本文選題：昆侖集團(tuán) + 房地產(chǎn)行業(yè)��； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：當(dāng)前,高房?jī)r(jià)已經(jīng)成為熱門話題,而對(duì)房地產(chǎn)行業(yè)的調(diào)控也已經(jīng)成為歷屆政府的主要工作內(nèi)容了,但不爭(zhēng)的事實(shí)是房?jī)r(jià)一直是越調(diào)越高,幾乎沒(méi)有看到過(guò)下降的可能。普通大眾也逐漸接受了,或者說(shuō)是內(nèi)心已經(jīng)被動(dòng)的接受了房?jī)r(jià)不可能下降的事實(shí),同政府形成一致(但現(xiàn)在看來(lái)能否迅速實(shí)現(xiàn)還是未知數(shù))的目標(biāo)——控制房?jī)r(jià)的上漲速度,至少保持和GDP速度相當(dāng)。無(wú)論高房?jī)r(jià)的形成原因是什么,但其對(duì)社會(huì)的危害是毋庸置疑的,無(wú)論是社會(huì)穩(wěn)定還是經(jīng)濟(jì)發(fā)展,最直接的后果就是年輕人被房?jī)r(jià)所累,無(wú)法有更高的追求；城市化進(jìn)程緩慢,房?jī)r(jià)阻礙外地人進(jìn)城務(wù)工；甚至親情在一定程度上因房?jī)r(jià)而導(dǎo)致冷漠。所以說(shuō)我們可以預(yù)見到政府控制房?jī)r(jià)上漲的決心,可能采取的措施也會(huì)更加嚴(yán)厲,更加全面�，F(xiàn)在的房地產(chǎn)行業(yè)的發(fā)展趨勢(shì)是行業(yè)集中度快速提高,行業(yè)利潤(rùn)逐年下降,并且對(duì)于中小型企業(yè),融資渠道單一,融資成本居高不下。以上這些對(duì)于身處行業(yè)中型規(guī)模的昆侖置業(yè)集團(tuán)必須要有清醒的認(rèn)知,事實(shí)上對(duì)于現(xiàn)在的發(fā)展已經(jīng)產(chǎn)生的一定的阻礙,公司也已經(jīng)開始有所調(diào)整發(fā)展方向,而清晰的戰(zhàn)略能保證企業(yè)走向正確的方向,也將對(duì)公司的管理措施提出更有針對(duì)性的具體要求。浙江昆侖置業(yè)集團(tuán)成立于一九九三年,擁有房地產(chǎn)開發(fā)一級(jí)資質(zhì),經(jīng)過(guò)十?dāng)?shù)年的發(fā)展,已成為杭城十大城市運(yùn)營(yíng)商之一。通過(guò)參與推動(dòng)城市建設(shè)健康化、人性化進(jìn)步,促使每一個(gè)人都能充分參與到城市建設(shè)高速發(fā)展中。目前,集團(tuán)在杭州、天津、安徽、貴州、山東、南京、丹陽(yáng)、溫州、湖州、紹興等十多個(gè)個(gè)城市,在全國(guó)將擁有超過(guò)20個(gè)項(xiàng)目。本文將依托戰(zhàn)略分析工具,通過(guò)昆侖集團(tuán)的外部環(huán)境分析,和昆侖自身的資源能力分析,形成企業(yè)的SWOT分析,并在此基礎(chǔ)上對(duì)公司可選的戰(zhàn)略進(jìn)行選擇,確定昆侖集團(tuán)的戰(zhàn)略方向,根據(jù)戰(zhàn)略方向,對(duì)其中新的戰(zhàn)略發(fā)展重點(diǎn)(代建開發(fā))進(jìn)行實(shí)施分析。并在此基礎(chǔ)上,對(duì)昆侖集團(tuán)的職能和公司戰(zhàn)略進(jìn)行配套的建設(shè),以對(duì)戰(zhàn)略實(shí)施形成支撐。也希望能通過(guò)對(duì)本公司的代建開發(fā)模式的分析和總結(jié),對(duì)其它中小型房產(chǎn)公司的發(fā)展提供一定的借鑒。
[Abstract]:At present, high housing prices have become a hot topic, and the regulation of the real estate industry has become the main work content of previous governments, but the indisputable fact is that house prices have been higher and higher, and have hardly seen the possibility of falling. The general public has come to accept, or have passively accepted, the fact that house prices cannot fall, in line with the government's goal (but it seems unclear whether they can be achieved quickly)-to control the rate at which prices rise. At least keep pace with GDP. Whatever the reasons for the formation of high house prices, there is no doubt that their harm to society is beyond doubt. Whether it is social stability or economic development, the most direct consequence is that young people are tired by housing prices and cannot pursue higher prices; the process of urbanization is slow. Housing prices prevent outsiders from working in cities, and even family feelings lead to apathy due to house prices to some extent. So we can foresee the government's determination to control the rise in house prices and the potential for tougher and more comprehensive measures. The current development trend of the real estate industry is the rapid increase of industry concentration, industry profits decline year by year, and for small and medium-sized enterprises, financing channels are single, financing costs remain high. These above must have a clear understanding of Kunlun Real Estate Group, which is in the middle scale of the industry. In fact, the company has also begun to adjust its development direction to the certain obstacles that have been created in the current development. The clear strategy can ensure that the enterprise moves in the right direction, and will put forward more specific requirements for the company's management measures. Zhejiang Kunlun Real Estate Group was founded in 1993, with real estate development level qualification, after more than 10 years of development, has become one of Hangzhou's top ten city operators. By taking part in promoting the healthy development of urban construction and humanized progress, everyone can participate in the rapid development of urban construction. At present, Group in Hangzhou, Tianjin, Anhui, Guizhou, Shandong, Nanjing, Danyang, Wenzhou, Huzhou, Shaoxing and other more than 10 cities, in the country will have more than 20 projects. This article will rely on the strategic analysis tool, through the Kunlun group external environment analysis, and the Kunlun own resources ability analysis, forms the enterprise SWOT analysis, and on this basis carries on the choice to the company optional strategy, To determine the strategic direction of Kunlun Group, according to the strategic direction, the implementation of the new strategic development focus (construction and development). On this basis, the function and company strategy of Kunlun Group are constructed in order to support the implementation of the strategy. We also hope to provide some reference for the development of other small and medium-sized real estate companies through the analysis and summary of the agency development model of our company.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F299.233.4

