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A集团竞争战略研究_MBA硕士毕业论文DOC

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摘要
房地产一直以来就是我国的热门产业,伴随而生的是较为惨烈的同行竞争,在现有
激烈行业竞争中,房地产企业若想脱颖而出,就应针对自身特点编制战略发展计划。对
于房地产企业来说,面对着瞬息万变的市场环境以及不断变化的房地产行业发展状况,
如何不断提升自身运营效率,是众多房地产企业迫切想要突破的难题。近些年来我国政
府出台了多项房地产规划以及政策,这些政策极大的推进了国内的住房体制改革,这种
体制改革为购房者减轻了压力,间接地拓展了房地产的开发市场。另一个方面来说,我
国城乡建设速度不断提升,各个城乡区域对于房地产的需求也在不断增加,这些也给房
地产企业的发展提供了更为广阔的空间。在面临机遇的同时各种挑战以及风险也会应运
而生。对于房地产企业来说,由于政府部门所实施的宏观调控以及房地产市场的持续走
低,这使得企业发展面对着一个新的瓶颈。与此同时,房地产不乏一些可以跟万达相比
的房地产公司,如恒大、万科和碧桂园等,这些实力较强的大公司之间以及中小型房产
企业与大公司之间的竞争尤为激烈,尤其是中小型企业,在大型房企的挤压下,生存空
间不断缩小,并被逐步淘汰

一家企业,要想获得长远的发展,就必须对自身的发展方向和成长路径有足够的把
握,而这里的把握程度,又取决于企业对自身内外环境、竞争能力,企业所处市场和竞
争对手的足够了解于把握,需要进行深层次的探索与分析,从而在系统分析中找准企业
的定位于发展路径,以确定企业发展的全面性战略规划

因此本篇论文从房地产业的行业特点和现阶段发展环境入手,结合产业研究结论、
国家相关政策等对已掌握的 A 集团公司的基本经营情况,运用波特的竞争战略理论,通
过“内部问题分析——优势与劣势,外部环境分析——机遇与威胁”建立分析模型(SWOT
分析模型),最终制定 A 集团公司的发展战略,寻找集团新的市场机会及经济增长点及
机遇

关键词:A 集团;SWOT 分析;发展战略II
Abstract
Along with the increasingly international market environment, enterprises face
increasingly complex and changeful market environment, more and more uncertain factors
directly affect the enterprise development. Face more complicated and competitive market
environment, scientific development strategy of enterprises become the important way for
enterprise sustainable development, it becomes necessary to enterprise development strategy
research. Along with the housing system reform in our country, in the past planned economy
greatly release form of housing demand, combined with our country economy and the rapid
development of the new urbanization process accelerated, greatly promote the vigorous
development of the real estate industry in our country, the real estate industry has become an
important force to promote investment, stimulating domestic demand, the formation of the
market scale is huge, this to our country real estate development enterprises has provided a
broad space for development,of course, the real estate enterprises in the development
opportunities, also faces a variety of objective environmental factors, at present, with the
national macro-control on the real estate market policy carried out, the real estate industry has
become increasingly serious situation, competition between real estate enterprises, enterprise
development faces many challenges. Fast changing market environment to the enterprise
sustainable development ability and level put forward higher requirements, the enterprise is
necessary to grasp of its strategic development, how to survive in the market competition,
achieve stable and sustainable development, is the top issue facing the development of
contemporary enterprises.
Enterprise development need to grasp their own development direction and choose
proper growth path, you need to external environmental factors, in-depth analysis of
competitors and their own conditions, found in the system of strategic analysis conforms to
their own development path, global strategic planning system.III
Therefore this paper from the real estate industry characteristics and development
environment, this paper mainly to collect the basic operating condition of A group company
and industry research conclusion, and the relevant national policies, using porter&39;s competitive
strategy theory, through the “internal problems analysis, advantages and disadvantages, the
external environment analysis, opportunities and threats” to establish analysis model (SWOT
analysis model), finally formulate the development strategy of A group company, looking for
group, new market opportunities and economic growth and opportunity.
Key words: A group; SWOT Analysis; Development StrategyIV
目录
第 1 章 引言....1
1.1 论文研究背景 1
1.2 论文研究意义 2
1.3 论文研究内容与思路 2
1.4 相关理论综述 3
1.4.1 企业战略管理概述 ......3
1.4.2 企业竞争战略理论 ......5
1.4.3 企业主要竞争战略 ......6
第 2 章 A 集团外部环境分析9
2.1 外部宏观环境分析 ....9
2.1.1 经济环境 ..........9
2.1.2 政策环境 ..........9
2.1.3 社会环境 ........10
2.1.4 科技环境 ........10
2.2 房地产行业环境分析 .......... 11
2.3 北京房地产行业分析 ..........13
第 3 章 A 集团内部环境分析..........14
3.1 集团简介 ......14
3.2 集团内部资源分析 ..14
3.2.1 财务资源 ........15
3.2.2 物力资源 ........15
3.2.3 人力资源 ........17
3.2.4 品牌文化资源 17
3.2.5 其他无形资源 17
3.3 集团能力剖析 ..........17
3.3.1 资源整合能力 18
3.3.2 成本控制能力 18V
3.3.3 品牌管理能力 18
3.3.4 可持续发展能力 ........18
第 4 章 A 集团的 SWOT 分析矩阵.19
4.1 A 集团面临的机会和威胁分析 ..
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