沈阳华强房地产公司经营战略研究
发布时间：2018-08-03 09:52
【摘要】：随着中国经济的发展，居民可支配收入不断增加，，人们对于生活质量和居住环境有了更高的要求。此外，我国的城市化进程仍在快速的推进，每年有大量的农村人口进入城市；城镇居民逐步实现由刚需性住房到改善性住房的改变；城市的发展不断对旧房实施的改造拆迁工程，以上三个主要因素为中国房地产市场提供了丰富的发展空间。房地产市场的发展也呈现出一些新的特征，比如市场集中程度的提高、竞争的加剧、产品同质化等等。沈阳作为东北三省的中心城市，有着极强的影响力，同时也具有比其他二线城市发展慢一拍的规律，所以企业通过对沈阳房地产市场进行深入的调查分析，可以把握市场情况，以立足沈阳，逐步打造出一个知名品牌。沈阳华强房地产公司（以下简称“华强公司”）成立于2009年，作为总公司布局东北三省设立的公司，公司受益于金融危机后房地产业的高速发展，在沈阳快速的实现了从无到开发了华强城、华强广场等大型综合体项目。而今中国房地产行业又进入一个调整期，国家不断出台新的调控政策，银根趋紧导致融资成本的上升，行业竞争加剧引起行业兼并、企业联盟等，十八大后又面临新型城镇化的时代大背景，选择一个适合华强公司的经营战略是企业面对不断变化的市场环境、实现长久发展进而实现公司布局东北三省使命的最优选择。 论文采用了实地调研、文献分析、定性与定量分析等方法，通过总结战略管理、经营管理等方面的相关文献为本文的分析提供理论依据，然后使用战略分析研究模型对华强公司的内外环境进行分析，结合文中分析得出的华强公司内外环境现状对华强公司进行了SWOT分析。具体的分析过程是：一是分析了公司发展历程及公司现状，并对经营过程中存在的问题进行总结及成因分析。二是运用一系列的战略分析研究模型对华强公司的内外部环境等进行分析，其中包括运用PEST分析模型分析了华强公司的外部宏观环境、用波特五力模型分析了华强公司的外部行业环境、并分析了公司的内部财务、人力结构、业务结构等三方面环境，之后运用SWOT模型分析得出华强公司可选择的战略，制定了华强公司的长期经营战略和短期经营战略，得出了华强公司应采取差异化等经营战略，从而实现降低经营风险，快速稳健发展。三是为华强公司制定了一系列的经营战略实施保障措施，具体是从优化组织结构、加强完善人力资源管理、提高公司运营管理水平、营销创新管理、完善公司品牌形象等方面落实公司经营战略。希望通过本文的分析为华强公司提出的经营战略及经营战略实施保障措施可以为华强公司的发展提供参考。
[Abstract]:With the development of China's economy, the disposable income of residents is increasing, and people have higher requirements for the quality of life and living environment. In addition, the process of urbanization in China is still advancing rapidly, a large number of rural people enter the city every year, the urban residents gradually realize the change from rigid demand housing to improved housing. With the development of the city, the reconstruction and demolition of old houses have been carried out continuously, and the above three main factors have provided rich development space for China's real estate market. The development of real estate market also presents some new features, such as the improvement of market concentration, the intensification of competition, the homogeneity of products, etc. Shenyang, as the central city of the three northeastern provinces, has a strong influence and also has the law of slower development than other second-tier cities. Therefore, through in-depth investigation and analysis of the real estate market in Shenyang, enterprises can grasp the market situation. In order to base on Shenyang, gradually create a well-known brand. Shenyang Huaqiang Real Estate Company (hereinafter referred to as "Hua-Qiang Company") was established in 2009 as a company set up by the three provinces of Northeast China. The company benefited from the rapid development of the real estate industry after the financial crisis. In Shenyang quickly realized from no to the development of Hua-Qiang City, Hua-Qiang Square and other large-scale complex projects. Now the real estate industry in China has entered a period of adjustment, the state has continuously introduced new regulatory policies, the tightening of money has led to an increase in financing costs, the intensification of industry competition has led to industry mergers and business alliances, and so on. After the 18th National Congress of the Communist Party of China (CPC), facing the background of the new urbanization, it is the best choice for the enterprises to face the changing market environment, realize the long-term development and realize the mission of the three Northeast provinces in order to choose a suitable management strategy for Hua-Qiang Company. The paper adopts the methods of field investigation, literature analysis, qualitative and quantitative analysis, and provides the theoretical basis for the analysis of this paper by summarizing the relevant literature on strategic management, management and other aspects. Then the internal and external environment of Huaqiang Company is analyzed by using the strategic analysis model, and the SWOT analysis of Huaqiang Company is carried out in combination with the present situation of the internal and external environment of Huaqiang Company. The concrete analysis process is as follows: first, it analyzes the development course and the present situation of the company, and sums up the existing problems in the course of operation and analyzes the causes. Second, using a series of strategic analysis research models to analyze the internal and external environment of Huaqiang Company, including the use of PEST analysis model to analyze the external macro environment of Huaqiang Company. This paper analyzes the external industry environment of Hua-Qiang Company by using Porter's five-force model, and analyzes the internal financial, human and business environment of the company. Then, by using the SWOT model, the strategy of Hua-Qiang Company can be selected. The long-term management strategy and the short-term management strategy of Hua-Qiang Company are formulated. It is concluded that the Hua-Qiang Company should adopt such management strategies as differentiation, so as to reduce the operating risk and develop rapidly and steadily. Third, it has formulated a series of safeguard measures for Hua-Qiang Company to implement its business strategy. The specific measures are to optimize the organizational structure, strengthen and perfect the human resources management, improve the level of the company's operation and management, and make the marketing innovation management. Improve the company's brand image and other aspects of the implementation of the company's business strategy. It is hoped that the analysis of this paper can provide a reference for the development of Huaqiang Company.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F299.233.4
