本文選題：商業(yè)地產(chǎn) + 發(fā)展戰(zhàn)略�。� 參考：《南京大學(xué)》2017年碩士論文

【摘要】：中國(guó)房地產(chǎn)的黃金十年已過去,隨著中國(guó)經(jīng)濟(jì)L型拐點(diǎn)的到來(lái),地產(chǎn)開發(fā)更為理性。宏觀經(jīng)濟(jì)進(jìn)入新常態(tài)、商業(yè)地產(chǎn)在一、二線城市不斷激增、電商不斷發(fā)展,市場(chǎng)競(jìng)爭(zhēng)更為激烈。地產(chǎn)企業(yè)面臨不斷升級(jí),走向品質(zhì)化、精細(xì)化之路,這就要求各企業(yè)提高資源配置和管理效率,實(shí)現(xiàn)企業(yè)持續(xù)、穩(wěn)定發(fā)展。隨著我國(guó)房地產(chǎn)調(diào)控政策不斷收緊,企業(yè)面臨著越來(lái)越多的行業(yè)競(jìng)爭(zhēng)挑戰(zhàn),地產(chǎn)企業(yè)必須要加強(qiáng)自我反思,尋找新的發(fā)展路徑和目標(biāo)。首先,要對(duì)自身內(nèi)外部經(jīng)營(yíng)環(huán)境進(jìn)行全面評(píng)估和分析,從企業(yè)長(zhǎng)期發(fā)展角度出發(fā),制定科學(xué)的戰(zhàn)略目標(biāo)。企業(yè)發(fā)展戰(zhàn)略為企業(yè)發(fā)展指明了方向,正確的發(fā)展目標(biāo)有利于優(yōu)化配置企業(yè)各方面經(jīng)營(yíng)資源,促進(jìn)企業(yè)綜合經(jīng)營(yíng)效益提升。對(duì)于地產(chǎn)企業(yè)來(lái)說(shuō),必須要根據(jù)當(dāng)前所處的內(nèi)外部環(huán)境變化制定一套科學(xué)合理的戰(zhàn)略規(guī)劃,這是實(shí)現(xiàn)企業(yè)永續(xù)發(fā)展目標(biāo)的基本保證。G國(guó)際集團(tuán)創(chuàng)立于1992年,下轄商貿(mào)與房產(chǎn)兩大子集團(tuán)公司。其商貿(mào)集團(tuán)于2006年在香港上市。企業(yè)在相當(dāng)長(zhǎng)的一段時(shí)期中,商業(yè)百貨的銷售業(yè)績(jī)?cè)跇I(yè)內(nèi)一直位居前列。經(jīng)過二十余年的發(fā)展,企業(yè)步入穩(wěn)定期。由于近幾年國(guó)內(nèi)經(jīng)濟(jì)形勢(shì)變化,企業(yè)更新提速,以“全生活”理念為核心,不斷改造升級(jí),打造新型百貨時(shí)尚,同時(shí),調(diào)整優(yōu)化企業(yè)發(fā)展戰(zhàn)略,尋求更大發(fā)展。本文基于公開收集到的行業(yè)信息及公司內(nèi)部情況了解,以G房產(chǎn)集團(tuán)的發(fā)展戰(zhàn)略為研究重點(diǎn),主要采用SWOT、PEST、波特五力模型作為研究工具。對(duì)公司所處的內(nèi)外部經(jīng)營(yíng)環(huán)境、面臨著的機(jī)會(huì)、挑戰(zhàn),自身優(yōu)勢(shì)和劣勢(shì)進(jìn)行全面分析。通過采用理論與實(shí)踐相結(jié)合的方法,探討如何制定一套科學(xué)合理的企業(yè)戰(zhàn)略規(guī)劃,根據(jù)當(dāng)前企業(yè)面臨著的經(jīng)濟(jì)、政策、競(jìng)爭(zhēng)等各方面因素,制定企業(yè)核心戰(zhàn)略目標(biāo)。本文通過研究發(fā)現(xiàn),G房產(chǎn)集團(tuán)主要競(jìng)爭(zhēng)優(yōu)勢(shì)在于國(guó)際背景、品牌資源、項(xiàng)目資源以及長(zhǎng)三角地區(qū)較強(qiáng)市場(chǎng)競(jìng)爭(zhēng)力等方面,要大力發(fā)展商業(yè)、住宅、酒店相結(jié)合的綜合性項(xiàng)目,打造專業(yè)化、現(xiàn)代化、綜合性的房地產(chǎn)經(jīng)營(yíng)模式,成長(zhǎng)為國(guó)際化的多專業(yè)子公司共存、在國(guó)內(nèi)地產(chǎn)市場(chǎng)具有極高知名度、較強(qiáng)競(jìng)爭(zhēng)力的綜合性地產(chǎn)企業(yè)集團(tuán)。
[Abstract]:The golden decade of Chinese real estate has passed, with the arrival of the L-type turning point of China's economy, real estate development is more rational. Macroeconomic enters the new normal, commercial real estate in the first and second-tier cities continue to proliferate, e-commerce continues to develop, market competition is more intense. Real estate enterprises are faced with the road of continuous upgrading, quality and refinement, which requires enterprises to improve resource allocation and management efficiency, to achieve sustainable and stable development of enterprises. With the tightening of real estate regulation and control policies in China, enterprises are facing more and more competition challenges in the industry. The real estate enterprises must strengthen their self-reflection and seek new development paths and goals. First of all, we should make a comprehensive evaluation and analysis of our internal and external business environment, and formulate scientific strategic objectives from the perspective of long-term development of enterprises. The enterprise development strategy indicates the direction for the enterprise development, the correct development goal is advantageous to optimize the disposition enterprise each aspect management resources, promotes the enterprise comprehensive management benefit enhancement. For real estate enterprises, it is necessary to formulate a set of scientific and rational strategic planning according to the changes in the current internal and external environment, which is the basic guarantee to achieve the goal of sustainable development of the enterprise. G International Group was founded in 1992. Business and real estate under the jurisdiction of the two major groups of companies. Its trading group was listed in Hong Kong in 2006. For a long time, the sales of commercial department stores have been in the forefront of the industry. After more than 20 years of development, the enterprise into a stable period. Due to the changes of domestic economic situation in recent years, the enterprises renew and speed up, take the concept of "whole life" as the core, constantly transform and upgrade, create a new style of department store fashion, at the same time, adjust and optimize the development strategy of enterprises, seek for greater development. Based on the publicly collected industry information and the understanding of the internal situation of the company, this paper focuses on the development strategy of G real estate group, mainly using SWOTX PESTand Porter's five Force Model as the research tool. The opportunities, challenges, strengths and weaknesses of the internal and external business environment are comprehensively analyzed. Through the method of combining theory with practice, this paper discusses how to formulate a set of scientific and reasonable enterprise strategic planning, and according to the factors of economy, policy, competition and so on, to formulate the core strategic goal of the enterprise. This paper finds that the main competitive advantage of the Group lies in the international background, brand resources, project resources and the strong market competitiveness of the Yangtze River Delta region. It is necessary to vigorously develop a comprehensive project combining commercial, residential and hotel, etc. To create a professional, modern, comprehensive real estate business model, grow into an international multi-professional subsidiary coexistence, in the domestic real estate market has a very high visibility, strong competitiveness of the comprehensive real estate enterprise group.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.233.4;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前7條

