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MBA论文_X地产公司商业地产发展战略改进研究

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文本描述
4.2外部宏观环境分析 ..........................................25
4.2.1政策法律因素.........................................25
4.2.2经济环境因素.........................................27
4.2.3社会与文化因素.......................................28
4.2.4技术因素.............................................29
4.3行业竞争环境分析 ..........................................29
4.3.1行业内竞争分析.......................................29
4.3.2供应商分析...........................................30
4.3.3购买者分析...........................................31
4.3.4替代品分析...........................................32
4.3.5潜在进入者分析.......................................33
4.4 X公司商业地产SWOT分析....................................35
4.4.1 SWOT分析与评价 ......................................35
4.4.2战略模式的对比 .......................................37
5 X公司商业地产战略改进 ..........................................38
5.1商业的战略调整 ............................................38
5.1.1商业经营改进目标 .....................................38
5.1.2确立密集型战略转型 ...................................39
5.2商业业务的改进战略 ........................................39
5.2.1打造商业差异化融资能力 ...............................40
5.2.2轻资产方向聚焦西南布局 ...............................42
5.2.3建立具备竞争力的产品线 ...............................43
5.3战略执行的保障建议.........................................45
5.3.1设立战略转型的预算管理 ...............................45
5.3.2架设资产管理业务流程 .................................46
5.3.2建立赋能型组织管控 ...................................46
5.4战略调整的总结 ............................................48
6结论与展望......................................................49
II

摘要
在“房住不炒”的国家战略下,从三道红线、贷款集中度管理到土地供应双集
中,地产调控政策一直加码,大力压缩中小房企的生存空间。TOP30头部房企具备资
金、管理等综合优势,垄断市场44.6%的销售份额,行业集中度进一步提升,市场竞
争异常严酷。具有金融属性的商业地产,在银根缩减背景下,重资产持有模式成本
不断推高。随着商业存量加大,同质化加深,在线电商的冲击,商业地产也步入转
型周期。房企开始审慎发展粗放的重资产模式,越来越多地注重价值链的资产管理。
本文围绕当前房地产行业的发展态势及现状,以 X地产集团商业地产版块为主
要研究对象,依次对相关理论和国内外商业地产研究进行概括。从商业地产自身特
点出发,利用文献研究法、个案研究法、对比研究法对 X公司商业地产战略和外部
环境展开论证。首先,分析 X公司商业地产当前战略现状和问题,发现重资产经营
能力低效,轻资产布局执行不足,业务战略缺乏主次。继而,根据数据和工具剖析行
业的趋势、竞争态势和未来机会。最后,提出 X公司商业地产在竞争环境转型采用
密集型发展战略。业务层面一是借助股东背景建立REITs资金渠道,将重资产变轻;
二是精选轻资产拓展,做大商业管理规模;三是提升存量商业的运营能力,打造优
秀头部产品线。
房地产行业作为国民经济重要组成,尽管调控政策频出,但短期内仍然举足轻
重。X地产作为中小房企如何转型,如何将包袱转化为优势。本文的研究不仅为 X
地产集团商业地产版块提供行之有效的优化措施,也能够为类似中小型房地产企业
商业地产转型提供改进思路。
关键词:中小房企,商业地产,发展战略,资产证券化
分类号:C939
III

Abstract
Under the national strategy of " Houses are for living in and not for speculative
investment", from three red lines, loan concentration management to double concentration
of land supply, the real estate regulation policy has been increasing, vigorously reducing
the living space of small and medium-sized real estate enterprises. The top 30 real estate
enterprises have comprehensive advantages in capital and management, monopolizing
44.6% of the sales share of the market, further improving the industry concentration, and
extremely severe market competition. Commercial real estate with financial attributes, in
the context of money reduction, the cost of heavy asset holding mode continues to push up.
With the increase of commercial stock, the deepening of homogenization and the impact of
online e-commerce, commercial real estate has entered the transformation cycle. Real
estate enterprises began to develop the extensive asset management model prudently, and
pay more and more attention to the asset management of value chain.
This paper focuses on the development trend and current situation of the current real
estate industry, taking the commercial real estate section of X real estate group as the main
research object, summarizes the relevant theories and domestic and foreign commercial
real estate research in turn. Starting from the characteristics of commercial real estate, this
paper uses the methods of literature research, case study and comparative study to
demonstrate the commercial real estate strategy and external environment of company X.
First of all, by analyzing the current situation and problems of the commercial real estate
strategy of company X, it is found that focusing on asset management ability is inefficient,
while ignoring asset layout is insufficient, and business strategy lacks priority. Then,
according to the data and tools to analyze the industry trends, competitive situation and
future opportunities. Finally, the paper proposes that X company should adopt intensive
development strategy in the transformation of competitive environment. At the business
level, the first is to establish REITs capital channels with the help of shareholders'
background, which will lighten the emphasis on assets; The second is to select and develop
assets, and enlarge the scale of business management; The third is to improve the operation
ability of the stock business and create an excellent head product line.
As an important part of the national economy, the real estate industry plays an
important role in the short term despite the frequent regulatory policies. How to transform x
IV
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