习近平总书记在党的十九大报告中明确指出“房子是用来住的，不是用来炒 的”。当前中央政府针对现有的房地产行业发展现状，积极加大对房地产行业的供 给侧改革，优化房地产行业的发展环境，积极推动房地产行业的优胜劣汰，而各大 房地产企业也积极针对供给侧进行转型，不断推动自身战略转型，“地产+物业服 务”等新模式不断涌现。因此对TX房地产公司房地产公司战略转型研究具有重要 的意义。 本文以邹平市本土房地产企业TX房地产公司为例，运用文献研究法和案例分 析法，从厂商理论、产品生命周期理论、竞争理论对TX房地产公司的发展现状进 行分析。文章首先对我国房地产行业现状进行了分析，发现当前我国房地产行业呈 现新房销售区域分化、房地产投资增速如期回落、融资调控未放松的特点；其次对 TX房地产公司的发展现状进行分析，同时运用PEST分析和SWOT分析对TX房 地产公司的内外部环境进行分析，发现TX房地产公司的优势有项目管理经验丰富、 政治、经济、人文关系密切、公司信用优势；劣势为资本结构单一，资金管理风险 过高、组织结构人员知识及专业素质欠缺、品牌影响力弱；机会为城镇化的影响、 全面二孩政策的影响、棚户区改造的影响；威胁为政府对地产行业的宏观调控仍将 持续、房地产税立法，行业资金紧张、行业竞争激烈、新型冠状病毒肺炎爆发。发 现当前TX房地产公司在战略转型上主要存在房屋去化速度慢，库存压力很大，人 力资源整合不协调，缺少企业发展平台，新项目开发滞后，融资困难，产业单一， 转型困难，物业服务能力较差，资源利用率低、缺少创新等问题；再者通过对万科、 绿地、万达、绿城等知名房地产企业转型发展的经验进行分析，得到了TX房地产 公司在转型中一是延伸产业链条，提升物业品质；二是深耕智慧家居以提升服务品 质；三是要运用互联网思维拓宽营销渠道；四是要立足本地市场，实施多元化发展 战略。因此本文的结论是：TX房地产公司下一步战略转型的选择是差异化战略、 多元化战略、品牌化战略。在未来十年内，整合产业链，打造成为本地领先、有着 较高品牌影响力、“地产＋服务＋商业＋文旅”的综合地产商。这就需要通过健全 人力资源保障体系，打造核心团队；增强企业文化建设，完善公司品牌；完善资金 保障，拓宽多元化融资渠道；紧抓“互联网+”发展机遇，推动物业服务创新；建 立转型风险控制机制；完善法人治理结构，确保战略转型的实施。 关联词：战略转型；SWOT分析；TX房地产公司 III ABSTRACT Inthenineteenmajorreportsoftheparty, General SecretaryXiJinpingclearly pointedoutthat"housesareusedforhousing,notforfrying".Atpresent,thecentral governmentactivelyincreasesthesupplysidereformoftherealestateindustry, optimizesthedevelopmentenvironmentoftherealestateindustry,andactively promotesthesurvivalofthefittestintherealestateindustryinviewofthecurrent situationofthedevelopmentoftherealestateindustry,whilemajorrealestate enterprisesarealsoactivelytransformingthesupplyside,constantlypromotingtheir ownstrategictransformation,"realestate+propertyservices"andothernewmodels areemerging.Therefore,itisofgreatsignificancetostudythestrategic transformationofTXrealestatecompany. ThispapertakesTXrealestateinZoupingcityasanexample,analyzesthe developmentofTXrealestatefromtheperspectiveofmanufacturertheory,product lifecycletheoryandcompetitiontheorybyusingliteratureresearchandcaseanalysis. ThispaperfirstanalyzesthecurrentsituationofChina'srealestateindustryandsmall andmedium-sizedrealestateenterprises,andfindsthatatpresent,China'srealestate industryischaracterizedbyregionaldifferentiationofnewrealestatesales,falling growthrateofrealestateinvestmentasscheduled,andnorelaxationoffinancing regulation,whilesmallandmedium-sizedrealestateenterprisesareundergreat financingpressure,andenterprisesareseriouslymergedandbankrupt;secondly,the developmentstatusofTXrealestateisimprovedByanalyzingtheinternaland externalenvironmentofTXoccupationwithpestandSWOTanalysis,itisfoundthat theadvantagesofTXrealestateincluderichexperienceinprojectmanagement,close political,economicandhumanrelations,andcorporatecreditadvantages;the disadvantagesaresinglecapitalstructure,highriskinfundmanagement,lackof knowledgeandprofessionalqualityoforganizationalstructurepersonnel, and weak brandinfluence;theopportunitiesareurbanization also affected bytheimpactofthetwochildpolicyandtheimpactofshantytowns transformation.Thethreatwillcontinuetobethemacro-controloftherealestate industry,therealestatetaxlegislation,thetightindustryfunding,thefierce competitionintheindustry,andtheoutbreakofthenewcoronaviruspneumonia.Itis foundthatinthestrategictransformationofTXrealestate,therearemanyproblems, suchastheslowspeedofhousingremoval,thegreatinventorypressure,the