青建地产差异化竞争战略研究

发布时间：2017-12-28 18:27

本文关键词：青建地产差异化竞争战略研究　出处：《中国海洋大学》2014年硕士论文　论文类型：学位论文

更多相关文章： 青建地产 差异化 竞争战略 房地产

【摘要】：进入新世纪以来,随着国家住房制度改革的推进和城市化进程的加快,我国的房地产业进入了快速发展期,各类房地产企业也如雨后春笋般涌现出来,房地产业也成为拉动国民经济发展的支柱性产业。但是,随着近几年来随着房地产价格的暴涨,中央和地方政府频频出台多项调控政策,比如在重点城市实施的限购、限贷限价政策,大力发展保障房政策,以及房产税政策,其目的均是抑制房地产行业的投资过热,压制房价的过快增长。面对复杂的市场形势,房地产企业要想获得生存发展机会,选择合适的竞争战略尤为重要。以青岛本土的房地产企业为例,选择的竞争战略模式主要分为低成本竞争战略、集中化竞争战略、差异化竞争战略三种。它们的区别在于：选择低成本竞争战略的企业一般为小型的房地产企业；选择集中化竞争战略的企业一般为集中人力、财力等各种资源,主打一种或一类房地产产品的企业；选择差异化竞争战略的企业,一般为实力较为雄厚的本土企业,比较注重品牌建设和长远发展。比较以上三种竞争战略,对于低成本竞争战略而言,作为一个企业来讲,节约成本是必要的,但是成本节约方面的潜力不是无限的,到一定程度后,就很难更进一步,否则会影响到产品的品质；而对于集中化战略,这种战略在规模庞大、需求资源众多、资金密集型的房地产业来讲,局限性也很明显,单纯生产一种房地产产品也不符合风险分散的原则；对于目前同质化趋势明显的房地产业而言,选择差异化的竞争战略,通过房地产概念的差异化、服务的差异化及品牌的差异化战略,生产出独具特色的房地产产品,突出自己产品和竞争对手产品的差异性,获得市场认可,是求生存谋发展的较好路径。青建集团是山东省最大的建筑企业,是全国五百强企业。青建集团自1983年开始涉足房地产业,其子集团青建地产集团,是青岛市房地产开发综合实力十强企业,年开发量达百万平米,产品囊括大型住宅小区、写字楼、商住楼、别墅、公寓在内的各种产品形态。经过多年的发展,青建地产已初步形成“青岛--山东--全国”的战略布局,开发业务遍布数省。2008年,青建地产进入新加坡市场,成为国内少数几个涉外地产企业之一。本论文的主要研究目的是,是结合青建地产案例浅析房地产企业差异化竞争战略,综合研究房地产企业制定差异化战略的原因、战略制定、战略实施及控制,为青建地产提供一定的启示,制定出符合集团发展战略,以应对当前严峻的环境变化。
[Abstract]:Since entering the new century, along with the advance of city and country housing system reform to accelerate the process of China's real estate industry has entered a period of rapid development, all kinds of real estate enterprises such as bamboo shoots after a spring rain like emerge, the real estate industry has become a driving force of pillar industry of national economic development. However, as in recent years with the skyrocketing real estate prices, the central and local governments have introduced a number of policies, such as the implementation of focus on the city's purchase and limited credit limit policy, vigorously develop low-income housing policy, and property tax policy, the aim is to suppress the real estate industry investment overheating, excessive increase the pressure on house prices. Facing the complex market situation, the real estate enterprises want to get the opportunity of survival and development, it is particularly important to choose the appropriate competitive strategy. Taking the local real estate enterprises in Qingdao as an example, the competitive strategies chosen are mainly divided into three categories: low cost competitive strategy, centralized competitive strategy and differentiated competitive strategy. The difference is that: low cost competition strategy of enterprises is generally small real estate enterprises; choose centralized competitive strategy to concentrate human, financial and other resources, the main one or a kind of real estate products enterprises; choose differentiation strategy for enterprises, the general strength of relatively strong local enterprise, pay more attention to the brand construction and long-term development. Comparison of the above three kinds of competition strategy for the low cost competition strategy, as an enterprise, it is necessary to save the cost, but the cost savings potential is not unlimited, to a certain extent, it is difficult to further, otherwise it will affect the quality of the product; and for the focus strategy, this strategy in large scale, needs many resources, capital intensive real estate industry is also obvious limitations, the simple production of a real estate product does not conform to the principle of risk diversification; for the current homogenization obvious trend of real estate industry, the choice of differentiated competitive strategy, differentiation strategy difference and service difference through the concept of real estate and the brand, to produce unique real estate products, highlighting their differences of products and competitor products, recognized by the market, is the survival and development of the Better path. Qingjian group is the largest construction enterprise in Shandong Province, and it is the top five hundred enterprise in the country. Qingdao construction group began to get involved in the real estate industry since 1983, the sub group of Qingdao Construction Group real estate, Qingdao City real estate development comprehensive strength ten strong enterprises, in the development of one million square meters, the products include a variety of product forms a large residential area, office buildings, commercial buildings, villas, apartments. After years of development, Qingjian real estate has preliminarily formed the strategic layout of "Qingdao - Shandong - the whole country", and the development business is all over the provinces. In 2008, Qingjian real estate entered the Singapore market and became one of the few foreign real estate enterprises in China. The main purpose of this thesis is the construction of real estate, is a combination of green case analysis of the real estate enterprises competitive differentiation strategy, comprehensive research on real estate enterprises to develop, the differentiation strategy of strategy formulation, implementation and control, provide some enlightenment for the construction of green estate, developed in line with the group's development strategy, in order to cope with the current severe environmental change.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.4

【相似文献】