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    某物業公司多元化發展探究-凈溪知網查重

    時間:2019-12-29 12:06:19 編輯:凈溪知網查重

    我國物業管理行業歷經三十余年的發展,從初期市場無序、缺乏標準化和規范化,到中期市場迅速狂熱發展,如今物業管理市場正在走向理性平穩,相關法律法規更加完善,市場也逐漸步入規范化和專業化的軌道,積極推動國民經濟發展。由于行業起步時間較晚,在發展過程中還存在不少問題,但十二五以來,我國政府對服務業大力扶植,云計算、大數據和物聯網的興起也給物業行業提供了業務拓展的新思路,在普遍的服務業轉型大背景下,物業服務企業必須抓住機遇,結合自身對公司策略發展適當調整,才能擴大市場份額,提高企業影響力。

      

      西安航興物業公司是航天實業集團下設的一家全資子公司,成立于 2008 年12 月,西安市物業管理行業協會會員單位,公司現有員工 2000 余人,服務面積 150 萬平米,因為“一院四地”的管理格局,航興公司服務范圍涉及北京、上海、西安、武漢等四個城市。本文以西安航興公司為研究對象,重點分析航興公司的內外部環境,并進一步提出應當制定的發展策略。首先,本文通過文獻法、統計分析等方法,分別對航興公司面臨的外部環境和內部能力進行分析,總結出其機會威脅、優勢劣勢;其次根據 SWOT 模型從三個方面制定公司發展策略,即公司層策略、競爭策略和職能策略;最后建立確定策略實施步驟及策略實施保障措施。

      

      通過對航興公司轉型策略的研究發現,本文選擇多元化策略作為航興公司的總體策略,而競爭策略也是主要實施差異化策略,同時控制內部成本。依據以上策略指導,航興公司向下游延伸擴展專業性強的物業服務項目;向上游聯系供應商,實現規模經濟降低成本,提升物業服務質量和風險管控;同時,通過兼并重組和市場開發的策略形式擴大市場份額,或與其他企業合作參與其他業務。業務層方面,航興公司在強調加強內部成本控制的同時,制定個性化和差異化的服務,進一步成為行業中的領先者,從而獲得持久的競爭優勢。

      

      本文的研究分析了航興公司在“互聯網+”這一新時期下的運營情況內外環境、價值鏈和優勢劣勢等,并提出了發展策略,為企業實現快速發展具有重要意義,同時也為其它物業管理服務企業的策略選擇和實施提供了參考。

      

      關鍵詞:物業管理;發展策略;PEST;SWOT;多元化。

      

      Abstract

      

      China's property management industry has experienced more than 30 years of development,from the initial market disorder, lack of standardization and standardization, to the rapid andfanatical development of the medium-term market, now the property management market ismoving towards rational and stable, the relevant laws and regulations are more perfect. Themarket has also gradually stepped into the track of standardization and specialization, activelypromoting the development of the national economy. Due to the late start of the industry, thereare still many problems in the process of development. However, since the 12th Five-Year Plan,our government has vigorously supported the service industry, and the rise of cloud computing,big data and the Internet of things has also provided a new way of business development for theproperty industry. Under the background of the general service industry transformation, realestate service enterprises must seize the opportunity and adjust their own strategic developmentin order to expand their market share and improve their influence.


    某物業公司多元化發展探究

      

      Xi'an Hangxing property Company is a wholly owned subsidiary of Aerospace IndustryGroup. It was established in December 2008. It is a member unit of Xi'an property ManagementIndustry Association. The company currently employs more than 2000 people and serves an areaof 5 million square meters. Because of the management pattern of "one hospital and four places",the service scope of Hangxing Company covers four cities, such as Beijing, Shanghai, Xi'an andWuhan. This paper takes Xi'an Hangxing Company as the research object and analyzes theinternal and external environment of Hangxing Company. And further put forward thedevelopment strategy that should be drawn up. Firstly, this paper evaluates the externalenvironment and internal capability of Hangxing Company by means of literature method andstatistical analysis, and summarizes its opportunities, threats, advantages and disadvantages.

      

      Secondly, according to the SWOT model, the development strategy of the company is formulatedfrom three aspects, namely, the company layer strategy, the competition strategy and the functionstrategy. And finally, the steps to determine the implementation of the strategy and the measuresto ensure the implementation of the strategy are established.

      

      By studying the transformation strategy of Hangxing company, we find that the companylevel strategy of Hangxing company is chosen as an integrated development strategy, and thebusiness level strategy is formulated as cost leadership and differentiation strategy, and functionstrategy selection is three marketing strategies, human resource strategy and financial strategy.According to the above strategic guidance, Hangxing Company extends downstream to expandprofessional property service projects; to contact suppliers upstream to achieve economies ofscale to reduce costs, improve the quality of property services and risk control; at the same time,Expand market share through the strategic form of merger and reorganization and marketdevelopment, or cooperate with other enterprises to participate in other business. In terms ofbusiness level, while emphasizing on strengthening internal cost control, Hangxing hasdeveloped personalized and differentiated services to further become a leader in the industry. Inorder to gain a lasting competitive advantage, Hangxing Company divides the implementation ofthe strategy into four stages: the stage of strategic initiation, the stage of strategic planning, thestage of strategic operation and the stage of strategic control and evaluation. Finally, this paperputs forward the safeguard measures of the strategy implementation from five aspects: internalgovernance structure, organizational structure, organizational culture, information constructionand internal risk control.

      

      The research results of this paper analyze the operating situation, internal and externalenvironment, value chain and advantages and disadvantages of Hangxing Company in the newsituation, and put forward the development strategy, which is of great significance for theenterprise to achieve rapid development. At the same time, it also provides reference for thestrategic choice and implementation of other property management service enterprises.

      

      Key words: property management; development strategy; integration

      

      目 錄

      

      中文摘要

      

      Abstract

      

      一、緒論.

      

      (一) 研究背景與研究意義.

      (二) 研究思路與研究方法.

      (三) 研究內容.

      

      二、文獻綜述.

      

      (一) 國內外相關研究綜述.

      (二) 理論基礎.

      

      三、航興公司外部環境分析.

      

      (一) 宏觀環境分析

      (二) 行業競爭環境分析

      (三) 外部因素評價矩陣

      

      四、航興公司內部環境分析

      

      (一) 航興公司簡介

      (二) 公司資源分析

      (三) 價值鏈分析

      (四) 公司能力分析

      (五) 內部因素評價矩陣

      

      五、互聯網+背景下航興公司發展策略分析與制定.

      

      (一) 航興公司發展策略目標體系的確定

      (二) 航興公司策略的分析

      (三) 航興公司發展策略的決策制定

      

      六、航興公司策略實施及保障措施

      

      (一) 公司策略的實施

      (二) 策略實施的保障措施

      

      七、結論

      

      參考文獻


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