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  本文關(guān)鍵詞：亞泰地產(chǎn)長春公司發(fā)展戰(zhàn)略研究　出處：《吉林大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 房地產(chǎn)企業(yè) 中小企業(yè) SWOT分析 前向一體化戰(zhàn)略

【摘要】：2011年至今，受宏觀調(diào)控及市場經(jīng)濟形勢的影響，當(dāng)前房地產(chǎn)市場已經(jīng)逐步進入轉(zhuǎn)型期，房地產(chǎn)行業(yè)格局從開發(fā)為主，進入以存量房交易、物業(yè)持續(xù)經(jīng)營為主的“后房地產(chǎn)”開發(fā)時代。住房觀念有了更深層次的認識，大牌開發(fā)商對消費者的吸引力也不斷增大。同時，隨著行業(yè)競爭加劇，房地產(chǎn)產(chǎn)業(yè)集中趨勢愈加顯著，強者更強的局面進一步凸顯，大型房企規(guī)模不斷加大，利潤率也高于行業(yè)平均水平，而中小房企市場占有率不斷降低，生存空間也在收縮。 隨著房地產(chǎn)行業(yè)整體利潤率下降，對于融資渠道不暢、資金壓力較大、僅靠少量項目維系的中小型房企，應(yīng)明確自身競爭優(yōu)勢，準(zhǔn)確定位市場需求，提高資金周轉(zhuǎn)效率。亞泰地產(chǎn)長春公司作為一家依托集團品牌的區(qū)域房地產(chǎn)公司，在發(fā)展過程中同樣面臨著以上問題。亞泰地產(chǎn)長春公司隸屬于吉林亞泰（集團）股份有限公司，成立于1986年，是吉林省最大的房地產(chǎn)開發(fā)公司之一。作為典型的中小型本土開發(fā)企業(yè)，研究其發(fā)展戰(zhàn)略不僅對自身企業(yè)的發(fā)展提供支持，而且對其他類似房地產(chǎn)企業(yè)的發(fā)展提供參考。 本文試從公司所處宏觀背景、公司發(fā)展現(xiàn)狀及其所面臨的挑戰(zhàn)進行深入分析，從戰(zhàn)略的高度，，明確公司長期發(fā)展的思路。本文采用了運用PEST分析法分析了外部環(huán)境，進而從組織結(jié)構(gòu)、人力資源、財務(wù)狀況、業(yè)務(wù)然后通過SWOT綜合分析并最終確定了公司的戰(zhàn)略定位，最后確認前向一體化戰(zhàn)略以及品牌發(fā)展戰(zhàn)略。同時通過強化企業(yè)人力資源管理、增強信息系統(tǒng)、拓寬企業(yè)融資渠道來保障戰(zhàn)略實施。
[Abstract]:Since 2011, under the influence of macro-control and market economy situation, the current real estate market has gradually entered the transition period, the real estate industry pattern from the development of the main into the stock of housing transactions. The "post-real estate" development era in which the property continues to operate mainly. The concept of housing has a deeper understanding, and the attraction of big-name developers to consumers is also increasing. At the same time, with the intensification of competition in the industry. The trend of real estate industry concentration is becoming more significant, the situation of the stronger ones is more prominent, the scale of large housing enterprises is increasing, the profit margin is also higher than the average level of the industry, and the market share of small and medium-sized housing enterprises is decreasing. The living space is also shrinking. With the decline of the overall profit margin of the real estate industry, for the financing channels are not smooth, capital pressure, only a small number of projects to maintain small and medium-sized housing enterprises, should be clear about their own competitive advantages, accurate positioning of market demand. Yatai real estate Changchun company as a regional real estate company relying on the group brand. In the process of development is also facing the above problems. Yatai real estate Changchun Company is subordinate to Jilin Yatai (Group) Co., Ltd., was established in 1986. Jilin Province is one of the largest real estate development companies. As a typical small and medium-sized local development enterprises, the study of its development strategy not only provides support for the development of their own enterprises. And the development of other similar real estate enterprises to provide a reference. This paper tries to analyze the macro background of the company, the current situation of its development and the challenges it faces, from the perspective of strategy. This paper uses the PEST analysis method to analyze the external environment, and then from the organizational structure, human resources, financial situation. Then through the SWOT comprehensive analysis and final determination of the company's strategic positioning, finally confirm the forward integration strategy and brand development strategy. At the same time, strengthen the enterprise human resources management, enhance the information system. Broaden the financing channels to ensure the implementation of the strategy.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F299.233.4

【參考文獻】

相關(guān)期刊論文 前1條

1 王莉;;基于SWOT和QSPM的房地產(chǎn)企業(yè)發(fā)展戰(zhàn)略的選擇[J];工業(yè)技術(shù)經(jīng)濟;2011年03期

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