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论文编号：	6178
作者编号：	2120112833
上传时间：	2014/6/5 11:34:30
中文题目：	中新天津生态城投资开发有限公司战略转型研究
英文题目：	Research of Strategy Transformation for SSTEC
指导老师：	林润辉
中文关键字：	中新天津生态城；合资公司；战略转型；住宅产业专业化；商业生态系统
英文关键字：	Eco-City；SSTEC；strategy transformation；residential industry specialization；business ecological system
中文摘要：	中新天津生态城是中国和新加坡两国政府为应对全球气候变化、加强环境保护，为建设资源节约型、环境友好型社会提供积极探索与建设示范。中新天津生态城投资开发有限公司由中新两国企业合资成立，是承载以上使命的主要合作平台。公司的主要经营范围是生态城范围内住宅、商业、产业等经营性用地的投资开发工作，以及部分基础设施的代建工作。合资公司第一任总裁的战略思路是“苏州工业园区模式”的延续，以招商为主，利用新加坡在世界各国中的良好形象，广招世界范围内的房地产开发企业、生产制造企业、研发企业进入生态城。第二任总裁在上任之初面临的主要问题是行业政策调控，市场骤冷，主要思路是延续前任留下的工作，萧规曹随。而随着股东债务压力的增大，以及控股项目的挫折，还有近一年来房地产回暖导致的二级开发商对土地的需求增大，公司开始转向以卖地为主。这两任总裁的战略思路，当时都取得了一定的成绩，但由于环境发生了变化，合资公司自身也发生了变化，这些变化包括由次贷危机引发的全球经济危机，以及由此导致的我国各项产业政策尤其是房地产行业政策的大起大落等，造成生态城项目刚一入市，即遭遇行业寒冬，市场急剧降温，之前的商业计划几乎都不再适用，很多项目遭受很大的资金压力。因此需要有新的战略思路，以摆脱目前面临的困境并协调好相关各方的利益关系。要实现上述目标，就需要进一步探究商业生态系统生长规律和城市发展规律，以从中寻找公司发展的路径。在某些主要业务单元如住宅开发方面，需要深刻理解并有效应用传统竞争战略理论，进行更深刻的行业分析、竞争战略分析，增强自身竞争力，同时也要根据城市发展规律以及商业生态系统理论，分析产业、居民、配套三要素之间的关系，以及三要素各自内部单元之间的关系，并形成具体操作办法，以做到互相支持、互相服务。在新战略思路的框架内，应有具体举措如主营业务经营思路。另外新战略的实现也应该具有一定的保障条件，包括公司架构、人才引进机制等。
英文摘要：	The Sino-Singapore Tianjin Eco-City’s vision is the 2nd intergovernmental project after Suzhou Industrial Park. The vision of the Eco-City is to be "A thriving and sustainable city which is resource-conserving and environment-friendly". Sino-Singapore Tianjin Eco-City Investment and Development Co., Ltd(SSTEC), two shareholders from both sides, is a main platform for collaboration. The business scope of SSTEC is development of residential, industrial and commercial, as well as some infrastructure construction work for local government. The strategy of the first CEO of SSTEC was following up the pattern of Suzhou Industrial Park, i.e. relying on the good reputation of Singapore to attract investors, and developers from all over the world. The main challenge that the second CEO faced was the central’s regulation and control to the real estate industry, which caused a sharply decreasing to the market. His strategy during the initial period was to follow up the previous, and this idea had been changed during the later period due to the increasing debts pressure of the shareholder and the setbacks of the shareholding projects, as well as the increasing demand from the local developers as the market was turning up from the end of last year. He decided to change the strategy to be a total land seller instead of a developer or cooperator. The two CEOs did have made certain achievements by following up their respective strategies. However, both the environment and SSTEC itself have been changing. The changes, including the global economical crisis caused by subprime crisis, and the huge policy gap of industrial especially of property industry, resulted in the serious situation sstec was in. the previous business plan had to be revised due to the unpredictable changes. The previous strategies can’t adapt the new situations well, it is necessary for sstec to explore a new set of strategy so as to adapt the new situation and coordinate all the stakeholders. In order to achieve the mentioned objective, it is needed to further explore the principle of business ecological system and of urban development, from which finding out an adaptive method for the company. With the main business units, such as residential development, it is necessary to well understand and implement the traditional competition strategy theory. With the other business units, such as commercial and industrial, it is needed to study and implement the theory of business ecological system as well as of urban growing. In the scope of these new strategies, some executive actions such as the main business operating plans should be incorporated. Besides, some conditions such as the organization chart and ways regarding the introduction of human resources.
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