貴州產(chǎn)投地產(chǎn)公司發(fā)展戰(zhàn)略研究
發(fā)布時(shí)間：2018-07-27 14:47
【摘要】：中國(guó)房地產(chǎn)業(yè)在經(jīng)歷了多年高速發(fā)展之后,正逐漸進(jìn)入平穩(wěn)有序的發(fā)展階段、逐步走向成熟。隨著國(guó)家宏觀調(diào)控政策的不斷出臺(tái)和完善,我國(guó)房地產(chǎn)業(yè)將面臨著更加激烈的競(jìng)爭(zhēng)。筆者作為貴州產(chǎn)投地產(chǎn)公司的總經(jīng)理,一家國(guó)有小型房地產(chǎn)企業(yè)的經(jīng)營(yíng)管理者,面對(duì)如此復(fù)雜的經(jīng)營(yíng)環(huán)境,首先必須未雨綢繆,要在戰(zhàn)略上高度重視,認(rèn)真思考公司未來(lái)的生存之道,研究本企業(yè)如何制定切實(shí)可行的發(fā)展戰(zhàn)略,取得競(jìng)爭(zhēng)優(yōu)勢(shì),這即是公司生存和發(fā)展的迫切需要,又具有現(xiàn)實(shí)和深遠(yuǎn)的重要意義。筆者將自己任職的企業(yè)作為研究對(duì)象,還希望能夠通過(guò)本論文的研究,對(duì)EMBA學(xué)習(xí)期間所學(xué)的理論和分析方法進(jìn)行一次實(shí)踐,既檢驗(yàn)學(xué)習(xí)效果,也為企業(yè)的發(fā)展和決策提供一定的參考。 本論文首先對(duì)貴州產(chǎn)投地產(chǎn)公司的內(nèi)外部戰(zhàn)略環(huán)境進(jìn)行了分析。通過(guò)對(duì)全國(guó)房地產(chǎn)業(yè)的現(xiàn)狀、發(fā)展趨勢(shì)、貴陽(yáng)和安順市的房地產(chǎn)業(yè)狀況等外部因素進(jìn)行分析,尋找貴州市場(chǎng)未來(lái)蘊(yùn)含的商機(jī)。同時(shí)還運(yùn)用五力模型,對(duì)行業(yè)競(jìng)爭(zhēng)中的新進(jìn)入者的威脅、供應(yīng)商討價(jià)還價(jià)的能力、買(mǎi)方討價(jià)還價(jià)的能力、當(dāng)前競(jìng)爭(zhēng)對(duì)手之間競(jìng)爭(zhēng)的激烈程度也進(jìn)行了分析,并提出了改善產(chǎn)品結(jié)構(gòu)、加快引進(jìn)先進(jìn)理念、提高自身實(shí)力等對(duì)策。論文接下來(lái)對(duì)貴州產(chǎn)投地產(chǎn)公司的產(chǎn)品、內(nèi)部組織機(jī)構(gòu)及人力資源狀況、經(jīng)營(yíng)管理現(xiàn)狀和有形、無(wú)形資產(chǎn)、財(cái)務(wù)狀況等內(nèi)部環(huán)境因素也進(jìn)行了分析。針對(duì)公司存在的獲取土地能力弱、土地儲(chǔ)備量少,資金實(shí)力弱、融資能力差、品牌知名度低等問(wèn)題,筆者又進(jìn)一步通過(guò)SWOT分析法,發(fā)現(xiàn)企業(yè)的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅,找到公司的主要發(fā)展方向。經(jīng)過(guò)分析,筆者初步提出了貴州產(chǎn)投地產(chǎn)公司的產(chǎn)品差異化、進(jìn)入功能性地產(chǎn)、樹(shù)立品牌、前后向一體化發(fā)展戰(zhàn)略等措施。 本論文在這些分析的基礎(chǔ)上,筆者經(jīng)過(guò)思考,明確提出了貴州產(chǎn)投地產(chǎn)公司的戰(zhàn)略指導(dǎo)思想,就是以發(fā)展為根本,創(chuàng)新為靈魂,以差異化,專(zhuān)一化戰(zhàn)略為主要發(fā)展思路,堅(jiān)持優(yōu)質(zhì)服務(wù),講信譽(yù)、守承諾,以房地產(chǎn)開(kāi)發(fā)為核心業(yè)務(wù),逐步提高行業(yè)競(jìng)爭(zhēng)地位,專(zhuān)注于公司所熟悉的領(lǐng)域的深層次開(kāi)發(fā),為社會(huì)提供具有差異化的產(chǎn)品,并適時(shí)進(jìn)行跨地域的發(fā)展。同時(shí),優(yōu)化公司內(nèi)部管理機(jī)制,改善人力資源結(jié)構(gòu),加強(qiáng)技術(shù)創(chuàng)新,提高資本運(yùn)營(yíng)能力,注重品牌建設(shè),完成由勞動(dòng)密集型向資本管理型、人才使用型向人才開(kāi)發(fā)型、操作管理型向科技創(chuàng)新型的轉(zhuǎn)變。筆者又從公司實(shí)際出發(fā),擬定了貴州產(chǎn)投地產(chǎn)公司的戰(zhàn)略目標(biāo)：既以中國(guó)經(jīng)濟(jì)持續(xù)健康發(fā)展的大好背景為依托,充分發(fā)揮優(yōu)勢(shì),努力把握市場(chǎng)機(jī)會(huì),勇于迎接挑戰(zhàn),力爭(zhēng)在未來(lái)五年內(nèi),實(shí)現(xiàn)年開(kāi)發(fā)規(guī)模10萬(wàn)平方米,竣工面積實(shí)現(xiàn)30萬(wàn)平方米,實(shí)現(xiàn)房地產(chǎn)銷(xiāo)售收入3億元。