本文選題：QH公司 + 環(huán)境分析��； 參考：《南京農(nóng)業(yè)大學(xué)》2014年碩士論文

【摘要】：我國的物業(yè)管理行業(yè)已走過三十多年的歷程,隨著經(jīng)濟(jì)的發(fā)展物業(yè)管理作為城市管理的一種新形式而成為新興服務(wù)產(chǎn)業(yè),管理范圍急劇擴(kuò)大,服務(wù)領(lǐng)域持續(xù)拓展,服務(wù)水平顯著提高并呈現(xiàn)良好的發(fā)展勢頭。住房改革深化、城鎮(zhèn)化進(jìn)程的加快,客戶的需求給物業(yè)管理服務(wù)行業(yè)帶來巨大的發(fā)展空間,物業(yè)管理的服務(wù)也成為開發(fā)商銷售樓盤的亮點(diǎn),政府部門也將納入和諧社會(huì)實(shí)現(xiàn)中國夢的管理單元,因?yàn)槲飿I(yè)管理服務(wù)對象是社會(huì)的最底層,更是與人們的衣、食、住、行息息相關(guān),使得物業(yè)管理行業(yè)關(guān)乎國計(jì)民生的一個(gè)重要領(lǐng)域而被社會(huì)各界加以重視。在這樣大的背景下QH物業(yè)管理公司(以下簡稱“QH公司”)經(jīng)過十年的發(fā)展,成為擁有國家一級資質(zhì)的物業(yè)管理企業(yè),而在發(fā)展中又遇到了一些新問題,行業(yè)的競爭越來越激烈,QH公司的業(yè)務(wù)、市場范圍也越來越狹窄,與其它一級資質(zhì)的優(yōu)秀企業(yè)相比存在較大差距,這些都制約了企業(yè)的進(jìn)一步發(fā)展。僅靠直覺和經(jīng)驗(yàn)為基礎(chǔ)的管理已無法適應(yīng)企業(yè)的發(fā)展,為適應(yīng)環(huán)境的變化,為使企業(yè)更上一個(gè)臺(tái)階,必須認(rèn)真思索：企業(yè)目前哪些潛質(zhì)是可以通過有效引導(dǎo)和培育,發(fā)展成為企業(yè)的核心競爭力?哪些行業(yè)領(lǐng)域可以為企業(yè)營造新的利潤增長點(diǎn)?怎樣的運(yùn)作管理模式符合企業(yè)戰(zhàn)略需要?QH公司需要重新思考公司的使命、愿景,必須充分了解其外部環(huán)境和行業(yè)狀況,客觀分析自身的競爭優(yōu)勢,結(jié)合現(xiàn)有的經(jīng)營情況快速形成對市場機(jī)會(huì)的反應(yīng)能力,挖掘公司新的競爭能力因素,形成準(zhǔn)確的、相適應(yīng)的公司發(fā)展戰(zhàn)略,逐步確定QH公司獨(dú)特的盈利模式,實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展,為集團(tuán)創(chuàng)造持續(xù)、穩(wěn)定的利潤來源,最終為員工及公司的發(fā)展提供廣闊的空間。文章由七個(gè)部分組成首先探討選題的背景、意義及對國內(nèi)外研究現(xiàn)狀進(jìn)行綜述分析,得出文章研究的主要內(nèi)容和研究方法；界定了研究中所涉及物業(yè)管理行業(yè)理論內(nèi)容,對戰(zhàn)略管理內(nèi)容、戰(zhàn)略管理層級結(jié)構(gòu)及戰(zhàn)略管理過程進(jìn)行分析；介紹了PEST分析、SWOT矩陣分析、平衡計(jì)分卡分析法及波特五力分析模型,文章對QH公司宏觀環(huán)境、行業(yè)發(fā)展?fàn)顩r及內(nèi)部能力分析,總結(jié)該公司的基礎(chǔ)和優(yōu)勢,差距和劣勢。在此基礎(chǔ)上對發(fā)展戰(zhàn)略進(jìn)行戰(zhàn)略定位及戰(zhàn)略目標(biāo)的規(guī)劃,并對QH公司總體戰(zhàn)略、經(jīng)營戰(zhàn)略和職能戰(zhàn)略進(jìn)行論述；文章最后探討了戰(zhàn)略實(shí)施的保障措施并制訂了戰(zhàn)略實(shí)施措施,確保按照預(yù)期的實(shí)施路徑到達(dá)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。本文在保障戰(zhàn)略的科學(xué)實(shí)施和修正方面,運(yùn)用了平衡計(jì)分卡的評價(jià)體系,對相關(guān)利益方和主要指標(biāo)進(jìn)行評價(jià),主要在內(nèi)部管理流程、內(nèi)部團(tuán)隊(duì)學(xué)習(xí)能力、內(nèi)部財(cái)務(wù)經(jīng)營狀況和外部客戶需求等四個(gè)方面設(shè)置了評價(jià)指標(biāo)參數(shù),在評價(jià)指標(biāo)參數(shù)選擇上充分吸收了物業(yè)行業(yè)的特性以及QH公司的內(nèi)部管理和經(jīng)營特點(diǎn)等主要方面,保障了戰(zhàn)略實(shí)施過程的及時(shí)修偏和評價(jià)體系的實(shí)施。論文從國內(nèi)物業(yè)管理行業(yè)發(fā)展趨勢,QH公司的外部競爭環(huán)境以及內(nèi)部管理經(jīng)營現(xiàn)狀等進(jìn)行全面分析,制定了公司的三種發(fā)展策略,其目的是找出適合QH公司未來發(fā)展一條路徑,為公司發(fā)展提供科學(xué)的合理化的建議,指明公司發(fā)展方向,在行業(yè)中樹立典范的作用,同時(shí)本文研究的思路和理念也能為其他公司的戰(zhàn)略制訂提供借鑒,進(jìn)一步幫助分析自身企業(yè)面臨的機(jī)遇、挑戰(zhàn),制定較為科學(xué)的戰(zhàn)略管理規(guī)劃。
[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.
【學(xué)位授予單位】：南京農(nóng)業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.47

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