本文關(guān)鍵詞：LS商業(yè)地產(chǎn)公司差異化競(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

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【摘要】：LS商業(yè)地產(chǎn)公司成立于2013年6月，是山東省大型國(guó)有企業(yè)——LS集團(tuán)控股的LS置業(yè)有限公司旗下的一家專業(yè)從事商業(yè)地產(chǎn)開(kāi)發(fā)、經(jīng)營(yíng)管理的公司。該公司的母體LS置業(yè)有限公司注冊(cè)資金人民幣10億元，下設(shè)22家子公司，現(xiàn)開(kāi)發(fā)項(xiàng)目近30個(gè)，分布在山東、北京、重慶、遼寧、黑龍江等省市，開(kāi)發(fā)業(yè)態(tài)涵蓋了大型購(gòu)物廣場(chǎng)、商業(yè)步行街、住宅、寫字樓、酒店等。經(jīng)過(guò)幾年的發(fā)展，LS置業(yè)已成長(zhǎng)為年開(kāi)發(fā)量400萬(wàn)平米、擁有土地儲(chǔ)備800萬(wàn)平米、在省內(nèi)具有較大影響力并已邁向“全國(guó)戰(zhàn)略”的大型房地產(chǎn)綜合開(kāi)發(fā)集團(tuán)企業(yè)。 LS商業(yè)地產(chǎn)公司所屬的LS集團(tuán)擁有20余年大型連鎖零售業(yè)經(jīng)營(yíng)和多年地產(chǎn)開(kāi)發(fā)背景，可利用產(chǎn)業(yè)協(xié)同優(yōu)勢(shì)、政府資源優(yōu)勢(shì)、品牌優(yōu)勢(shì)、規(guī)模效益優(yōu)勢(shì)、商戶資源等優(yōu)勢(shì)，整合利用現(xiàn)有的百貨、家電、酒店等業(yè)態(tài)，快速搭建商業(yè)地產(chǎn)開(kāi)發(fā)、運(yùn)營(yíng)平臺(tái)。LS集團(tuán)的多元化發(fā)展使其旗下的各種產(chǎn)業(yè)構(gòu)成了購(gòu)物中心的完整產(chǎn)業(yè)鏈，從地產(chǎn)開(kāi)發(fā)到百貨、超市、酒店、健身娛樂(lè)等各個(gè)環(huán)節(jié)都為L(zhǎng)S商業(yè)地產(chǎn)公司的產(chǎn)品開(kāi)發(fā)提供了有力支撐。 本文主要研究?jī)?nèi)容為L(zhǎng)S商業(yè)地產(chǎn)公司的差異化競(jìng)爭(zhēng)戰(zhàn)略。通過(guò)學(xué)習(xí)國(guó)內(nèi)外競(jìng)爭(zhēng)相關(guān)理論知識(shí)及研究成果，結(jié)合LS商業(yè)地產(chǎn)公司外部宏觀環(huán)境及產(chǎn)業(yè)環(huán)境分析，在利用波特五力模型、SWOT分析等分析工具的基礎(chǔ)上，得出了LS商業(yè)地產(chǎn)公司面臨的機(jī)遇為：相對(duì)寬松的政策環(huán)境，國(guó)民經(jīng)濟(jì)的持續(xù)、快速發(fā)展，人民消費(fèi)水平的持續(xù)提高，恩格爾系數(shù)維持在富裕水平，休閑時(shí)間增多，體驗(yàn)式消費(fèi)受到認(rèn)可，城市化進(jìn)程不斷加快，二三線城市機(jī)會(huì)更多，潛在進(jìn)入者及替代者少，競(jìng)爭(zhēng)程度弱。LS商業(yè)地產(chǎn)公司面臨的威脅為：土地供應(yīng)趨緊，土地成本增高，金融機(jī)構(gòu)貸款不易獲得，，購(gòu)買者具有較強(qiáng)議價(jià)能力以及電子商務(wù)對(duì)實(shí)體消費(fèi)的沖擊幾個(gè)方面。 通過(guò)對(duì)LS商業(yè)地產(chǎn)公司內(nèi)部環(huán)境分析，得出了LS商業(yè)地產(chǎn)公司自身的優(yōu)勢(shì)為：區(qū)域市場(chǎng)內(nèi)相對(duì)較強(qiáng)的市場(chǎng)地位，相對(duì)較優(yōu)的人力資源，良好的財(cái)務(wù)狀況，較強(qiáng)的招商能力和品牌資源，區(qū)域內(nèi)良好的公關(guān)能力及區(qū)域內(nèi)較好的市場(chǎng)任何度和品牌知名度。LS商業(yè)地產(chǎn)公司存在的劣勢(shì)為：相對(duì)薄弱的產(chǎn)品設(shè)計(jì)和研發(fā)能力，公司規(guī)模不具優(yōu)勢(shì)，全國(guó)性開(kāi)發(fā)實(shí)力較弱以及企業(yè)文化缺乏特色。 以上分析為L(zhǎng)S商業(yè)地產(chǎn)公司的競(jìng)爭(zhēng)戰(zhàn)略選擇提供了依據(jù)。根據(jù)綜合分析，確定了LS商業(yè)地產(chǎn)公司應(yīng)選取差異化競(jìng)爭(zhēng)戰(zhàn)略，并對(duì)LS商業(yè)地產(chǎn)差異化戰(zhàn)略的實(shí)施措施、過(guò)程控制及風(fēng)險(xiǎn)防控提出保障性的建議。 本文通過(guò)深入分析研究LS商業(yè)地產(chǎn)公司的競(jìng)爭(zhēng)戰(zhàn)略,為企業(yè)在市場(chǎng)內(nèi)獲取優(yōu)勢(shì)的競(jìng)爭(zhēng)地位、樹(shù)立良好的企業(yè)品牌形象提供了理論基礎(chǔ)和操作依據(jù)。并為其他與LS商業(yè)地產(chǎn)公司類似的企業(yè)提供了借鑒意義。
[Abstract]:LS Commercial Real Estate Co., Ltd. was founded in June 2013, is a large state-owned enterprise in Shandong Province-LS Group holding LS Real Estate Co., Ltd. a professional engaged in commercial real estate development. Management of the company. The parent of LS Real Estate Co., Ltd. registered capital of 1 billion yuan, under 22 subsidiaries, the current development of nearly 30 projects in Shandong, Beijing, Chongqing, Liaoning. Heilongjiang and other provinces and cities, the development format covers the large-scale shopping square, commercial pedestrian streets, residential, office buildings, hotels and so on. After several years of development, the property has grown to 4 million square meters per year. Land reserves of 8 million square meters, in the province has a greater influence and has moved towards a "national strategy" of the large real estate comprehensive development group enterprises. LS Group, which belongs to LS Commercial Real Estate Company, has more than 20 years of