貴州產(chǎn)投地產(chǎn)公司成為一個(gè)以房地產(chǎn)業(yè)為主,相關(guān)產(chǎn)業(yè)為輔的可持續(xù)發(fā)展的中型房地產(chǎn)企業(yè)。同時(shí),筆者還從戰(zhàn)略規(guī)劃的角度,為此設(shè)定了未來(lái)五年三個(gè)階段的發(fā)展規(guī)劃,第一階段(2014-2015年),這一階段的重點(diǎn)任務(wù)是要立足三、四線(xiàn)城市,鞏固前期的成果,保持開(kāi)發(fā)、銷(xiāo)售收入與盈利的穩(wěn)步增長(zhǎng),為以后的大發(fā)展做好準(zhǔn)備。第二階段(2016-2017年)的中心任務(wù)是全面推進(jìn)貴州產(chǎn)投地產(chǎn)公司的各項(xiàng)建設(shè)。通過(guò)并購(gòu)、合資、資產(chǎn)置換或購(gòu)買(mǎi)等方式取得土地儲(chǔ)備,進(jìn)行產(chǎn)品結(jié)構(gòu)調(diào)整,多渠道融資,確保項(xiàng)目建設(shè)。第三階段(2018年)的主要任務(wù)是依靠品牌影響力在各個(gè)戰(zhàn)略發(fā)展城市復(fù)制類(lèi)似成功案例,實(shí)現(xiàn)公司戰(zhàn)略目標(biāo)。同時(shí)全面推進(jìn)房地產(chǎn)業(yè)上下游各產(chǎn)業(yè)的發(fā)展,進(jìn)行產(chǎn)業(yè)聯(lián)盟重組。最后在貴州產(chǎn)投地產(chǎn)公司的戰(zhàn)略選擇部分,筆者又為公司提煉了競(jìng)爭(zhēng)戰(zhàn)略、區(qū)域發(fā)展戰(zhàn)略、人才開(kāi)發(fā)戰(zhàn)略、融資戰(zhàn)略、企業(yè)聯(lián)盟戰(zhàn)略和品牌文化戰(zhàn)略等六大戰(zhàn)略選擇。 論文最后,為了保障戰(zhàn)略的實(shí)施,筆者還提出了從理念創(chuàng)新,改革相關(guān)產(chǎn)權(quán)和分配制度,如何加強(qiáng)監(jiān)督,完善人力資源管理能力,塑造并推進(jìn)企業(yè)文化建設(shè),打造房地產(chǎn)品牌戰(zhàn)略管理,加強(qiáng)管控信息化體系建設(shè),整合優(yōu)勢(shì)資源提升貴州產(chǎn)投地產(chǎn)公司核心競(jìng)爭(zhēng)力等方面建立保障和支持的具體措施。 貴州產(chǎn)投地產(chǎn)公司是典型的小型國(guó)有房開(kāi)企業(yè),具有一定的代表性。筆者通過(guò)此次研究還可以從一個(gè)側(cè)面對(duì)國(guó)有企業(yè)發(fā)展的戰(zhàn)略模式進(jìn)行分析和思索。
[Abstract]:After many years of rapid development, China's real estate industry is gradually entering a stable and orderly development stage, gradually becoming mature. With the continuous introduction and improvement of the national macro-control policies, China's real estate industry will face more intense competition. As the general manager of the Guizhou investment and real estate company, a small state owned house In the face of such complex operating environment, the managers of the production enterprises must first take precautions, attach great importance to the strategy, think carefully about the future survival way of the company, and study how the enterprises make practical development strategies and obtain competitive advantages. This is the urgent need for the survival and development of the public company, and is also realistic and far-reaching. The author of this paper is the research object, and I hope that through the research of this paper, we can practice the theory and analysis method learned during the EMBA study, not only to test the learning effect, but also to provide some reference for the development and decision of the enterprise.
