本文關(guān)鍵詞：青建地產(chǎn)差異化競(jìng)爭(zhēng)戰(zhàn)略研究　出處：《中國(guó)海洋大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 青建地產(chǎn) 差異化 競(jìng)爭(zhēng)戰(zhàn)略 房地產(chǎn)

【摘要】：進(jìn)入新世紀(jì)以來(lái),隨著國(guó)家住房制度改革的推進(jìn)和城市化進(jìn)程的加快,我國(guó)的房地產(chǎn)業(yè)進(jìn)入了快速發(fā)展期,各類房地產(chǎn)企業(yè)也如雨后春筍般涌現(xiàn)出來(lái),房地產(chǎn)業(yè)也成為拉動(dòng)國(guó)民經(jīng)濟(jì)發(fā)展的支柱性產(chǎn)業(yè)。但是,隨著近幾年來(lái)隨著房地產(chǎn)價(jià)格的暴漲,中央和地方政府頻頻出臺(tái)多項(xiàng)調(diào)控政策,比如在重點(diǎn)城市實(shí)施的限購(gòu)、限貸限價(jià)政策,大力發(fā)展保障房政策,以及房產(chǎn)稅政策,其目的均是抑制房地產(chǎn)行業(yè)的投資過(guò)熱,壓制房?jī)r(jià)的過(guò)快增長(zhǎng)。面對(duì)復(fù)雜的市場(chǎng)形勢(shì),房地產(chǎn)企業(yè)要想獲得生存發(fā)展機(jī)會(huì),選擇合適的競(jìng)爭(zhēng)戰(zhàn)略尤為重要。以青島本土的房地產(chǎn)企業(yè)為例,選擇的競(jìng)爭(zhēng)戰(zhàn)略模式主要分為低成本競(jìng)爭(zhēng)戰(zhàn)略、集中化競(jìng)爭(zhēng)戰(zhàn)略、差異化競(jìng)爭(zhēng)戰(zhàn)略三種。它們的區(qū)別在于：選擇低成本競(jìng)爭(zhēng)戰(zhàn)略的企業(yè)一般為小型的房地產(chǎn)企業(yè)；選擇集中化競(jìng)爭(zhēng)戰(zhàn)略的企業(yè)一般為集中人力、財(cái)力等各種資源,主打一種或一類房地產(chǎn)產(chǎn)品的企業(yè)；選擇差異化競(jìng)爭(zhēng)戰(zhàn)略的企業(yè),一般為實(shí)力較為雄厚的本土企業(yè),比較注重品牌建設(shè)和長(zhǎng)遠(yuǎn)發(fā)展。比較以上三種競(jìng)爭(zhēng)戰(zhàn)略,對(duì)于低成本競(jìng)爭(zhēng)戰(zhàn)略而言,作為一個(gè)企業(yè)來(lái)講,節(jié)約成本是必要的,但是成本節(jié)約方面的潛力不是無(wú)限的,到一定程度后,就很難更進(jìn)一步,否則會(huì)影響到產(chǎn)品的品質(zhì)；而對(duì)于集中化戰(zhàn)略,這種戰(zhàn)略在規(guī)模龐大、需求資源眾多、資金密集型的房地產(chǎn)業(yè)來(lái)講,局限性也很明顯,單純生產(chǎn)一種房地產(chǎn)產(chǎn)品也不符合風(fēng)險(xiǎn)分散的原則；對(duì)于目前同質(zhì)化趨勢(shì)明顯的房地產(chǎn)業(yè)而言,選擇差異化的競(jìng)爭(zhēng)戰(zhàn)略,通過(guò)房地產(chǎn)概念的差異化、服務(wù)的差異化及品牌的差異化戰(zhàn)略,生產(chǎn)出獨(dú)具特色的房地產(chǎn)產(chǎn)品,突出自己產(chǎn)品和競(jìng)爭(zhēng)對(duì)手產(chǎn)品的差異性,獲得市場(chǎng)認(rèn)可,是求生存謀發(fā)展的較好路徑。青建集團(tuán)是山東省最大的建筑企業(yè),是全國(guó)五百?gòu)?qiáng)企業(yè)。青建集團(tuán)自1983年開始涉足房地產(chǎn)業(yè),其子集團(tuán)青建地產(chǎn)集團(tuán),是青島市房地產(chǎn)開發(fā)綜合實(shí)力十強(qiáng)企業(yè),年開發(fā)量達(dá)百萬(wàn)平米,產(chǎn)品囊括大型住宅小區(qū)、寫字樓、商住樓、別墅、公寓在內(nèi)的各種產(chǎn)品形態(tài)。經(jīng)過(guò)多年的發(fā)展,青建地產(chǎn)已初步形成“青島--山東--全國(guó)”的戰(zhàn)略布局,開發(fā)業(yè)務(wù)遍布數(shù)省。2008年,青建地產(chǎn)進(jìn)入新加坡市場(chǎng),成為國(guó)內(nèi)少數(shù)幾個(gè)涉外地產(chǎn)企業(yè)之一。本論文的主要研究目的是,是結(jié)合青建地產(chǎn)案例淺析房地產(chǎn)企業(yè)差異化競(jìng)爭(zhēng)戰(zhàn)略,綜合研究房地產(chǎn)企業(yè)制定差異化戰(zhàn)略的原因、戰(zhàn)略制定、戰(zhàn)略實(shí)施及控制,為青建地產(chǎn)提供一定的啟示,制定出符合集團(tuán)發(fā)展戰(zhàn)略,以應(yīng)對(duì)當(dāng)前嚴(yán)峻的環(huán)境變化。
[Abstract]:Since entering the new century, along with the advance of city and country housing system reform to accelerate the process of China's real estate industry has entered a period of rapid development, all kinds of real estate enterprises such as bamboo shoots after a spring rain like emerge, the real estate industry has become a driving force of pillar industry of national economic development. However, as in recent years with the skyrocketing real estate prices, the central and local governments have introduced a number of policies, such as the implementation of focus on the city's purchase and limited credit limit policy, vigorously develop low-income housing policy, and property tax policy, the aim is to suppress the real estate industry investment overheating, excessive increase the pressure on house prices. Facing the complex market situation, the real estate enterprises want to get the opportunity of survival and