發(fā)布時(shí)間：2018-04-22 11:33

  本文選題：山東金城榮基地產(chǎn)有限公司 + 發(fā)展戰(zhàn)略　； 參考：《山東師范大學(xué)》2013年碩士論文

【摘要】：自改革開放至今的30年時(shí)間里，中國內(nèi)地的房地產(chǎn)行業(yè)經(jīng)歷了從初步發(fā)展、快速成長到逐步走向成熟的過程。1998年國務(wù)院取消了福利分房制度后，隨著住房制度改革的深入，住房分配貨幣化政策的全面實(shí)施，國內(nèi)宏觀經(jīng)濟(jì)態(tài)勢良好、居民收入增長形成的需求拉動(dòng)力，居民消費(fèi)結(jié)構(gòu)升級(jí)、改善住房條件的內(nèi)在驅(qū)動(dòng)力，住房消費(fèi)信貸支持的助動(dòng)力，城市化進(jìn)程加快的外在帶動(dòng)力，這些因素推動(dòng)房地產(chǎn)市場出現(xiàn)了空前的繁榮，房地產(chǎn)業(yè)己經(jīng)成為國民經(jīng)濟(jì)的支柱產(chǎn)業(yè)之一。房地產(chǎn)業(yè)的迅速發(fā)展，推動(dòng)了國民經(jīng)濟(jì)的快速增長，改善了居民的居住質(zhì)量；然而，隨著房地產(chǎn)市場繁榮而來的是房價(jià)的步步攀升，針對(duì)房地產(chǎn)調(diào)控的土地政策、財(cái)稅政策、貨幣政策密集出臺(tái)，行業(yè)競爭也變得越來越激烈，再加上土地、原材料、人工等成本上升，房地產(chǎn)企業(yè)的利潤空間被大幅壓縮，行業(yè)競爭變得越來越激烈。這種競爭將是一個(gè)大浪淘沙的過程，房地產(chǎn)業(yè)的門檻將逐漸抬高，綜合實(shí)力和有效的戰(zhàn)略定位將決定一個(gè)房地產(chǎn)企業(yè)能走多高走多遠(yuǎn)。 山東金城榮基地產(chǎn)有限公司成立于1993年，是一家以房地產(chǎn)開發(fā)為主營業(yè)務(wù)的有限責(zé)任公司，公司的發(fā)起單位淄博金城實(shí)業(yè)股份有限公司是一家有近五十年發(fā)展歷史、年產(chǎn)值逾30億元，跨醫(yī)藥化工和建筑房地產(chǎn)兩大產(chǎn)業(yè)板塊的大型民營企業(yè)集團(tuán)。近幾年來，，公司先后開發(fā)建設(shè)了馨苑小區(qū)、西領(lǐng)雅苑、錦繡花苑玫瑰園等住宅項(xiàng)目，都取得了良好的經(jīng)濟(jì)效益和社會(huì)效益。目前，公司正在開發(fā)建設(shè)“康橋名郡”和“春天里”兩個(gè)項(xiàng)目，公司業(yè)務(wù)取得了較快的發(fā)展，在區(qū)域市場內(nèi)擁有一定的知名度和影響力；但公司也存在著戰(zhàn)略體系欠缺、獲取土地的能力有待提高、人力資源結(jié)構(gòu)不合理、策劃和營銷工作亟需改善等問題。 本文首先對(duì)戰(zhàn)略管理的相關(guān)理論以及房地產(chǎn)行業(yè)發(fā)展的相關(guān)知識(shí)進(jìn)行分析和研究，并結(jié)合金城榮基公司的企業(yè)實(shí)際，對(duì)公司的發(fā)展戰(zhàn)略進(jìn)行探討。作者對(duì)金城榮基公司所面臨的企業(yè)內(nèi)部和外部環(huán)境進(jìn)行了分析，并運(yùn)用SWOT模型對(duì)榮基公司自身的優(yōu)勢和劣勢、以及所面臨的機(jī)會(huì)和威脅進(jìn)行分析，進(jìn)而結(jié)合近幾年來國內(nèi)外房地產(chǎn)行業(yè)發(fā)展的模式以及相關(guān)背景、淄博市房地產(chǎn)市場的宏觀環(huán)境，對(duì)榮基公司在經(jīng)營管理中存在的問題進(jìn)行了探討。最后，作者結(jié)合企業(yè)戰(zhàn)略管理的相關(guān)理論知識(shí)，對(duì)榮基公司戰(zhàn)略的發(fā)展現(xiàn)狀作了客觀的評(píng)價(jià)，并通過對(duì)榮基公司的外部環(huán)境和內(nèi)部資源的分析評(píng)價(jià)，結(jié)合公司的經(jīng)營能力和發(fā)展需要，對(duì)今后企業(yè)發(fā)展的戰(zhàn)略方向進(jìn)行探討，并從戰(zhàn)略體系建設(shè)、戰(zhàn)略資源整合能力、企業(yè)文化建設(shè)、企業(yè)內(nèi)部管理、企業(yè)品牌建設(shè)五個(gè)方面為企業(yè)戰(zhàn)略的實(shí)施提供保障。
[Abstract]:In the 30 years since the reform and opening up to the outside world, the real estate industry in mainland China has experienced a process from initial development, rapid growth to maturity. After the State Council abolished the welfare housing division system in 1998, with the deepening of the housing system reform, With the full implementation of the policy of monetization of housing distribution, the domestic macroeconomic situation is good, the demand driven by the growth of residents' income, the upgrading of residents' consumption structure, the internal driving force of improving housing conditions, and the supporting power of housing consumption credit support. With the acceleration of urbanization, the real estate industry has become one of the pillar industries of the national economy. The rapid development of the real estate industry has promoted the rapid growth of the national economy and improved the living quality of the residents. However, with the prosperity of the real estate market, the housing prices have risen step by step. With the intensive introduction of monetary policy, industry competition has become more and more intense, coupled with the rising costs of land, raw materials and labor, real estate companies' profit space has been greatly compressed, industry competition has become more and more fierce. This kind of competition will be a process of big wave scouring sand, the doorsill of real estate industry will raise gradually, the comprehensive strength and effective strategic orientation will decide how high a real estate enterprise can go and how far it can go. Shandong Jinchengrong Base Industry Co., Ltd. was established in 1993. It is a limited liability company with real estate development as its main business. Zibo Jincheng Industrial Co., Ltd., the sponsor of the company, is a company with a history of nearly 50 years. Annual output value of more than 3 billion yuan, across the pharmaceutical chemical industry and real estate industry plate of large private enterprise groups. In recent years, the company has developed and built Xinyuan District, Xilun Yayuan, Jinxiuhuayuan Rose Garden and other residential projects, which have achieved good economic and social benefits. At present, the company is developing and constructing two projects, "Kangqiao County" and "Spring County". The company's business has made relatively rapid development, and it has a certain popularity and influence in the regional market. However, the company also has a lack of strategic system. The ability to acquire land needs to be improved, the structure of human resources is unreasonable, and the planning and marketing work needs to be improved. Firstly, this paper analyzes and studies the theory of strategic management and the knowledge of the development of real estate industry, and discusses the development strategy of Jincheng Rongji Company. The author analyzes the internal and external environment of Jincheng Rongji Company, and uses SWOT model to analyze its own strengths and weaknesses, as well as the opportunities and threats it faces. Combined with the domestic and foreign real estate industry development model and related background in recent years, the macro environment of real estate market in Zibo City, the problems existing in the management of Rongji Company are discussed. Finally, the author makes an objective evaluation on the present situation of the development of the company's strategy, and analyzes and evaluates the external environment and internal resources of the company through the combination of the relevant theoretical knowledge of the enterprise's strategic management. Combined with the management ability and development needs of the company, the strategic direction of the future development of the enterprise is discussed, and from the strategic system construction, the strategic resources integration ability, the enterprise culture construction, the enterprise internal management, Five aspects of enterprise brand construction provide guarantee for the implementation of enterprise strategy.
【學(xué)位授予單位】：山東師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F299.233.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 鄒先鈞;;房地產(chǎn)中小企業(yè)戰(zhàn)略轉(zhuǎn)型路徑探討[J];合作經(jīng)濟(jì)與科技;2011年21期

