本文選題：房地產(chǎn) + 輕資產(chǎn)運(yùn)營��； 參考：《湘潭大學(xué)》2017年碩士論文

【摘要】：進(jìn)入本世紀(jì)后,我國的房地產(chǎn)行業(yè)開始了一輪迅猛的發(fā)展,被人們稱為“黃金十年”。不但其自身對(duì)我國經(jīng)濟(jì)增長的貢獻(xiàn)量極大,還拉動(dòng)了上下游多個(gè)行業(yè)的發(fā)展,對(duì)我國的國民經(jīng)濟(jì)發(fā)展起到了重要的推動(dòng)作用。而隨著房價(jià)的無理性上漲,房地產(chǎn)行業(yè)在經(jīng)歷了一波瘋狂之后,給社會(huì)帶來的弊端也逐漸顯現(xiàn)。為了改善這種情況,阻止房地產(chǎn)的上漲勢頭,我國政府采取了多項(xiàng)宏觀調(diào)控政策,房地產(chǎn)行業(yè)景氣度開始下降。一直以來,房地產(chǎn)采用的是“借錢—拿地—開發(fā)—銷售”的一條龍重資產(chǎn)商業(yè)模式,但隨著國家信貸政策的收緊,這種開發(fā)模式受到了極大的沖擊,土地持有成本在逐漸攀升,成為房地產(chǎn)企業(yè)發(fā)展的最大阻礙。加之限購政策帶來的銷量下降,企業(yè)資金回籠速度變慢,更加重了房地產(chǎn)企業(yè)的資金壓力,呈現(xiàn)出明顯的流動(dòng)性不足的現(xiàn)象,資金鏈隨時(shí)可能斷裂。面對(duì)這樣的環(huán)境,不少房地產(chǎn)企業(yè)開始尋找新的商業(yè)模式,輕資產(chǎn)運(yùn)營模式就是其中的一種。這種輕資產(chǎn)模式的創(chuàng)新能夠有效地解決企業(yè)解決債務(wù),防范資金鏈斷裂,并能讓企業(yè)更好地調(diào)整財(cái)務(wù)戰(zhàn)略。因此,研究房地產(chǎn)公司的輕資產(chǎn)運(yùn)營,對(duì)企業(yè)的長遠(yuǎn)發(fā)展有重要意義。本文以國內(nèi)推行輕資產(chǎn)運(yùn)營的B房地產(chǎn)公司作為案例分析對(duì)象,在梳理公司的基本情況后,對(duì)B房地產(chǎn)公司輕資產(chǎn)運(yùn)營的實(shí)施和效果進(jìn)行剖析,本文發(fā)現(xiàn)B房地產(chǎn)公司在推行輕資產(chǎn)運(yùn)營時(shí)面臨以下四個(gè)問題:一是公司對(duì)單一外部投資者依賴較大;二是公司的O2O模式在社區(qū)拓展受限;三是公司項(xiàng)目質(zhì)量易失去有效控制;四是公司發(fā)行REITs的進(jìn)度緩慢。因此對(duì)B房地產(chǎn)公司的輕資產(chǎn)運(yùn)營提出優(yōu)化措施,以促進(jìn)公司的發(fā)展。一方面從發(fā)展戰(zhàn)略層面提出四點(diǎn)措施:一是拓寬融資渠道,擺脫對(duì)單一外部投資者的依賴;二是利用技術(shù)解決O2O模式在社區(qū)拓展受限的難題;三是加強(qiáng)代建管理,確保項(xiàng)目質(zhì)量;四是創(chuàng)新輕資產(chǎn)運(yùn)營策略,盤活酒店類重資產(chǎn)。另一方面從經(jīng)營管理層面提出四點(diǎn)措施:培養(yǎng)一流的管理服務(wù)水平;培養(yǎng)突出的資本運(yùn)作能力;培養(yǎng)突出的核心技術(shù)優(yōu)勢;培養(yǎng)專業(yè)的品牌經(jīng)營能力。通過對(duì)B房地產(chǎn)公司輕資產(chǎn)運(yùn)營的優(yōu)化研究,希望可以為廣大推行輕資產(chǎn)運(yùn)營的房地產(chǎn)企業(yè)提供一個(gè)可借鑒的思路。
[Abstract]:After entering this century, China's real estate industry began a rapid development, known as the "Golden decade." Not only its own contribution to China's economic growth is great, but also pull up the development of many industries upstream and downstream, and play an important role in promoting the development of our national economy. With the irrational rise of real estate prices, the real estate industry has experienced a wave of madness, the drawbacks brought to the society gradually appear. In order to improve this situation and prevent the rising trend of real estate, our government has adopted a number of macro-control policies, the real estate industry began to decline. For a long time, real estate has adopted a one-stop business model of "borrowing money, taking land, developing and selling," but with the tightening of national credit policies, the development model has been hit hard, and the cost of land ownership is gradually rising. Become the biggest obstacle to the development of real estate enterprises. In addition, with the decrease of sales volume brought by the purchase restriction policy, the speed of capital return becomes slower, which increases the capital pressure of real estate enterprises, presents the phenomenon of obvious illiquidity, and the chain of funds may break at any time. Faced with this environment, many real estate enterprises began to look for a new business model, light assets operation model is one of them. The innovation of this light asset model can effectively solve the problem of debt, prevent the breakage of capital chain, and make the enterprise adjust its financial strategy better. Therefore, it is of great significance to study the light assets operation of real estate companies. This paper takes B real estate company which carries out light assets operation in China as the case study object, after combing the basic situation of the company, it analyzes the implementation and effect of B real estate company light assets operation. This paper finds that B real estate company is faced with the following four problems in the implementation of light assets operation: first, the company relies heavily on a single external investor; second, the O2O model of the company is restricted in the community expansion; third, the quality of the company project is easily lost effective control; Fourth, the company issued REITs slow progress. Therefore, the B real estate company light assets operation optimization measures to promote the development of the company. On the one hand, four measures are put forward from the development strategy level: first, to broaden the financing channels and get rid of the dependence on a single external investor; second, to use technology to solve the problem of limiting the development of the O2O model in the community; third, to strengthen the management of agency construction. Ensure the quality of the project; fourth, innovation light assets operation strategy, revitalizing hotel class heavy assets. On the other hand, four measures are put forward from the aspect of management and management: cultivating first-class management and service level; cultivating outstanding capital operation ability; cultivating outstanding core technical advantages; cultivating professional brand management ability. Through the optimization research of B real estate company's light assets operation, it is hoped that it can provide a reference train of thought for the vast number of real estate enterprises carrying out light assets operation.
【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.233.42

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本文編號(hào)：2116453