摘要
随着近年来，中央宏观调控房地产政策不断出台，特别是宣布在2020年全面取
消预售许可证，三道红线的出台更是将房地产融资续命的生命线压缩到了最低点。
房地产行业的竞争日益增级，市场收缩未来的三至五年将是房地产行业转型的重要
节点。2019年万达商业地产板块整体打包出售给富力集团就表明已经开启了房地产
转型时代，贵州HLC地产集团作为贵州本土大型房开企业同样紧跟脚步开始布局自
己的发展战略。
贵州HLC集团是一家生根贵州本土的非典型房地产企业，HLC集团仅仅用两个
楼盘的成功一跃成为贵州房地产行业的龙头企业。在中国房地产行业快速发展的15
年，HLC集团充分利用行业发展机会，于2015年响亮全国，成功打造全国最大楼盘
且最大棚户区改造项目-HGY棚户区改造。贵州HLC集团享受到了中国房地产黄金期
和白银期的宏利，企业从1998年创办初期至现在几乎没有改变过战略，一直以来贵
州HLC集团都采用的是扩张发展战略，到今天已经持续了23年。
通过前期的理论研究和调研、信息收集与分析，使用PEST分析法、波特五力模
型、内部分析法、SWOT分析法等，对HLC地产集团所处的外部环境和内部环境进行
深入细致的解析，探讨HLC地产集团的本地竞争优势、战略方向、企业愿景。通过
宏观外部环境分析入手，围绕企业内部分析，探讨HLC房开集团对扩展战略和转型
战略的抉择，以及不同战略对HLC房开集团的影响。最终得到适合贵阳房地产环境，
匹配HLC房开集团特点的最优战略选择。本文对战略实施的具体方案，将重点分析
近几年外部环境的影响，如中央针对地产行业调控政策，地方政府加强城镇化建设
的范围措施，融资环境对地产行业动态变化等。结合HLC集团作为贵州本地房企的
前期重大经营成果、自身优势及资源利用。为HLC集团预测制定发展战略过程中将
面临的困难以及阶段性解决困难的方式，在薄弱过程中逐步搭建牢固的战略支撑体
系。
本文根据笔者在企业收集的各项信息推演贵州HLC集团使用扩张战略、稳定战
略及转型战略后的各种可能性。经过分析后结合贵州HLC集团的企业愿景和使命，
发现贵州HLC集团更适用于转型战略。根据贵州HLC集团现有优势、机遇和前期经
营成果制定了数据化物业管理、社区服务平台及多媒体广告运营等转型方案。试图
为HLC集团拟定一个更有效、更符合实际情况、能够落地实施的战略，帮助企业增
强生存竞争能力，重回巅峰。本提案具有一定的特例性、挑战性，同样也是跨时代
的经典案例。
关键词：房地产、发展战略、转型战略
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Abstract
With the continuous introduction of the central macro-control real estate policies in
recent years, especially the announcement of the complete cancellation of the pre-sale
license in 2020, the introduction of the three red lines has compressed the lifeline of real
estate financing to the lowest point. The competition in the real estate industry is
increasing and the market is shrinking. The next three to five years will be an important
node in the transformation of the real estate industry. The overall package sale of Wanda
Commercial real estate to R & F group in 2019 indicates that the era of real estate
transformation has been opened. As a large local real estate development enterprise in
Guizhou, Guizhou HLC real estate group also followed suit and began to layout its own
development strategy.
Guizhou HLC group is an atypical real estate enterprise rooted in Guizhou. With the
success of only two real estate projects, HLC group has become a leading enterprise in
Guizhou real estate industry. In the 15 years of rapid development of China's real estate
industry, HLC group made full use of the industry development opportunities and
successfully built the largest real estate and largest shantytown reconstruction project in
China - hgy shantytown reconstruction in 2015. Guizhou HLC group has enjoyed the
great profits of China's real estate golden period and silver period. The enterprise has
hardly changed its strategy since its inception in 1998. Guizhou HLC group has adopted
the expansion and development strategy for 23 years.
Through the previous theoretical research and investigation, information collection
and analysis, the main tools used are PEST analysis, Porter's five forces model, internal
environment analysis and SWOT analysis. This paper makes an in-depth and detailed
analysis of the external and internal environment of HLC real estate group, and discusses
the local competitive advantage, strategic direction and corporate vision of HLC real
estate group. Starting with the macro external environment analysis and focusing on the
internal analysis of the enterprise, this paper discusses the choice of expansion strategy
and transformation strategy of HLC real estate development group, as well as the impact
of different strategies on HLC real estate development group. Finally, the optimal
strategic choice suitable for Guiyang real estate environment and matching the
characteristics of HLC real estate development group is obtained. For the specific scheme
of the implementation of the strategy, this paper will focus on the impact of the external
environment in recent years, such as the central regulation policies for the real estate
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industry, the scope measures of local governments to strengthen urbanization, the
dynamic changes of the financing environment on the real estate industry, etc. Combined
with HLC group's early major business achievements, its own advantages and resource
utilization as a local real estate enterprise in Guizhou. Predict the difficulties that HLC
group will face in the process of formulating development strategies and the ways to
solve them in stages, and gradually build a solid strategic support system in the weak
process.
Based on the information collected by the author in the enterprise, this paper
deduces various possibilities of Guizhou HLC group after using expansion strategy,
stability strategy and transformation strategy. After analysis, combined with the corporate
vision and mission of Guizhou HLC group, it is found that Guizhou HLC group is more
suitable for transformation strategy. According to the existing advantages, opportunities
and early operating results of Guizhou HLC group, we have formulated transformation
schemes such as digital property management, community service platform and
multimedia advertising operation. Try to formulate a more effective, more realistic and
implementable strategy for HLC group, so as to help enterprises enhance their survival
and competitiveness and return to the peak. This proposal is special and challenging, and
it is also a classic case across the tim
Keywords: Real estate, development strategy, strategic transformation
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