【摘要】：自改革開(kāi)放以來(lái),我國(guó)的綜合國(guó)力不斷提升,經(jīng)濟(jì)發(fā)展迅速,城市化進(jìn)程加快。由于市場(chǎng)本身的盲目性、自發(fā)性和滯后性,房地產(chǎn)業(yè)在逐漸成為國(guó)民經(jīng)濟(jì)的支柱產(chǎn)業(yè)的同時(shí),過(guò)快的增速也導(dǎo)致房地產(chǎn)泡沫較大,給人民的生產(chǎn)生活和國(guó)家實(shí)體經(jīng)濟(jì)帶來(lái)了極大的不利,政府多次出臺(tái)各種政策抑制房?jī)r(jià)過(guò)快上漲。由于2008年美國(guó)次貸危機(jī)的波及,我國(guó)整體經(jīng)濟(jì)形勢(shì)不容樂(lè)觀(guān)。經(jīng)過(guò)多年發(fā)展的房地產(chǎn)市場(chǎng)也逐漸趨于飽和狀態(tài),在三四線(xiàn)城市存在嚴(yán)重的去庫(kù)存壓力。種種因素導(dǎo)致近年來(lái)房地產(chǎn)市場(chǎng)不景氣,面對(duì)整體環(huán)境的持續(xù)走低和資金壓力,許多房地產(chǎn)商都將企業(yè)轉(zhuǎn)型提上議事日程。成立于1988年的萬(wàn)達(dá)集團(tuán)作為眾多房地產(chǎn)企業(yè)中的佼佼者,在房地產(chǎn)業(yè)不景氣的大環(huán)境下主動(dòng)進(jìn)行轉(zhuǎn)型,力求擺脫地產(chǎn)企業(yè)的名號(hào),目前已經(jīng)形成了以商業(yè)、文化、網(wǎng)絡(luò)科技、金融四大產(chǎn)業(yè)為主的集團(tuán)公司。如今,萬(wàn)達(dá)已不僅僅是中國(guó)商業(yè)地產(chǎn)的老大,同時(shí)也坐上了中國(guó)文化企業(yè)的頭把交椅,可見(jiàn)其轉(zhuǎn)型取得了一定的成效。本文第一章分析了萬(wàn)達(dá)集團(tuán)轉(zhuǎn)型模式的整體環(huán)境和背景,闡述研究的目的和意義,對(duì)國(guó)內(nèi)外對(duì)于轉(zhuǎn)型模式和萬(wàn)達(dá)集團(tuán)的相關(guān)研究現(xiàn)狀進(jìn)行綜述和評(píng)價(jià),介紹了本文用到的文獻(xiàn)綜述法和案例分析法等研究方法,并對(duì)本文的內(nèi)容結(jié)構(gòu)做了介紹。第二章分別用了產(chǎn)業(yè)生命周期理論、供求關(guān)系理論和企業(yè)發(fā)展戰(zhàn)略轉(zhuǎn)換理論來(lái)解釋萬(wàn)達(dá)集團(tuán)轉(zhuǎn)型模式的必要性,并對(duì)萬(wàn)達(dá)集團(tuán)做了簡(jiǎn)要介紹,用PEST分析法分析了其轉(zhuǎn)型模式的外部環(huán)境因素和內(nèi)部動(dòng)力因素,其外部環(huán)境的變化主要從政治、經(jīng)濟(jì)、社會(huì)文化和科技角度來(lái)分析,內(nèi)部動(dòng)力的變化主要從財(cái)務(wù)壓力和戰(zhàn)略目標(biāo)的角度來(lái)分析。第三章作為主體部分,主要從萬(wàn)達(dá)集團(tuán)在商業(yè)形態(tài)、產(chǎn)業(yè)布局和運(yùn)營(yíng)模式這三方面的轉(zhuǎn)型著手,結(jié)合其轉(zhuǎn)型方式和路徑以及目前所取得的成效進(jìn)行分析。在商業(yè)形態(tài)上,主要對(duì)其從單體模式到多體組合模式,再到商業(yè)綜合體模式,最后到現(xiàn)在的文化產(chǎn)業(yè)城模式的發(fā)展路徑進(jìn)行分析,肯定了其在商業(yè)形態(tài)上的改進(jìn);在產(chǎn)業(yè)布局方面主要分析其在文化地產(chǎn)、旅游市場(chǎng)和影視產(chǎn)業(yè)的布局以及其所取得的成績(jī);在運(yùn)營(yíng)模式上分析了萬(wàn)達(dá)集團(tuán)從重資產(chǎn)模式到輕資產(chǎn)模式的轉(zhuǎn)變。第四章針對(duì)萬(wàn)達(dá)集團(tuán)轉(zhuǎn)型模式,指出其轉(zhuǎn)型過(guò)程中存在產(chǎn)業(yè)周期大、財(cái)務(wù)壓力大、競(jìng)爭(zhēng)壓力大以及管理風(fēng)險(xiǎn)大等問(wèn)題,并針對(duì)這些問(wèn)題提出了增強(qiáng)核心競(jìng)爭(zhēng)力、穩(wěn)健資金來(lái)源、精細(xì)管理方式和加強(qiáng)人才培養(yǎng)等建議。第五章通過(guò)理論聯(lián)系實(shí)際,具體分析萬(wàn)達(dá)集團(tuán)在南昌的發(fā)展,分析其不同時(shí)期不同階段所采用的模式和取得的成果,并總結(jié)其發(fā)展經(jīng)驗(yàn),見(jiàn)微知著,為萬(wàn)達(dá)集團(tuán)在其他地區(qū)的發(fā)展提供模板和借鑒。第六章根據(jù)論文分析得出結(jié)論,認(rèn)為企業(yè)應(yīng)該在外部環(huán)境和內(nèi)部因素的變化下,積極主動(dòng)的調(diào)整戰(zhàn)略尋求轉(zhuǎn)型,以適應(yīng)變化了的環(huán)境。萬(wàn)達(dá)集團(tuán)的轉(zhuǎn)型模式緊跟時(shí)代的發(fā)展,迎合了政府戰(zhàn)略的發(fā)展方向,可以享受到眾多政策的照顧,從而促進(jìn)企業(yè)發(fā)展。在轉(zhuǎn)型過(guò)程中萬(wàn)達(dá)也會(huì)面臨各種風(fēng)險(xiǎn),需要從培養(yǎng)核心競(jìng)爭(zhēng)力、穩(wěn)健資金來(lái)源、精細(xì)管理模式和培養(yǎng)人才等方面來(lái)規(guī)避風(fēng)險(xiǎn)。希望通過(guò)對(duì)萬(wàn)達(dá)集團(tuán)轉(zhuǎn)型模式的研究,能為整個(gè)房地產(chǎn)企業(yè)轉(zhuǎn)型升級(jí)、促進(jìn)房地產(chǎn)業(yè)的健康發(fā)展及為政府制定相應(yīng)的調(diào)控政策及企業(yè)自身的發(fā)展提供借鑒,最后也指出了本文的不足與局限。
[Abstract]:Since the reform and opening up, China's comprehensive national strength has been constantly improved, economic development has been rapid, and the process of urbanization has been accelerated. Because of the blindness, spontaneity and lag of the market itself, the real estate industry has gradually become the pillar industry of the national economy, while the rapid growth has also led to a large real estate bubble, giving people's production and life and national entity. The economy has brought great disadvantage, and the government has issued various policies to curb the excessive rise of house prices. The overall economic situation in China is not optimistic