本文選題：中小型　切入點：房地產企業(yè)　出處：《對外經濟貿易大學》2014年碩士論文

【摘要】：經過改革開放以來的幾十年發(fā)展，，我國的市場體系結構、市場秩序越來越完善，與國際市場的同步頻率越來越高，這一方面為我國各個事業(yè)領域企業(yè)的發(fā)展，提供了更為良好的發(fā)展空間，但另一方面也使這些企業(yè)發(fā)展所需要處理的內外問題越來越復雜，需要考慮的因素越來越多。在這樣的環(huán)境條件下，一個企業(yè)想要在市場中站穩(wěn)腳跟，并實現長遠可持續(xù)發(fā)展，就必須要具有一套符合自身特點、符合市場發(fā)展規(guī)律的發(fā)展戰(zhàn)略。M房地產開發(fā)公司是山東青島市的一家中小型房地產企業(yè)，當前我國所出臺的一系列宏觀調控政策，使得M房地產開發(fā)公司所面臨的行業(yè)競爭越來越激烈，尤其是在與大型房地產企業(yè)相互競爭的過程當中，由于各種內外部條件因素的限制，其自身的生存發(fā)展空間受到了較大的限制，要想實現有效的長遠可持續(xù)發(fā)展較為艱難。在本文的研究過程當中，就主要以M房地產開發(fā)公司為例，首先針對M房地產開發(fā)公司現狀：缺乏長期的戰(zhàn)略規(guī)劃、公司管理水平還處于較低的水平、核心競爭力還沒有形成、人力資源管理薄弱，對M房地產開發(fā)公司現狀與戰(zhàn)略發(fā)展的問題進行了分析；然后從競爭環(huán)境與主要的競爭對手出發(fā)分析了M房地產開發(fā)公司競爭環(huán)境，最后通過公司產權機制的制約、業(yè)務發(fā)展現狀、尚未形成完善的企業(yè)制度、人力資源管理及開發(fā)體系還未建立、績效考核方式落后出發(fā)分析M房地產開發(fā)公司發(fā)展存在的問題，提出了M房地產開發(fā)公司發(fā)展戰(zhàn)略建議、戰(zhàn)略實施的保障措施（調整公司組織結構、健全公司規(guī)章制度、加強人力資源管理、提高資源獲取能力、加強企業(yè)信息化管理），以期能夠對M房地產開發(fā)公司在當前市場環(huán)境下的發(fā)展起到保障與促進作用，為類似M房地產開發(fā)公司這樣的中小型房地產企業(yè)提供發(fā)展戰(zhàn)略參考。
[Abstract]:After decades of development since the reform and opening up, China's market system structure, market order is becoming more and more perfect, and the frequency of synchronization with the international market is getting higher and higher. On the one hand, this is the development of enterprises in various fields of our country. It provides a better space for development, but on the other hand, it also makes the internal and external problems that need to be dealt with in the development of these enterprises become more complex and more and more factors need to be taken into account. If an enterprise wants to stand firm in the market and achieve long-term sustainable development, it must have a set of its own characteristics. M Real Estate Development Company, a small and medium-sized real estate enterprise in Qingdao, Shandong Province, currently has a series of macro-control policies in China. M real estate development company is facing more and more fierce competition in the industry, especially in the process of competition with large real estate enterprises, due to various internal and external factors, Its own survival and development space has been greatly restricted, to achieve effective long-term sustainable development is more difficult. In the research process of this paper, mainly take M Real Estate Development Company as an example. First of all, according to the current situation of M Real Estate Development Company: lack of long-term strategic planning, the management level of the company is still in a lower level, the core competitiveness has not been formed, human resources management is weak, This paper analyzes the current situation and strategic development of M Real Estate Development Company, analyzes the competitive environment of M Real Estate Development Company from the point of view of the competitive environment and main competitors, and finally, through the restriction of the property right mechanism of the company, analyzes the competitive environment of M Real Estate Development Company. Business development status, not yet formed a perfect enterprise system, human resources management and development system has not been established, performance appraisal way lag behind the analysis of M real estate development company development problems, This paper puts forward the development strategy suggestion of M Real Estate Development Company and the safeguard measures of the strategy implementation (adjusting the company's organizational structure, perfecting the company's rules and regulations, strengthening the human resource management, improving the ability of obtaining resources, etc.). In order to guarantee and promote the development of M Real Estate Development Company in the current market environment, it can provide a strategic reference for small and medium-sized real estate enterprises such as M Real Estate Development Company.
【學位授予單位】：對外經濟貿易大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.4;F272

【參考文獻】

相關期刊論文 前10條

1 李秀全;;淺析XX房地產企業(yè)的定位及發(fā)展[J];經營管理者;2012年13期

2 以利萍;;房地產企業(yè)會計內部控制問題分析[J];財經界(學術版);2013年23期

3 尹榮;;房地產金融結構與房地產經濟增長關系研究[J];財經界(學術版);2013年22期

4 楊毅;;人力資源戰(zhàn)略規(guī)劃對企業(yè)的意義及實踐探索[J];經營管理者;2014年08期

5 李繼會;;淺談企業(yè)發(fā)展戰(zhàn)略下的財務戰(zhàn)略規(guī)劃[J];財經界(學術版);2014年05期

6 李治華;;房地產調控下房企發(fā)展戰(zhàn)略調整[J];價值工程;2012年20期

7 尹滿慶;;國家房地產政策宏觀調控下房地產開發(fā)企業(yè)發(fā)展戰(zhàn)略研討[J];決策咨詢;2013年02期

8 汪聰;;房地產企業(yè)項目群管理存在問題與原因分析[J];河南科技;2013年21期

9 韓正龍;王洪衛(wèi);;區(qū)域差異、城鎮(zhèn)化與房地產價格——來自中國房地產市場的證據[J];經濟問題探索;2014年02期

10 佟鎮(zhèn)戎;;中小房地產企業(yè)發(fā)展戰(zhàn)略淺析[J];科技廣場;2014年01期

本文編號：1676707