incongruousintegrationofhumanresources,thelackofenterprisedevelopment platform,thelaggingdevelopmentofnewprojects,thedifficultyoffinancing,the singleindustry,thedifficultyoftransformation,thepoorpropertyserviceability,the lowutilizationrateofresources,thelackofinnovation,etc.;moreover,throughthe IV knowledgeofVanke,Greenland,Wanda,Greentown,etcBasedontheanalysisofthe transformationanddevelopmentexperienceoffamousrealestateenterprises,itis concludedthatinthetransformationofTXrealestate,thefirstistoextendthe industrialchainandimprovethepropertyquality;thesecondistodeepenthe cultivationofsmarthometoimprovetheservicequality;thethirdistousethe Internetthinkingtoexpandthemarketingchannels;thefourthistobaseonthelocal marketandimplementthediversifieddevelopmentstrategy.Therefore,theconclusion ofthispaperis:thenextstrategictransformationofTXrealestateisthechoiceof differentiationstrategy,diversificationstrategy,brandstrategy,transformationof enterpriseoperationmode.5.Transformationoffinancingmode.Inthenexttenyears, wewillintegratetheindustrialchaintobecomealeadinglocalcomprehensivereal estatedeveloperwithhighbrandinfluence,"realestate+service+business+culture andtourism".Thisrequiresimprovingthehumanresourcesguaranteesystem, buildingcoreteam,enhancingcorporatecultureconstruction,improvingcompany brand,improvingcapitalguarantee,wideningdiversifiedfinancingchannels,grasping thedevelopmentopportunitiesofInternetplus,promotingpropertyservices innovation,establishinganimalriskcontrolmechanism,improvingcorporate governancestructureandensuringtheimplementationofstrategictransformation. Keywords:Strategictransformation;SWOTanalysis;TXrealestate V 目录 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....3 1.2文献综述..............3 1.2.1国外研究动态...........................3 1.2.2国内研究现状...........................5 1.2.3研究述评....7 1.3研究思路和研究方法.........................8 1.3.1研究思路....8 1.3.2研究方法....8 第2章相关概念和理论基础......................10 2.1相关概念............10 2.1.1战略转型概念.........................10 2.1.2企业转型..10 2.1.3中小企业界定.........................11 2.2战略转型特征....11 2.3战略转型类型....12 2.3.1主动转型..12 2.3.2被动转型..12 2.4战略转型理论....13 2.4.1厂商理论..13 2.4.2产品生命周期理论.................13 2.4.3竞争战略理论.........................14 2.5相关研究工具....15 2.5.1PEST分析15 2.5.2SWOT分析.............................15 第3章TX房地产公司发展现状及问题分析...........................17 3.1房地产行业现状17 3.1.1新房销售区域分化.................17 3.1.2房地产投资增速如期回落.....18 3.1.3融资调控未放松.....................19 3.2TX房地产公司发展现状.................20 VI 3.2.1公司概况..20 3.2.2现有战略：成本领先型战略.21 3.2.3发展现状..21 3.3TX房地产公司内外部环境分析.....24 3.3.1PEST分析24 3.3.2SWOT分析.............................26 3.4TX房地产公司战略转型实施存在的问题....................34 3.4.1房屋去化速度慢.....................34 3.4.2人力资源整合不协调.............35 3.4.3新项目开发滞后.....................35 3.4.4产业单一..36 3.4.5物业服务能力较差.................37 3.4.6资源利用率低.........................37 第4章我国房地产企业战略转型实践借鉴.............................39 4.1我国房地产企业的战略转型实践及趋势......................39 4.1.1我国房地产企业的战略转型实践........................39 4.1.2我国房地产企业战略转型趋势............................41 4.2国内房地产企业战略转型对TX房地产公司的启示..42 4.2.1延伸产业链条以提升物业品质............................42 4.2.2深耕智慧家居以提升服务品质............................44 4.2.3运用互联网思维拓宽营销渠道............................45 4.2.4立足本地市场，实施多元化发展战略................46 第5章TX房地产公司战略转型发展及