本文選題：房地產(chǎn)企業(yè) + 競(jìng)爭(zhēng)戰(zhàn)略��； 參考：《河北大學(xué)》2014年碩士論文

【摘要】：在社會(huì)主義市場(chǎng)經(jīng)濟(jì)蓬勃發(fā)展中，中國(guó)的房地產(chǎn)行業(yè)經(jīng)過(guò)十幾年高速發(fā)展進(jìn)入國(guó)家政策強(qiáng)制調(diào)整期，規(guī)模增速開始下降。為了保持整個(gè)國(guó)民經(jīng)濟(jì)的持續(xù)穩(wěn)定增長(zhǎng)，政府對(duì)房地產(chǎn)行業(yè)的態(tài)度開始轉(zhuǎn)變，加強(qiáng)對(duì)房地產(chǎn)行業(yè)的政策調(diào)整和控制。居民對(duì)于房產(chǎn)業(yè)的投資和需求性購(gòu)買也開始趨于理性。在這樣的環(huán)境下，企業(yè)間競(jìng)爭(zhēng)格局發(fā)生轉(zhuǎn)變：由單一競(jìng)爭(zhēng)轉(zhuǎn)向綜合競(jìng)爭(zhēng)，出現(xiàn)大量的合并收購(gòu)事件；經(jīng)濟(jì)結(jié)構(gòu)的不均衡導(dǎo)致國(guó)內(nèi)外大量熱錢不斷向房地產(chǎn)行業(yè)涌入，投資泡沫在政府政策的打壓下依然大量存在；從長(zhǎng)期需求和政府保障民生的政策來(lái)看，改善性大戶型住房、中小戶型商業(yè)用房、九十到六十平米之間的婚房將會(huì)是未來(lái)幾年內(nèi)真正的客戶需求。 河北AL房地產(chǎn)公司由教育地產(chǎn)起步到今天成為一家專業(yè)的住宅地產(chǎn)商，歷經(jīng)了十年，形成了集團(tuán)化管理架構(gòu)，在產(chǎn)業(yè)鏈上打通了設(shè)計(jì)研發(fā)、房地產(chǎn)開發(fā)、物業(yè)服務(wù)、商業(yè)運(yùn)營(yíng)等核心鏈節(jié)，正在步入快速發(fā)展通道，但也隨之產(chǎn)生了諸如戰(zhàn)略模糊、治理結(jié)構(gòu)不清晰和管理失衡，如何使AL房地產(chǎn)公司在競(jìng)爭(zhēng)激烈的房產(chǎn)行業(yè)持續(xù)高速的發(fā)展下去，并有一個(gè)適合其的有競(jìng)爭(zhēng)力的發(fā)展戰(zhàn)略是關(guān)鍵問(wèn)題所在。優(yōu)秀的有前瞻性的發(fā)展戰(zhàn)略可以給企業(yè)一個(gè)好的導(dǎo)向。 本文通過(guò)文獻(xiàn)分析法、比較分析法、調(diào)查法對(duì)河北AL房地產(chǎn)公司發(fā)展現(xiàn)狀分析，對(duì)公司發(fā)展進(jìn)行戰(zhàn)略分析，，結(jié)合目前現(xiàn)代的戰(zhàn)略人力資源管理理論和其他公司先進(jìn)的管理經(jīng)驗(yàn)，提出公司發(fā)展戰(zhàn)略方案，為企業(yè)決策者提供參考意見。
[Abstract]:In the vigorous development of socialist market economy, China's real estate industry has entered a period of compulsory adjustment of national policies after more than ten years of rapid development, and the growth rate of the real estate industry has begun to decline. In order to maintain the sustained and stable growth of the whole national economy, the government's attitude towards the real estate industry began to change, and the policy adjustment and control of the real estate industry was strengthened. Residents of the housing industry investment and demand to buy began to be rational. In such an environment, the competition pattern among enterprises has changed: from single competition to comprehensive competition, a large number of merger and acquisition events have occurred; the imbalance of economic structure has led to a great deal of hot money flowing into the real estate industry at home and abroad. The investment bubble still exists in large quantities under the pressure of government policies. From the perspective of long-term demand and the government's policies to safeguard the people's livelihood, it is necessary to improve large-scale housing and small and medium-sized commercial housing. A wedding house between 90 and 60 square meters will be the real customer demand in the next few years. Hebei AL Real Estate Company started from education real estate to become a professional residential real estate company. After 10 years, it has formed a management structure of collectivization, and has opened up design, research and development, real estate development, and property services in the industrial chain. The core chain, such as commercial operation, is entering the rapid development path, but it also produces such as fuzzy strategy, unclear governance structure and management imbalance, how to make AL real estate company continue to develop at a high speed in the competitive real estate industry. And having a competitive development strategy suitable for it is the key issue. Excellent forward-looking development strategy can give enterprises a good direction. This paper analyzes the present situation of Hebei AL Real Estate Company by literature analysis, comparative analysis, investigation, strategic analysis of the development of the company, combined with modern strategic human resource management theory and advanced management experience of other companies. Put forward the company development strategy plan, provide the reference opinion for the enterprise decision maker.
【學(xué)位授予單位】：河北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前4條

1 趙曉斌;;波特理論與中小房企的競(jìng)爭(zhēng)戰(zhàn)略[J];城市開發(fā);2007年10期

2 王欣;唐曉蓮;王文琳;;房地產(chǎn)企業(yè)品牌經(jīng)營(yíng)戰(zhàn)略研究——以萬(wàn)科為例[J];當(dāng)代經(jīng)濟(jì)(下半月);2007年08期

3 李懷建,劉鴻鈞;我國(guó)房地產(chǎn)企業(yè)的競(jìng)爭(zhēng)戰(zhàn)略分析——以南京棲霞建設(shè)股份有限公司為例[J];江蘇商論;2003年05期

4 王亞剛;席酉民;;國(guó)家創(chuàng)新體系的構(gòu)建與評(píng)估:基于和諧管理理論的系統(tǒng)探討[J];中國(guó)軟科學(xué);2007年03期

相關(guān)碩士學(xué)位論文 前1條

1 李雪松;溫州DR房地產(chǎn)開發(fā)公司發(fā)展戰(zhàn)略研究[D];浙江工業(yè)大學(xué);2013年

本文編號(hào)：2018061