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论文编号：	4915
作者编号：	2120102608
上传时间：	2012/12/20 9:30:41
中文题目：	论新华投资集团战略转型研究
英文题目：	Development Strategy Shifting of Xinhua Investment Group
指导老师：	武立东 教授
中文关键字：	房地产企业 战略定位 核心竞争力 转型实施
英文关键字：	real estate;strategic identification;core competitiveness;enterprise transformation
中文摘要：	新华投资集团是天津本土一家房地产开发公司，从1998年机会型进入房地产行业发展至今，主要以天津环线、郊县和外阜三四线城市为主要开发区域，通过传统开发模式来操作项目，即传统的拿地-建房-卖房，大部分为住宅产品，并未在低成本、产品研发和客户服务等方面形成市场竞争优势。在2006年新华与河北工业大学合作，开始了产业地产的开发，并在这几年陆续获取同等性质的土地，于是新华开始慢慢研究和筹措从纯住宅开发向科技产业的战略转型，力图做到精细化和专业化，来形成自己的核心竞争力。但新华旗下有住宅、产业、科技园、建工四个主营业务板块，皆存在不同程度的运营问题，并且目前新华所采取的多项目滚动开发来实现规模扩张的战略也有内部资源体系和外部环境压力的双重矛盾和问题。所以新华自身也 必须寻找一个新的突破口，来打破现在的困境。在面对同样竞争压力和地产发展瓶颈上，新华和很多中小开发企业一样，都有机会型的进入、开发系统性不强、资源比较分散、核心竞争力不明确等等问题，所以分析研究新华的战略转型与其他企业会有很多共性，也是论文的意义所在。 本文以新华投资集团为研究对象，从外部环境分析的相关理论、内部核心竞争力和价值链相关理论、以及战略定位、战略转型相关理论出发，通过实地调查获取原始资料，以及市场调查收集数据，对房地产企业发展的外部经济和行业环境、内部经营条件进行分析研究，寻找适合新华投资集团在行业洗牌时期突破困境的战略转型定位，不仅仅是从传统房地产竞争中寻找机遇，更是从区域经济发展过程中的市场化模式运营寻找机遇——产业地产，针对房地产企业从纯住宅开发到产业地产战略转型的问题，着重分析转型的战略定位、转型实施及实施保障体系等问题，提出以科技产业为主要发展载体，合并产业和科技园两个事业部，集团直管，住宅和建工两部分分别独立运营，以投资预算的模式管控住宅和建工，事实上，住宅部分也要逐步往科技产业方面靠拢，承担科技住宅方面的开发。其次，对科技产业园的开发设想主要是从现金型的产品开发逐渐支持集团持有型产品的累积，以扩大持有资产的规模，并向企业特别是科技型企业提供一系列的服务，比如政策资源、科研资源、成果转化资源、人力资源、科技资本资源，来形成自身的差异化竞争力，从而来提升资产估值。以及新华要逐步从传统地产商转型为金融投资产业集团，也就是地产金融复合模式，通过所持有的资产金融化，比如证券化、资产入股等方式实现从资产到资本的转化。并且就转型实施过程会出现的问题提出一些解决措施，包括梳理新华和业务、公共关系类包装的品牌关系，确定了品牌结构和品牌目标。在资本运营方面，除了常用的银行贷款融资以外，新华与地方政府、社会投资人共同打造政府科技产业引导基金。其他关于新华现有人力资源与战略目标的不匹配、业务板块合并后组织结构的调整、以及新华需要强化和重视的产品研发、成本控制、客户服务和项目运作能力等提出了简单的建议，最后对新华战略转型后将遇到的环境风险、模式风险、运营风险、资源风险和决心风险的风险管理提出一些解决措施。
英文摘要：	Xinhua Investigation Co., ltd is a local real estate enterprise in Tianjin, which enter the real estate market in 1998. Its main productions are located in Tianjin suburban area and less developing cities in other provinces. Through traditional operation, “purchase- build- sell”, most of the productions are residential housing. The enterprise has not gained the competitiveness in lower cost, research or customer service. In 2006, Xinhua cooperated with Hebei University of Technology and initiated industrial real estate development. The business strategy shifted to technology industrial real estate, since Xinhua has got several lands for industry. Market segmentation and professional service would be the core competitiveness of Xinhua in the next decade. Xinhua has four business sectors: resident housing, industry, Technical Park and construction. Due to the multi-projects operation pattern, Xinhua takes press from both inside and outside. In a nutshell, Xinhua must find a break to change itself to survive and grow in today’s market. The disadvantage: lack of professional, low efficiency research and development system, scattered resource and unclear core competitiveness must be modified as lot of the enterprises should do. Xinhua is the research target and raw data is obtained via field trip and market survey, under theory analyzing with outer resource, inter core competitiveness, development strategy, strategy shifting. Through the research on macro economy, real estate prospect and business management of the enterprise, a new direction for Xinhua development strategy in the real estate shakeout is identified. As the real estate is evolving from resident housing to industrial park, industrial real estate will be the dominant factor for business strategy, which is also the result of local economic development pattern. Based on the strategy shifting measures and support system, hi-tech industry is introduced as the new direction. The industrial department and tech department should be combined and directly administrated by the enterprise group, while resident department and construction department should go separately and constrained by budget. Resident department can focus on resident housing in hi-tech industrial park. Besides, the development pattern will shift from “build-sell” to “build-service”. The developer can be the shareholder of the industrial park and provide a serious of service including: policy, R&D, achievement transformation, human resource, and technology support to rise the land value. Xinhua should do more “investigation” rather than “construction”. The combination of real estate and finical circles would be the future development pattern of Xinhua. The specific shifting measures are given including: reestablish links between Xinhua and public relation entities, re-identification of the main business, and a new industrial foundation for hi-tech industry formed by local government local shareholders and Xinhua. Moreover, some advices on human resource optimization, business sector reform, R&D improvement, cost control, customer service, and project operation. A risk assessment is done focusing on environment, operation, and resource and risk management.
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