本文選題：長(zhǎng)三角 + 房地產(chǎn)　； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：中國房地產(chǎn)行業(yè)真正起步于上個(gè)世紀(jì)80年代后期,其發(fā)展至今的三十幾年間,經(jīng)歷了國家一系列優(yōu)惠經(jīng)濟(jì)政策推動(dòng)了住房市場(chǎng)化,也經(jīng)歷了97亞洲金融風(fēng)波、08年美國次貸危機(jī)全球蔓延,又經(jīng)歷了以“國八條”為代表的數(shù)輪宏觀調(diào)控,控制房?jī)r(jià)過快增長(zhǎng),跌跌蕩蕩、起起伏伏,逐漸走向成熟。 隨著大小房地產(chǎn)企業(yè)一線城市密集布點(diǎn),市場(chǎng)日趨飽,以及競(jìng)爭(zhēng)白熱化,越來越多的房地產(chǎn)企業(yè)選擇進(jìn)入三線城市,將三線城市房地產(chǎn)開發(fā)作為新一輪的企業(yè)發(fā)展增長(zhǎng)點(diǎn)。 作為一家成立至今已二十年歷史的專業(yè)房地產(chǎn)開發(fā)公司,景瑞地產(chǎn)專注于商品住宅開發(fā),并累積了豐富的經(jīng)驗(yàn),形成了一套自己較為完整的運(yùn)營開發(fā)體系和管控模式。2005年,景瑞進(jìn)行了成立以來的首輪戰(zhàn)略規(guī)劃,明確了景瑞“成為全國性的住宅開發(fā)商”的業(yè)務(wù)目標(biāo)定位,全面進(jìn)入二三線城市。其中長(zhǎng)三角地區(qū)無疑是中國最發(fā)達(dá),最具競(jìng)爭(zhēng)力和活力的地區(qū),深耕長(zhǎng)三角也就成為景瑞的優(yōu)先選擇。 在景瑞,日常的經(jīng)營行為是依托集團(tuán)管控——項(xiàng)目公司運(yùn)作的二級(jí)管控模式進(jìn)行的。然而,錯(cuò)綜復(fù)雜的形勢(shì)與項(xiàng)目所在市場(chǎng)的差異性,給景瑞的戰(zhàn)略實(shí)施帶來了層出不窮的變化,不斷考驗(yàn)著經(jīng)營者的智慧和勇氣。 本文作者從景瑞所處的當(dāng)前市場(chǎng)環(huán)境出發(fā),通過其在應(yīng)對(duì)長(zhǎng)三角各地區(qū)三線城市項(xiàng)目開發(fā)中,屢屢不適應(yīng)和屢屢受挫的遭遇,指出了景瑞的經(jīng)營管理戰(zhàn)略和二級(jí)管控模式下戰(zhàn)略實(shí)施中存在的極大風(fēng)險(xiǎn)�；诶嫦嚓P(guān)者理論,按照不同利益相關(guān)者劃分風(fēng)險(xiǎn)類型,作者進(jìn)一步剖析了風(fēng)險(xiǎn)形成的原因及可能帶來的后果,最后,作者針對(duì)提出的風(fēng)險(xiǎn)類型嘗試提出針對(duì)這些風(fēng)險(xiǎn)的管理實(shí)施建議。 通常情況下,對(duì)于房地產(chǎn)管理風(fēng)險(xiǎn)的研究,主要從項(xiàng)目運(yùn)營的各個(gè)階段入手,而本文的風(fēng)險(xiǎn)管理研究,則是針對(duì)景瑞作為一家二級(jí)管控模式的集團(tuán)化企業(yè),在集團(tuán)管控和項(xiàng)目運(yùn)營的配合中所存在的盲點(diǎn)和風(fēng)險(xiǎn)點(diǎn)進(jìn)行研究,并給出針對(duì)可行的改善性建議,限于研究樣本的單一性,其結(jié)論并不具有推廣到所有的房地產(chǎn)企業(yè)的普遍意義。這一部分內(nèi)容尚有待在今后的繼續(xù)研究中進(jìn)一步深化。但對(duì)于處于類似的市場(chǎng)環(huán)境和宏觀經(jīng)濟(jì)環(huán)境的房地產(chǎn)企業(yè),結(jié)合自身?xiàng)l件,可參考借鑒本文的部分結(jié)論和建議。
[Abstract]:The real estate industry in China started in the late 80s of last century. In the past three decades, the development of China's real estate industry has experienced a series of preferential economic policies in the country to promote housing market, and also experienced 97 Asian financial turmoil. In the 08 year, the United States subprime crisis spread all over the world, and has experienced several rounds of macro regulation and control represented by the "country eight". Housing prices have been rising too fast, falling and falling, rising and falling, and gradually becoming mature.
With the dense distribution of large size real estate enterprises, the market is getting full and the competition is hot, more and more real estate enterprises have chosen to enter the three line city, and the real estate development of the three line city is the new development and growth point of the enterprise.
As a professional real estate development company, which has been established for twenty years, Jing Rui specializes in the development of commodity housing and has accumulated rich experience. It has formed a set of more complete operating system and control model for.2005 years. Jing Rui carried out the first round of strategic planning since its establishment, and made clear that Jing Rui became the whole country. The business objectives of the sexual housing developers are located in the two or three line city. The Yangtze River Delta region is undoubtedly the most developed, competitive and dynamic area in China. The Yangtze River Delta has also become a priority for Jing Rui.
In Jing Rui, the daily operating behavior is based on the group management and control - the two level management and control mode of the item company operation. However, the complexity of the situation and the difference in the market of the project bring a variety of changes to the strategy implementation of Jing Rui, which constantly tests the wisdom and courage of the operators.
The author, starting with the current market environment of Jing Rui, has pointed out the great risks in the management strategy of Jing Rui and the strategic implementation of the two level management and control mode in the three line urban project development of the Yangtze River Delta, and points out the great risks in the strategy implementation under the two level management and control mode. The author further dissects the causes and possible consequences of risk formation. Finally, the author tries to put forward some suggestions on the management of these risks in view of the types of risk.
Generally, the research on the risk of real estate management is mainly from the various stages of the project operation, and the research of risk management in this paper is aimed at the research on the blind spot and risk point of the group management and project operation in the group management and project operation. The improvement proposal is limited to the singleness of the study sample, and its conclusion does not have the universal significance of extending to all real estate enterprises. This part is still to be further deepened in the future research. But for real estate enterprises in a similar market environment and macroeconomic environment, they can be referred to their own conditions. Some conclusions and suggestions are used for reference.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F299.233.4

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