沈陽(yáng)華強(qiáng)房地產(chǎn)公司經(jīng)營(yíng)戰(zhàn)略研究
發(fā)布時(shí)間：2018-08-03 09:52
【摘要】：隨著中國(guó)經(jīng)濟(jì)的發(fā)展，居民可支配收入不斷增加，，人們對(duì)于生活質(zhì)量和居住環(huán)境有了更高的要求。此外，我國(guó)的城市化進(jìn)程仍在快速的推進(jìn)，每年有大量的農(nóng)村人口進(jìn)入城市；城鎮(zhèn)居民逐步實(shí)現(xiàn)由剛需性住房到改善性住房的改變；城市的發(fā)展不斷對(duì)舊房實(shí)施的改造拆遷工程，以上三個(gè)主要因素為中國(guó)房地產(chǎn)市場(chǎng)提供了豐富的發(fā)展空間。房地產(chǎn)市場(chǎng)的發(fā)展也呈現(xiàn)出一些新的特征，比如市場(chǎng)集中程度的提高、競(jìng)爭(zhēng)的加劇、產(chǎn)品同質(zhì)化等等。沈陽(yáng)作為東北三省的中心城市，有著極強(qiáng)的影響力，同時(shí)也具有比其他二線城市發(fā)展慢一拍的規(guī)律，所以企業(yè)通過(guò)對(duì)沈陽(yáng)房地產(chǎn)市場(chǎng)進(jìn)行深入的調(diào)查分析，可以把握市場(chǎng)情況，以立足沈陽(yáng)，逐步打造出一個(gè)知名品牌。沈陽(yáng)華強(qiáng)房地產(chǎn)公司（以下簡(jiǎn)稱“華強(qiáng)公司”）成立于2009年，作為總公司布局東北三省設(shè)立的公司，公司受益于金融危機(jī)后房地產(chǎn)業(yè)的高速發(fā)展，在沈陽(yáng)快速的實(shí)現(xiàn)了從無(wú)到開發(fā)了華強(qiáng)城、華強(qiáng)廣場(chǎng)等大型綜合體項(xiàng)目。而今中國(guó)房地產(chǎn)行業(yè)又進(jìn)入一個(gè)調(diào)整期，國(guó)家不斷出臺(tái)新的調(diào)控政策，銀根趨緊導(dǎo)致融資成本的上升，行業(yè)競(jìng)爭(zhēng)加劇引起行業(yè)兼并、企業(yè)聯(lián)盟等，十八大后又面臨新型城鎮(zhèn)化的時(shí)代大背景，選擇一個(gè)適合華強(qiáng)公司的經(jīng)營(yíng)戰(zhàn)略是企業(yè)面對(duì)不斷變化的市場(chǎng)環(huán)境、實(shí)現(xiàn)長(zhǎng)久發(fā)展進(jìn)而實(shí)現(xiàn)公司布局東北三省使命的最優(yōu)選擇。 論文采用了實(shí)地調(diào)研、文獻(xiàn)分析、定性與定量分析等方法，通過(guò)總結(jié)戰(zhàn)略管理、經(jīng)營(yíng)管理等方面的相關(guān)文獻(xiàn)為本文的分析提供理論依據(jù)，然后使用戰(zhàn)略分析研究模型對(duì)華強(qiáng)公司的內(nèi)外環(huán)境進(jìn)行分析，結(jié)合文中分析得出的華強(qiáng)公司內(nèi)外環(huán)境現(xiàn)狀對(duì)華強(qiáng)公司進(jìn)行了SWOT分析。具體的分析過(guò)程是：一是分析了公司發(fā)展歷程及公司現(xiàn)狀，并對(duì)經(jīng)營(yíng)過(guò)程中存在的問(wèn)題進(jìn)行總結(jié)及成因分析。二是運(yùn)用一系列的戰(zhàn)略分析研究模型對(duì)華強(qiáng)公司的內(nèi)外部環(huán)境等進(jìn)行分析，其中包括運(yùn)用PEST分析模型分析了華強(qiáng)公司的外部宏觀環(huán)境、用波特五力模型分析了華強(qiáng)公司的外部行業(yè)環(huán)境、并分析了公司的內(nèi)部財(cái)務(wù)、人力結(jié)構(gòu)、業(yè)務(wù)結(jié)構(gòu)等三方面環(huán)境，之后運(yùn)用SWOT模型分析得出華強(qiáng)公司可選擇的戰(zhàn)略，制定了華強(qiáng)公司的長(zhǎng)期經(jīng)營(yíng)戰(zhàn)略和短期經(jīng)營(yíng)戰(zhàn)略，得出了華強(qiáng)公司應(yīng)采取差異化等經(jīng)營(yíng)戰(zhàn)略，從而實(shí)現(xiàn)降低經(jīng)營(yíng)風(fēng)險(xiǎn)，快速穩(wěn)健發(fā)展。三是為華強(qiáng)公司制定了一系列的經(jīng)營(yíng)戰(zhàn)略實(shí)施保障措施，具體是從優(yōu)化組織結(jié)構(gòu)、加強(qiáng)完善人力資源管理、提高公司運(yùn)營(yíng)管理水平、營(yíng)銷創(chuàng)新管理、完善公司品牌形象等方面落實(shí)公司經(jīng)營(yíng)戰(zhàn)略。希望通過(guò)本文的分析為華強(qiáng)公司提出的經(jīng)營(yíng)戰(zhàn)略及經(jīng)營(yíng)戰(zhàn)略實(shí)施保障措施可以為華強(qiáng)公司的發(fā)展提供參考。
[Abstract]:With the development of China's economy, the disposable income of residents is increasing, and people have higher requirements for the quality of life and living environment. In addition, the process of urbanization in China is still advancing rapidly, a large number of rural people enter the city every year, the urban residents gradually realize the change from rigid demand housing to improved housing. With the development of the city, the reconstruction and demolition of old houses have been carried out continuously, and the above three main factors have provided rich development space for China's real estate market. The development of real estate market also presents some new features, such as the improvement of market concentration, the intensification of competition, the homogeneity of products, etc. Shenyang, as the central city of the three northeastern provinces, has a strong influence and also has the law of slower development than other second-tier cities. Therefore, through in-depth investigation and analysis of the real estate market in Shenyang, enterprises can grasp the market situation. In order to base on Shenyang, gradually create a well-known brand. Shenyang Huaqiang Real Estate Company (hereinafter referred to as "Hua-Qiang Company") was established in 2009 as a company set up by the three provinces of Northeast China. The company benefited from the rapid development of the real estate industry after the financial crisis. In