随着国民经济的快速发展，房地产市场发展需求明显在不断上涨。当前在市 场推动下，我国房地产行业格局俨然已为三足鼎立，即外资(合资)企业、国有大 型企业和民营企业。三方各具优势，展开了不同梯队间的激烈竞争。BX房屋有 限公司是一家从事装配式建筑研发、生产、建造的企业，现已成为新型房屋企业 中的知名企业。如何确立正确的战略定位和战略措施，成为企业迫切需要解决的 问题。 本文采用PEST分析和“五力模型"方法，分析了BX有限公司当前所处外部环 境、行业环境，分析该公司自身能力，归纳总结BX房屋有限公司发展的优势、 劣势、机会和威胁。通过分析研究提出了BX房屋公司在激烈的市场竞争中，应 采取集中化战略和扭转战略，同时就战略的具体实施建议从产品、品牌、国际化、 成本、创新、人才等六个方面进行了分析论证，提出了通过产品定位、品牌树立、 人才引进、科技创新等手段构建并提升公司核心竞争力。同时应在国家“一带一 路”战略和国家大力推广装配式建筑的政府政策的支持下，利用企业核心优势来 扩大企业的市场份额，不断将企业发扬光大，进一步推动企业的可持续发展，为 国内装配式建筑产业水平的提升注入新的动力。 关键词：战略，发展战略，装配式建筑，新型房屋 Abstract With the rapid development of the national economy, the demand for the development of the real estate market is obviously rising. At present, driven by the market, China's real estate industry has become a tripartite structure, namely foreign capital (joint venture) enterprises, large state-owned enterprises and private enterprises. Each of the three sides has its own advantages and has launched fierce competition among different echelons. BX Housing Co.,Ltd. is an enterprise engaged in R&D, production and construction of prefabricated buildings, which has become a well-known enterprise in new housing enterprises. How to establish the correct strategic positioning and measures has become an urgent problem for enterprises to solve. This paper uses PEST analysis and "Five Forces Model" method to analyze the external environment and industry environment of BX Housing Co.,Ltd, and the company's own capabilities, and summarize the advantages, disadvantages, opportunities and threats of the development of BX Housing Co.,Ltd. Through analysis and research, it is proposed that BX Housing Company should adopt centralization strategy and reversal strategy in the fierce market competition. Meanwhile, the specific implementation suggestions of the strategy are analyzed and demonstrated from six aspects: product, brand, internationalization, cost, innovation and talent. It is proposed that BX Housing Company should adopt product positioning, brand building and talent attraction in order to build and enhance the core competitiveness of the company. At the same time, with the support of the national "one belt and one road" strategy and the government's policy of vigorously promoting the prefabricated buildings, the company should expand the market share of enterprises by using it core strengths, constantly carry forward the enterprises, further promote the sustainable development of enterprises, and inject new impetus for the upgrading the domestic prefabricated building industry. Key words: Strategy; development strategy; prefabricated building; new house I 目录 第1章 绪论 ..................................................................................................................................... 1 1.1 研究背景 ............................................................................................................................ 1 1.2 研究目的和研究意义 ........................................................................................................ 2 1.3 国内外研究现状 ................................................................................................................ 2 1.4 研究内容和论文框架 ........................................................................................................ 4 1.5 研究方法和技术路线 ........................................................................................................ 6 1.5.1 研究方法 ................................................................................................................. 6 1.5.2 技术路线 ................................................................................................................. 6 第2章 相关概念和理论基础 ......................................................................................................... 8 2.1 相关概念 ............................................................................................................................ 8 2.1.1 新型房屋 ................................................................................................................. 8 2.1.2 轻钢结构新型住宅 ................................................................................................. 8 2.2 相关战略理论与分析工具 ................................................................................................ 9 2.2.1 战略的定义与特征 ................................................................................................. 9 2.2.2 企业战略理论的主要流派 ..................................................................................... 9 2.2.3 哈默尔与普拉哈拉德的核心竞争力理论 ........................................................... 10 2.2.4 战略分析的方法与工具 ....................................................................................... 10 第3章 BX房屋有限公司发展状况分析..................................................................................... 14 3.1 公司基本概况 .................................................................................................................. 14 3.1.1 概况 ....................................................................................................................... 14 3.1.2 组织机构 ............................................................................................................... 14 3.1.3 所属企业（公司）基本情况 ............................................................................... 16 3.1.4 公司人力资源状况分析 ....................................................................................... 17 3.2 公司目前经营状况及经营模式分析 .............................................................................. 18 3.3 公司目前存在的主要问题分析 ...................................................................................... 19 第4章 BX房屋有限公司战略环境分析 ...................................................................................... 21 4.1 基于PEST框架的宏观环境分析 ................................................................................... 21 4.1.1 政治（Politics） ................................................................................................... 21 4.1.2 经济（Economy） ................................................................................................ 24 4.1.3 社会（Society） ................................................................................................... 27 4.1.4 技术（Technology） ............................................................................................ 28 II 4.1.5 宏观环境分析小结 ............................................................................................... 29 4.2 基于波特“五力”模型的行业竞争态势分析 ................................................................... 29 4.2.1 现有竞争者分析 ................................................................................................... 30 4.2.2 潜在竞争者分析 ................................................................................................... 31 4.2.3 供应商的议价能力分析 ....................................................................................... 31 4.2.4 客户的议价能力分析 ........................................................................................... 31 4.2.5 “五力”模型分析小结 ............................................................................................ 32 第5章 基于SWOT模型的BX房屋公司战略选择分析 .........................................................