本文選題：金地集團(tuán) + 住宅業(yè)務(wù)��； 參考：《大連理工大學(xué)》2014年碩士論文

【摘要】：企業(yè)的戰(zhàn)略是根據(jù)企業(yè)內(nèi)、外部環(huán)境資源及能力狀況,為保證企業(yè)在行業(yè)內(nèi)長(zhǎng)久生存和長(zhǎng)期穩(wěn)定發(fā)展,確保競(jìng)爭(zhēng)優(yōu)勢(shì),做出對(duì)企業(yè)近遠(yuǎn)期發(fā)展目標(biāo)、及達(dá)成此目標(biāo)的方法和手段的總體策略。隨著中國(guó)市場(chǎng)經(jīng)濟(jì)的日益發(fā)展,市場(chǎng)競(jìng)爭(zhēng)也日趨激烈,企業(yè)需要強(qiáng)化戰(zhàn)略管理,通過(guò)對(duì)企業(yè)內(nèi)、外部環(huán)境的分析,優(yōu)化企業(yè)的人、財(cái)、物等資源配置,加強(qiáng)企業(yè)總體管理水平,提高經(jīng)濟(jì)效益,進(jìn)而提高企業(yè)競(jìng)爭(zhēng)力、獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。 金地(集團(tuán))股份有限公司于1988年成立,房地產(chǎn)開(kāi)發(fā)始于1993年,并在2001年4月正式在上海證券交易所掛牌上市,目前擁有多家控股公司。隨著房地產(chǎn)行業(yè)的市場(chǎng)化和規(guī)范化,2003年至今,國(guó)家提出了一系列針對(duì)房地產(chǎn)行業(yè)的宏觀調(diào)控措施,在此環(huán)境下,金地集團(tuán)的外部發(fā)展環(huán)境發(fā)生了很大變化,面臨全新的、復(fù)雜的市場(chǎng)形勢(shì),制定一套科學(xué)合理的競(jìng)爭(zhēng)戰(zhàn)略是勢(shì)在必行的。 本文對(duì)競(jìng)爭(zhēng)戰(zhàn)略、企業(yè)戰(zhàn)略等理論進(jìn)行回顧,并在此基礎(chǔ)上利用PEST法對(duì)金地集團(tuán)住宅業(yè)務(wù)的外部環(huán)境進(jìn)行分析,通過(guò)五力分析模型展現(xiàn)金地集團(tuán)住宅業(yè)務(wù)在市場(chǎng)上所面臨的競(jìng)爭(zhēng)力量,從而找出金地集團(tuán)住宅業(yè)務(wù)的核心競(jìng)爭(zhēng)力及當(dāng)下所面臨的挑戰(zhàn),以SWOT矩陣對(duì)金地集團(tuán)的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)與威脅進(jìn)行分析。根據(jù)以上分析工具,提出了金地集團(tuán)的住宅業(yè)務(wù)在充分發(fā)揮企業(yè)品牌價(jià)值和創(chuàng)新研發(fā)能力的優(yōu)勢(shì)條件下,需要采取產(chǎn)品差異化、品牌價(jià)值的組合競(jìng)爭(zhēng)戰(zhàn)略模式,并對(duì)此做出競(jìng)爭(zhēng)戰(zhàn)略實(shí)施的有效控制辦法。
[Abstract]:The strategy of the enterprise is according to the situation of the internal and external environment resources and ability, in order to ensure the long-term survival and stable development of the enterprise in the industry, to ensure the competitive advantage, to make the short-term and long-term development goals for the enterprise. And the overall strategy of ways and means to achieve this goal. With the increasing development of China's market economy, market competition is becoming increasingly fierce. Enterprises need to strengthen strategic management. By analyzing the internal and external environment of enterprises, optimizing the allocation of resources, such as people, wealth, and goods, the enterprises should strengthen their overall management level. Improve economic benefits, and then improve the competitiveness of enterprises to obtain competitive advantage. Jindi (Group) Co., Ltd. was founded in 1988, real estate development began in 1993, and in April 2001 officially listed on the Shanghai Stock Exchange, currently has a number of holding companies. With the marketization and standardization of the real estate industry, since 2003, the state has put forward a series of macro-control measures for the real estate industry. Under this environment, the external development environment of Jindi Group has undergone great changes and is facing a new one. Complicated market situation, it is imperative to make a set of scientific and reasonable competition strategy. This paper reviews the theories of competitive strategy and enterprise strategy, and analyzes the external environment of residential business in Jindi Group by using PEST method. Through the five-force analysis model to show the competitive power that the residential business of Jindi Group faces in the market, so as to find out the core competitiveness of the residential business of Jindi Group and the current challenges, and use the SWOT matrix to show the advantages and disadvantages of the Group. Analyze opportunities and threats. Based on the above analysis tools, this paper puts forward the combination competitive strategy mode of product differentiation and brand value in the residential business of Jindi Group, under the condition of giving full play to the advantages of enterprise brand value and innovative R & D ability. And to make competition strategy implementation of effective control methods.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F299.233.4

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