XC房地產公司發(fā)展戰(zhàn)略研究
發(fā)布時間：2018-10-14 13:42
【摘要】：我國住房制度改革之后,房地產行業(yè)發(fā)展速度迅猛,伴隨著不斷市場化的腳步,已然發(fā)展成為中國經濟支柱產業(yè)之一。與其他許多行業(yè)一樣,房地產行業(yè)中,中小企業(yè)占比八成以上,這些中小房企為房地產市場健康發(fā)展和國民經濟發(fā)展貢獻巨大。然而,中小房企在資金土地和人才管理等方面,都處于劣勢。目前,中小房企面臨著巨大生存挑戰(zhàn)。一方面,國家經濟下行、宏觀調控政策緊縮,另一方面,房地產行業(yè)自身尚待完善、正在調整,這都讓中小房企面臨生存發(fā)展威脅。 如何應對挑戰(zhàn),發(fā)展戰(zhàn)略無疑是首要解決的問題。本文在企業(yè)戰(zhàn)略管理理論指導下,以XC房地產公司為研究對象,首先分析企業(yè)所處的外部環(huán)境和行業(yè)競爭態(tài)勢,運用外部因素評價矩陣分析出企業(yè)外部環(huán)境的威脅和機遇；其次對企業(yè)內部資源和企業(yè)所擁有的各項能力逐一分辨,運用內部因素評價矩陣分析出企業(yè)內部優(yōu)勢和存在的劣勢；然后運用SWOT矩陣把企業(yè)內外部環(huán)境進行匹配,得出一系列可行性備選方案；最后本文運用定量戰(zhàn)略計劃矩陣對可行性戰(zhàn)略進行決策,得出最適合XC地產公司發(fā)展目標的企業(yè)戰(zhàn)略。XC企業(yè)根據得出的公司戰(zhàn)略制定企業(yè)定位和發(fā)展得目標,從而確定企業(yè)競爭戰(zhàn)略。并提出保證戰(zhàn)略目標順利實施的一系列措施。 本文通過對XC房地產公司發(fā)展戰(zhàn)略的研究,旨在以XC為例,提出在當前嚴峻的市場環(huán)境下,中小房地產公司發(fā)展的新方向、新思路,給數量廣大的中小房地產企業(yè)的發(fā)展戰(zhàn)略起到借鑒作用。
[Abstract]:After the reform of housing system in China, the real estate industry has developed rapidly and has become one of the pillar industries of Chinese economy. Like many other industries, small and medium-sized enterprises account for more than 80% of the real estate industry. These small and medium-sized housing enterprises contribute greatly to the healthy development of the real estate market and the development of the national economy. However, small and medium-sized housing enterprises in the capital, land and talent management, are at a disadvantage. At present, small and medium-sized housing enterprises are facing enormous survival challenges. On the one hand, the national economic downturn, macro-control policy tightening, on the other hand, the real estate industry itself needs to be improved, is adjusting, which makes small and medium-sized housing enterprises are facing survival and development threats. How to deal with the challenge, development strategy is undoubtedly the first to solve the problem. Under the guidance of the enterprise strategic management theory, this paper takes XC real estate company as the research object, firstly analyzes the external environment and the competition situation of the enterprise, and analyzes the threat and opportunity of the enterprise external environment by using the external factor evaluation matrix. Secondly, the internal resources and the capabilities of the enterprise are distinguished one by one, and the internal advantages and disadvantages of the enterprise are analyzed by using the internal factor evaluation matrix, and then the internal and external environment of the enterprise is matched by the SWOT matrix. Finally, the quantitative strategic planning matrix is used to make a decision on the feasibility strategy. The enterprise strategy which is most suitable for the development goal of XC real estate company is obtained. According to the company strategy, XC enterprise formulates the enterprise position and the development goal, thus determines the enterprise competition strategy. And put forward a series of measures to ensure the smooth implementation of strategic objectives. Through the research on the development strategy of XC real estate company, this paper, taking XC as an example, puts forward a new direction and new ideas for the development of small and medium-sized real estate companies under the severe market environment. To a large number of small and medium-sized real estate enterprises to play a reference role in the development strategy.
【學位授予單位】：大連理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.4;F272
本文編號：2270642
[Abstract]:After the reform of housing system in China, the real estate industry has developed rapidly and has become one of the pillar industries of Chinese economy. Like many other industries, small and medium-sized enterprises account for more than 80% of the real estate industry. These small and medium-sized housing enterprises contribute greatly to the healthy development of the real estate market and the development of the national economy. However, small and medium-sized housing enterprises in the capital, land and talent management, are at a disadvantage. At present, small and medium-sized housing enterprises are facing enormous survival challenges. On the one hand, the national economic downturn, macro-control policy tightening, on the other hand, the real estate industry itself needs to be improved, is adjusting, which makes small and medium-sized housing enterprises are facing survival and development threats. How to deal with the challenge, development strategy is undoubtedly the first to solve the problem. Under the guidance of the enterprise strategic management theory, this paper takes XC real estate company as the research object, firstly analyzes the external environment and the competition situation of the enterprise, and analyzes the threat and opportunity of the enterprise external environment by using the external factor evaluation matrix. Secondly, the internal resources and the capabilities of the enterprise are distinguished one by one, and the internal advantages and disadvantages of the enterprise are analyzed by using the internal factor evaluation matrix, and then the internal and external environment of the enterprise is matched by the SWOT matrix. Finally, the quantitative strategic planning matrix is used to make a decision on the feasibility strategy. The enterprise strategy which is most suitable for the development goal of XC real estate company is obtained. According to the company strategy, XC enterprise formulates the enterprise position and the development goal, thus determines the enterprise competition strategy. And put forward a series of measures to ensure the smooth implementation of strategic objectives. Through the research on the development strategy of XC real estate company, this paper, taking XC as an example, puts forward a new direction and new ideas for the development of small and medium-sized real estate companies under the severe market environment. To a large number of small and medium-sized real estate enterprises to play a reference role in the development strategy.
【學位授予單位】：大連理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F299.233.4;F272
【參考文獻】
相關期刊論文 前9條
1 生宗陽;;淺議房地產財務管理中的問題與建議[J];財經界(學術版);2014年03期
2 徐建中;王莉靜;;基于博弈論的房地產企業(yè)實施綠色管理動力分析[J];華東經濟管理;2009年03期
3 袁慧秀;陸勇;苗建軍;;中小型房地產企業(yè)發(fā)展方向的戰(zhàn)略研究——以南京中小型房地產企業(yè)為例[J];景德鎮(zhèn)高專學報;2010年01期
4 江朝;;房地產企業(yè)品牌管理戰(zhàn)略研究[J];中國商界(上半月);2010年11期
5 華建革;;基于模糊層次分析法的建筑企業(yè)開發(fā)房地產戰(zhàn)略風險度量[J];江蘇建筑;2009年01期
6 周英;;當前中小房地產企業(yè)面臨的形勢和成本控制措施[J];內蒙古科技與經濟;2013年12期
7 張雪平;吳應宇;;波特戰(zhàn)略管理思想的演進及啟示[J];江蘇社會科學;2014年02期
8 王海燕;張所地;;金融危機背景下房地產企業(yè)競爭戰(zhàn)略研究[J];中國市場;2009年44期
9 徐瑩瑩;孫雅靜;;吉林省房地產業(yè)與地區(qū)經濟關系的研究[J];統(tǒng)計與咨詢;2011年05期
，本文編號：2270642
本文鏈接：http://www.sikaile.net/jingjilunwen/fangdichanjingjilunwen/2270642.html
教材專著
