【摘要】：隨著房地產(chǎn)市場(chǎng)與經(jīng)濟(jì)環(huán)境的不斷變化,國(guó)家自二十一世紀(jì)初以來(lái),連續(xù)出臺(tái)了多項(xiàng)針對(duì)房地產(chǎn)行業(yè)或主要指向房地產(chǎn)及相關(guān)行業(yè)的宏觀(guān)調(diào)控政策,其密度之大,強(qiáng)度之高,十分罕見(jiàn)。但是,社會(huì)各界針對(duì)宏觀(guān)調(diào)控政策的真正原因,會(huì)產(chǎn)生的影響和未來(lái)的調(diào)控政策變化,各執(zhí)一端,莫衷一是。為了緩解中低收入者購(gòu)房需求無(wú)法滿(mǎn)足所引起的社會(huì)矛盾和控制金融風(fēng)險(xiǎn),為了保持房地產(chǎn)經(jīng)濟(jì)健康發(fā)展,國(guó)家陸續(xù)出臺(tái)了大量金融性和行政性的宏觀(guān)調(diào)控政策。這些政策的出臺(tái)一方面將提高房地產(chǎn)行業(yè)的進(jìn)入和經(jīng)營(yíng)門(mén)檻,優(yōu)化產(chǎn)業(yè)結(jié)構(gòu),另一方面將促進(jìn)房地產(chǎn)行業(yè)形成成熟、健康、穩(wěn)定的發(fā)展態(tài)勢(shì),促進(jìn)房地產(chǎn)企業(yè)的優(yōu)勝劣汰。這也要求房地產(chǎn)企業(yè)更加注重提高在復(fù)合型地產(chǎn)領(lǐng)域的投資、開(kāi)發(fā)、管理能力,并在金融市場(chǎng)尋求資本突破的機(jī)會(huì)。 本文以南京QH集團(tuán)為案例,研究宏觀(guān)調(diào)控政策演變情況下,房地產(chǎn)企業(yè)的發(fā)展。首先對(duì)企業(yè)所面臨的外部環(huán)境進(jìn)行分析,包括宏觀(guān)經(jīng)濟(jì)分析,宏觀(guān)經(jīng)濟(jì)背景,房地產(chǎn)行業(yè)分析；接著,運(yùn)用企業(yè)發(fā)展的理論,結(jié)合企業(yè)發(fā)展的實(shí)際情況,客觀(guān)描述了QH集團(tuán)的內(nèi)部環(huán)境分析,包括發(fā)展歷程及目前所處階段,集團(tuán)現(xiàn)狀,實(shí)踐商業(yè)模式的業(yè)務(wù)組合；然后,在客觀(guān)評(píng)價(jià)了該集團(tuán)的發(fā)展認(rèn)識(shí)的基礎(chǔ)上,利用SWOT方法,得出了公司未來(lái)一個(gè)發(fā)展階段的戰(zhàn)略目標(biāo)和戰(zhàn)略選擇,即謹(jǐn)慎密集的開(kāi)發(fā)住宅地產(chǎn),以投資管理為先導(dǎo),以產(chǎn)品開(kāi)發(fā)與運(yùn)營(yíng)管理為基礎(chǔ),構(gòu)建一種復(fù)合型的商業(yè)模式,創(chuàng)造全新商業(yè)價(jià)值,著力培養(yǎng)投資、開(kāi)發(fā)和運(yùn)營(yíng)管理的能力和企業(yè)品牌,成為一個(gè)多元化發(fā)展的能力型企業(yè)。最后,本文從管理模式、團(tuán)隊(duì)管理、伙伴關(guān)系管理及戰(zhàn)略實(shí)施的管理與安排入手,明確了QH集團(tuán)發(fā)展戰(zhàn)略實(shí)施的目標(biāo)和安排。
[Abstract]:With the continuous change of the real estate market and the economic environment, since the beginning of the 21 century, the country has issued a number of macro-control policies for the real estate industry or mainly pointing to the real estate and related industries, its density is high, the intensity is high. It's very rare. However, the real reasons for macro-control policy, the impact and future regulatory policy changes, each side of the community, do not agree. In order to alleviate the social contradiction and control the financial risk caused by the low-and middle-income people's housing purchase demand, in order to maintain the healthy development of the real estate economy, the state has issued a large number of financial and administrative macro-control policies one after another. On the one hand, the introduction of these policies will improve the entry and management threshold of the real estate industry, optimize the industrial structure, on the other hand, it will promote the formation of a mature, healthy and stable development situation of the real estate industry, and promote the survival of the fittest in real estate enterprises. This also requires real estate enterprises to pay more attention to improve the investment, development and management ability in the field of compound real estate, and to seek the opportunity of capital breakthrough in the financial market. Taking Nanjing QH Group as an example, this paper studies the development of real estate enterprises under the evolution of macro-control policy. First of all, the external environment faced by enterprises is analyzed, including macroeconomic analysis, macroeconomic background, real estate industry analysis; Then, using the theory of enterprise development, combined with the actual situation of enterprise development, this paper objectively describes the internal environment analysis of QH Group, including the development process and current stage, the current situation of the Group, and the business combination of practical business model. Then, on the basis of objective evaluation of the development understanding of the group, using SWOT method, the strategic objectives and strategic choices of the company in the future development stage are obtained, that is, careful and intensive development of residential real estate, with investment management as the forerunner. Based on product development and operation management, a compound business model is constructed to create new business value, focus on cultivating the ability of investment, development and operation management and enterprise brand, and become a diversified and capable enterprise. Finally, starting with the management mode, team management, partnership management and the management and arrangement of strategic implementation, this paper clarifies the objectives and arrangements for the implementation of the development strategy of QH Group.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272;F299.23

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本文編號(hào)：2488679