本文選題：房地產開發(fā)經營企業(yè) + 項目群構建�。� 參考：《長安大學》2013年碩士論文

【摘要】：自從20世紀90年代，我國房地產行業(yè)取得了飛速的發(fā)展，已成為國家重要的支持產業(yè)之一，在國民經濟中占有重要的地位和作用。但隨著房地產行業(yè)的快速發(fā)展，供需結構不合理、區(qū)域發(fā)展不均、產品定價過高等問題逐漸暴露出來。為此，國家先后出臺了一系列深化和細化房地產市場調控的政策，對市場需求和房地產開發(fā)經營企業(yè)進行管控。為在調控環(huán)境下求得生存與發(fā)展，房地產開發(fā)經營企業(yè)必須改變經營管理模式，提高其市場競爭力。 目前，我國房地產開發(fā)經營企業(yè)采取的開發(fā)模式主要有兩種：機會導向下的差異化開發(fā)與戰(zhàn)略導向下的標準化開發(fā)。在機會導向下的差異化開發(fā)模式中，各個項目的規(guī)模、產品類型與產品檔次等都有很大差異，企業(yè)將很有可能會面臨很多新的問題，這將會使企業(yè)的成本增加，效率降低；但是，在戰(zhàn)略導向下的標準化開發(fā)模式中，連鎖復制的開發(fā)方式可以從根源上節(jié)約項目的成本和管理費用。它已成為房地產開發(fā)企業(yè)在當前市場狀況下做大做強的必由之路。然而，在戰(zhàn)略導向下的標準化開發(fā)模式中，子項目由于使用相同或類似的資源，存在著相互競爭的關系，同時，子項目之間又存在著收益相關性，這樣勢必會影響到企業(yè)發(fā)展戰(zhàn)略目標的實現(xiàn)。因此，如何合理構建項目群以及項目群中資源如何優(yōu)化配置是房地產開發(fā)經營企業(yè)向戰(zhàn)略導向下的標準化開發(fā)模式轉換的過程中所面臨的迫切問題，亟待得到有效解決。 本文從我國房地產開發(fā)經營企業(yè)的角度出發(fā)，對項目群構建及資源優(yōu)化配置問題進行研究。對于項目群構建問題，，首先根據《建設項目經濟評價方法與參數(shù)（第三版）》的規(guī)定和灰色關聯(lián)度的方法，從子項目可行性和對企業(yè)發(fā)展戰(zhàn)略支持度兩個維度進行分析，選取了若干個子項目，再根據子項目間的相關性，運用聚類分析的方法將其劃分為若干個項目群；對于項目群中資源優(yōu)化配置問題，通過對房地產開發(fā)經營企業(yè)的開發(fā)流程和現(xiàn)金流進行分析，建立了房地產開發(fā)經營企業(yè)項目群資源優(yōu)化配置的模型，隨后運用運籌學數(shù)學規(guī)劃的方法對該問題進行了優(yōu)化；最后將提出的方法應用到一個實際案例中進行檢驗，有效解決了房地產開發(fā)經營企業(yè)面對的問題。
[Abstract]:Since the 1990s, China's real estate industry has made rapid development, has become one of the important national support industries, occupies an important position and role in the national economy. However, with the rapid development of real estate industry, such problems as unreasonable structure of supply and demand, uneven regional development and excessive pricing of products are gradually exposed. Therefore, the state has issued a series of policies to deepen and refine the regulation of the real estate market, and to control the market demand and the real estate development and management enterprises. In order to survive and develop under the environment of regulation and control, real estate development and management enterprises must change their management mode and improve their market competitiveness. At present, there are two kinds of development models adopted by real estate development and management enterprises in our country: differentiated development under opportunity and standardized development under strategic guidance. In the opportunity-oriented differentiated development model, the scale of each project, product type and product grade are very different, the enterprise will probably face many new problems, which will increase the cost and reduce the efficiency of the enterprise; However, in the standardized development mode under the strategic direction, the development mode of chain replication can save the cost and management cost of the project from the root. It has become the only way for real estate development enterprises to become bigger and stronger under the current market conditions. However, in the standardized development model under the guidance of strategy, there is a competitive relationship between sub-projects because of the use of the same or similar resources, and at the same time, there is a profit correlation among sub-projects. This will inevitably affect the realization of the strategic objectives of enterprise development. Therefore, how to construct the project group reasonably and how to optimize the allocation of the resources in the project group are the urgent problems faced by the real estate development and management enterprises in the process of transforming to the standardized development mode under the strategic guidance, which needs to be solved effectively. From the point of view of the real estate development and management enterprises in China, this paper studies the construction of project groups and the optimal allocation of resources. For the construction of project group, firstly, according to the stipulation of the method and parameter of economic evaluation of construction project (3rd edition) and the method of grey correlation degree, the paper analyzes the feasibility of sub-project and the supporting degree of enterprise development strategy from two dimensions: the feasibility of sub-project and the degree of strategic support for enterprise development. Several sub-items are selected, and then the cluster analysis is used to divide them into several project groups according to the correlation between the sub-items, and the optimal allocation of resources in the project cluster is discussed. Based on the analysis of the development process and cash flow of the real estate development and management enterprises, this paper establishes the model of the optimal allocation of the resources of the real estate development and management enterprises, and then optimizes the problem by using the mathematical programming method of operational research. Finally, the proposed method is applied to a practical case to test, which effectively solves the problems faced by real estate development and management enterprises.
【學位授予單位】：長安大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F299.23

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本文編號：2079682