本文選題：企業(yè)戰(zhàn)略轉(zhuǎn)型　切入點(diǎn)：房地產(chǎn)企業(yè)　出處：《蘭州理工大學(xué)》2014年碩士論文

【摘要】：作為一個(gè)開發(fā)周期相對(duì)較長(zhǎng)，需求資金高度密集的產(chǎn)業(yè)，房地產(chǎn)行業(yè)投資需要的資金量巨大，決定房地產(chǎn)開發(fā)企業(yè)發(fā)展?fàn)顩r的關(guān)鍵性問題通常是資金實(shí)力。從2010年至今，國(guó)家相繼出臺(tái)了多輪針對(duì)房地產(chǎn)行業(yè)的嚴(yán)厲調(diào)控政策，特別是2011年各地的限購(gòu)令和大量保障性住房的開工建設(shè)，致使國(guó)內(nèi)商業(yè)住宅呈現(xiàn)量?jī)r(jià)齊跌態(tài)勢(shì)，商業(yè)地產(chǎn)市場(chǎng)出現(xiàn)疲軟，進(jìn)而導(dǎo)致企業(yè)資金鏈緊張。 在此背景下，房地產(chǎn)企業(yè)的發(fā)展面臨非常嚴(yán)峻的形勢(shì)。作為在嚴(yán)峻的宏觀環(huán)境與激烈競(jìng)爭(zhēng)的市場(chǎng)環(huán)境下的房地產(chǎn)企業(yè)，要想獲得持久穩(wěn)定的發(fā)展，僅僅依靠傳統(tǒng)的經(jīng)營(yíng)模式已經(jīng)很難讓企業(yè)擁有較大的發(fā)展空間。如何在現(xiàn)有環(huán)境下以前瞻性的目光，抓住機(jī)遇，實(shí)現(xiàn)企業(yè)戰(zhàn)略層次上的優(yōu)化轉(zhuǎn)型，對(duì)于房地產(chǎn)企業(yè)來說顯得尤為重要�；诖�，，本文致力于結(jié)合全球和中國(guó)房地產(chǎn)行業(yè)發(fā)展過程研究，對(duì)蘭州YT公司目前所處的發(fā)展階段，進(jìn)行詳實(shí)的背景分析。并且通過PEST模型、SWOT模型，結(jié)合YT的企業(yè)經(jīng)營(yíng)、制約因素、文化發(fā)展等問題進(jìn)行分析，主要研究YT在轉(zhuǎn)型過程中遇到的多元化管理、資金、風(fēng)險(xiǎn)控制等多方面因素所產(chǎn)生的問題，同時(shí)從YT所處行業(yè)環(huán)境與自身特點(diǎn)考慮，設(shè)計(jì)一套行之有效的戰(zhàn)略轉(zhuǎn)型方案，并評(píng)估其合理性，同時(shí)解決YT在現(xiàn)階段市場(chǎng)趨緊的情況下，如何合理有效得進(jìn)行主營(yíng)業(yè)務(wù)的戰(zhàn)略轉(zhuǎn)型，使轉(zhuǎn)型后的主營(yíng)業(yè)務(wù)具有可操作性以及可持續(xù)性，使之能夠更好的長(zhǎng)遠(yuǎn)發(fā)展下去。對(duì)蘭州YT公司轉(zhuǎn)型后的經(jīng)營(yíng)發(fā)展提供一定借鑒作用，同時(shí)也為其他具有類似行業(yè)背景企業(yè)的戰(zhàn)略轉(zhuǎn)型提供相應(yīng)參考。
[Abstract]:As a relatively long development cycle, high demand of capital intensive industry, the amount of capital investment in the real estate industry needs huge, key issues to the development of the real estate development enterprises are usually financial strength. Since 2010, the state has issued several rounds in the real estate industry strict control policy, especially around 2011 the purchase order and a large number of affordable housing construction, resulting in domestic commercial housing showing volume and price down trend, the commercial real estate market appears weak, resulting in enterprise capital chain tension.
Under this background, the development of real estate enterprises facing a very serious situation. As in the macro environment of serious and intense competition in the market environment of the real estate business, in order to develop lasting stability, only rely on the traditional business model has been difficult to make the enterprise have larger development space. How to seize the opportunity in the current under the environment of forward-looking vision, to realize the optimization of enterprise strategy, the level of transformation, it is particularly important for real estate enterprises. Based on this, this paper focuses on the combination of global and China real estate industry development process research, the development stage of Lanzhou YT company at present, detailed analysis of the background and through the PEST. Model, SWOT model, combined with the YT business, restricting factors, cultural development and so on, diversified management, main research YT encountered in the transformation process of the capital, risk control Produced by other factors, at the same time from the YT of the industry environment and their own characteristics, design a set of effective strategic transformation scheme, and evaluate its rationality, at the same time to solve the YT in the present market tightening, how to effectively get the main business transformation strategy, the transformation of the main business has operability and sustainability, so as to better long-term development. Provide some reference to the Lanzhou YT company after the transformation of business development, but also provide reference for other similar industry background enterprise strategic transformation.

【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F272

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