本文選題：房地產(chǎn)　切入點：經(jīng)營戰(zhàn)略　出處：《電子科技大學》2014年碩士論文

【摘要】：房地產(chǎn)行業(yè)通過數(shù)十年的發(fā)展,在國民經(jīng)濟中占據(jù)越來越重要的位置,尤其是從國家取消福利性分房政策以來,房地產(chǎn)行業(yè)進入了新的發(fā)展階段,近10年的黃金發(fā)展周期。從2013年下半年開始,國家上一輪四萬億刺激政策的作用基本釋放完畢,房地產(chǎn)行業(yè)自身供求關系的變化,以及國家指導房地產(chǎn)行業(yè)發(fā)展的宏觀政策的調(diào)整,對行業(yè)發(fā)展帶來全新改變。面對行業(yè)新的發(fā)展形勢,C房地產(chǎn)公司(以下簡稱“C公司”)已在戰(zhàn)略層面暴露出諸多不適應和不匹配的問題,亟需對未來的發(fā)展戰(zhàn)略進行梳理、完善。本文通過科學分析和充分論證,為C公司制定了中長期經(jīng)營戰(zhàn)略,確保其將來的健康、可持續(xù)發(fā)展。本文共由七個章節(jié)組成,首先在緒論部分對研究背景、研究方法、寫作思路等基本情況進行了闡述;其次對企業(yè)經(jīng)營戰(zhàn)略理論進行匯總分析,為本文后續(xù)的論證分析提供理論支撐;然后分別對企業(yè)的外部環(huán)境和內(nèi)部環(huán)境進行了剖析,當前的房地產(chǎn)市場面臨內(nèi)生調(diào)整的新周期,住宅市場的供求關系正從供不應求向供求基本平衡轉(zhuǎn)變,行業(yè)整體盈利水平正逐步回歸理性,在強者愈強、弱者愈弱的馬太效益日益凸顯的今天,沒有規(guī)模做支撐,企業(yè)的生存都面臨挑戰(zhàn),但在市場規(guī)模增長持續(xù)走弱的情況下,僅靠規(guī)模也難以制勝。C公司需要積極謀求基于傳統(tǒng)住宅地產(chǎn)的多元化發(fā)展。C公司經(jīng)過多年發(fā)展,已經(jīng)積累了較為豐富開發(fā)經(jīng)驗,具備了房地產(chǎn)企業(yè)運營的基本能力,但也存在業(yè)務成長性不足。經(jīng)營規(guī)模規(guī)模偏小,精細化管理能力不足等缺陷,企業(yè)在行業(yè)內(nèi)也不具備品牌號召力。基于上述基本情況,文章在第六章制定出了C公司經(jīng)營戰(zhàn)略,包括三大層次、三個階段和10項具體的戰(zhàn)略,戰(zhàn)略三個層次分別為總體戰(zhàn)略、業(yè)務戰(zhàn)略和職能戰(zhàn)略,戰(zhàn)略執(zhí)行的三個階段包括存量開發(fā)階段、擴張發(fā)展階段和進入百強,具體的戰(zhàn)略包括以相關多元化為核心的總體戰(zhàn)略,以成本領先及差異化為主的業(yè)務戰(zhàn)略,以及涵蓋人力、財務、營銷、研發(fā)、品牌、信息化在內(nèi)的職能戰(zhàn)略。文章在第七部分對上述各項戰(zhàn)略的具體實施進行闡述。本文通過理論聯(lián)系實際,對C公司戰(zhàn)略進行梳理,對C公司管理層的決策以及其他同行企業(yè)戰(zhàn)略制定都將會起到一定參考作用。
[Abstract]:Through decades of development, the real estate industry has occupied a more and more important position in the national economy, especially since the abolition of the welfare housing allocation policy, the real estate industry has entered a new stage of development. The gold development cycle of nearly 10 years. Starting in the second half of 2013, the role of the country's last round of 4 trillion stimulus policies has basically been released, and the real estate industry itself has changed its supply and demand relationship. And the adjustment of the macro-policies of the state to guide the development of the real estate industry, Facing the new development situation of the industry, C Real Estate Company (hereinafter referred to as "C Company") has exposed a lot of problems on the strategic level, such as inadaptability and mismatch. It is urgent to sort out the future development strategy. Through scientific analysis and full demonstration, this paper formulates the medium and long term management strategy for C Company to ensure its future health and sustainable development. This paper is composed of seven chapters, first of all, in the introduction part of the research background, research methods, The basic situation such as writing ideas are expounded. Secondly, the enterprise management strategy theory is summarized and analyzed, which provides theoretical support for the subsequent analysis of this paper. Then, the external and internal environment of the enterprise are analyzed respectively. The current real estate market is facing a new cycle of endogenous adjustment. The relationship between supply and demand in the housing market is changing from supply to demand to the basic balance of supply and demand. The overall profit level of the industry is gradually returning to rationality. The weaker the weaker the Matthew benefits increasingly prominent today, without the support of scale, the survival of enterprises are facing challenges, but in the market size growth continues to weaken, After many years of development, the company has accumulated rich development experience and has the basic ability of real estate enterprise operation. However, there are also shortcomings in business growth, such as small scale of operation, insufficient fine management ability and lack of brand appeal in the industry. Based on the above basic situation, this paper formulates the C Company's management strategy in Chapter 6. It consists of three levels, three stages and 10 specific strategies. The three levels of strategy are the overall strategy, the business strategy and the functional strategy, respectively. The three stages of strategy implementation include the stock development stage, the expansion development stage and the entry into the top 100. The specific strategies include the overall strategy with related diversification as the core, the business strategy with cost leading and differentiation as the main, and covering people, finance, marketing, R & D, brand, In the seventh part, the paper expounds the implementation of the above strategies. This paper combs the strategy of C Company through the combination of theory and practice. C company management decisions and other peers will play a role in strategic development.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.4;F272

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本文編號：1695525