本文選題：衡陽博達(dá)房地產(chǎn)公司 + 發(fā)展戰(zhàn)略�。� 參考：《湖南大學(xué)》2014年碩士論文

【摘要】：自從二十世紀(jì)九十年代末以來，我國(guó)房地產(chǎn)業(yè)一直處于快速發(fā)展期，然而隨著近年來行業(yè)競(jìng)爭(zhēng)態(tài)勢(shì)的日趨加劇以及國(guó)家宏觀調(diào)控政策的不斷出臺(tái)，中國(guó)房地產(chǎn)行業(yè)可能面臨重新洗牌的危機(jī)。在這種新形勢(shì)下，衡陽博達(dá)房地產(chǎn)公司作為正處于發(fā)展高峰期的年輕房企，面臨著前所未有的壓力和挑戰(zhàn)，再加之公司內(nèi)部出現(xiàn)組織結(jié)構(gòu)、人力資源管理以及企業(yè)文化建設(shè)與公司現(xiàn)階段的發(fā)展相脫節(jié)等問題，因此，公司的當(dāng)務(wù)之急是制定一個(gè)切實(shí)可行且符合公司未來發(fā)展的戰(zhàn)略，以提高企業(yè)市場(chǎng)競(jìng)爭(zhēng)力。 本論文以衡陽博達(dá)房地產(chǎn)公司為研究對(duì)象，首先運(yùn)用企業(yè)戰(zhàn)略管理理論與博達(dá)房地產(chǎn)公司的實(shí)際情況相結(jié)合，研究了衡陽博達(dá)房地產(chǎn)公司所面臨的宏觀環(huán)境、行業(yè)競(jìng)爭(zhēng)環(huán)境、內(nèi)部環(huán)境等發(fā)展環(huán)境，其中宏觀環(huán)境包括政治環(huán)境、經(jīng)濟(jì)環(huán)境、社會(huì)環(huán)境以及技術(shù)環(huán)境，行業(yè)競(jìng)爭(zhēng)環(huán)境主要包括行業(yè)現(xiàn)有競(jìng)爭(zhēng)對(duì)手、行業(yè)潛在競(jìng)爭(zhēng)對(duì)手、供應(yīng)商議價(jià)能力、買房者議價(jià)能力以及替代產(chǎn)品的威脅，內(nèi)部環(huán)境主要包括公司組織結(jié)構(gòu)、公司人力資源狀況、公司開發(fā)情況；然后應(yīng)用SWOT分析法識(shí)別出自身的優(yōu)勢(shì)、存在的劣勢(shì)、公司潛在的機(jī)會(huì)和面臨的威脅，并在此基礎(chǔ)上制定出公司的總體發(fā)展戰(zhàn)略，包括戰(zhàn)略定位、戰(zhàn)略目標(biāo)、戰(zhàn)略類型選擇、戰(zhàn)略步驟以及戰(zhàn)略重點(diǎn)等。 最后基于衡陽博達(dá)房地產(chǎn)公司的總體發(fā)展戰(zhàn)略與現(xiàn)階段公司的發(fā)展環(huán)境，指出了衡陽博達(dá)房地產(chǎn)公司戰(zhàn)略實(shí)施過程中可能出現(xiàn)的障礙，并設(shè)計(jì)出組織結(jié)構(gòu)再造、薪酬管理體系設(shè)計(jì)、企業(yè)文化建設(shè)、企業(yè)核心競(jìng)爭(zhēng)力培育這四大保障戰(zhàn)略以順利實(shí)施的支撐體系，，同時(shí)提出了戰(zhàn)略實(shí)施效果的評(píng)價(jià)與反饋的相關(guān)建議。
[Abstract]:Since the late 1990s, China's real estate industry has been in a period of rapid development. However, with the increasing competition in the industry in recent years and the introduction of national macroeconomic control policies, China's real estate industry could face a crisis of reshuffling. Under this new situation, Hengyang Boda Real Estate Company, as a young housing enterprise at the peak of its development, is facing unprecedented pressure and challenges, coupled with the emergence of an organizational structure within the company. The management of human resources and the construction of corporate culture are out of step with the development of the company at the present stage. Therefore, the urgent task of the company is to formulate a feasible strategy in line with the future development of the company in order to improve the market competitiveness of the company. This paper takes Hengyang Boda Real Estate Company as the research object. Firstly, combining the theory of enterprise strategic management with the actual situation of Boda Real Estate Company, this paper studies the macro environment and industry competition environment faced by Hengyang Boda Real Estate Company. The macro environment includes the political environment, the economic environment, the social environment and the technological environment. The competition environment in the industry mainly includes the existing competitors in the industry, the potential competitors in the industry, and the bargaining power of the suppliers. The internal environment mainly includes the organization structure of the company, the human resource condition of the company, the development of the company, and then uses the SWOT analysis method to identify its own advantages and disadvantages. The potential opportunities and threats faced by the company, and on this basis, the overall development strategy of the company, including strategic positioning, strategic objectives, strategic choice, strategic steps and strategic priorities, etc. Finally, based on the overall development strategy of Hengyang Boda real estate company and the development environment of the company at present, this paper points out the possible obstacles in the implementation process of Hengyang Boda real estate company strategy, and designs the organizational structure reengineering. The salary management system design, enterprise culture construction and enterprise core competence cultivation are the supporting systems for the successful implementation of the four strategies. At the same time, the paper puts forward some suggestions on the evaluation and feedback of the effect of the implementation of the strategy.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4

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