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| 论文编号： | 2187 | |
| 作者编号： | 2220070917 | |
| 上传时间： | 2010/1/20 10:18:47 | |
| 中文题目： | 路劲地产公司发展战略研究 | |
| 英文题目： | The Strategy of Road King Properties | |
| 指导老师： | 周 建 | |
| 中文关键字： | 房地产行业 发展战略 核心竞争力 | |
| 英文关键字： | real estate industry, development strategy, core competences | |
| 中文摘要： | 香港上市公司路劲基建于2006年9月收购了原国内知名房地产企业顺驰集团，成立了路劲地产集团公司。经过3年整合，目前路劲地产已完成初步的国内布局，拥有26个房地产项目，分布于9个省市。2007年以来中国房地产行业发生了巨大变化，作为新进入行业的路劲地产公司也需要重新思考定位，确定公司发展战略。 本文首先从行业特点、国家政策、客户心理和未来的发展趋势四个维度对国内房地产市场环境进行了研究，发现中国房地产企业发展的规模化和专业化越来越明显，品牌企业的市场占有率大幅度提高，规模企业优势越来越明显。 其次，通过运用迈克尔•波特教授的“五力模型”对房地产行业的竞争环境进行分析，发现随着经济快速增长、城市化率的提高和大量资金注入，国内房地产行业持续快速增长，但增长过快的房价也给行业发展带来了巨大的风险。 在此基础上，对路劲地产进行了价值链分析和SWOT分析，发现虽然路劲地产具有良好的资本平台和较好的内部管控机制，但由于收购后重点集中于处理顺驰遗留问题和整合内部管控模式，其在规模、品牌等方面已失去竞争优势，而最大的问题是企业没有清晰的发展战略，没有形成明确的核心竞争力。 本文采用规范分析和案例研究相结合的研究方法，通过对路劲地产内外部环境综合分析，确定了路劲地产只有走专业化、品牌化、规模化的道路，做值得客户和投资人信赖的企业，成为高端住宅领域领先的企业发展战略，并提出了从塑造专业化管理团队，全力打造高质量产品、高附加值产品两方面提升路劲地产的核心竞争力，从决策层、管理层、运营层三个层面保障企业战略目标的实现。 | |
| 英文摘要： | Road King Infrastructure Limited company listing in Hong Kong established the RK Properties after the acquisition of Shun Chi Groups the domestic famous real estate enterprise in September 2006.After three years` integration PK Properties has completed preliminary national layout with 26 real estate project distribute in 9 provinces. Since the real estate industry changed in 2007, as a new company of the industry, PK Properties also need to rethink the position, determine the company's development strategy. The thesis firstly studied the environment of real estate industry with four aspects: the profession characteristic, the national policy, customer psychology and future development trend of domestic real estate market. Secondly, use “five competitive forces model” to analyze the competitive environment of the real estate industry. It is found that with the fast economic growth, urbanization and capital injection, the domestic real estate growth rapidly, but the overheated price brings great risks to the industry. Based on this, with the value chain analysis and the SWOT analysis, we found that although RK Properties has good capital platform and good internal control mechanism, it has lost its competitive advantage in scale, brand etc, due to focusing on handling problems and arrange gallop from internal control mode after the acquisition, and the biggest problem is the company does not have clear development strategy and the core competitiveness. This thesis uses research methods of theoretical analysis and case studies. Through the internal and external environment analysis, this thesis define the strategy for the enterprise to be specialization, branding and large scale. It should be a company with investors and customer high-trust, leading enterprises in residential area. Meanwhile, it should strengthen the core competitiveness from the mold professional management team and high quality products and high value-added products. Also, it should ensure the implementation of strategic decision making, management and operation aspects. | |
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