本文编号：2161373
[Abstract]:With the development of China's economy, the disposable income of residents is increasing, and people have higher requirements for the quality of life and living environment. In addition, the process of urbanization in China is still advancing rapidly, a large number of rural people enter the city every year, the urban residents gradually realize the change from rigid demand housing to improved housing. With the development of the city, the reconstruction and demolition of old houses have been carried out continuously, and the above three main factors have provided rich development space for China's real estate market. The development of real estate market also presents some new features, such as the improvement of market concentration, the intensification of competition, the homogeneity of products, etc. Shenyang, as the central city of the three northeastern provinces, has a strong influence and also has the law of slower development than other second-tier cities. Therefore, through in-depth investigation and analysis of the real estate market in Shenyang, enterprises can grasp the market situation. In order to base on Shenyang, gradually create a well-known brand. Shenyang Huaqiang Real Estate Company (hereinafter referred to as "Hua-Qiang Company") was established in 2009 as a company set up by the three provinces of Northeast China. The company benefited from the rapid development of the real estate industry after the financial crisis. In Shenyang quickly realized from no to the development of Hua-Qiang City, Hua-Qiang Square and other large-scale complex projects. Now the real estate industry in China has entered a period of adjustment, the state has continuously introduced new regulatory policies, the tightening of money has led to an increase in financing costs, the intensification of industry competition has led to industry mergers and business alliances, and so on. After the 18th National Congress of the Communist Party of China (CPC), facing the background of the new urbanization, it is the best choice for the enterprises to face the changing market environment, realize the long-term development and realize the mission of the three Northeast provinces in order to choose a suitable management strategy for Hua-Qiang Company. The paper adopts the methods of field investigation, literature analysis, qualitative and quantitative analysis, and provides the theoretical basis for the analysis of this paper by summarizing the relevant literature on strategic management, management and other aspects. Then the internal and external environment of Huaqiang Company is analyzed by using the strategic analysis model, and the SWOT analysis of Huaqiang Company is carried out in combination with the present situation of the internal and external environment of Huaqiang Company. The concrete analysis process is as follows: first, it analyzes the development course and the present situation of the company, and sums up the existing problems in the course of operation and analyzes the causes. Second, using a series of strategic analysis research models to analyze the internal and external environment of Huaqiang Company, including the use of PEST analysis model to analyze the external macro environment of Huaqiang Company. This paper analyzes the external industry environment of Hua-Qiang Company by using Porter's five-force model, and analyzes the internal financial, human and business environment of the company. Then, by using the SWOT model, the strategy of Hua-Qiang Company can be selected. The long-term management strategy and the short-term management strategy of Hua-Qiang Company are formulated. It is concluded that the Hua-Qiang Company should adopt such management strategies as differentiation, so as to reduce the operating risk and develop rapidly and steadily. Third, it has formulated a series of safeguard measures for Hua-Qiang Company to implement its business strategy. The specific measures are to optimize the organizational structure, strengthen and perfect the human resources management, improve the level of the company's operation and management, and make the marketing innovation management. Improve the company's brand image and other aspects of the implementation of the company's business strategy. It is hoped that the analysis of this paper can provide a reference for the development of Huaqiang Company.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F299.233.4
【参考文献】
相关期刊论文 前6条
1 赵君丽;人口变化与房地产需求——人口结构变化与房地产周期相关性研究[J];城市开发;2002年08期
2 张红兵;和金生;;战略管理理论的演绎和展望[J];电子科技大学学报(社科版);2007年04期
3 李垣;陈浩然;谢恩;;战略管理研究现状与未来我国研究重要领域[J];管理工程学报;2007年01期
4 王彬;;房地产调控力促房地产经营模式转型——基于博弈论的视角[J];中国房地产;2012年12期
5 朱庆yN;;房地产经营战略的研究[J];经营管理者;2011年08期
6 夏仁魁;;浅谈新型建筑材料的发展趋势[J];经济研究导刊;2014年02期
本文编号：2161373
本文链接：https://www.wllwen.com/jingjilunwen/jingjiguanlilunwen/2161373.html
