本文選題：房地產(chǎn)流通 + 發(fā)展戰(zhàn)略　； 參考：《復旦大學》2009年碩士論文

【摘要】： 金豐易居是上海房地產(chǎn)流通行業(yè)中的一個知名品牌,上海金豐投資股份有限公司是該品牌的實際控制人。金豐易居曾以先進的理念、規(guī)范的運作、專業(yè)的服務獲得了上海房地產(chǎn)流通市場的一致好評。最近幾年來,隨著國家對房地產(chǎn)支柱產(chǎn)業(yè)的確認以及房地產(chǎn)市場的蓬勃發(fā)展,公司既獲得了許多發(fā)展機遇,也面臨著房地產(chǎn)業(yè)日趨激烈的競爭危機,特別是上海本地房地產(chǎn)市場日趨飽和的現(xiàn)實。金豐投資也嘗試著多元化經(jīng)營,現(xiàn)行的戰(zhàn)略“重開發(fā)輕流通”,雖利潤無憂但金豐易居這個流通品牌的影響力日益減弱。本文將圍繞著是要開發(fā)還是要流通這個基本話題進行展開,如何面對復雜的外部環(huán)境和內(nèi)部條件制定一套揚長避短并且可持續(xù)發(fā)展的戰(zhàn)略是本文研究的重點。 本文在參考了國內(nèi)外大量相關文獻的基礎上,采用定量和定性相結(jié)合的方法,結(jié)合宏觀環(huán)境、行業(yè)特點、市場競爭和公司自身情況,綜合使用了國外成熟的戰(zhàn)略工具如EFE、IFE、SWOT、SPACE和QSPM等,提出了金豐投資應當以房地產(chǎn)流通作為主線并積極進行特許經(jīng)營業(yè)務拓展的未來發(fā)展戰(zhàn)略,給出了具體的10年戰(zhàn)略實施時間表,并且從人力、財務、營銷、運營等8個方面指出了具體帶有可操作性的實施措施:如明確人力資源應為戰(zhàn)略實施之抓手,開創(chuàng)性地提出了重建組織結(jié)構(gòu)、招聘多樣化員工以及讓輔助員工參與傭金分配的建議;通過EPS/EBIT分析,建議公司應采取全部普通股融資方式進行戰(zhàn)略實施資金儲備;在營銷管理方面,強調(diào)以中端個人客戶作為公司最重要的目標客戶群體并設計出一套行之有效的廣告方法;在運營管理方面又提出了特許經(jīng)營業(yè)務模式以幫助金豐投資盡快拓展流通業(yè)務。針對目前大部分同類參考文獻缺乏戰(zhàn)略評價的現(xiàn)狀,本文嘗試引入平衡記分卡進行了初步的戰(zhàn)略評價,保證了公司以流通業(yè)務作為發(fā)展主線的正確性。本文對于金豐投資迅速成為并保持中國最大的房地產(chǎn)流通企業(yè)具有重要的現(xiàn)實意義,同時對于上海乃至中國其他的房地產(chǎn)企業(yè)未來發(fā)展戰(zhàn)略的制定和實施也有一定的參考價值。
[Abstract]:Jin Feng Yi Ju is a well-known brand in Shanghai real estate circulation industry, Shanghai Jin Feng investment Limited by Share Ltd is the actual controller of the brand. Jin Feng Yi Ju has obtained the consistent good evaluation of the Shanghai real estate circulation market with advanced concept, standard operation and professional service. In recent years, with the national real estate pillar The recognition of the industry and the vigorous development of the real estate market have obtained many opportunities for development, as well as the increasingly fierce competition crisis in the real estate industry, especially the reality of the increasing saturation of the local real estate market in Shanghai. The influence of this circulation brand is weakening. This article will focus on the development or circulation of this basic topic. How to face the complex external environment and internal conditions to develop a set of strategies for developing and avoiding short and sustainable development is the key point of this paper.
On the basis of a large number of relevant documents at home and abroad, this paper combines the quantitative and qualitative methods, combined with the macro environment, industry characteristics, market competition and the company's own situation, and uses foreign mature strategic tools such as EFE, IFE, SWOT, SPACE and QSPM, and puts forward that the investment of Jin Feng should take the real estate circulation as the main line and Actively carry out the future development strategy of franchise business expansion, give specific 10 year strategic implementation timetable, and from the manpower, financial, marketing, operation and other 8 aspects of specific implementation measures: such as clear human resources should be the grasp of the strategic implementation, pioneering organization structure, recruitment more. Through EPS/EBIT analysis, we suggest that the company should take all the common stock financing methods to carry out the strategic implementation of the fund reserve. In the marketing management, it emphasizes that the individual customers of the middle end are the most important target customer groups and design a set of effective advertising methods. In the field of operation and management, the mode of franchise business is put forward to help the investment of Jin Feng to expand the circulation business as soon as possible. In view of the current situation that most similar references are lacking in strategic evaluation, this paper tries to introduce a balanced scorecard to carry out a preliminary strategic evaluation and ensure the company's correctness with circulation business as the main line of development. This article is of great practical significance to the rapid development of Jin Feng's investment and to maintain the largest real estate circulation enterprise in China. It also has some reference value for the development and implementation of the future development strategy of other real estate enterprises in Shanghai and in China.
【學位授予單位】：復旦大學
【學位級別】：碩士
【學位授予年份】：2009
【分類號】：F293.3

【參考文獻】

相關期刊論文 前10條

1 彭加亮;;解密酒店式公寓銷售方法——金豐易居代理銷售酒店式公寓運作模式[J];百年建筑;2003年10期

2 楊曦;;新浪聯(lián)袂易居中國——打造國內(nèi)最大房地產(chǎn)網(wǎng)絡媒體[J];城市住宅;2008年03期

3 張雷;;中天崩盤[J];房地產(chǎn)導刊;2008年01期

4 崔裴;;我國房地產(chǎn)經(jīng)紀企業(yè)擴張的行業(yè)背景與模式選擇[J];中國房地產(chǎn);2008年09期

5 ;地產(chǎn)代理企業(yè)進入“品牌時代”[J];滬港經(jīng)濟;2006年07期

6 劉志勇;;關于房地產(chǎn)企業(yè)戰(zhàn)略聯(lián)盟的運行機制研究[J];經(jīng)濟師;2008年12期

7 樊蘭;;網(wǎng)絡房產(chǎn)經(jīng)紀人[J];IT經(jīng)理世界;2008年21期

8 陳英存;;房地產(chǎn)經(jīng)紀業(yè)管理的港臺經(jīng)驗及其啟示[J];福建工程學院學報;2008年04期

9 沈玨;專心致志做好房產(chǎn)服務商——訪中原中國董事、華東區(qū)域總裁陸成先生[J];樓市;2004年17期

10 常黌星 ,葉s，

本文編號：1942472