本文選題：AL房地產(chǎn)集團　切入點：房地產(chǎn)　出處：《山東大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：AL房地產(chǎn)集團是一家由七個城市房地產(chǎn)公司、一個設(shè)計研究院和一個物業(yè)公司組成的區(qū)域性房地產(chǎn)集團。業(yè)務(wù)開展主要在河北、河南和山東三省；集團總?cè)藬?shù)913人,總資產(chǎn)34億元,資產(chǎn)負(fù)債率為58%；產(chǎn)品線涵蓋住宅和商業(yè)等業(yè)態(tài)；產(chǎn)業(yè)價值鏈正在向下游的施工及商業(yè)運營打通,逐步進入快速發(fā)展的通道。 AL房地產(chǎn)集團面臨的外部機會有：國內(nèi)經(jīng)濟總值持續(xù)增長,國家刺激內(nèi)需,經(jīng)濟整體對房地產(chǎn)行業(yè)依賴性強,城鎮(zhèn)化率繼續(xù)提高,行業(yè)沒有經(jīng)過產(chǎn)品維度的充分競爭,客戶消費觀念升級,差異化需求增長；同時AL房地產(chǎn)集團面臨的威脅主要體現(xiàn)在以下幾點：世界經(jīng)濟處于下行期,中國經(jīng)濟面臨結(jié)構(gòu)性調(diào)整,調(diào)整期會形成過度價格競爭,短期內(nèi)行業(yè)調(diào)控力度大,行業(yè)資源和市場集中度高。 AL房地產(chǎn)集團的優(yōu)勢主要表現(xiàn)在：良好的企業(yè)文化背景,共同的價值觀,較為完善的組織結(jié)構(gòu)和制度,相對穩(wěn)固堅實的人力資源基礎(chǔ),良好的地域性品牌知名度,較強的采購吸引力,獨特的分銷渠道及產(chǎn)品推廣能力,完整的土地獲取渠道建設(shè)和關(guān)系確立,客服開發(fā)帶來的客戶粘性較強,全面成本控制能力；AL房地產(chǎn)集團內(nèi)部的劣勢：融資規(guī)模和渠道沒有形成有效供給,產(chǎn)品研發(fā)沒有形成成熟有競爭力的產(chǎn)品序列,績效考核指標(biāo)設(shè)定不科學(xué)導(dǎo)致經(jīng)營不聚焦,評估決策未來性不強。 經(jīng)過以上分析和評價得出結(jié)論：AL房地產(chǎn)集團應(yīng)該實施差異化競爭戰(zhàn)略,實施產(chǎn)品設(shè)計、土地獲取、融資、營銷、客戶服務(wù)等五項差異化措施,從而有效區(qū)別于競爭對手,獲得超額利潤。 為保證戰(zhàn)略有效執(zhí)行制定了支持性保障措施：一是重新搭建組織結(jié)構(gòu),實施混合型矩陣式結(jié)構(gòu),將設(shè)計研發(fā)、營銷、融資、土地獲取收歸集團集中建設(shè)能力和開展業(yè)務(wù)；二是塑造AL企業(yè)文化,建設(shè)與促進戰(zhàn)略文化體系；三是提升人力資源體系建設(shè),搭建合理的專業(yè)化人才結(jié)構(gòu)；四是健全控制系統(tǒng),有效保障戰(zhàn)略落地。
[Abstract]:Al Real Estate Group is a regional real estate group consisting of seven city real estate companies, a design institute and a property company. The business is mainly carried out in Hebei, Henan and Shandong provinces; the total number of the group is 913. The total assets are 3.4 billion yuan, the ratio of assets to liabilities is 58%; the product line covers residential and commercial forms; the industrial value chain is opening up to the construction and commercial operation downstream, and gradually entering the fast developing channel. The external opportunities faced by AL Real Estate Group include the sustained growth of the gross domestic economy, the stimulation of domestic demand by the state, the strong dependence of the economy as a whole on the real estate industry, the continued increase in the urbanization rate, and the fact that the industry has not experienced sufficient competition in the product dimension. At the same time, the threat to AL Real Estate Group is mainly reflected in the following points: the world economy is in a downward period, China's economy is facing structural adjustment, and the adjustment period will result in excessive price competition. Short-term industry regulation and control efforts, industry resources and market concentration is high. The advantages of AL Real Estate Group mainly include: good corporate culture background, common values, relatively perfect organizational structure and system, relatively solid human resource base, good regional brand popularity, Strong purchasing attraction, unique distribution channel and product promotion ability, complete land acquisition channel construction and relationship establishment, customer service development brings strong customer stickiness, The overall cost control ability of AL real estate group internal weaknesses: financing scale and channels did not form an effective supply, product research and development did not form a mature and competitive product sequence, performance evaluation indicators set unscientific resulting in unfocused management, Evaluation of the future of decision-making is not strong. Through the above analysis and evaluation, we can draw a conclusion that the real estate group should implement the differentiated competitive strategy, implement five differentiated measures, such as product design, land acquisition, financing, marketing, customer service, and so on, so as to distinguish them effectively from their competitors. Earn excess profits. In order to ensure the effective implementation of the strategy, the following measures have been formulated: first, to re-establish the organizational structure, implement the mixed matrix structure, design research and development, marketing, financing, land acquisition, centralized building capacity and business; The second is to mold AL corporate culture, to build and promote the strategic culture system; third, to promote the construction of human resources system, to build a reasonable professional talent structure; fourth, to improve the control system to effectively protect the strategic landing.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F299.233.4

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