This paper first analyzes the internal and external strategic environment of the Guizhou investment and investment real estate company. Through the analysis of the current situation of the real estate industry in China, the development trend, the external factors of the real estate industry in Guiyang and Anshun, the future opportunities for the Guizhou market are found, and the five force model is also applied to the new entry in the competition of the industry. The threat of the supplier, the ability of the supplier bargaining, the ability of the buyer to bargain, the intensity of the competition between the competitors, and the countermeasures to improve the product structure, speed up the introduction of advanced ideas and improve their own strength. The status of resources, management status and tangible, intangible assets, financial situation and other internal environmental factors are also analyzed. In view of the company's weak ability to obtain land, less land reserves, weak capital strength, poor financing capacity, low brand awareness and so on, the author further through the SWOT analysis method, to find the advantages, disadvantages, machinery of the enterprise. The main development direction of the company is found by the meeting and the threat. After analysis, the author preliminarily puts forward the measures such as the product differentiation of Guizhou investment and investment real estate companies, the entry of functional property, the establishment of brand, and the integrated development strategy of the company.
On the basis of these analyses, the author puts forward the strategic guiding ideology of Guizhou investment and investment real estate company, which is based on the development as the fundamental, the innovation as the soul, the differentiation and the specialization strategy as the main development thought, the high quality service, the reputation and the promise, the real estate development as the core business, and the gradual improvement of the industry. The competitive position is focused on the deep development of the field that the company is familiar with, providing different products for the society, providing different products for the society, and developing the trans regional development in a timely manner. At the same time, the internal management mechanism of the company is optimized, the structure of human resources is improved, the technological innovation is strengthened, the capital operation ability is improved, the construction of the brand is emphasized, and the labor intensive to the capital is completed. According to the actual situation of the company, the author has drawn up the strategic objective of the Guizhou investment and investment real estate company, which is based on the good background of the sustained and healthy development of China's economy, fully exerts the advantages of the market, and strives to grasp the market opportunity and the courage to meet the challenge. In the next five years, the annual development scale is 100 thousand square meters, the completed area is 300 thousand square meters and the real estate sales revenue is 300 million yuan. The Guizhou production and investment real estate company has become a medium-sized real estate enterprise with the real estate industry and the related industries as the auxiliary. In the next five years and three stages of development planning, the first stage (2014-2015 years), the key task of this stage is to base on the three, four line cities, consolidate the early achievements, keep the development, the steady growth of the sales revenue and profit, and prepare for the future development. The central task of the second phase (2016-2017 year) is to promote the Guizhou production and investment in an all-round way. The construction of real estate companies, through merger and acquisition, joint venture, asset replacement or purchase and other ways to obtain land reserves, product structure adjustment, multi-channel financing, to ensure project construction. The main task of the third stage (2018) is to rely on brand influence to copy similar success cases in each strategic development city to achieve the company's strategic objectives. In the last part of the strategic choice of the investment and investment real estate companies in Guizhou, the author refines the six strategic choices for the company, such as competition strategy, regional development strategy, talent development strategy, financing strategy, enterprise alliance strategy and brand culture strategy.
At the end of the paper, in order to ensure the implementation of the strategy, the author also proposed from the concept innovation, the reform of the related property rights and distribution system, how to strengthen supervision, improve the ability of human resources management, mold and promote the construction of enterprise culture, build the strategic management of real estate brand, strengthen the construction of management and control information system, and integrate the advantage resources to upgrade Guizhou production and investment. The core competitiveness of real estate companies and other aspects of the establishment of specific measures to protect and support.
