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论文编号：	340
作者编号：	052056
上传时间：	2008/1/3 17:29:14
中文题目：	基于城市运营商定位的房地产企业
英文题目：	Real estate enterprise as City
指导老师：	周建
中文关键字：	房地产企业 城市运营商 企业战
英文关键字：	Real estate enterprise City-c
中文摘要：	中国城市化的高速发展给房地产企业带来大量机遇，房地产企业的运作逐步向规模化方向过渡。同时，伴随着我国房地产市场史无前例的繁荣，自2003年以来我国政府以房地产产业暴利和不规范的土地开发行为为突破口，借助房价过快增长引起的社会舆论，出台了一系列打压房地产的政策。2005年6月滨海新区纳入国家整体发展战略规划，滨海新区要建设成世界先进的开放型、创新型、多功能、现代化的经济新区、社会新区、生态新区和综合改革试验区。在诸如天津这样的由政府导向的国家综合改革配套实验区域中，房地产企业在国家强大的宏观调控政策下如何利用这种巨大的区域政策优势挖掘并建立自己的核心竞争力，实现企业有效的成长是一个值得研究且具有现实意义的问题。 本文主要给合有关企业战略定位学说、企业战略资源基础论及经济博弈论思想的相关理论，运用实证研究方法，基于对内部资源和能力的分析，以滨海公司为案例进行企业发展战略和竞争能力的有关分析，并由此总结归纳出提升天津房地产企业成长速度并建立核心竞争能力的思路和建议： 在全国城市化进程全面提速和滨海新区纳入国家整体发展战略规划的大环境下，天津历史性、大规模、全方位的城市建设已起航，天津房地产业正处于划时代意义的关键时期。房地产开发企业要取得持续性的成长，根本的出路在于进行有效的战略管理，有效利用核心资源，克服企业成长的障碍，培养企业的核心竞争力。借助相关战略理论并结合滨海公司实证研究得出天津房地产企业，尤其是大型房地产企业应该改变传统的简单建房并销售模式，整合内外部资源转向城市运营商方向，实现战略纵深发展。城市运营商是自觉围绕城市的总体发展目标，结合城市发展的特殊机遇，以市场化的方式，在满足消费者需求的同时，使自己的开发项目能够成为城市发展建设的有机组成部分的经营开发商。它直接参与市政府的城市规划，直接承揽已经由政府规划好的土地，对其进行直接投资或吸引一些其他的投资者投资，共同开发按规划要求利用的土地，完成区域内的商业、文化、生活配套。城市运营商将房地产开发与城镇开发运营、城市和城市带的重组相结合，有力地推动了区域的城市化进程。 本文希望结合中国当前的国家经济政策，尤其是在宏观调政策影响下，结合中国城市化浪潮的良好契机，寻求一条积极发挥房地产开发企业的竞争优势，推动其快速成长的战略发展道路，为房地产开发企业未来的生存发展提供更多的思路和启示。 本文共分五个章节，第一章概括性地提出了本文的研究背景与问题、研究内容与方法以及研究的目的和意义。指出本文是在天津房地产业充满机遇与挑战背景下，通过理论研究与案例分析相结合的方式，研究天津房地产企业如何通过自身的努力挖掘并建立自己的核心竞争能力，实现有效的成长，从而提升整个房地产业的竞争力。第二章回顾了战略管理的理论观点，主要包括企业战略定位学说、企业战略资源基础论及经济博弈论思想三部分理论内容。将介绍与本文研究内容相关的知识点，并为文中引用该理论进行铺垫。第三章对滨海公司竞争环境进行分析。从中国房地产业的现状和问题等方面入手，尽管我国房地产市场近年炙手可热，而规模化程度还不够，尚不能形成规模经济效应。为了获取超额利润、提升企业影响力、扩大市场占有率，越来越多的大型房地产企业纷纷实现进行上下游产业的延伸和前后端环节的联动，扩大企业规模，将土地一级市场整理、房地主开发、区域医疗、文教、体育等项目投资融为一体。在开发定位上，由单一的市场定位演变为城市区域功能的选择定位；在对房地产理解上，由居住空间的提供者演变为城市公共生活空间的提供者。这类房地产企业实际演变为地区的城市运营商，他们所从事的活动已经从常规地产向城市层面延伸，从大盘开发向区域经济延伸。作为城市运营商，他们能有效地兼顾有形资产经营和无形资产经营的关系；经济效益、社会效益和生态效益的关系以及城市资源有效利用和可持续发展的关系。通过对中国房地产产市场宏观环境的分析，得出房地产企业作为城市运营商的战略角色定位，并进一步利用五力模型对基于城市运营商定位的滨海公司进行行业环境分析。第四章对滨海公司进行内部环境分析。通过对滨海公司的内外部资源与能力的分析，明确了其在特定的竞争环境下所拥有的资源与能力所产生的核心竞争力，即走“资源--资产--资金--资本”之路、以土地整理为核心的纵向一体化战略、“以点带面，蓄势引爆”策略。通过对滨海公司价值链上竞争能力的对照分析，得出需对企业的核心产品研发能力、人团培养与利用能力、资金渠道拓展能力和客户价值最大化为出发点进行进一步的培育，以提升自身的核心竞争力。第五章通过对滨海公司外部环境中机会、威胁和自身优劣势的分析得出滨海公司作为城市运营商的战略定位选择与实施，通过10年的发展，滨海公司已经有了比较明确的发展战略：以城市基础设施建设为龙头，以房地产开发与土地整理相结合，进行投融资建设，对城市进行综合开发，使公司成为具有高度责任和使命感，具有竞争能力的天津地区城市运营商，并保持长期、健康可持续发展。滨海公司不单纯追求利润最大化，其使命是致力于向社会、顾客提供高价值的城市形态、专业化的产品和服务以及方便舒适的生活体验。最后，在上述分析的基础上对天津其他房地产企业的成长提出了一定的建议与启示。
英文摘要：	The high development of China’s urbanization is bringing lots of opportunities to real estate enterprises, and the operation of real estate enterprise is more and more scale-related. Meanwhile, accompanying the real estate industry’s unprecedented prosperity, the phenomenon of profiteering and illegal land taking-up boomed. Standing on these facts and consensus of house price rapid increasing, the government has announced a series of pressing policies on real estate industry since 2003. In June 2005, the Binhai developed zone was brought into the national integral development programming, and Binhai was planed to be built into a leading, open, innovative, multi-utility and modern economic zone, developed community, eco zone and integrate innovative test zone. In Tianjin, such a country supporting experimental reforming area, how real estate enterprises develop core competitiveness by taking advantage of this area’s special political policy and realize their own effective growth is becoming very important in practical and realistic concerns. Taking the Binhai as example, this thesis, using the Strategy Positioning Theory, Resource–based View and Economy Game Theory, taking empirical study analysis, basing on analysis of internal resources and ability, analyses the company’s development strategy and competitiveness, and comes to an explanation of how the BinHai promotes its reputation by taking the right strategy positioning and realizes sustainable development. Under the big environment of wholly speed raise of urbanization and the Binhai’s brought-into national integral development programming, Tianjin has got on her way of historic, large-scale and all-round city construction, and the Tianjin real estate industry comes into its key stage. For real estate enterprises to gain sustainable development, the way lies in efficient strategy management, efficient core resources utilizing, getting over growing obstacles, and developing core competitiveness. Basing on relevant tactic theory and empirical study on Binhai, it is summed up that Tianjin’s real estate enterprises, especially the large-scaled, have to change their traditional concept of simple construction and sale model to integral model which integrates internal and external resources and turns to be a city-carrier to realize tactical in-depth development. What is city-carrier? It operates according to the city integrated goal, combining local specific opportunities, positioning in market, making its construction projects a part of the city development at the time of satisfying