摘要
随着我国产业结构逐步转变，新型城镇化的进程由高速增长向高质量发展迈
进，传统产业发展路径已经无法适应当下政策与经济环境，房地产是我国国民经
济的重要支撑之一，在国家新一轮宏观调控的影响下，如何利用有限的土地资源
实现经济效益最大化、突破当下形势寻求新的利润增长点是房地产前所未有的严
峻挑战。其生存压力与日加剧，大多房地产企业开始谋求转型发展，其中不乏断
臂自救以应对行业变换的新环境。
H集团成立于 1978年，是贵州省本土第一家房地产上市公司，在43年的发
展经营中，根植贵州、布局全国市场，在抓住国家房产改革机遇、大力发展的同
时，也面临着日趋复杂的竞争环境。随后碧桂园、万达、万科等大型知名房地产
企业相继进入贵州省，以及后起之势迅猛的中小房地产企业扩张较快，对贵州省
房地产市场冲击较大，H集团营业收入、利润等出现下滑。在新环境变化下，H
集团要如何调整公司战略，以实现内部与外部环境的动态平衡，是急需解决的问
题。本研究的目的在于为 H集团设计合适的战略，帮助该公司应对复杂环境，
重塑核心竞争力，实现企业的可持续发展。
本文首先从定性及定量两方面来综合评价 H集团现有战略，其次运用 PEST
分析法、波特五力模型、SWOT矩阵等研究方法对其面临的内外部环境进行全面
分析，并选择合适的战略方向，再次设计备选战略方案，通过使用定量战略计划
QSPM矩阵方法，由专家进行对方案分析和打分，最终通过得分综合分析比较，
选择防御型战略作为 H集团转型战略，最后提出了该战略的实施方案并制定相
应保障措施，进一步落实好公司战略。本研究补充了当下中小城市本土房地产的
发展研究，为二三线城市房地产企业的转型提供经验借鉴。
关键词：战略转型；房地产企业；战略环境；实施措施
II

Abstract
With the gradual transformation of China's industrial structure and the progress
of new urbanization from high-speed growth to high-quality development, the
traditional industrial development path has been unable to adapt to the current policy
and economic environment. Real estate is one of the important supports of China's
national economy. Under the influence of the new round of national macro-control,
How to use limited land resources to maximize economic benefits and break through
the current situation to seek new profit growth point are unprecedented severe
challenges for real estate. Most real estate enterprises began to seek transformation
and development, and some of them broke their arms to cope with the new
environment of industry transformation.
H Group, founded in 1978, is the first local real estate listed company in Guizhou
Province. During its 43 years of development and operation, It has deeply cultivated
Guizhou and launched into the national market. While seizing the opportunity of
national real estate reform and vigorously developing, it also faces an increasingly
complex competitive environment. Subsequently, Country Garden , Wanda, Vanke
and other large well-known real estate enterprises entered Guizhou province one after
another, and the rapid expansion of small and medium-sized real estate enterprises
had a great impact on the real estate market in Guizhou province , and The operating
income and profit of H Group declined. Under the new environment changes, how H
Group should adjust its corporate strategy to achieve the dynamic balance between
internal and external environment is an urgent problem to be solved. The purpose of
this study is to design an appropriate strategy for H Group and help the company cope
with the complex environment, reshaping the core competitiveness, to achieve
sustainable development of the enterprise.
In this paper, the existing strategy of H Group is firstly evaluated qualitatively
and quantitatively, and then the internal and external environment is comprehensively
analyzed by using PEST analysis, Porter's five Forces model, SWOT matrix and other
research methods, and the appropriate strategic direction is selected Again design
alternative strategy, through the use of quantitative strategic planning QSPM matrix
method, analyze the scheme by experts and grade, the final by scoring comprehensive
analysis and comparison, choose defensive strategy as H group transformation
strategy Finally put forward the strategy of the implementation of the scheme and
III

formulate the corresponding safeguard measures, further implement the company
strategy This study replenishes the current research on the development of local real
estate in small and medium-sized cities, and provides references for the
transformation of real estate enterprises in second and third-tier cities.
Key words:Strategy transformation; Real estate enterprises; strategic environment;
The implementation of measures
IV
。。。以下略