万达集团跨界转型研究

发布时间：2018-08-18 15:09

【摘要】：自改革开放以来,我国的综合国力不断提升,经济发展迅速,城市化进程加快。由于市场本身的盲目性、自发性和滞后性,房地产业在逐渐成为国民经济的支柱产业的同时,过快的增速也导致房地产泡沫较大,给人民的生产生活和国家实体经济带来了极大的不利,政府多次出台各种政策抑制房价过快上涨。由于2008年美国次贷危机的波及,我国整体经济形势不容乐观。经过多年发展的房地产市场也逐渐趋于饱和状态,在三四线城市存在严重的去库存压力。种种因素导致近年来房地产市场不景气,面对整体环境的持续走低和资金压力,许多房地产商都将企业转型提上议事日程。成立于1988年的万达集团作为众多房地产企业中的佼佼者,在房地产业不景气的大环境下主动进行转型,力求摆脱地产企业的名号,目前已经形成了以商业、文化、网络科技、金融四大产业为主的集团公司。如今,万达已不仅仅是中国商业地产的老大,同时也坐上了中国文化企业的头把交椅,可见其转型取得了一定的成效。本文第一章分析了万达集团转型模式的整体环境和背景,阐述研究的目的和意义,对国内外对于转型模式和万达集团的相关研究现状进行综述和评价,介绍了本文用到的文献综述法和案例分析法等研究方法,并对本文的内容结构做了介绍。第二章分别用了产业生命周期理论、供求关系理论和企业发展战略转换理论来解释万达集团转型模式的必要性,并对万达集团做了简要介绍,用PEST分析法分析了其转型模式的外部环境因素和内部动力因素,其外部环境的变化主要从政治、经济、社会文化和科技角度来分析,内部动力的变化主要从财务压力和战略目标的角度来分析。第三章作为主体部分,主要从万达集团在商业形态、产业布局和运营模式这三方面的转型着手,结合其转型方式和路径以及目前所取得的成效进行分析。在商业形态上,主要对其从单体模式到多体组合模式,再到商业综合体模式,最后到现在的文化产业城模式的发展路径进行分析,肯定了其在商业形态上的改进;在产业布局方面主要分析其在文化地产、旅游市场和影视产业的布局以及其所取得的成绩;在运营模式上分析了万达集团从重资产模式到轻资产模式的转变。第四章针对万达集团转型模式,指出其转型过程中存在产业周期大、财务压力大、竞争压力大以及管理风险大等问题,并针对这些问题提出了增强核心竞争力、稳健资金来源、精细管理方式和加强人才培养等建议。第五章通过理论联系实际,具体分析万达集团在南昌的发展,分析其不同时期不同阶段所采用的模式和取得的成果,并总结其发展经验,见微知著,为万达集团在其他地区的发展提供模板和借鉴。第六章根据论文分析得出结论,认为企业应该在外部环境和内部因素的变化下,积极主动的调整战略寻求转型,以适应变化了的环境。万达集团的转型模式紧跟时代的发展,迎合了政府战略的发展方向,可以享受到众多政策的照顾,从而促进企业发展。在转型过程中万达也会面临各种风险,需要从培养核心竞争力、稳健资金来源、精细管理模式和培养人才等方面来规避风险。希望通过对万达集团转型模式的研究,能为整个房地产企业转型升级、促进房地产业的健康发展及为政府制定相应的调控政策及企业自身的发展提供借鉴,最后也指出了本文的不足与局限。
[Abstract]:Since the reform and opening up, China's comprehensive national strength has been constantly improved, economic development has been rapid, and the process of urbanization has been accelerated. Because of the blindness, spontaneity and lag of the market itself, the real estate industry has gradually become the pillar industry of the national economy, while the rapid growth has also led to a large real estate bubble, giving people's production and life and national entity. The economy has brought great disadvantage, and the government has issued various policies to curb the excessive rise of house prices. The overall economic situation in China is not optimistic due to the impact of the 2008 U.S. subprime mortgage crisis. In the past few years, the real estate market has been depressed. Faced with the continuous decline of the overall environment and financial pressure, many real estate companies have put enterprise transformation on the agenda. Nowadays, Wanda is not only the largest commercial real estate company in China, but also the top cultural enterprise in China. This shows that its transformation has achieved certain results. The first chapter of this paper analyzes the whole transformation mode of Wanda Group. The purpose and significance of the study are expounded. The research status of the transition model and Wanda Group at home and abroad are reviewed and evaluated. The literature review and case analysis methods used in this paper are introduced. The content and structure of this paper are also introduced. The theory of supply and demand relation and the theory of enterprise development strategy transformation explain the necessity of Wanda Group's transformation mode, and make a brief introduction to Wanda Group, and use PEST analysis method to analyze the external environmental factors and internal dynamic factors of its transformation mode, the changes of its external environment mainly from the political, economic, social and cultural and scientific and technological perspectives. Chapter 3, as the main part, mainly starts from the transformation of Wanda Group in the three aspects of commercial form, industrial layout and operation mode, and analyzes the transformation mode and path as well as the current achievements. From the single mode to the multi-body combination mode, then to the commercial complex mode, finally to the present cultural industry city mode development path analysis, affirmed its improvement in the commercial form; in the industrial layout mainly analyzes its cultural property, tourism market and film and television industry layout and its achievements; In the fourth chapter, according to the transformation mode of Wanda Group, it points out that there are many problems in the transformation process of Wanda Group, such as big industry cycle, big financial pressure, big competition pressure and big management risk, and puts forward some suggestions to strengthen the core competitiveness and stabilize capital. The fifth chapter analyzes the development of Wanda Group in Nanchang through combining theory with practice, analyzes the mode and achievements adopted in different periods and different stages, and summarizes its development experience, which provides a model and reference for the development of Wanda Group in other regions. Chapter Six draws a conclusion according to the analysis of the thesis that the enterprise should actively adjust its strategy to adapt to the changing environment under the change of external environment and internal factors. Wanda will also face various risks in the process of transformation. We need to avoid risks from the aspects of cultivating core competitiveness, stable sources of funds, fine management mode and personnel training. We hope that through the study of Wanda Group's transformation mode, we can upgrade the entire real estate enterprise and promote the healthy development of the real estate industry. Finally, it points out the shortcomings and limitations of this paper.
【学位授予单位】：江西财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F299.233.4

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