2 鄧竹林;;危機(jī)下中小房地產(chǎn)企業(yè)的出路[J];建筑經(jīng)濟(jì);2009年07期

3 劉淑云;;基于價(jià)值鏈管理的中小房地產(chǎn)企業(yè)戰(zhàn)略選擇研究[J];科技創(chuàng)業(yè)月刊;2011年10期

4 易憲容;;破解房地產(chǎn)市場僵局[J];今日中國論壇;2011年09期

5 陳營;謝彬;;房地產(chǎn)開發(fā)經(jīng)營在農(nóng)村城鎮(zhèn)化發(fā)展進(jìn)程中作用探討[J];科技風(fēng);2012年03期

6 易憲容;;調(diào)控目標(biāo)明確為房地產(chǎn)市場定方向[J];投資北京;2012年03期

7 金守祥;;新形勢下中小房地產(chǎn)企業(yè)的發(fā)展之路[J];上海房地;2011年01期

8 胡志剛;;調(diào)控下的房地產(chǎn)企業(yè)創(chuàng)新與轉(zhuǎn)型[J];上海房地;2011年11期

9 趙瑾;;淺析我國中小房地產(chǎn)企業(yè)品牌價(jià)格評(píng)價(jià)及品牌營銷策略[J];中國外資;2011年23期

10 董藩;丁宏;;房地產(chǎn)業(yè)的可持續(xù)發(fā)展和宏觀調(diào)控[J];新疆大學(xué)學(xué)報(bào)(哲學(xué)人文社會(huì)科學(xué)版);2007年05期

本文編號(hào)：1787008