Shenyang quickly realized from no to the development of Hua-Qiang City, Hua-Qiang Square and other large-scale complex projects. Now the real estate industry in China has entered a period of adjustment, the state has continuously introduced new regulatory policies, the tightening of money has led to an increase in financing costs, the intensification of industry competition has led to industry mergers and business alliances, and so on. After the 18th National Congress of the Communist Party of China (CPC), facing the background of the new urbanization, it is the best choice for the enterprises to face the changing market environment, realize the long-term development and realize the mission of the three Northeast provinces in order to choose a suitable management strategy for Hua-Qiang Company. The paper adopts the methods of field investigation, literature analysis, qualitative and quantitative analysis, and provides the theoretical basis for the analysis of this paper by summarizing the relevant literature on strategic management, management and other aspects. Then the internal and external environment of Huaqiang Company is analyzed by using the strategic analysis model, and the SWOT analysis of Huaqiang Company is carried out in combination with the present situation of the internal and external environment of Huaqiang Company. The concrete analysis process is as follows: first, it analyzes the development course and the present situation of the company, and sums up the existing problems in the course of operation and analyzes the causes. Second, using a series of strategic analysis research models to analyze the internal and external environment of Huaqiang Company, including the use of PEST analysis model to analyze the external macro environment of Huaqiang Company. This paper analyzes the external industry environment of Hua-Qiang Company by using Porter's five-force model, and analyzes the internal financial, human and business environment of the company. Then, by using the SWOT model, the strategy of Hua-Qiang Company can be selected. The long-term management strategy and the short-term management strategy of Hua-Qiang Company are formulated. It is concluded that the Hua-Qiang Company should adopt such management strategies as differentiation, so as to reduce the operating risk and develop rapidly and steadily. Third, it has formulated a series of safeguard measures for Hua-Qiang Company to implement its business strategy. The specific measures are to optimize the organizational structure, strengthen and perfect the human resources management, improve the level of the company's operation and management, and make the marketing innovation management. Improve the company's brand image and other aspects of the implementation of the company's business strategy. It is hoped that the analysis of this paper can provide a reference for the development of Huaqiang Company.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.3;F299.233.4
本文編號(hào)：2161373
[Abstract]:With the development of China's economy, the disposable income of residents is increasing, and people have higher requirements for the quality of life and living environment. In addition, the process of urbanization in China is still advancing rapidly, a large number of rural people enter the city every year, the urban residents gradually realize the change from rigid demand housing to improved housing. With the development of the city, the reconstruction and demolition of old houses have been carried out continuously, and the above three main factors have provided rich development space for China's real estate market. The development of real estate market also presents some new features, such as the improvement of market concentration, the