本文選題：湖南遠(yuǎn)見(jiàn)房地產(chǎn)開(kāi)發(fā)有限公司 + 內(nèi)外部環(huán)境��； 參考：《南華大學(xué)》2014年碩士論文

【摘要】：在我國(guó)國(guó)民經(jīng)濟(jì)總量中，房地產(chǎn)業(yè)所占比例較大，為我國(guó)經(jīng)濟(jì)的發(fā)展做出了重大的貢獻(xiàn)。據(jù)相關(guān)統(tǒng)計(jì)數(shù)據(jù)表明，成千上萬(wàn)的房地產(chǎn)企業(yè)之中，近八成以上的房地產(chǎn)企業(yè)規(guī)模不大，屬于中小型企業(yè)類(lèi)型。這些中小型房地產(chǎn)企業(yè)大部分位于我國(guó)的三四線城市，是三四線城市房地產(chǎn)業(yè)發(fā)展的主力軍。而我國(guó)房地產(chǎn)業(yè)的發(fā)展很不平衡，房?jī)r(jià)偏高等問(wèn)題逐漸暴露。為此國(guó)家對(duì)房地產(chǎn)業(yè)的宏觀調(diào)控不斷加大力度，許多專(zhuān)家學(xué)者預(yù)測(cè)房地產(chǎn)業(yè)將會(huì)迎來(lái)變革，而變革的重點(diǎn)將會(huì)是房地產(chǎn)企業(yè)的重新洗牌。因此，在未來(lái)中小型房地產(chǎn)企業(yè)的生存將面臨前所未有的威脅，如何解決這個(gè)問(wèn)題，是當(dāng)前中小企業(yè)面臨的重要難題。本文以湖南遠(yuǎn)見(jiàn)房地產(chǎn)開(kāi)發(fā)有限公司為例，以企業(yè)戰(zhàn)略為視角，客觀全面的分析湖南遠(yuǎn)見(jiàn)房地產(chǎn)開(kāi)發(fā)有限公司的經(jīng)營(yíng)環(huán)境，將企業(yè)所在的市場(chǎng)特征與自身的實(shí)際情況結(jié)合起來(lái)，為公司的發(fā)展制定出科學(xué)合理的戰(zhàn)略，以增強(qiáng)企業(yè)的市場(chǎng)競(jìng)爭(zhēng)力。 本文在大量閱讀國(guó)內(nèi)外關(guān)于企業(yè)戰(zhàn)略的理論與實(shí)證研究的基礎(chǔ)之上，，論述了企業(yè)戰(zhàn)略的相關(guān)理論。在此基礎(chǔ)上對(duì)湖南遠(yuǎn)見(jiàn)房地產(chǎn)開(kāi)發(fā)有限公司所處的環(huán)境進(jìn)行分析，主要包括四個(gè)方面：宏觀環(huán)境、行業(yè)環(huán)境、競(jìng)爭(zhēng)對(duì)手和內(nèi)部環(huán)境。宏觀環(huán)境分析采用PEST分析方法，行業(yè)環(huán)境的分析采用五力分析模型。內(nèi)部環(huán)境分析主要分為企業(yè)資源分析與企業(yè)能力分析。在此基礎(chǔ)上，作者運(yùn)用SWOT分析方法制定出湖南遠(yuǎn)見(jiàn)房地產(chǎn)開(kāi)發(fā)公司未來(lái)一段時(shí)間的發(fā)展戰(zhàn)略。其中主要包括戰(zhàn)略定位、總體戰(zhàn)略、戰(zhàn)略目標(biāo)、業(yè)務(wù)戰(zhàn)略、職能戰(zhàn)略和具體戰(zhàn)略的實(shí)施步驟。最后，為了保障公司戰(zhàn)略的順利實(shí)施，作者提出一系列保障措施。 本文綜合分析湖南遠(yuǎn)見(jiàn)房地開(kāi)發(fā)有限公司的外部環(huán)境、行業(yè)環(huán)境、競(jìng)爭(zhēng)對(duì)手和企業(yè)內(nèi)部資源與能力，有針對(duì)性的制定出湖南遠(yuǎn)見(jiàn)房地產(chǎn)開(kāi)發(fā)有限公司的發(fā)展戰(zhàn)略，對(duì)提升企業(yè)的競(jìng)爭(zhēng)力將起到積極作用。同時(shí)也為我國(guó)其他縣級(jí)城市房地產(chǎn)開(kāi)發(fā)公司的經(jīng)營(yíng)發(fā)展研究提供借鑒，豐富了我國(guó)房地產(chǎn)企業(yè)發(fā)展戰(zhàn)略的研究?jī)?nèi)容，拓寬了我國(guó)房地產(chǎn)企業(yè)發(fā)展戰(zhàn)略的研究范圍。
[Abstract]:In the gross national economy of our country, the real estate industry accounts for a large proportion, which has made a great contribution to the development of our country's economy. According to the relevant statistics, among the thousands of real estate enterprises, nearly 80% of the real estate enterprises are not large and belong to the type of small and medium-sized enterprises. Most of these small and medium-sized real estate enterprises are located in the third and fourth tier cities of our country, and are the main force in the development of the real estate industry in the third and fourth tier cities. But the development of our country real estate industry is very unbalanced, the housing price is on the high side and so on the question gradually exposes. For this reason, the macro-control of the real estate industry has been strengthened continuously, and many experts and scholars predict that the real estate industry will usher in the reform, and the key point of the change will be the reshuffle of the real estate enterprises. Therefore, in the future, the survival of small and medium-sized real estate enterprises will face unprecedented threats, how to solve this problem, is an important problem faced by small and medium-sized enterprises. This article takes Hunan Vision Real Estate Development Co., Ltd as an example, takes the enterprise strategy as the angle of view, objectively and comprehensively analyzes the management environment of Hunan Vision Real Estate Development Co., Ltd., and combines the market characteristics of the enterprise with its own actual situation. To develop a scientific and reasonable strategy for the development of the company, in order to enhance the market competitiveness of enterprises. On the basis of reading a large number of domestic and foreign theoretical and empirical studies on enterprise strategy, this paper discusses the relevant theories of enterprise strategy. On this basis, this paper analyzes the environment of Hunan Vision Real Estate Development Co., Ltd., which includes four aspects: macro environment, industry environment, competitors and internal environment. The macroscopical environment analysis adopts the PEST analysis method, the industry environment analysis adopts the five-force analysis model. Internal environment analysis is mainly divided into enterprise resource analysis and enterprise capability analysis. On this basis, the author uses the SWOT analysis method to formulate the development strategy of Hunan visionary real estate development company for a period of time. Including strategic positioning, overall strategy, strategic objectives, business strategy, functional strategy and specific strategy implementation steps. Finally, in order to ensure the smooth implementation of the company strategy, the author put forward a series of safeguards. This paper comprehensively analyzes the external environment, industry environment, competitors and internal resources and capabilities of Hunan Vision Real Estate Development Co., Ltd., and formulates the development strategy of Hunan Vision Real Estate Development Co., Ltd. To enhance the competitiveness of enterprises will play a positive role. At the same time, it also provides reference for the management and development research of other county-level cities real estate development companies, enriches the research content of the development strategy of the real estate enterprises in our country, and widens the research scope of the development strategies of the real estate enterprises in our country.
【學(xué)位授予單位】：南華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F299.233.4

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