consumer’s needs. City-carrier directly involves in city planning, contracting government programmed land, investing directly or attracting other investments and using land according to the integrated lay-out with compounding commercial culture and daily life facilities. By combining real estate development and town programming, city and city facilities reforming, city-carrier effectively promotes urbanization. This thesis is based on China current economic policies, especially the macro-control policy, standing on the background of right opportunity of China’s urbanization wave, helping to seek one path that can bring competitive strength of real estate enterprises into play and promote their own growth, providing some inspiration and thoughts for the real estate enterprises’ future going. This thesis consists of five chapters. The First chapter discusses about the topic choosing background and brings forward the questions, research contents and methods, purpose and meaning. This thesis, on background of Tianjin which is a place full of opportunities and challenges for real estate industry, basing on theoretical research and empirical analysis, studies how Tianjin real estate enterprises develop core competitiveness and realize their own effective growth, and lastly enhance the competitiveness of the whole real estate industry. The second chapter reviews the theory of Strategic Management, including the Strategy Positioning Theory, Resource–based View and Economy Game Theory. This chapter introduces some relevant knowledge of this paper’s research contents, making theory basis for later usage. The Third chapter carries out analysis on the BinHai’s environment of market competition. Starting with Chinese real estate business current situation and problems , although the market is hot and booming in recent years, it still can not form scale economy effect and has a lot to do to get in scale. To gain more profits, promote enterprise influence and enlarge market share, more and more large-scaled enterprises expand the business to related skirt industries, enlarging enterprise scale, investing and combining the primary land market clean-up, real estate development, regional medical treatment, education, gym facilities etc.. The development positioning is changed from simple market positioning to city regional function; the comprehension of real estate is changed from provider of living place to provider of city public life space. This kind of real estate enterprises actually has changed to city-carrier in the region, and their action has upgraded from traditional land business operator level to city planning level, from land user to regional economy actor. As city-carrier, they can give attention to relationship between tangible assets management and intangible assets management, relationship of economic benefits, social benefits and ecology benefits, and relationship between urban resources effective usage and sustainable development. Through analysis of Chinese real estate market macro-environment, this chapter comes to conclusion that city-carrier is the tactical role positioning for real estate enterprises, and using five-force model makes further industrial environmental analysis on Binhaia as city-carrier . The Fourth chapter carries out internal environment analysis on BinHai. Through analysis on Binhai’s internal and external environment and capability, its core competitiveness caused by its resources and capability under specific competitive environment is coming clear, and that is following the “ resourve-asset-capital-principal” path, the land-pack-up cored vertical integration strategy, and the “from point to area, store to explode” tactic. Through comparing analysis on Binhai’s competitiveness in the value chain, it is concluded that to improve core competitiveness, enterprise shall start with cultivating its core product developing ability, personnel fostering and employing ability, capital channel expanding ability and maximizing clients value ability. The fifth chapter takes some views on aspects of external opportunities, threats, strength and weakness and find out the BinHai 's strategy as a city-carrier. By the past 10 years, Binhai has formed explicit development strategy: taking city infrastructure programming as the guide, investing and financing constructions with combining the real estate and land pack-up, carrying out city integral project, building the company’s reputation as highly reliable and competitive city-carrier in Tianjin area, maintaining long, healthy and sustainable development. Binhai is not simply chasing profits maximizing, but also made their mind to provide high-value city form, professional products and services, and convenient and cozy life experience. At last, summing up above, this paper brings forward some suggestions and enlightenments to other real-estate companies in Tianjin.
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