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王衛(wèi)平;陳榮耀;;企業(yè)戰(zhàn)略管理模式基點(diǎn)的遷移及其拓展思考[J];現(xiàn)代管理科學(xué);2006年04期

2 李桂萍;;論全球化時(shí)代企業(yè)戰(zhàn)略管理模式的革新[J];內(nèi)蒙古科技與經(jīng)濟(jì);2006年12期

3 趙景陽(yáng);劉清志;郭艷紅;;四維戰(zhàn)略管理模式研究[J];泰山學(xué)院學(xué)報(bào);2008年02期

4 張琦;;基于顧客需求的戰(zhàn)略管理模式[J];管理觀察;2008年11期

5 譚德明;張彩平;;基于核心競(jìng)爭(zhēng)力的企業(yè)戰(zhàn)略管理模式構(gòu)建研究[J];未來(lái)與發(fā)展;2009年04期

6 蘇紅敏;;平衡計(jì)分卡導(dǎo)向戰(zhàn)略管理模式[J];經(jīng)濟(jì)研究導(dǎo)刊;2010年08期

7 林輝;;延伸與聯(lián)想:走出戰(zhàn)略誤區(qū)[J];東方企業(yè)文化;2011年03期

8 胡玉鳳;楊功平;;基于中小企業(yè)視角“5+1”維戰(zhàn)略管理模式的探討[J];經(jīng)營(yíng)管理者;2013年16期

9 邵翔,瞿恒銳;平衡計(jì)分卡與銀行戰(zhàn)略管理模式的創(chuàng)新[J];金融論壇;2002年01期

10 管益忻;以核心能力為主線 打造新型戰(zhàn)略管理模式[J];哈爾濱工業(yè)大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2002年01期

相關(guān)會(huì)議論文 前1條

1 曹天景;;明確企業(yè)遠(yuǎn)景目標(biāo) 制定企業(yè)發(fā)展戰(zhàn)略 確定企業(yè)戰(zhàn)略管理模式[A];二○○三年測(cè)繪經(jīng)濟(jì)與管理專業(yè)委員會(huì)學(xué)術(shù)論文集[C];2003年

相關(guān)重要報(bào)紙文章 前5條

1 蔡仁照;創(chuàng)新戰(zhàn)略管理模式[N];解放軍報(bào);2009年

2 陳偉　宋瑞梅;兗礦集團(tuán)戰(zhàn)略管理模式成典范[N];中國(guó)礦業(yè)報(bào);2011年

3 未鳴;選擇合適的戰(zhàn)略管理模式[N];中國(guó)企業(yè)報(bào);2003年

4 杜爽;平衡計(jì)分卡 推行不利的“常見病”診斷[N];中國(guó)經(jīng)營(yíng)報(bào);2003年

5 ;推進(jìn)管控銜接實(shí)現(xiàn)系統(tǒng)綜合集成[N];中國(guó)電子報(bào);2009年

相關(guān)博士學(xué)位論文 前1條

1 張鐵男;基于進(jìn)化理論的適應(yīng)性企業(yè)戰(zhàn)略研究[D];哈爾濱工程大學(xué);2005年

，

本文編號(hào)：1962203