QH物业管理公司发展战略研究

发布时间：2018-06-15 12:04

本文选题：QH公司 + 环境分析　；参考：《南京农业大学》2014年硕士论文

【摘要】：我国的物业管理行业已走过三十多年的历程,随着经济的发展物业管理作为城市管理的一种新形式而成为新兴服务产业,管理范围急剧扩大,服务领域持续拓展,服务水平显著提高并呈现良好的发展势头。住房改革深化、城镇化进程的加快,客户的需求给物业管理服务行业带来巨大的发展空间,物业管理的服务也成为开发商销售楼盘的亮点,政府部门也将纳入和谐社会实现中国梦的管理单元,因为物业管理服务对象是社会的最底层,更是与人们的衣、食、住、行息息相关,使得物业管理行业关乎国计民生的一个重要领域而被社会各界加以重视。在这样大的背景下QH物业管理公司(以下简称“QH公司”)经过十年的发展,成为拥有国家一级资质的物业管理企业,而在发展中又遇到了一些新问题,行业的竞争越来越激烈,QH公司的业务、市场范围也越来越狭窄,与其它一级资质的优秀企业相比存在较大差距,这些都制约了企业的进一步发展。仅靠直觉和经验为基础的管理已无法适应企业的发展,为适应环境的变化,为使企业更上一个台阶,必须认真思索：企业目前哪些潜质是可以通过有效引导和培育,发展成为企业的核心竞争力?哪些行业领域可以为企业营造新的利润增长点?怎样的运作管理模式符合企业战略需要?QH公司需要重新思考公司的使命、愿景,必须充分了解其外部环境和行业状况,客观分析自身的竞争优势,结合现有的经营情况快速形成对市场机会的反应能力,挖掘公司新的竞争能力因素,形成准确的、相适应的公司发展战略,逐步确定QH公司独特的盈利模式,实现企业的可持续发展,为集团创造持续、稳定的利润来源,最终为员工及公司的发展提供广阔的空间。文章由七个部分组成首先探讨选题的背景、意义及对国内外研究现状进行综述分析,得出文章研究的主要内容和研究方法；界定了研究中所涉及物业管理行业理论内容,对战略管理内容、战略管理层级结构及战略管理过程进行分析；介绍了PEST分析、SWOT矩阵分析、平衡计分卡分析法及波特五力分析模型,文章对QH公司宏观环境、行业发展状况及内部能力分析,总结该公司的基础和优势,差距和劣势。在此基础上对发展战略进行战略定位及战略目标的规划,并对QH公司总体战略、经营战略和职能战略进行论述；文章最后探讨了战略实施的保障措施并制订了战略实施措施,确保按照预期的实施路径到达战略目标的实现。本文在保障战略的科学实施和修正方面,运用了平衡计分卡的评价体系,对相关利益方和主要指标进行评价,主要在内部管理流程、内部团队学习能力、内部财务经营状况和外部客户需求等四个方面设置了评价指标参数,在评价指标参数选择上充分吸收了物业行业的特性以及QH公司的内部管理和经营特点等主要方面,保障了战略实施过程的及时修偏和评价体系的实施。论文从国内物业管理行业发展趋势,QH公司的外部竞争环境以及内部管理经营现状等进行全面分析,制定了公司的三种发展策略,其目的是找出适合QH公司未来发展一条路径,为公司发展提供科学的合理化的建议,指明公司发展方向,在行业中树立典范的作用,同时本文研究的思路和理念也能为其他公司的战略制订提供借鉴,进一步帮助分析自身企业面临的机遇、挑战,制定较为科学的战略管理规划。
[Abstract]:The property management industry in China has gone through the course of more than thirty years. With the development of property management as a new form of urban management, the property management industry has become a new service industry. The scope of management has been expanded rapidly, the service field has been continuously expanded, the service level has been greatly improved and the development momentum has been presented. The reform of housing has deepened and the urbanization process has been deepened. The demand of the customer has brought great space for the development of the property management and service industry. The service of property management has also become a bright spot for the developers to sell the real estate. The government department will also bring into the management unit of the harmonious society to realize the Chinese dream, because the object of the property management service is the bottom of the society, and it is also with the people's clothing, food, living and interest rates. After ten years' development, the QH Property Management Company (hereinafter referred to as "QH company") has become a property management enterprise with national level qualification, and in the development, there are some new problems and industry competition. More and more fierce competition, QH company business, the market scope is also more and more narrow, and other first-class qualified enterprises have a large gap, which have restricted the further development of enterprises. The management based on intuition and experience is unable to adapt to the development of enterprises, to adapt to the changes in the environment, to make the enterprise a step, It is necessary to think seriously: what is the potential of the enterprise to be the core competitiveness of the enterprise through effective guidance and cultivation? Which industry can create a new profit growth point for the enterprise? What is the operation management model that conforms to the strategic needs of the enterprise? QH company needs to rethink the mission of the company, the vision, and have to fully understand it. Its external environment and industry condition, objectively analyze its own competitive advantage, combine the existing operation situation to quickly form the response ability to the market opportunity, excavate the new competitive ability factors of the company, form an accurate and adaptable company development strategy, and gradually determine the QH company's unique profit model, and realize the sustainable development of the enterprise, so as to achieve the sustainable development of the enterprise, The group creates a sustainable and stable source of profit, and ultimately provides a broad space for the development of the employees and the company. The article is composed of seven parts, first of all, to discuss the background of the topic, the significance and the summary and analysis of the research status at home and abroad, the main content of the research and the research method, and the definition of the property management industry theory in the study. The content, the analysis of strategic management content, strategic management level structure and strategic management process, and introduced PEST analysis, SWOT matrix analysis, balanced scorecard analysis and Potter five force analysis model. The article summarizes the macro environment, industry development and internal power analysis of QH company, summarizes the foundation and advantages of the company, the gap and the inferior. On the basis of this, the strategic orientation and strategic objectives of the development strategy are planned, and the overall strategy, the management strategy and the functional strategy of the QH company are discussed. At the end of the article, the safeguard measures of the strategic implementation are discussed and the strategic implementation measures are formulated to ensure the realization of the strategic objectives according to the expected implementation path. In the scientific implementation and correction of barrier strategy, the evaluation system of balanced scorecard is used to evaluate the relevant stakeholders and main indicators. The evaluation index parameters are set up in four aspects, such as internal management process, internal team learning ability, internal financial management status and external customer demand, and the selection of evaluation index parameters. The characteristics of the property industry and the internal management and management characteristics of QH company have been fully absorbed, and the timely revision of the strategic implementation process and the implementation of the evaluation system are guaranteed. The paper makes a comprehensive analysis of the development trend of the domestic property management industry, the external competitive environment of the QH company and the current situation of internal management and management. The three development strategies of the company are aimed to find out a suitable path for the future development of QH company, provide a scientific rationalization proposal for the development of the company, point out the direction of the company's development, and establish a model role in the industry. At the same time, the ideas and ideas of this study can also provide reference for other companies' strategy formulation and further help analysis. Opportunities and challenges faced by enterprises themselves, and formulate a more scientific strategic management plan.
【学位授予单位】：南京农业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.233.47

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