本文選題：房地產(chǎn)　切入點(diǎn)：房地產(chǎn)品牌　出處：《山東大學(xué)》2008年碩士論文

【摘要】： 近年來,中央政府緊湊嚴(yán)厲的系列調(diào)控政策,令國內(nèi)房地產(chǎn)市場成為社會(huì)各群體關(guān)注的中心。在加強(qiáng)土地調(diào)控、住房供應(yīng)結(jié)構(gòu)調(diào)整等政策導(dǎo)向下,市場競爭日趨激烈,房地產(chǎn)行業(yè)的品牌競爭已經(jīng)提上戰(zhàn)略日程。市場環(huán)境的巨大變化和房地產(chǎn)行業(yè)的理性化發(fā)展,使得市場由質(zhì)量層次競爭和規(guī)模層次競爭發(fā)展到品牌層次競爭。市場進(jìn)入品牌時(shí)代是房地產(chǎn)企業(yè)發(fā)展到目前狀況的必然結(jié)果。 在產(chǎn)品品質(zhì)日漸成熟、同質(zhì)化日益嚴(yán)重和購房者消費(fèi)日趨理性的多重夾擊下,品牌競爭力的不足,從根本上制約了很多房地產(chǎn)企業(yè)的進(jìn)一步發(fā)展。實(shí)力不足的房地產(chǎn)企業(yè)將面臨出局,資本向優(yōu)勢(shì)企業(yè)集中已成為大勢(shì)所趨。濟(jì)南市歷下城建開發(fā)公司進(jìn)入房地產(chǎn)行業(yè)20余年,曾經(jīng)以執(zhí)行政府舊城改造任務(wù)為主,目前也面臨同樣的問題:一方面,市場競爭日趨激烈,生存空間日益縮小;另一方面,企業(yè)在計(jì)劃經(jīng)濟(jì)時(shí)期,長期按照政府主管部門的指令進(jìn)行開發(fā)建設(shè),對(duì)市場得失重視不足,缺乏品牌意識(shí)。機(jī)制僵化、發(fā)展停滯不前、內(nèi)憂外患的現(xiàn)實(shí)狀況,迫使公司意識(shí)到定位于市場真實(shí)需求、強(qiáng)化公司治理、注重品牌營銷,將成為房地產(chǎn)企業(yè)謀求長期發(fā)展和競爭優(yōu)勢(shì)的戰(zhàn)略選擇。只有以市場為導(dǎo)向,建立現(xiàn)代企業(yè)制度,實(shí)施品牌營銷策略才能在激烈的市場競爭中得以生存和發(fā)展。 本文以濟(jì)南市歷下城建開發(fā)公司(以下簡稱歷下城建公司)為樣本,遵循學(xué)習(xí)、研究和探討的原則,在理論與實(shí)際緊密結(jié)合的基礎(chǔ)上,運(yùn)用理論研究、比較研究和案例研究等方法,利用市場營銷學(xué)和競爭戰(zhàn)略理論,對(duì)其品牌經(jīng)營現(xiàn)狀和問題加以分析和研究,運(yùn)用SWOT分析方法分析其競爭的優(yōu)勢(shì)利劣勢(shì),以及環(huán)境變化所帶來的發(fā)展機(jī)會(huì)和威脅。在借鑒國內(nèi)知名房地產(chǎn)企業(yè)品牌營銷經(jīng)驗(yàn)的基礎(chǔ)上,提出了適用于歷下城建公司的品牌營銷策略。 通過分析論證認(rèn)為:歷下城建公司具有本土化、開發(fā)經(jīng)驗(yàn)、公共關(guān)系等優(yōu)勢(shì),又具有競爭對(duì)手所不具備的項(xiàng)目資源,因此應(yīng)采取集中化品牌營銷策略,以揚(yáng)長避短,發(fā)揮自身優(yōu)勢(shì),實(shí)現(xiàn)在區(qū)域市場做大做強(qiáng)的目標(biāo)。通過市場細(xì)分確定公司目標(biāo)市場,整合公司現(xiàn)有資源,以經(jīng)濟(jì)適用房開發(fā)為起點(diǎn),以提供高品質(zhì)產(chǎn)品和全方位優(yōu)質(zhì)服務(wù)為宗旨,從機(jī)制的完善化、產(chǎn)品的個(gè)性化、服務(wù)的全面化入手,最終實(shí)現(xiàn)品牌營銷的目標(biāo)。本文的研究結(jié)論對(duì)提升歷下城建公司的競爭優(yōu)勢(shì)具有一定的參考價(jià)值,對(duì)其他中小型房地產(chǎn)企業(yè)參與市場競爭也具有一定借鑒作用。
[Abstract]:In recent years, the central government's tight series of regulatory policies have made the domestic real estate market the focus of attention of various social groups. Under the guidance of policies such as strengthening land control and adjusting the structure of housing supply, the market competition is becoming increasingly fierce. Brand competition in the real estate industry has been put on the strategic agenda. The tremendous changes in the market environment and the rational development of the real estate industry, It makes the market develop from quality level competition and scale level competition to brand level competition, and it is the inevitable result of the development of real estate enterprises to the present situation that the market enters the brand era. With the product quality maturing, homogenization becoming more and more serious, and the buyers consuming more and more rational, the brand competitiveness is insufficient. It has fundamentally restricted the further development of many real estate enterprises. The real estate enterprises with insufficient strength will face out, and the concentration of capital into superior enterprises has become the general trend. Jinan City Construction and Development Company has entered the real estate industry for more than 20 years. Once on the task of carrying out the government's old city transformation, it now faces the same problems: on the one hand, the market competition is becoming increasingly fierce, and the living space is shrinking; on the other hand, during the period of planned economy, enterprises are facing the same problems. Long-term development and construction in accordance with the instructions of the competent government departments, insufficient attention to market gains and losses, lack of brand awareness, rigid mechanism, stagnant development, internal and external troubles, forcing companies to realize that they are positioning themselves to the real needs of the market. Strengthening corporate governance and paying attention to brand marketing will become a strategic choice for real estate enterprises to seek long-term development and competitive advantage. Only by implementing brand marketing strategy can we survive and develop in the fierce market competition. This article takes the Jinan City Construction and Development Company (hereinafter referred to as Lixia City Construction Company) as a sample, following the principle of learning, research and discussion, combining theory with practice, and applying theoretical research. By using the theory of marketing and competition strategy, this paper analyzes and studies the current situation and problems of its brand management, and uses SWOT analysis method to analyze its competitive advantages and disadvantages. Based on the experience of domestic famous real estate enterprise brand marketing, this paper puts forward the brand marketing strategy suitable for city construction company. Through the analysis and argumentation, it is concluded that the city construction company has the advantages of localization, development experience, public relations and other advantages, and it also has the project resources that the competitors do not have, so it should adopt the centralized brand marketing strategy in order to maximize its advantages and avoid its weaknesses. Give full play to their own advantages and achieve the goal of becoming bigger and stronger in the regional market. Through market segmentation, we can determine the company's target market, integrate the company's existing resources, and take comfortable housing's development as the starting point. In order to provide high-quality products and all-around quality services as the purpose, from the mechanism of perfection, product personalization, comprehensive service, The conclusion of this paper has a certain reference value for upgrading the competitive advantage of urban construction companies, and also for other small and medium-sized real estate enterprises to participate in market competition.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2008
【分類號(hào)】：F293.3

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