1 童心;鄒坦;;商業(yè)地產(chǎn)項(xiàng)目的“精準(zhǔn)定位”及其定位評(píng)價(jià)[J];中國(guó)商貿(mào);2012年08期

2 都艷斌;;房地產(chǎn)企業(yè)績(jī)效管理淺析[J];合作經(jīng)濟(jì)與科技;2009年18期

3 張博;劉軍;朱杰;;網(wǎng)絡(luò)技術(shù)在零售業(yè)的應(yīng)用[J];中國(guó)物流與采購(gòu);2009年11期

4 余凱;;試論大型商業(yè)地產(chǎn)開發(fā)與商業(yè)經(jīng)營(yíng)脫節(jié)問題[J];沈陽(yáng)建筑大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2006年04期

5 黃麗秋;;我國(guó)中小企業(yè)戰(zhàn)略管理研究[J];商業(yè)研究;2006年20期

6 項(xiàng)保華,李慶華;企業(yè)戰(zhàn)略理論綜述[J];經(jīng)濟(jì)學(xué)動(dòng)態(tài);2000年07期

7 徐二明,王智慧;企業(yè)戰(zhàn)略管理理論的發(fā)展與流派[J];首都經(jīng)濟(jì)貿(mào)易大學(xué)學(xué)報(bào);1999年01期

相關(guān)碩士學(xué)位論文 前5條

1 王媛媛;中鐵華升房地產(chǎn)公司發(fā)展戰(zhàn)略研究[D];北京郵電大學(xué);2011年

2 李永凱;關(guān)于天津市TDFZ公司發(fā)展戰(zhàn)略的研究[D];天津大學(xué);2010年

3 陳正杰;九龍集團(tuán)房地產(chǎn)公司競(jìng)爭(zhēng)戰(zhàn)略研究[D];湖南大學(xué);2010年

4 李力;我國(guó)中小房地產(chǎn)企業(yè)發(fā)展戰(zhàn)略研究[D];西南財(cái)經(jīng)大學(xué);2008年

5 張秋彤;房地產(chǎn)開發(fā)企業(yè)的創(chuàng)新戰(zhàn)略研究[D];對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué);2007年

，

本文編號(hào)：1922766