本文關(guān)鍵詞： 房地產(chǎn) 發(fā)展戰(zhàn)略 價(jià)值鏈 SWOT SPACE矩陣　出處：《河北工業(yè)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來(lái)，國(guó)家的一系列針對(duì)房地產(chǎn)業(yè)的宏觀調(diào)控措施的出臺(tái)，尤其從2010年除延續(xù)至今的史上最嚴(yán)厲的宏觀調(diào)控政策，給國(guó)內(nèi)房地產(chǎn)企業(yè)造成了前所未有的壓力，中小房企正面臨土地、資金資源獲取與籌措難、行業(yè)管理規(guī)范化、市場(chǎng)準(zhǔn)入門檻高、客戶需求越來(lái)越高、同業(yè)競(jìng)爭(zhēng)壓力大等局面。隨著房地產(chǎn)業(yè)結(jié)構(gòu)的調(diào)整初步形成，房地產(chǎn)業(yè)將逐漸進(jìn)入規(guī)范、有序的競(jìng)爭(zhēng)，，這種競(jìng)爭(zhēng)將是一個(gè)大浪淘沙的過(guò)程。房地產(chǎn)業(yè)的門檻將逐漸抬高，房地產(chǎn)公司應(yīng)該審時(shí)度勢(shì)把握發(fā)展大局，適時(shí)改變經(jīng)營(yíng)管理方式，從過(guò)去的經(jīng)驗(yàn)管理、機(jī)會(huì)管理向戰(zhàn)略管理方向轉(zhuǎn)變。未來(lái)以企業(yè)的戰(zhàn)略規(guī)劃能力為核心的戰(zhàn)略體系將決定一個(gè)房地產(chǎn)企業(yè)能走多高能走多遠(yuǎn)。 基于此，筆者運(yùn)用戰(zhàn)略管理的有關(guān)理論工具，從宏觀環(huán)境和公司所面臨的問(wèn)題入手，進(jìn)行戰(zhàn)略分析ZJ公司內(nèi)外部經(jīng)營(yíng)環(huán)境、市場(chǎng)、產(chǎn)品、發(fā)展模式等方面，并據(jù)此來(lái)選擇適合的發(fā)展戰(zhàn)略，從而提出具體的戰(zhàn)略實(shí)施方案,并針對(duì)普遍存在的戰(zhàn)略執(zhí)行障礙，進(jìn)行戰(zhàn)略目標(biāo)的分解，制定具體的可衡量的行動(dòng)指標(biāo)與行動(dòng)方案，指導(dǎo)與控制ZJ公司的具體經(jīng)營(yíng)管理，實(shí)現(xiàn)戰(zhàn)略目標(biāo)的可實(shí)施性與可操作性，打通戰(zhàn)略制定與實(shí)施的通路。以期做到趨利避害，充分發(fā)揮既有內(nèi)在優(yōu)勢(shì)，在新的戰(zhàn)略目標(biāo)方案指導(dǎo)下，解決ZJ房地產(chǎn)公司可持續(xù)發(fā)展的能力、戰(zhàn)略方向和途徑問(wèn)題，為企業(yè)提供創(chuàng)新轉(zhuǎn)型的發(fā)展空間。 本文希望通過(guò)對(duì)ZJ房地產(chǎn)公司發(fā)展戰(zhàn)略的研究，能為處于經(jīng)營(yíng)發(fā)展中面臨內(nèi)外困境的中小房地產(chǎn)企業(yè)，在面臨激烈的競(jìng)爭(zhēng)中，提高抗風(fēng)險(xiǎn)的能力，把握關(guān)鍵成功因素，整合優(yōu)化內(nèi)外部資源，提高核心競(jìng)爭(zhēng)力打造競(jìng)爭(zhēng)優(yōu)勢(shì)，保持企業(yè)的可持續(xù)的發(fā)展能力和創(chuàng)新能力，做出一定可借鑒的貢獻(xiàn)。
[Abstract]:In recent years, the introduction of a series of national macro-control measures for the real estate industry, especially since 2010, in addition to the continuation of the history of the most severe macroeconomic control policy. Domestic real estate enterprises have caused unprecedented pressure, small and medium-sized housing enterprises are facing land, capital resources acquisition and financing difficulties, industry management standardization, market access threshold is high, customer demand is higher and higher. With the adjustment of the real estate industry structure, the real estate industry will gradually enter the standard, orderly competition. The threshold of real estate industry will be raised gradually, real estate companies should review the situation and grasp the overall situation of development, timely change the way of management, from the past experience management. Opportunity management changes to strategic management. In the future, the strategic system with strategic planning ability as the core will determine how high a real estate enterprise can go and how far it can go. Based on this, the author uses the relevant theoretical tools of strategic management, from the macro environment and the problems faced by the company, strategic analysis of the internal and external business environment, market, products, development model and so on. On the basis of this, the author chooses the appropriate development strategy, and then puts forward the specific strategy implementation plan, and aims at the common obstacles of strategy implementation, carries out the decomposition of the strategic objectives. Make specific measurable action indicators and action plan, guide and control the specific management of ZJ company, achieve the implementation of strategic objectives and maneuverability. In order to achieve the advantages and avoid disadvantages, give full play to the inherent advantages, under the guidance of the new strategic objectives, to solve the sustainable development of ZJ real estate companies. The strategic direction and the way question, provides the innovation transformation development space for the enterprise. This paper hopes that through the development strategy of ZJ real estate company, it can improve the ability to resist risks for the small and medium-sized real estate enterprises which are faced with internal and external difficulties in the process of operation and development, and in the face of fierce competition. Grasp the key success factors, integrate and optimize the internal and external resources, improve the core competitiveness to create competitive advantage, maintain the sustainable development ability and innovation ability of enterprises, and make some contributions.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F299.233.4

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