發(fā)布時間：2018-04-20 12:31

  本文選題：科技地產 + 發(fā)展戰(zhàn)略��； 參考：《吉林大學》2017年碩士論文

【摘要】：近年來,國家宏觀經濟下行壓力持續(xù)增大,民間投資持續(xù)萎縮、制造業(yè)出現(xiàn)“空心化”、產業(yè)轉型出現(xiàn)陣痛。房地產行業(yè)則在政策不斷的調整過程中逐漸下滑,行業(yè)內部的競爭日漸加劇。對于產業(yè)地產行業(yè),同質化園區(qū)競爭日趨激烈,在傳統(tǒng)產業(yè)地產商攻城略地的同時,大型央企和大型房地產企業(yè)強勢進軍產業(yè)地產領域,對整個行業(yè)產生了重大的影響。同時,國家新一輪的科技戰(zhàn)略以及京津冀、長江經濟帶、振興東北等一批區(qū)域戰(zhàn)略的推出,又營造了利于產業(yè)園區(qū)發(fā)展的宏觀政策環(huán)境。北科建集團憑著對于行業(yè)新形勢的深刻理解、對實踐多年的“科技地產”理論進行深化,將“科技地產”與“輕資產”運營模式相結合,于2014年成立了北科建資產管理有限公司。作為北科建集團創(chuàng)新性的業(yè)務板塊,北科建資產公司在成立不足三年的時間里,迅速整合內外部資源,通過提升品牌、搭建平臺、建設團隊、專注服務等措施,在2016年整體經濟形勢下行的情況下逆勢上揚,公司實現(xiàn)盈利,并實現(xiàn)園區(qū)服務外包業(yè)務的順利簽約。在保證公司發(fā)展的同時,不斷進行內部創(chuàng)新,逐步實踐科技地產新型盈利模式,為集團的轉型戰(zhàn)略做出有益的嘗試。同時,北科建資產公司作為成熟行業(yè)的初創(chuàng)企業(yè),也面臨著許多亟待解決的問題,包括外部形勢帶來的不確定性、自身管理能力有待提升等等。本文希望通過對北科建資產公司發(fā)展戰(zhàn)略的研究,作出可供企業(yè)選擇的發(fā)展戰(zhàn)略規(guī)劃;也對產業(yè)地產行業(yè)的相關企業(yè)提供參考。本文首先對產業(yè)地產相關特點進行討論,并將戰(zhàn)略管理及“輕資產”運營相關理論與科技地產理論相結合,作為分析北科建資產公司運營模式的理論依據。在對公司目前情況進行深入分析的基礎上,應用PEST、“五力模型”等工具對企業(yè)的內外部環(huán)境和競爭環(huán)境進行分析,采用SWOT矩陣得出備選戰(zhàn)略。并在最后依據QSPM矩陣對戰(zhàn)略進行選擇,采用SO類型戰(zhàn)略,利用市場機會和自身的優(yōu)勢快速進行擴張。最后,對企業(yè)愿景、戰(zhàn)略目標、實施方案、保障措施等相關內容進行研究,輸出企業(yè)戰(zhàn)略規(guī)劃。
[Abstract]:In recent years, the national macroeconomic downward pressure continues to increase, private investment continues to shrink, manufacturing "hollow", industrial transformation has been painful. Real estate industry in the policy adjustment process gradually decline, the industry's internal competition is increasing. For the industrial and real estate industry, the competition of the homogenized park is becoming more and more fierce. While the traditional industrial real estate developers are attacking the city, the large state-owned enterprises and the large real estate enterprises march into the industrial real estate field, which has a great impact on the whole industry. At the same time, a new round of national science and technology strategy, as well as the introduction of regional strategies such as Beijing, Tianjin and Hebei, the Yangtze River Economic Belt and the revitalization of the Northeast, have created a macro policy environment conducive to the development of industrial parks. With a profound understanding of the new situation in the industry, Bei Kejian Group has deepened the theory of "scientific and technological real estate" which has been practiced for many years, combining the "scientific and technological real estate" with the "light assets" operation model. In 2014, the establishment of North Kejian Asset Management Co., Ltd. As the innovative business sector of Bei Kejian Group, Bei Kejian Asset Company has rapidly integrated internal and external resources in the less than three years since its establishment, by upgrading brands, building platforms, building teams, and focusing on services, etc. Against the backdrop of the overall economic downturn in 2016, the company made a profit and successfully contracted out its service outsourcing business in the park. While ensuring the development of the company, we should constantly carry out internal innovation and gradually practice the new profit model of science and technology real estate, and make a beneficial attempt for the transformation strategy of the group. At the same time, as a start-up in mature industry, Beikejian Asset Company is faced with many urgent problems, including the uncertainty brought by the external situation, and its own management ability needs to be improved. This paper hopes to study the development strategy of Bei Kejian Asset Company and make the development strategy plan which can be selected by enterprises, and also provide reference for the related enterprises in the industry and real estate industry. This paper first discusses the characteristics of industrial real estate, and combines the theory of strategic management and "light assets" operation with the theory of science and technology real estate, as the theoretical basis for analyzing the operation mode of Beikejian Asset Company. Based on the in-depth analysis of the current situation of the company, the internal and external environment and competition environment of the enterprise are analyzed by using pest and "five Force Model", and the alternative strategy is obtained by using SWOT matrix. Finally, according to the QSPM matrix, the strategy is selected, so type strategy is adopted, and the market opportunity and its own advantages are used to expand rapidly. Finally, the enterprise vision, strategic objectives, implementation programs, safeguards and other related content are studied, and the enterprise strategic planning is exported.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.39
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本文編號：1777750