摘 要
改革开放以来，我国的经济社会取得了举世瞩目的成绩，作为促进这一成绩
的重要因素之一的房地产市场也经历了从无到有、再到发展壮大的过程。目前的
房地产已经不是简单地生活资料或者要素，更是居民家庭财产的重要组成部分，
既是一种资产，也是一种商品，更是投资、投机的主要对象。作为国民经济重要
支柱的房地产市场的变化不仅能够影响到社会安全以及金融市场的安全，更能够
影响到整个国民经济的健康有序运行

河北港口集团房地产公司是一家拥有大型国企背景的新兴房地产开发企业，
依托河港集团的企业资源优势，面对激烈而严峻的市场环境，制定出实之有效的
经营发展战略，使企业能够不断地发展壮大，为集团带来丰厚的利润，成为整个
集团新的利润增长点是非常必要的。文章基于对相关战略理论知识的研究，结合
国内房地产市场现状，通过对河港地产企业内外部环境的分析，运用 SWOT、
SPACE 分析矩阵等战略工具为河港地产未来发展战略进行了选择制定，优化了企
业原有组织架构。同时，为了能够保证河港地产发展战略的实施，提出了公司应
该从调整组织结构框架，提高企业运行效率、提升企业形象等方面进行细化落实，
为河港地产发展战略的有效实施提供了保障

通过分析研究河港地产的经营发展战略，对企业未来的经营发展具有现实的
指导意义。但随着经济的迅速发展，金融危机的爆发可能会更加频繁，国家宏观
调控的力度可能会更加严厉，因此以目前形势做出的经营发展战略势必要随着大
环境的改变而不断地调整，所做出的结论也将受到影响，本文的研究成果能够对
同行业企业提供一定的参考借鉴作用，无法起到广泛推广的作用

关键词: 房地产；发展战略；组织架构；战略管理燕山大学工商管理硕士学位论文
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Abstract
Since the reform and opening up, China has achieved remarkable economic and
social achievements, the real estate market as one of the important factors for the
promotion of this achievement has experienced from scratch, then the process of
development and growth. The current real estate is not simply life materials or residents,
it is an important component of household assets, both an asset and a commodity, but
also the main object of investment and speculation. As an important pillar of the
national economy, the change of the real estate market not only can affect the social
security and the safety of the financial markets, and even can affect the health and
orderly operation of the entire national economy.
Real Estate Co. Ltd. of Hebei Port Group is a large state-owned enterprises in the
background of the emerging real estate development enterprises. In the face of the
intense market environment, it is very necessary for the company to rely on its
enterprise resource advantages make real effective business development strategy,
enabling enterprises to continue to develop and grow, bring huge profits and become a
new profit growth point for the group. On the research of strategic theory related to
knowledge, combined with the domestic real estate market situation, through the
analysis of the external environment in real estate enterprise port, using SWOT, SPACE
analysis matrix and other strategy tool, the future development of the port real estate
strategy were selected in this article to develop and optimize the organizational structure
of the original enterprise.At the same time, in order to ensure the implementation of the
port development strategy of real estate, this article proposed company should from
the adjustment of the organizational structure, improve operational efficiency of
enterprises, enhance corporate image etc. aspect refinement of the implementation .All
of this provide the guarantee for the effective implementation of the port development
strategy.
Through the analysis research, Real Estate Co. Ltd. of Hebei Port Group business
development strategy has practical guidance significance for the future businessAbstract
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development of the enterprise. But with the rapid development of the economy, the
financial crisis may be more frequent, the intensity of the national macro-control may be
more severe, therefore, the current situation to make business development strategy is
bound to change with the environment constantly adjust, the conclusions will also be
affected, Research results of this paper can provide must reference to the same industry
enterprises, can not have the effect of widely.
Keywords: real estate; development strategy; organizational structure; strategic
management目 录
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目 录
摘 要.....I
ABSTRACT.......II
第 1章 绪论.....1
1.1 研究背景及意义...........1
1.1.1 研究背景.1
1.1.2 研究意义.1
1.2 国内外研究现状...........2
1.2.1 国外战略理论研究现状.2
1.2.2 国内房地产企业战略研究现状.4
1.3 研究内容和方法...........5
1.3.1 研究内容.5
1.3.2 研究方法.5
1.3.3 本文结构6
第2章 相关理论7
2.1 战略管理理论发展及流派.......7
2.1.1 早期发展阶段.....7
2.1.2 经典战略管理理论阶段.8
2.1.3 竞争定位理论阶段.........9
2.1.4 企业核心竞争力理论阶段.......10
2.2 企业战略管理的概念及特征.11
2.2.1 企业战略管理的概念...11
2.2.2 企业战略管理的特征...11
2.3 企业战略管理理论的竞争优势.........12
2.4 一般性竞争战略模式.13
2.4.1 总成本优势战略...........13
2.4.2 差异化战略.......13
2.4.3 专一化战略.......14
2.5 企业战略管理理论的实施步骤.........14
2.6 本章小结.........15
第 3 章 河港地产内外部环境分析...........16
3.1 河港地产简介.16
3.2 河港地产内部环境分析.........16
3.2.1 公司组织结构...16
3.2.2 公司资源分析...17
3.2.3 公司的能力分析...........22
3.2.4 河港地产内部因素评价矩阵...28
3.3 河港地产外部环境分析.........29
3.3.1 行业发展概况分析.......29
3.3.2 宏观环境分析（PEST 分析） 34
3.3.3 河港地产外部因素评价矩阵...41
3.4 河港地产波特五力模型分析.43
3.4.1 供应商的议价能力.......43
3.4.2 购买者的议价能力.......44
3.4.3 新进入者的威胁...........44
3.4.4 替代产品的威胁...........45
3.4.5 竞争对手分析...46
3.5 本章小结.........47
第 4 章 河港地产发展战略的选择....48
4.1 河港地产战略方案的制定原则.........48
4.1.1 SWOT 分析矩阵.......... 48
4.1.2 SPACE 分析矩阵......... 50
4.2 河港地产总体发展战略思路、愿景与使命.56
4.3 河港地产战略目标的制定.....56
4.3.1 总体战略目标...57
4.3.2 阶段战略目标...58
4.4 经济效益目标.60
4.5 本章小结.........61
第 5 章 河港地产战略实施对策与措施保障62
5.1 调整组织结构框架.....62
5.2 强化河港地产的人力资源管理.........63
5.2.1 内部培养与外部引进并用.......63
5.2.2 完善绩效考核制度.......64
5.2.3 建立全面报酬体系.......65
5.3 加强质量管理.67
5.4 提高土地储备67
5.5 提高企业财务管理水平.........67
5.6 加强营销管理.68
5.7 措施保障........69目 录
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5.8 本章小结........70
结 论..71
参考文献..........73
攻读硕士学位期间承担的科研任务与主要成果......76
致 谢..77
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