intensification of competition, the homogeneity of products, etc. Shenyang, as the central city of the three northeastern provinces, has a strong influence and also has the law of slower development than other second-tier cities. Therefore, through in-depth investigation and analysis of the real estate market in Shenyang, enterprises can grasp the market situation. In order to base on Shenyang, gradually create a well-known brand. Shenyang Huaqiang Real Estate Company (hereinafter referred to as "Hua-Qiang Company") was established in 2009 as a company set up by the three provinces of Northeast China. The company benefited from the rapid development of the real estate industry after the financial crisis. In Shenyang quickly realized from no to the development of Hua-Qiang City, Hua-Qiang Square and other large-scale complex projects. Now the real estate industry in China has entered a period of adjustment, the state has continuously introduced new regulatory policies, the tightening of money has led to an increase in financing costs, the intensification of industry competition has led to industry mergers and business alliances, and so on. After the 18th National Congress of the Communist Party of China (CPC), facing the background of the new urbanization, it is the best choice for the enterprises to face the changing market environment, realize the long-term development and realize the mission of the three Northeast provinces in order to choose a suitable management strategy for Hua-Qiang Company. The paper adopts the methods of field investigation, literature analysis, qualitative and quantitative analysis, and provides the theoretical basis for the analysis of this paper by summarizing the relevant literature on strategic management, management and other aspects. Then the internal and external environment of Huaqiang Company is analyzed by using the strategic analysis model, and the SWOT analysis of Huaqiang Company is carried out in combination with the present situation of the internal and external environment of Huaqiang Company. The concrete analysis process is as follows: first, it analyzes the development course and the present situation of the company, and sums up the existing problems in the course of operation and analyzes the causes. Second, using a series of strategic analysis research models to analyze the internal and external environment of Huaqiang Company, including the use of PEST analysis model to analyze the external macro environment of Huaqiang Company. This paper analyzes the external industry environment of Hua-Qiang Company by using Porter's five-force model, and analyzes the internal financial, human and business environment of the company. Then, by using the SWOT model, the strategy of Hua-Qiang Company can be selected. The long-term management strategy and the short-term management strategy of Hua-Qiang Company are formulated. It is concluded that the Hua-Qiang Company should adopt such management strategies as differentiation, so as to reduce the operating risk and develop rapidly and steadily. Third, it has formulated a series of safeguard measures for Hua-Qiang Company to implement its business strategy. The specific measures are to optimize the organizational structure, strengthen and perfect the human resources management, improve the level of the company's operation and management, and make the marketing innovation management. Improve the company's brand image and other aspects of the implementation of the company's business strategy. It is hoped that the analysis of this paper can provide a reference for the development of Huaqiang Company.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.3;F299.233.4
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