due to the impact of the 2008 U.S. subprime mortgage crisis. In the past few years, the real estate market has been depressed. Faced with the continuous decline of the overall environment and financial pressure, many real estate companies have put enterprise transformation on the agenda. Nowadays, Wanda is not only the largest commercial real estate company in China, but also the top cultural enterprise in China. This shows that its transformation has achieved certain results. The first chapter of this paper analyzes the whole transformation mode of Wanda Group. The purpose and significance of the study are expounded. The research status of the transition model and Wanda Group at home and abroad are reviewed and evaluated. The literature review and case analysis methods used in this paper are introduced. The content and structure of this paper are also introduced. The theory of supply and demand relation and the theory of enterprise development strategy transformation explain the necessity of Wanda Group's transformation mode, and make a brief introduction to Wanda Group, and use PEST analysis method to analyze the external environmental factors and internal dynamic factors of its transformation mode, the changes of its external environment mainly from the political, economic, social and cultural and scientific and technological perspectives. Chapter 3, as the main part, mainly starts from the transformation of Wanda Group in the three aspects of commercial form, industrial layout and operation mode, and analyzes the transformation mode and path as well as the current achievements. From the single mode to the multi-body combination mode, then to the commercial complex mode, finally to the present cultural industry city mode development path analysis, affirmed its improvement in the commercial form; in the industrial layout mainly analyzes its cultural property, tourism market and film and television industry layout and its achievements; In the fourth chapter, according to the transformation mode of Wanda Group, it points out that there are many problems in the transformation process of Wanda Group, such as big industry cycle, big financial pressure, big competition pressure and big management risk, and puts forward some suggestions to strengthen the core competitiveness and stabilize capital. The fifth chapter analyzes the development of Wanda Group in Nanchang through combining theory with practice, analyzes the mode and achievements adopted in different periods and different stages, and summarizes its development experience, which provides a model and reference for the development of Wanda Group in other regions. Chapter Six draws a conclusion according to the analysis of the thesis that the enterprise should actively adjust its strategy to adapt to the changing environment under the change of external environment and internal factors. Wanda will also face various risks in the process of transformation. We need to avoid risks from the aspects of cultivating core competitiveness, stable sources of funds, fine management mode and personnel training. We hope that through the study of Wanda Group's transformation mode, we can upgrade the entire real estate enterprise and promote the healthy development of the real estate industry. Finally, it points out the shortcomings and limitations of this paper.
【學(xué)位授予單位】：江西財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F299.233.4

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