联系我们

论文查询结果	返回搜索

论文编号：	12772
作者编号：	2320190652
上传时间：	2021/12/8 19:49:22
中文题目：	华夏幸福郑州事业部产业新城业务竞争战略研究
英文题目：	Research on the Competitive Strategy of the New Industrial Cities Business of CFLD in ZhengZhou Division
指导老师：	胡望斌
中文关键字：	竞争战略;集中差异化战略;产业新城;PPP模式
英文关键字：	Competitive Strategy;Centralized differentiation strategy;New Industrial City;PPP mode
中文摘要：	改革开放至今的四十余年,中国超过日本跃升成为全球第二大经济体,分析 原因，离不开工业化快速复制和城镇化高速发展。华夏幸福基业股份有限公司 （文中简称“华夏幸福”）成立于 1998 年，2002 年顺应国家工业化发展大势， 开始由传统地产开发向工业园区开发运营转型，并在京津冀地区探索出城镇综 合开发性 PPP 项目（产业新城）业务模式。2015 年，华夏幸福运营的固安产业 新城得到国务院通报表扬，同年华夏幸福开始全国扩张布局。 华夏幸福郑州事业部（文中简称“郑州事业部”）设立于 2016 年，2017 年 年底围绕郑州都市圈快速布局六座产业新城。设立五年多以来，发展成果显著， 营业收入、利润等指标均处集团前列，为产业新城所在地方政府创造新增财政 收入近七十亿元，引入产业投资近千亿元，发展成效获得河南省委省政府及项 目所在地的各级政府高度认可。 2016 年开始，国家对房地产调控政策逐步加码，地产市场萎靡情绪逐渐传 导至土地市场，地方政府土地财政收作为 PPP 模式的主要付费来源规模减少， 同时中美贸易摩擦持续升级，国内经济增长压力进一步加大，2020 年初全球爆 发新冠疫情。受以上外部因素持续影响，2020 年底，华夏幸福出现严重短期现 金流危机，公司进入债务重整程序。郑州事业部在缺少股份公司资金支持的情 况下，亦出现金流趋紧、应收账款存货等数据持续走高的情况，维持健康经营 发展出现困难。 在此背景下，本论文运用 PEST 模型及波特五力模型等工具重新对郑州事业 部外部宏观环境以及行业中观环境进行分析，并从企业资源、企业能力、企业 经营现状分析维度分析郑州事业部内部环境，利用 EFE 矩阵和 IFE 矩阵量化郑 州事业部应对外部机会、威胁和内部优势、劣势时的表现，运用 SWOT 矩阵和 QSPM 矩阵设计并选择在新形势下郑州事业部的竞争战略，并拟定相应的战略实 施措施和战略实施保障措施，以期推动郑州事业部持续健康稳定发展，并希望 能为公司其他事业部提供借鉴。
英文摘要：	Since the reform and opening-up policy in 40 years ago, China has surpassed Japan and become the second-largest economy in the world. There are two reasons for the remarkable achievement: rapid replication of industrialization and fast development of urbanization. China Fortune Land Development Co., Ltd. (hereinafter referred to as "CFLD") was established in 1998. In 2002, it adapted to the general trend of the country's industrialization development and began to transform from traditional real estate development to industrial park development and operation, and explored the business model of PPP(Public-Pricate Partnership ) project (industrial new city) in the Beijing-Tianjin-Hebei region. In 2015, the Gu'an New Industrial City operated by CFLD was approved by the State Council. In the same year, CFLD began to expand nationwide. CFLD Zhengzhou Division (hereinafter referred to as "Zhengzhou Division") was established in 2016. At the end of 2017, six new industrial cities were rapidly constructed around the Zhengzhou metropolitan area. Since its establishment more than five years ago, it has achieved remarkable development. Its operating income and profit indicators are all at the forefront of the company. It has created nearly 7 billion RMB fiscal revenue for the new industrial city government and introduced nearly 100 billion RMB industrial investment. It is highly recognized by the provincial party committee, the provincial government and all levels of government where the project is located.Beginning in 2016, the state's real estate regulation and control policies have gradually issued, and the atrophies of the real estate market have gradually spread to the land market. The land fiscal revenue for local governments as the ma in source of payment for the PPP model has decreased. At the same time, the Sino-US trade friction has continued to escalate, and the pressure on domestic economic growth has further increased. Besides, in early 2020, the COVID-19 broke out globally. Due to the continued influence of the above external factors, CFLD broke out a short-term liquidity crisis at the end of 2020, and the company entered the debt restructuring process. In the absence of capital support from the company, the Zhengzhou Business Department also experienced tighter cash flows and continued increases in receivable inventory, making it difficult to maintain a healthy operation and development. In this context, this paper uses tools such as the PEST model and Porter’s five forces model to re-analyze the external macro-environment and the ndustry environment of the Zhengzhou Division. This paper also analyzes the Zhengzhou Division from the perspective of corporate resources, corporate capabilities, and corporate operating status. The internal environment of the department, using EFE matrix and IFE matrix to quantify the performance of Zhengzhou Business Unit in response to external opportunities, threats, and internal advantages and disadvantages, using SWOT matrix and QSPM matrix to design and select the Zhengzhou Business Department’s competitive strategy under the new situation, and formulate Corresponding strategic implementation measures and strategic implementation guarantee measures are expected to promote the sustainable, healthy and stable development of the Zhengzhou Business Department, and hope to provide a reference for other business departments of the company.
查看全文：	预览  下载(下载需要进行登录)