development, it is particularly important to choose the appropriate competitive strategy. Taking the local real estate enterprises in Qingdao as an example, the competitive strategies chosen are mainly divided into three categories: low cost competitive strategy, centralized competitive strategy and differentiated competitive strategy. The difference is that: low cost competition strategy of enterprises is generally small real estate enterprises; choose centralized competitive strategy to concentrate human, financial and other resources, the main one or a kind of real estate products enterprises; choose differentiation strategy for enterprises, the general strength of relatively strong local enterprise, pay more attention to the brand construction and long-term development. Comparison of the above three kinds of competition strategy for the low cost competition strategy, as an enterprise, it is necessary to save the cost, but the cost savings potential is not unlimited, to a certain extent, it is difficult to further, otherwise it will affect the quality of the product; and for the focus strategy, this strategy in large scale, needs many resources, capital intensive real estate industry is also obvious limitations, the simple production of a real estate product does not conform to the principle of risk diversification; for the current homogenization obvious trend of real estate industry, the choice of differentiated competitive strategy, differentiation strategy difference and service difference through the concept of real estate and the brand, to produce unique real estate products, highlighting their differences of products and competitor products, recognized by the market, is the survival and development of the Better path. Qingjian group is the largest construction enterprise in Shandong Province, and it is the top five hundred enterprise in the country. Qingdao construction group began to get involved in the real estate industry since 1983, the sub group of Qingdao Construction Group real estate, Qingdao City real estate development comprehensive strength ten strong enterprises, in the development of one million square meters, the products include a variety of product forms a large residential area, office buildings, commercial buildings, villas, apartments. After years of development, Qingjian real estate has preliminarily formed the strategic layout of "Qingdao - Shandong - the whole country", and the development business is all over the provinces. In 2008, Qingjian real estate entered the Singapore market and became one of the few foreign real estate enterprises in China. The main purpose of this thesis is the construction of real estate, is a combination of green case analysis of the real estate enterprises competitive differentiation strategy, comprehensive research on real estate enterprises to develop, the differentiation strategy of strategy formulation, implementation and control, provide some enlightenment for the construction of green estate, developed in line with the group's development strategy, in order to cope with the current severe environmental change.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4

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