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论文编号：	15221
作者编号：	2320223862
上传时间：	2024/12/12 20:38:49
中文题目：	R物业集团投后管理优化研究
英文题目：	Research on the optimization of post-investment management of R Property Group
指导老师：	郝臣
中文关键字：	物业行业；投后管理；优化措施
英文关键字：	Property Industry; Post-Investment Management; Optimization Measures
中文摘要：	近年来，物业企业积极承担社会责任，在新型冠状病毒疫情中坚守岗位，推动整个社会更深入地认识和了解物业服务企业的能力和价值，政府也陆续出台利好政策，物业行业的发展潜力得到充分认可，大量物业企业20年及21年快速并购扩张。但随着行业整合步伐的加快，通过快速并购扩张来实现短期业绩增长的模式已不再适用，精细化管理已成为新的行业共识。然而，作为实现收并购目的的重要环节，投后管理并未受到足够的重视和研究，大多数物业企业还处于“摸着石头过河”的初级阶段，主要依靠自身积累的经验开展投后管理工作。 本文以业内具备一定代表性，且收购完成时间相对较早（2020年5月）、至今已经历3年左右消化时间、可以初步体现投后管理成效的R集团收购K集团的案例为引，介绍了R集团对K集团的投后管理现状，详细分析了R集团投后管理中存在的问题，并结合笔者的实践经验为R集团投后管理提出优化建议。具体而言，R集团投后管理的问题包括投后管理流程不明晰、风险管理体系推广效果欠佳、指标体系相对单一以及并购绩效欠佳等，而问题的成因则涉及风险管理不足、文化整合不足、业务策略整合不当、以及沟通不畅等。具体的优化措施方面，R集团可通过提高风险管理能力、增强文化整合力度、适度进行组织变革、制定符合业务现状的整合策略、优化沟通机制，提升投后管理水平。 本文旨在通过对R集团投后管理提出优化建立，提升其长期竞争能力，并为业内其他企业的投后管理实践提供一些启示和借鉴。总的来说，物业企业在实操中应根据各自企业的实际情况，因地制宜，设置匹配企业发展战略、资源特长的投后管理机制。长远来看，物业行业投后管理的有效运作机制不仅需要企业的实践、探索和资源投入，也需要学术界更具指导意义的理论研究和各级政府部门的支持和引导，以推动物业管理行业健康发展。
英文摘要：	In recent years, property management companies have actively taken on social responsibilities, sticking to their posts during the COVID-19 pandemic, and promoting a deeper understanding and recognition of the capabilities and value of this industry to the public. Governments have also introduced favorable policies one after another, fully recognizing the development potential of this industry. A large number of property management companies rapidly acquired and expanded in 2020 and 2021. With the acceleration of industry integration, the model of achieving short-term performance growth through rapid M&A is no longer applicable，refined management has become a consensus in this industry. However, post-investment management, as an important link to achieve the purpose of mergers and acquisitions, has not received enough attention and research. Most property management companies are still in the primary stage and mainly relying on their own accumulated experience to carry out post-investment management work. This thesis takes the case of R Group's acquisition of K Group, which has a certain representativeness in the industry, was completed relatively early (May 2020), and has undergone about three years of digestion time, which can preliminarily reflect the effectiveness of post-investment management. It introduces the current state of R Group's post-investment management of K Group, analyzes the existing problems in detail, and combines the author's practical experience to propose optimization suggestions for R Group's post-investment management. Specifically, the problems in R Group's post-investment management include unclear post-investment management processes, poor promotion effects of the risk management system, relatively single indicator systems, and poor M&A performance results. The causes of the problems involve insufficient risk management, inadequate cultural integration, improper business strategy integration, and poor communication. In terms of specific optimization measures, R Group can improve its risk management capabilities, enhance cultural integration efforts, moderately carry out organizational changes, develop integration strategies that fit the current business situation, optimize communication mechanisms, to enhance the level of post-investment management. The purpose of this thesis is to propose optimizations for R Group's post-investment management to enhance its long-term competitive ability and provide insights and references for other companies in the industry for their post-investment management practices. In general, property companies should, in practice, set up post-investment management mechanisms that match the company's development strategy and resource strengths according to their actual situations, adapting measures to local conditions. In the long run, the effective operation mechanism of post-investment management in the property industry requires not only the practice, exploration, and resource investment of enterprises but also more instructive theoretical research from the academic community and the support and guidance of government departments at all levels, to promote the healthy development of the property management industry.
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