本文選題：房地產(chǎn)行業(yè) + 營(yíng)銷��； 參考：《長(zhǎng)春理工大學(xué)》2013年碩士論文

【摘要】：房地產(chǎn)業(yè)作為國(guó)民經(jīng)濟(jì)的基本承載體,從1978年到現(xiàn)在大致經(jīng)歷了理論突破與試點(diǎn)階段、非理性炒作與調(diào)整階段、相對(duì)穩(wěn)定協(xié)調(diào)發(fā)展階段及價(jià)格持續(xù)上揚(yáng)、多項(xiàng)措施上臺(tái)的整合階段。隨著2010年歷史上最嚴(yán)厲的房地產(chǎn)宏觀調(diào)控政策上臺(tái)以來,房地產(chǎn)市場(chǎng)受到了較大的沖擊,這也意味著將來市場(chǎng)對(duì)房地產(chǎn)企業(yè)的要求將會(huì)更高。在如此嚴(yán)峻的經(jīng)濟(jì)政治環(huán)境下,如何強(qiáng)化企業(yè)核心競(jìng)爭(zhēng)力,提升自身競(jìng)爭(zhēng)優(yōu)勢(shì),成為了房地產(chǎn)企業(yè)的不得不認(rèn)真思考的重要問題。 本文針對(duì)國(guó)內(nèi)多變的房地產(chǎn)市場(chǎng)環(huán)境以及不穩(wěn)定的世界經(jīng)濟(jì)狀況,思考房地產(chǎn)企業(yè)強(qiáng)化核心競(jìng)爭(zhēng)力,打造高績(jī)效營(yíng)銷團(tuán)隊(duì)的方法和要點(diǎn)。 首先從企業(yè)案例出發(fā),研究了房產(chǎn)行業(yè)的行業(yè)狀況及A地產(chǎn)公司面臨的戰(zhàn)略發(fā)展方向；其次分析了市場(chǎng)營(yíng)銷、房地產(chǎn)營(yíng)銷以及營(yíng)銷團(tuán)隊(duì)的作用；最后針對(duì)A地產(chǎn)公司的組織情況與營(yíng)銷團(tuán)隊(duì)管理現(xiàn)狀,提出了建設(shè)高績(jī)效營(yíng)銷團(tuán)隊(duì)的方法,并強(qiáng)調(diào)了其中團(tuán)隊(duì)文化建設(shè)、績(jī)效管理以及有效激勵(lì)等方面。
[Abstract]:As the basic carrier of the national economy, the real estate industry has experienced theoretical breakthrough and pilot stage from 1978 to now, irrational speculation and adjustment stage, relatively stable and coordinated development stage and continuously rising prices. A number of measures on the stage of integration. With the advent of the toughest real estate macro-control policy in the history of 2010, the real estate market has been greatly impacted, which means that the market will have higher requirements for real estate enterprises in the future. In such a severe economic and political environment, how to strengthen the core competitiveness of enterprises and enhance their own competitive advantage has become an important issue that must be seriously considered by real estate enterprises. According to the changing domestic real estate market environment and the unstable world economic situation, this paper discusses the methods and key points for real estate enterprises to strengthen their core competitiveness and build a high performance marketing team. First of all, the paper studies the situation of real estate industry and the strategic development direction faced by A real estate company, and then analyzes the role of marketing, real estate marketing and marketing team. Finally, according to the organization of A real estate company and the current situation of marketing team management, this paper puts forward the method of building high performance marketing team, and emphasizes the construction of team culture, performance management and effective incentive.
【學(xué)位授予單位】：長(zhǎng)春理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F299.233.4

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