Guizhou investment and investment real estate company is a typical small state-owned house opening enterprise, which has certain representativeness. Through this study, I can also analyze and think about the strategic model of the development of state-owned enterprises from one side.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F299.233.4;F272
[Abstract]:After many years of rapid development, China's real estate industry is gradually entering a stable and orderly development stage, gradually becoming mature. With the continuous introduction and improvement of the national macro-control policies, China's real estate industry will face more intense competition. As the general manager of the Guizhou investment and real estate company, a small state owned house In the face of such complex operating environment, the managers of the production enterprises must first take precautions, attach great importance to the strategy, think carefully about the future survival way of the company, and study how the enterprises make practical development strategies and obtain competitive advantages. This is the urgent need for the survival and development of the public company, and is also realistic and far-reaching. The author of this paper is the research object, and I hope that through the research of this paper, we can practice the theory and analysis method learned during the EMBA study, not only to test the learning effect, but also to provide some reference for the development and decision of the enterprise.
This paper first analyzes the internal and external strategic environment of the Guizhou investment and investment real estate company. Through the analysis of the current situation of the real estate industry in China, the development trend, the external factors of the real estate industry in Guiyang and Anshun, the future opportunities for the Guizhou market are found, and the five force model is also applied to the new entry in the competition of the industry. The threat of the supplier, the ability of the supplier bargaining, the ability of the buyer to bargain, the intensity of the competition between the competitors, and the countermeasures to improve the product structure, speed up the introduction of advanced ideas and improve their own strength. The status of resources, management status and tangible, intangible assets, financial situation and other internal environmental factors are also analyzed. In view of the company's weak ability to obtain land, less land reserves, weak capital strength, poor financing capacity, low brand awareness and so on, the author further through the SWOT analysis method, to find the advantages, disadvantages, machinery of the enterprise. The main development direction of the company is found by the meeting and the threat. After analysis, the author preliminarily puts forward the measures such as the product differentiation of Guizhou investment and investment real estate companies, the entry of functional property, the establishment of brand, and the integrated development strategy of the company.
On the basis of these analyses, the author puts forward the strategic guiding ideology of Guizhou investment and investment real estate company, which is based on the development as the fundamental, the innovation as the soul, the differentiation and the specialization strategy as the main development thought, the high quality service, the reputation and the promise, the real estate development as the core business, and the gradual improvement of the industry. The competitive position is focused on the deep development of the field that the company is familiar with, providing different products for the society, providing different products for the society, and developing the trans regional development in a timely manner. At the same time, the internal management mechanism of the company is optimized, the structure of human resources is improved, the technological innovation is strengthened, the capital operation ability is improved, the construction of the brand is emphasized, and the labor intensive to the capital is completed. According to the actual situation of the company, the author has drawn up the strategic objective of the Guizhou investment and investment real estate company, which is based on the good background of the sustained and healthy development of China's economy, fully exerts the advantages of the market, and strives to grasp the market opportunity and the courage to meet the challenge. In the next five years, the annual development scale is 100 thousand square meters, the completed area is 300 thousand square meters and the real estate sales revenue is 300 million yuan. The Guizhou production and investment real estate company has become a medium-sized real estate enterprise with the real estate industry and the related industries as the auxiliary. In the next five years and three stages of development planning, the first stage (2014-2015 years), the key task of this stage is to base on the three, four line cities, consolidate the early achievements, keep the development, the steady growth of the sales revenue and profit, and prepare for the future development. The central task of the second phase (2016-2017 year) is to promote the Guizhou production and investment in an all-round way. The construction of real estate companies, through merger and acquisition, joint venture, asset replacement or purchase and other ways to obtain land reserves, product structure adjustment, multi-channel financing, to ensure project construction. The main task of the third stage (2018) is to rely on brand influence to copy similar success cases in each strategic development city to achieve the company's strategic objectives. In the last part of the strategic choice of the investment and investment real estate companies in Guizhou, the author refines the six strategic choices for the company, such as competition strategy, regional development strategy, talent development strategy, financing strategy, enterprise alliance strategy and brand culture strategy.
At the end of the paper, in order to ensure the implementation of the strategy, the author also proposed from the concept innovation, the reform of the related property rights and distribution system, how to strengthen supervision, improve the ability of human resources management, mold and promote the construction of enterprise culture, build the strategic management of real estate brand, strengthen the construction of management and control information system, and integrate the advantage resources to upgrade Guizhou production and investment. The core competitiveness of real estate companies and other aspects of the establishment of specific measures to protect and support.
Guizhou investment and investment real estate company is a typical small state-owned house opening enterprise, which has certain representativeness. Through this study, I can also analyze and think about the strategic model of the development of state-owned enterprises from one side.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F299.233.4;F272
【共引文獻(xiàn)】
相關(guān)期刊論文 前10條
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4 王t，
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