large-scale retail chain operation and many years of real estate development background. It can make use of industry synergy, government resource advantage, brand advantage and scale benefit advantage. Commercial resources and other advantages to integrate the use of existing department stores, appliances, hotels and other forms of business, quickly build commercial real estate development. The diversified development of the operating platform. LS group makes its various industries form a complete industrial chain of shopping center, from real estate development to department stores, supermarkets, hotels. Fitness entertainment and other links for LS commercial real estate companies to provide strong support for product development. The main content of this paper is the differentiated competition strategy of LS commercial real estate company. Through the study of domestic and foreign competition related theory knowledge and research results. Combined with the analysis of external macro environment and industrial environment of LS commercial real estate company, based on the SWOT analysis tools of Porter's five-force model. LS commercial real estate companies are faced with the opportunity: relatively loose policy environment, the sustained and rapid development of the national economy, the continuous improvement of the people's consumption level, the Engel coefficient to maintain in the rich level. Leisure time increases, experiential consumption is recognized, urbanization continues to accelerate, second and third tier cities have more opportunities, and potential entrants and substitutes are less. Weak competition. LS commercial real estate companies are facing the threat: land supply is tight, land costs increase, financial institutions are not easy to obtain loans. Buyers have strong bargaining power and e-commerce impact on real consumption in several aspects. Through the analysis of the internal environment of the LS commercial real estate company, it is concluded that the advantages of LS commercial real estate company are: relatively strong market position in the regional market, relatively superior human resources, good financial situation. Strong ability to attract investment and brand resources. Good public relations ability in the region and good market in the region any degree and brand awareness. LS commercial real estate company's disadvantages are: relatively weak product design and R & D capabilities, the company has no advantages in scale. The national development strength is weak and the enterprise culture lacks the characteristic. The above analysis provides the basis for the competition strategy choice of LS commercial real estate company. According to the comprehensive analysis, it determines that LS commercial real estate company should choose the differentiated competition strategy. And put forward the safeguard suggestion to the LS commercial real estate differentiation strategy implementation measure, the process control and the risk prevention and control. Through in-depth analysis of the LS commercial real estate company's competitive strategy, for enterprises to gain competitive position in the market. Establishing a good corporate brand image provides a theoretical basis and operational basis, and provides a reference for other companies similar to LS commercial real estate companies.
【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)】：F271;F299.233.4;F721

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