本文選題：房地產(chǎn)　切入點(diǎn)：標(biāo)準(zhǔn)化　出處：《華南理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：我國(guó)的房地產(chǎn)行業(yè)在近10年突飛猛進(jìn)，部分品牌大開發(fā)商已進(jìn)入千億行列。但是隨著國(guó)家調(diào)控政策的不斷出臺(tái)和土地出讓成本的不斷上升，房地產(chǎn)市場(chǎng)越來越難以進(jìn)入，很多的中小企業(yè)面臨著生存危機(jī)。隨著規(guī)�；募觿。髽I(yè)的融資與管理都面臨著越來越多的困難。企業(yè)要想利用不算充足的自由資金和人力資源達(dá)到高速擴(kuò)張的目的，就應(yīng)該規(guī)范房地產(chǎn)管理，以更高的效率來利用和管理資金與人力資源。 房地產(chǎn)企業(yè)管理的標(biāo)準(zhǔn)化，首先是產(chǎn)品的標(biāo)準(zhǔn)化。標(biāo)準(zhǔn)化產(chǎn)品是經(jīng)市場(chǎng)檢驗(yàn)的具有通用性和延展性的成熟產(chǎn)品，，能夠?qū)崿F(xiàn)項(xiàng)目的快速?gòu)?fù)制。國(guó)內(nèi)一線品牌的房地產(chǎn)企業(yè)依據(jù)其企業(yè)戰(zhàn)略，對(duì)客戶和土地資源進(jìn)行細(xì)分，根據(jù)其多年開發(fā)沉淀下來的多種產(chǎn)品，確定適應(yīng)市場(chǎng)需求和企業(yè)戰(zhàn)略的一系列標(biāo)準(zhǔn)化產(chǎn)品線，并建立了支撐標(biāo)準(zhǔn)化產(chǎn)品線的各種數(shù)據(jù)庫。 房地產(chǎn)企業(yè)規(guī)模化之后，各種合同、采購(gòu)清單繁多。為滿足快速發(fā)展的需要，房地產(chǎn)企業(yè)的成本管理也須實(shí)行標(biāo)準(zhǔn)化管理，建立各種成本數(shù)據(jù)庫。成本管理標(biāo)準(zhǔn)化包括了合約管理標(biāo)準(zhǔn)化、合同版本標(biāo)準(zhǔn)化、采購(gòu)清單標(biāo)準(zhǔn)化等幾個(gè)模塊。 房地產(chǎn)企業(yè)的設(shè)計(jì)產(chǎn)品標(biāo)準(zhǔn)化，為工業(yè)化、標(biāo)準(zhǔn)化施工提供了有力的保障。本文從結(jié)構(gòu)施工的標(biāo)準(zhǔn)化和精裝修的標(biāo)準(zhǔn)化兩方面闡述了施工的標(biāo)準(zhǔn)化管理。由于人口紅利的消失，建筑人工成本不斷攀升，建筑行業(yè)需要逐步從全現(xiàn)場(chǎng)手工的施工模式轉(zhuǎn)變?yōu)楣S生產(chǎn)、現(xiàn)場(chǎng)拼裝的施工模式。 本論文分析了規(guī)�；笮头康禺a(chǎn)企業(yè)在產(chǎn)品設(shè)計(jì)、成本和施工的標(biāo)準(zhǔn)化做法，對(duì)中小規(guī)模的房地產(chǎn)企業(yè)也有一定的參考價(jià)值。
[Abstract]:The real estate industry of our country has been advancing by leaps and bounds in the past 10 years, and some of the big brand developers have entered the hundred billion ranks. However, with the continuous introduction of national regulation and control policies and the rising cost of land sale, the real estate market is becoming more and more difficult to enter. Many small and medium-sized enterprises are facing survival crisis. With the aggravation of scale, enterprises are facing more and more difficulties in financing and management. Enterprises want to use insufficient free capital and human resources to achieve the purpose of rapid expansion. Should standardize the real estate management, with higher efficiency to use and manage funds and human resources. The standardization of the management of real estate enterprises, first of all, is the standardization of products. Standardized products are mature products with generality and extensibility that have been tested by the market. According to its corporate strategy, the real estate enterprises of domestic first-line brands subdivide their customers and land resources, and develop and precipitate a variety of products according to their years of development. A series of standardised product lines adapted to market demand and enterprise strategy are determined, and various databases supporting standardized product lines are established. In order to meet the needs of rapid development, the cost management of real estate enterprises must also be standardized. Cost management standardization includes contract management standardization, contract version standardization, purchase list standardization and so on. The design products of real estate enterprises are standardized for industrialization, Standardization construction provides a powerful guarantee. This paper expounds the standardization management of construction from two aspects: standardization of structure construction and standardization of fine decoration. Because of the disappearance of population dividend, the cost of building labor is rising continuously. The construction industry needs to change from the manual construction mode to the construction mode of factory production and site assembly. This paper analyzes the standardization of product design, cost and construction in large-scale real estate enterprises, which has some reference value for small and medium-sized real estate enterprises.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F299.23;TU71

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