本文關(guān)鍵詞： 房地產(chǎn) 戰(zhàn)略管理 產(chǎn)業(yè)機(jī)構(gòu)分析 PEST分析　出處：《湖南農(nóng)業(yè)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：伴隨著我國經(jīng)濟(jì)的飛速振興,房地產(chǎn)行業(yè)也迎來了前所未有的新局面。在我國特有的社會(huì)環(huán)境下,各種制度的逐步成熟,特別是我國的原有的分配式住房模式的變革,猶如一只強(qiáng)心劑為房地產(chǎn)業(yè)注入了更多的活力。深圳S房地產(chǎn)開發(fā)公司作為擁有房地產(chǎn)開發(fā)三級資質(zhì)的私營企業(yè),其前身是施工建筑起家,2010年才涉足深圳房地產(chǎn)開發(fā)市場,該公司的產(chǎn)業(yè)基礎(chǔ)薄弱、組織架構(gòu)不完善、管理模式單一、融資渠道狹窄、品牌尚未形成、創(chuàng)新意識(shí)不足等問題都成為制約企業(yè)發(fā)展的瓶頸.面對激烈的市場競爭環(huán)境,作為深圳市剛剛起步中小企業(yè)的深圳S房地產(chǎn)開發(fā)公司,應(yīng)當(dāng)如何在當(dāng)前的環(huán)境下重新定位,制定企業(yè)的發(fā)展戰(zhàn)略,以適應(yīng)市場發(fā)展的客觀需要。如何根據(jù)自身優(yōu)勢,揚(yáng)長避短,降低生產(chǎn)經(jīng)營成本,樹立品牌,為企業(yè)的可持續(xù)發(fā)展奠定基礎(chǔ),已經(jīng)成為當(dāng)務(wù)之急。 本文在運(yùn)用了相關(guān)理論知識(shí)的基礎(chǔ)上,以對深圳市S房地產(chǎn)企業(yè)所處的內(nèi)、外部環(huán)境以及產(chǎn)業(yè)環(huán)境進(jìn)行分析,有針對性的總結(jié)出符合深圳市S房地產(chǎn)企業(yè)長期發(fā)展的戰(zhàn)略目標(biāo),以確保在多變的市場環(huán)境中能有持續(xù)發(fā)展的能力。同時(shí)也可為其它的房地產(chǎn)企業(yè)在發(fā)展的道路上提供一定得參考價(jià)值和借鑒作用。綜合以上環(huán)境分析,并結(jié)合深圳市S房地產(chǎn)企業(yè)自身實(shí)力,確定S房地產(chǎn)企業(yè)應(yīng)實(shí)施一體化經(jīng)營發(fā)展的戰(zhàn)略模式,立足于房地產(chǎn)、建筑二大產(chǎn)業(yè),以住宅房屋經(jīng)營為核心,形成縱向一體化；房地產(chǎn)綜合業(yè)務(wù)、建筑承包業(yè)務(wù)、其它持續(xù)經(jīng)營業(yè)務(wù)橫向一體化發(fā)展模式。
[Abstract]:With the rapid economic revitalization of our country, the real estate industry has also ushered in an unprecedented new situation. Under the unique social environment of our country, various systems have gradually matured, especially the transformation of the original distributive housing model in our country. Shenzhen S Real Estate Development Company, as a private enterprise with third-class qualifications for real estate development, started from construction and construction, and only set foot in the Shenzhen real estate market in 2010. Such problems as weak industrial foundation, imperfect organizational structure, single management mode, narrow financing channel, unformed brand and insufficient innovation consciousness have all become the bottleneck of the development of enterprises. As a small and medium-sized enterprise in Shenzhen, Shenzhen S Real Estate Development Company should reposition itself in the current environment and formulate the development strategy of the enterprise in order to meet the objective needs of market development. Therefore, it is urgent to reduce production cost, establish brand and lay the foundation for sustainable development of enterprises. Based on the relevant theoretical knowledge, this paper analyzes the internal, external and industrial environment of S real estate enterprises in Shenzhen. The strategic goal of long-term development of S real estate enterprises in Shenzhen was summed up. In order to ensure the ability of sustainable development in the changeable market environment. At the same time, it can also provide some reference value and reference for other real estate enterprises on the road of development. Combining with the strength of S real estate enterprise in Shenzhen City, it is determined that S real estate enterprise should implement the strategic mode of integrated management and development, which is based on the two industries of real estate and construction, and takes housing management as the core to form vertical integration. Real estate comprehensive business, construction contracting business, other continuous business horizontal integration development model.
【學(xué)位授予單位】：湖南農(nóng)業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F272

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