the development of enterprises. First of all, this paper briefly describes the background, significance and purpose of the study. This paper summarizes the development and schools of the existing enterprise strategic management theory, and introduces several common strategic analysis models. Secondly, through the macro environment, industry environment, industry market and industry competition, the paper analyzes the external environment of HS company to develop real estate business, and gives the countermeasures of HS company. The paper mainly uses PEST method to analyze the macro development environment, analyzes the current situation and trend of the real estate industry environment by analyzing the four dimensions of the real estate industry development cycle, concentration degree, value chain and key success factors. This paper analyzes the industry market from four aspects: the total capacity of the industry market, the hierarchical capacity of the market, the structural capacity of the market products, and the market purchase motivation. The competitive enterprise moves towards the analysis, the interpretation HS company industry big competition environment. Thirdly, from the aspects of qualification and performance resources, relationship resources, land resources, brand resources, financial resources, human resources and corporate culture, this paper analyzes the internal environment of HS Company, and puts forward the changing needs at the present stage. Then, through the analysis of SWOT, the paper clarifies the opportunities and challenges, advantages and disadvantages that HS Company is facing, and on this basis, determines its development strategy thinking is based on the company's existing regional brand resources advantage, in order to professionalize. Fine development for support, commercial real estate, old-age real estate as an opportunity, differentiation, focus into the characteristics, to create a variety of product lines, to build a perfect standardized, standardized operation management model, to achieve a strong region, To become the best real estate enterprise in the region, to extend outside the region, to enter the WX real estate market within five years, and to make breakthrough progress, including from brand introduction to project development and management, team building, cross-regional business management, etc. Have made considerable progress and development. Then the suggestions of product line building and the choice of target market and path are given, and the strategy of new market entry and competition is put forward. Finally, from four main dimensions of perfecting human resource management, strengthening fund security, strengthening strategic control and promoting learning and innovation culture, the paper briefly puts forward the safeguard measures for the implementation of development strategy.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F299.233.4;F272

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