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论文编号：	12182
作者编号：	2320180302
上传时间：	2020/12/14 19:13:33
中文题目：	A房地产服务企业战略转型研究
英文题目：	Research on the Strategic Transformation of A Real Estate Service Company
指导老师：	任兵
中文关键字：	房地产服务；战略转型；动态能力；组织学习
英文关键字：	Real Estate Services; Strategic Transformation; Dynamic Capabilities; Organizational Learning
中文摘要：	A企业是一家近三十年发展历史的大型房地产服务企业，在以住宅为主的房地产行业深耕多年，是具有领先的不动产综合服务能力的上市公司。自2009年登陆国内A股以来，A企业先后进行了两次战略转型，第一次完成集中化到规模化的成功转型，第二次围绕专一化到多元化进行转型实践与探索，但整体上难言成功。特别在2018年以来，公司经营表现逐年走低，企业面临逐渐严峻甚至影响生存的可持续发展问题。 本文研究创新体现在新视角、新思路和新见解。其中，新视角即聚焦行业转型升级趋势下房地产服务企业如何实施战略转型。新思路即分析 A 企业当下发展环境与总结借鉴其前两次战略转型经验启示从而服务于当下战略转型的目标 与规划、实施与保障、效果与评价。新见解即提出一套基于预期效果的战略评价 认知框架并设计与之匹配的评价方法。本文使用PEST分析、行业竞争波特五力模型、竞争对手分析、价值链分析、 竞争优势分析在内的战略管理分析工具，解析A企业发展环境，识别A企业存 在“核心竞争力下降导致竞争优势逐渐丧失”的现状问题，并进一步得出问题背 后的三大原因分别是“经营模式落后、人才等资源薄弱、战略新兴业务业绩贡献 度低”。本文基于动态能力和组织学习理论，总结与借鉴A企业前两次战略转型的经验启示，即“高层主导转型、实时识别外部环境、有效且平衡配套资源”的经验与“组织学习能够促进战略转型、动态能力需要匹配战略发展”的启示，并将其应用服务于当下战略转型。本文利用SWOT模型剖析A企业当下转型基础与 潜在战略组合，综合决策由多元化向归核化战略转型。制定总体转型目标为“国内首选的不动产综合服务商”，进而确定“稳固基础、创新业务、提升业绩与扩大规模”的五年分阶段目标，并引用战略转型理论选择结构型转型模式和自上而 下为主的转型路径。此外，根据转型战略规划制定三项具体实施方案，分别是开 展固本行动夯实资源基础、树立业务标杆应对跨界竞争和打响百城战役争取规模 效益。并且，给出“重塑文化、升级组织、激励人才、加强评价”四个措施建议， 保障转型能够顺利落地。此外，本文根据平衡计分卡方法，结合人力密集型企业特质，提出指导A企业战略转型成功落地的预期效果与评价方法。预期效果由以成本利润率为代表的财务绩效和以员工培训及满意度为代表的管理绩效组成。进而，围绕“财务、客户、内部运营和学习与成长”构建一套支撑A企业转型战略目标的评价体系，设置其相应权重。 本文应用价值是向其他类似的房地产服务企业提供战略转型实践的案例参考。从而避免付出类似的试错成本，为企业的转型升级积累富有价值的有效经验。
英文摘要：	A company is a large-scale real estate service company with a development history of nearly 30 years. It has been deeply involved in the residential real estate industry for many years and is a listed company with leading comprehensive real estate service capabilities. Since landing on the domestic A shares in 2009, A company has successively carried out two strategic transformations. The first time it completed the successful transformation from centralized to large-scale, and the second time it carried out transformation practice and exploration around specialization to diversification. But it was not totally successful. Especially since 2018, the company's operating performance has been declining year by year, and the company is facing sustainable development issues that are gradually severe and even affect survival. The research innovation of this paper is embodied in new perspectives, new ideas and new insights. Among them, the new perspective focuses on how real estate service companies implement strategic transformations under the trend of industry transformation and upgrading. The new idea is to both analyze the current development environment of A company and summarize and draw lessons from its previous two strategic transformation experiences, so as to serve the goals and planning, implementation and guarantee, effect and evaluation of the current strategic transformation. The new insight is to propose a set of cognitive framework for strategic evaluation based on expected effects and design a matching evaluation method. This article uses strategic management analysis tools such as PEST analysis, Porter’s five forces model, competitor analysis, value chain analysis, and competitive advantage analysis to analyze the internal and external environment of A company, and identifies that A company has the status quo problem of "the decline in core competitiveness leads to the gradual loss of competitive advantage", and further concludes that the three reasons behind the problem are "the business model is backward, the talents and other resources are weak, and the contribution of strategic emerging business performance is low". Based on the theory of dynamic capabilities and organizational learning, this article summarizes and draws on the experience and enlightenment of the first two strategic transformations of A company, namely the experience of "high-level leadership transformation, real-time identification of the external environment, effective and balanced supporting resources" and the enlightenment of "organizational learning can promote strategic transformation, Dynamic capabilities need to match its strategic development", and applys them to serve the current strategic transformation.This article uses the SWOT model to analyze the current transformation foundation and potential strategic combination of A company, and the comprehensive decision-making is transformed from diversification to re-focusing strategy. Formulate the overall transformation goal as "the preferred domestic real estate comprehensive service provider", and then determines the five-year phased goal of "solid foundation, innovate business, improve performance and expand scale", and uses strategic transformation theory to select structural transformation mode and top-down transformation path. In addition, three specific implementation plans are formulated in accordance with the transformation strategic plan, namely carrying out consolidation actions to consolidate the resource base, setting business benchmarks to respond to cross-industry competition, and starting the battle of 100 cities to strive for scale benefits. In addition, four suggestions are given for "reshaping culture, upgrading organization, incentiving talent, strengthening evaluation" to ensure the smooth implementation of the transformation.In addition, based on the balanced scorecard method and the characteristics of human-intensive enterprises, this article proposes the expected effects and evaluation methods to guide the successful implementation of the strategic transformation of A company. The expected effect is composed of financial performance represented by cost-profit ratio and management performance represented by employee training and satisfaction. Furthermore, around "finance, customers, internal operations, and learning and growth", a set of evaluation frameworks that support strategic goals are constructed and their corresponding weights are set. The application value of this article provides other similar real estate service companies with case references for strategic transformation practices. In order to avoid paying similar trial and error costs, and accumulate valuable and effective experience for the transformation and upgrading of the enterprise.
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