改革开放近四十年来，房地产行业得到了快速发展，行业日益成熟、规范。 近两年来，国家对房地产行业调控政策不断趋紧，土地价格飙升，行业集中度不 断提升，一二线城市开发程度较高导致大型房企向三四线城市迅速转移，中小房 企的生存及发展空间受到了严重挤压。X 市是一个三线末城市，S 公司作为 X 市 一个中小房地产企业，在大型房企林立的市场环境下，公司开始步入转型阶段—— 从单一地产开发转向大健康产业，为此企业需要制定新的发展战略与之适应，本 文选择了其中一个方面——转型过程中的竞争战略选择——进行了深入的研究分 析。文中运用了案例分析、定性分析、定量分析等方法，借助 PEST、波特五力 模型、AHP 等工具，对 S 公司的内外部环境进行了分析，对三种竞争战略进行了 比较，通过理论联系实际制定出未来企业发展两步走所采用的竞争战略，第一步， 采用集中竞争战略抢占养老地产市场，避开大型房企所开发中高端住宅对养老市 场的冲击；第二步，采用差异化竞争战略，有区别于养老机构发展大健康产业。 在竞争战略的实施过程中，按照竞争战略的的需求，通过优化组织结构、匹配人 力资源、加强财务管理和资金运作、完善企业文化建设、防范风险等措施，来提 升运营能力，支撑企业在转型过程中的竞争战略实施。并对在转型过程中的大量 中小房地产企业提出了建议和启示。 关键词，房地产；转型；竞争战略Abstract In the past four decades of reform and opening up, the real estate industry has developed rapidly and the industry has become more mature and standardized. In the past two years, the state’s tightening control policies on the real estate industry have continued to tighten, land prices have soared, industry concentration has increased, and the development of first and second tiered cities have led to the rapid transfer of large-scale housing enterprises to third and fourth tiered cities, and the survival of small and medium-sized housing enterprises and the space for their development has been severely squeezed.. X City is an end-of-three-line city. S company, as a small and medium-sized real estate company in X City, which faces the choice of competitive strategy under the large-scale housing market environment is in the transition process from single estate development to big health industry.For this purpose, enterprises need to formulate new development strategies and adapt them. This paper chooses one of the aspects - the selection of competitive strategy in the process of transformation, and makes an in-depth study and analysis. By using the methods of case analysis, qualitative analysis and quantitative analysis, with the help of PEST, Porter's Five-Force Model and AHP, this paper analyzes the internal and external environment of S Company, compares the three competitive strategies, and draws up the competitive strategy adopted in the two-step development of the future enterprise by integrating theory with practice. First, adopt a centralized competitive strategy to seize the old-age real estate market, and avoid the impact of high-end residential houses developed by large-scale real estate enterprises on the pension market; The second step, adopting a differentiated competitive strategy, is different from the development of a large health industry by pension institutions. In the implementation of the next strategy, Company S will match the company's competitive strategy by optimizing organizational structure, strengthening human and financial management, enhancing research and development and after-sales service capabilities, and strengthening corporate culture. Finally, early prevention of possible problems in the implementation of the competitive strategy was implemented.Keywords，The real estate，The transformation of，Competitive strategyI 目 录 第一章 绪 论...............................................................................................................1 一、研究的背景...........................................................................................................1 (一)时代背景 ............................................................................................................1 (二)行业背景 ............................................................................................................1 (三)区域发展背景 ....................................................................................................3 (四)中小房地产企业生存发展现状 ........................................................................3 二、研究的目的及意义...............................................................................................5 (一)研究的目的 ........................................................................................................5 (二)研究的意义 ........................................................................................................6 三、研究内容及方法...................................................................................................6 (一)内容及创新 ........................................................................................................6 (二)研究的方法及技术路线 ....................................................................................7 第二章 理论综述.............................................................................................................9 一、战略管理理论简述...............................................................................................9 (一)国外战略管理研究情况 ....................................................................................9 (二)国内战略管理研究情况 ..................................................................................10 (三)关于房地产转型过程中竞争战略研究尚处于起步期 ..................................11 二、竞争战略.............................................................................................................11 (一)竞争战略类型 ..................................................................................................11 (二)三大通用战略的特征 ......................................................................................13 三、竞争战略研究的方法与工具.............................................................................14 (一)PEST 分析........................................................................................................14 (二)波特五力模型 ..................................................................................................14 (三)AHP 层次分析模型 .........................................................................................15 第三章 S 公司内外部环境分析..................................................................................16 一、S 公司基本情况..................................................................................................16 (一)公司发展历史 ..................................................................................................16 (二)公司目标方向 ..................................................................................................16I (三)企业发展所处阶段及面对的问题 ..................................................................17 二、外部环境分析.....................................................................................................17 (一)宏观环境分析（PEST 分析法）....................................................................17 (二)行业环境分析（波特五力模型） ..................................................................21 (三) S 公司外部环境主要威胁与机会小结..........................................................24 三、内部环境分析.....................................................................................................24 (一)资源分析 ..........................................................................................................24 (二)能力分析 ..........................................................................................................29 (三)竞争对手分析 ..................................................................................................34 (四) S 公司内部环境优劣势小结..........................................................................38 四、AHP 矩阵分析...................................................................