本文選題：房地產(chǎn) + 戰(zhàn)略成本管理��； 參考：《新疆財(cái)經(jīng)大學(xué)》2014年碩士論文

【摘要】：隨著市場(chǎng)競(jìng)爭(zhēng)日益激烈化以及國(guó)家相關(guān)調(diào)控政策的出臺(tái)，我國(guó)房地產(chǎn)行業(yè)正面臨著殘酷的考驗(yàn)，面對(duì)“內(nèi)憂外患”，不但要采取措施應(yīng)對(duì)惡劣的外部環(huán)境，更要積極轉(zhuǎn)變觀念消除“內(nèi)患”，構(gòu)建先進(jìn)與高效的成本管理體系、不斷提高企業(yè)的成本競(jìng)爭(zhēng)力，這是新形勢(shì)下諸多企業(yè)的必然要求。 H公司提出推進(jìn)“省域化”發(fā)展，這一戰(zhàn)略是在既面臨著省內(nèi)本土企業(yè)的崛起，又面臨著外省企業(yè)的進(jìn)入競(jìng)爭(zhēng)的背景下提出的，H公司成本管理的壓力日漸增加，特別渴望能夠找出一條符合自身發(fā)展情況的成本管理道路，以達(dá)到獲取盈利和促進(jìn)公司可持續(xù)發(fā)展的目標(biāo)，但是，H公司目前的成本管理模式還存在不足，成本管理還僅單純的局限于降低企業(yè)的成本上，控制方法仍然依靠的是傳統(tǒng)的成本控制模式，并沒(méi)有把成本控制放在企業(yè)戰(zhàn)略的高層次去認(rèn)知，遠(yuǎn)遠(yuǎn)滿足不了公司自身經(jīng)營(yíng)發(fā)展戰(zhàn)略的需求，所以，由于現(xiàn)代成本管理的進(jìn)一步發(fā)展，在未來(lái)，戰(zhàn)略成本管理是企業(yè)的必然選擇。本文通過(guò)對(duì)H公司的成本管理進(jìn)行深入分析并結(jié)合以及運(yùn)用戰(zhàn)略成本管理的相關(guān)知識(shí)，確定H公司應(yīng)該采取哪種競(jìng)爭(zhēng)戰(zhàn)略，最后提出適合H公司情況的戰(zhàn)略成本管理的具體策略。 本文一共分為五章。第一章具體包括選題的意義和目的、研究方法、主要內(nèi)容與創(chuàng)新點(diǎn)以及戰(zhàn)略成本管理的相關(guān)知識(shí)進(jìn)行論述；第二章介紹了H公司成本管理現(xiàn)狀，深入分析了H公司成本管理中存在的主要問(wèn)題；第三章主要結(jié)合戰(zhàn)略成本管理的知識(shí)制定H公司的戰(zhàn)略成本措施；第四章是本文的重點(diǎn)，，從H公司組織架構(gòu)的三個(gè)方面來(lái)優(yōu)化與調(diào)整成本管理體系；第五章結(jié)論。
[Abstract]:With the increasingly fierce competition in the market and the introduction of relevant national regulation and control policies, the real estate industry in our country is facing a cruel test. In the face of "internal and external troubles", we should not only take measures to deal with the harsh external environment, It is also necessary to actively change ideas to eliminate "internal problems", to build an advanced and efficient cost management system, and to continuously improve the cost competitiveness of enterprises. This is an inevitable requirement for many enterprises under the new situation. Company H proposes to promote the development of "provincial regionalization", a strategy that is facing the rise of local enterprises in the province. Facing the increasing pressure of cost management put forward by foreign enterprises, especially eager to find a way of cost management in line with their own development. In order to achieve the goal of making profits and promoting the sustainable development of the company, however, the current cost management model of the company is still insufficient, and cost management is only limited to reducing the cost of the enterprise. The control method still relies on the traditional cost control mode, and does not put the cost control in the high level of the enterprise strategy to understand, can not satisfy the company's own management and development strategy demand, therefore, Due to the further development of modern cost management, strategic cost management is an inevitable choice for enterprises in the future. By analyzing the cost management of H Company and combining with the relevant knowledge of strategic cost management, this paper determines what kind of competitive strategy H Company should adopt. Finally, the specific strategy of strategic cost management suitable for H company is put forward. This paper is divided into five chapters. The first chapter includes the significance and purpose of the topic, the research methods, the main content and innovation points and the related knowledge of strategic cost management. Chapter two introduces the current situation of cost management in H Company. The third chapter mainly combines the knowledge of strategic cost management to formulate the strategic cost measures of H company; the fourth chapter is the focus of this paper. Optimization and adjustment of cost management system from three aspects of H company organizational structure. Chapter 5 conclusion.
【學(xué)位授予單位】：新疆財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.42

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