本文選題：戰(zhàn)略轉(zhuǎn)型 + 發(fā)展戰(zhàn)略�。� 參考：《西安建筑科技大學(xué)》2013年碩士論文

【摘要】：近年來，我國的房地產(chǎn)業(yè)蓬勃發(fā)展，帶動國內(nèi)的相關(guān)行業(yè)如水泥、鋼材、裝修材料等行業(yè)發(fā)展起來，促進了我國經(jīng)濟的快速增長。但就長期來看，房地產(chǎn)業(yè)是資金密集型行業(yè)，而不是生產(chǎn)型行業(yè)，房地產(chǎn)業(yè)的發(fā)展會使資金向房地產(chǎn)大量流入，從而對我國的整體經(jīng)濟產(chǎn)生不利影響。所以，國家多次出臺宏觀調(diào)控政策，對房地產(chǎn)業(yè)的規(guī)模、融資、客戶資格等進行限制。在這樣的房地產(chǎn)宏觀調(diào)控政策的重大影響下，我國房地產(chǎn)公司面臨著行業(yè)性的大調(diào)整，對于一些中小型房地產(chǎn)公司來說，戰(zhàn)略轉(zhuǎn)型勢在必行，而轉(zhuǎn)型的根本，在于提高自己的核心競爭能力，使自己在房地產(chǎn)業(yè)陷于低潮時能夠生存和發(fā)展。 本論文以個案研究方式進行，以企業(yè)戰(zhàn)略管理和戰(zhàn)略變革理論為基礎(chǔ)，結(jié)合HG地產(chǎn)公司的實際情況，采用SWOT矩陣對公司所面臨的外部環(huán)境和內(nèi)部條件進行了分析，采用BCG分析法對公司現(xiàn)有的業(yè)務(wù)進行了研究，采用SPACE矩陣對公司原有的戰(zhàn)略實施進行了全方位的評估，，提出了新環(huán)境下公司的努力方向。具體研究結(jié)論為：HG地產(chǎn)公司作為我國眾多中小型房地產(chǎn)公司中的一員，要想做大做強，就要對其面臨的內(nèi)外部環(huán)境條件進行分析，從戰(zhàn)略高度重新進行戰(zhàn)略定位，提出新的戰(zhàn)略目標(biāo)，使公司能夠在正確的方向上發(fā)展前進。要抓住房地產(chǎn)發(fā)展的機遇，必須先打造自身的開發(fā)能力，打造自己的品牌。戰(zhàn)略轉(zhuǎn)型的實質(zhì)上是對公司的戰(zhàn)略定位、公司組織架構(gòu)和體制以及公司運營系統(tǒng)的不斷變革、深化。緊緊圍繞戰(zhàn)略轉(zhuǎn)型的實質(zhì)來實施公司戰(zhàn)略，才能保證公司持久健康發(fā)展。本論文提出了HG地產(chǎn)公司戰(zhàn)略的轉(zhuǎn)型思路、戰(zhàn)略目標(biāo)、戰(zhàn)略方案、實施保證措施和實施要點，對HG地產(chǎn)公司下一步的戰(zhàn)略轉(zhuǎn)型具有一定的前瞻性意義。
[Abstract]:In recent years, China's real estate industry is booming, driving the domestic related industries such as cement, steel, decoration materials and other industries to develop, promoting the rapid growth of our economy.But in the long run, the real estate industry is a capital-intensive industry, not a production-oriented industry. The development of the real estate industry will make a large amount of capital flow into the real estate industry, which will have a negative impact on the overall economy of our country.Therefore, the state has issued a number of macro-control policies, real estate size, financing, customer qualifications and other restrictions.Under the influence of the macro-control policy of real estate, the real estate companies in our country are facing a great adjustment in the industry. For some small and medium-sized real estate companies, the strategic transformation is imperative, and the fundamental of the transformation is essential.It is to improve their core competitive ability, so that they can survive and develop when the real estate industry is in a low tide.Based on the theory of strategic management and strategic change, this paper analyzes the external environment and internal conditions of HG real estate company by using SWOT matrix, based on the theory of strategic management and strategic change.BCG analysis method is used to study the existing business of the company, and the SPACE matrix is used to evaluate the original strategy of the company, and the direction of the company's efforts under the new environment is put forward.The concrete research conclusion is that as a member of many small and medium-sized real estate companies in our country, if we want to be large and strong, we should analyze the internal and external environmental conditions it faces, and reposition its strategy from a strategic perspective.Propose new strategic goals to enable the company to move in the right direction.To seize the opportunity of real estate development, we must first build their own development ability, build their own brand.The essence of strategic transformation is the strategic orientation of the company, the continuous change of the company's organizational structure and system, and the deepening of the company's operating system.Only by implementing the company strategy closely around the essence of the strategic transformation, can the company develop healthily for a long time.This paper puts forward the strategic transformation ideas, strategic objectives, strategic plans, implementation guarantee measures and key points of HG real estate company, which has a certain forward-looking significance for the next strategic transformation of HG real estate company.
【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F299.233.4

【參考文獻】

相關(guān)期刊論文 前10條

1 蔡超;;基于企業(yè)領(lǐng)導(dǎo)者的企業(yè)戰(zhàn)略管理分析[J];東方企業(yè)文化;2011年22期

2 周海平;;中國房地產(chǎn)產(chǎn)業(yè)鏈的變革與發(fā)展[J];中國房地產(chǎn);2008年02期

3 張磊;;論企業(yè)文化在制度與管理實踐中的固化與內(nèi)化[J];港口科技;2011年08期

4 高蕾;;流程化企業(yè)績效考核的新特征[J];河北大學(xué)學(xué)報(哲學(xué)社會科學(xué)版);2012年02期

5 余曉鵬,韓平,劉s

本文編號：1741322