本文選題：園林規(guī)劃 + 發(fā)展戰(zhàn)略��； 參考：《華南理工大學(xué)》2014年碩士論文

【摘要】：本文以P-LA公司為案例對(duì)其發(fā)展戰(zhàn)略的選擇制定及實(shí)施進(jìn)行深入研究。園林企業(yè)過(guò)去的10幾年高速發(fā)展得益于早期市場(chǎng)的供給不足，競(jìng)爭(zhēng)較少，許多園林企業(yè)領(lǐng)導(dǎo)只憑借粗放的管理方式及依賴行業(yè)發(fā)展的機(jī)會(huì)慣性進(jìn)行經(jīng)營(yíng)，他們中的很多都沒(méi)有制定有效長(zhǎng)遠(yuǎn)的發(fā)展戰(zhàn)略。因此，研究如何為園林企業(yè)制定競(jìng)爭(zhēng)戰(zhàn)略、企業(yè)戰(zhàn)略、發(fā)展戰(zhàn)略對(duì)于推進(jìn)行業(yè)的發(fā)展具有轉(zhuǎn)折性、劃時(shí)代的重要意義。 本文的研究對(duì)P-LA公司的外部宏觀環(huán)境、行業(yè)環(huán)境以及內(nèi)部資源和能力情況、同行企業(yè)的戰(zhàn)略管理狀況等方面進(jìn)行了歸納分析，推導(dǎo)出當(dāng)前P-LA公司存在的優(yōu)勢(shì)和劣勢(shì)問(wèn)題，通過(guò)SWOT模型分析和QSPM矩陣分析，定出了P-LA公司未來(lái)的公司層、業(yè)務(wù)層、職能層三方面戰(zhàn)略，并制訂出實(shí)施的措施和方法。 研究形成結(jié)論如下：由于P-LA公司所處的園林行業(yè)發(fā)展受城鎮(zhèn)化建設(shè)、房地產(chǎn)市場(chǎng)持續(xù)需求等因素影響，因此當(dāng)前公司處于較佳的戰(zhàn)略地位。同時(shí)，公司擁有的資源較為充足，面臨的機(jī)遇較多，總體的戰(zhàn)略性質(zhì)偏向于成長(zhǎng)戰(zhàn)略。研究得出公司當(dāng)前的主要戰(zhàn)略應(yīng)為： 1.主戰(zhàn)略：鞏固原有的房地產(chǎn)園林業(yè)務(wù)，適當(dāng)新增開(kāi)拓市政園林業(yè)務(wù)、生態(tài)修復(fù)業(yè)務(wù)； 2.副戰(zhàn)略：目前公司賬面現(xiàn)金充足，，可以適當(dāng)引入整合行業(yè)上下游資源和同行業(yè)并購(gòu)的戰(zhàn)略。 3.輔助戰(zhàn)略：開(kāi)拓新的細(xì)分市場(chǎng)，尋找相關(guān)行業(yè)的藍(lán)海業(yè)務(wù)；
[Abstract]:This paper takes P-LA Corporation as a case to study the choice and implementation of its development strategy. The rapid development of garden enterprises in the past 10 years has benefited from the lack of supply in the early market and less competition. Many garden enterprise leaders only rely on extensive management methods and the opportunity inertia of relying on the development of the industry. Many of them do not have an effective long-term development strategy. Therefore, it is of great significance to study how to make competitive strategy, enterprise strategy and development strategy for garden enterprises to promote the development of the industry. In this paper, the external macro environment, industry environment, internal resources and capability of P-LA Company are summarized and analyzed, and the strategic management situation of peer enterprises is analyzed, and the advantages and disadvantages of P-LA Company are deduced. Through the analysis of SWOT model and QSPM matrix, the future strategies of P-LA company in the company layer, business layer and function layer are determined, and the implementation measures and methods are put forward. The conclusion of the study is as follows: the development of P-LA 's garden industry is influenced by the urbanization construction and the continuous demand of real estate market, so the company is in a better strategic position at present. At the same time, the company has more adequate resources, facing more opportunities, the overall strategic nature of biased growth strategy. The study concluded that the company's current strategy should be: 1. Main strategy: consolidate the original real estate garden business, appropriate to open up municipal garden business, ecological restoration business; 2. Sub-strategy: at present, the company book cash is sufficient, can appropriately introduce the integration of upstream and downstream resources of the industry and M & A strategy. 3. Assistant strategy: explore new market segments and look for blue sea business in related industries;
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272

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