某物业公司多元化发展探究,mba毕业论文

某物业公司多元化发展探究,mba毕业论文本篇论文目录导航：【题目】某物业公司多元化发展探究【第一章】【第二章】【第三章】【第四章】【第五章】【第六章】【第七章-以下为参考文献】我们国家物业管理行业历经三十余年的发展，从初期市场无序、缺乏标准化和规范化，到中期市场迅速狂热发展，如今物业管理市场正在走向理性平稳，相关法律法规愈加完善，市场也逐步步入规范化和专业化的轨道，积极推动国民经济发展。由于行业起步时间较晚，在发展经过中还存在不少问题，但十二五以来，我们国家对服务业大力扶植，云计算、大数据和物联网的兴起也给物业行业提供了业务拓展的新思路，在普遍的服务业转型大背景下，物业服务企业必须捉住机遇，结合本身对公司策略发展适当调整，才能扩大市场份额，提高企业影响力。西安航兴物业公司是航天实业集团下设的一家全资子公司，成立于2008年12月，西安市物业管理行业协会会员单位，公司现有员工2000余人，服务面积150万平米，由于一院四地的管理格局，航兴公司服务范围牵涉北京、上海、西安、武汉等四个城市。本文以西安航兴公司为研究对象，重点分析航兴公司的内外部环境，并进一步提出应当制定的发展策略。首先，本文通过文献法、统计分析等方式方法，分别对航兴公司面临的外部环境和内部能力进行分析，总结出其时机威胁、优势劣势；其次根据SWOT模型从三个方面制定公司发展策略，即公司层策略、竞争策略和职能策略；最后建立确定策略施行步骤及策略施行保障措施。通过对航兴公司转型策略的研究发现，本文选择多元化策略作为航兴公司的总体策略，而竞争策略也是主要施行差异化策略，同时控制内部成本。根据以上策略指导，航兴公司向下游延伸扩展专业性强的物业服务项目；向上游联络供给商，实现规模经济降低成本，提升物业服务质量和风险管控；同时，通过兼并重组和市场开发的策略形式扩大市场份额，或与其他企业合作介入其他业务。业务层方面，航兴公司在强调加强内部成本控制的同时，制定个性化和差异化的服务，进一步成为行业中的领先者，进而获得持久的竞争优势。本文的研究分析了航兴公司在互联网+这一新时期下的运营情况内外环境、价值链和优势劣势等，并提出了发展策略，为企业实现快速发展具有重要意义，同时也为其它物业管理服务企业的策略选择和施行提供了参考。本文关键词语：物业管理；发展策略；PEST；SWOT；多元化。AbstractChinaspropertymanagementindustryhasexperiencedmorethan30yearsofdevelopment,fromtheinitialmarketdisorder,lackofstandardizationandstandardization,totherapidandfanaticaldevelopmentofthemedium-termmarket,nowthepropertymanagementmarketismovingtowardsrationalandstable,therelevantlawsandregulationsaremoreperfect.Themarkethasalsograduallysteppedintothetrackofstandardizationandspecialization,activelypromotingthedevelopmentofthenationaleconomy.Duetothelatestartoftheindustry,therearestillmanyproblemsintheprocessofdevelopment.However,sincethe12thFive-YearPlan,ourgovernmenthasvigorouslysupportedtheserviceindustry,andtheriseofcloudcomputing,bigdataandtheInternetofthingshasalsoprovidedanewwayofbusinessdevelopmentforthepropertyindustry.Underthebackgroundofthegeneralserviceindustrytransformation,realestateserviceenterprisesmustseizetheopportunityandadjusttheirownstrategicdevelopmentinordertoexpandtheirmarketshareandimprovetheirinfluence.XianHangxingpropertyCompanyisawhollyownedsubsidiaryofAerospaceIndustryGroup.ItwasestablishedinDecember2008.ItisamemberunitofXianpropertyManagementIndustryAssociation.Thecompanycurrentlyemploysmorethan2000peopleandservesanareaof5millionsquaremeters.Becauseofthemanagementpatternofonehospitalandfourplaces,theservicescopeofHangxingCompanycoversfourcities,suchasBeijing,Shanghai,XianandWuhan.ThispapertakesXianHangxingCompanyastheresearchobjectandanalyzestheinternalandexternalenvironmentofHangxingCompany.Andfurtherputforwardthedevelopmentstrategythatshouldbedrawnup.Firstly,thispaperevaluatestheexternalenvironmentandinternalcapabilityofHangxingCompanybymeansofliteraturemethodandstatisticalanalysis,andsummarizesitsopportunities,threats,advantagesanddisadvantages.Secondly,accordingtotheSWOTmodel,thedevelopmentstrategyofthecompanyisformulatedfromthreeaspects,namely,thecompanylayerstrategy,thecompetitionstrategyandthefunctionstrategy.Andfinally,thestepstodeterminetheimplementationofthestrategyandthemeasurestoensuretheimplementationofthestrategyareestablished.BystudyingthetransformationstrategyofHangxingcompany,wefindthatthecompanylevelstrategyofHangxingcompanyischosenasanintegrateddevelopmentstrategy,andthebusinesslevelstrategyisformulatedascostleadershipanddifferentiationstrategy,andfunctionstrategyselectionisthreemarketingstrategies,humanresourcestrategyandfinancialstrategy.Accordingtotheabovestrategicguidance,HangxingCompanyextendsdownstreamtoexpandprofessionalpropertyserviceprojects;tocontactsuppliersupstreamtoachieveeconomiesofscaletoreducecosts,improvethequalityofpropertyservicesandriskcontrol;atthesametime,Expandmarketsharethroughthestrategicformofmergerandreorganizationandmarketdevelopment,orcooperatewithotherenterprisestoparticipateinotherbusiness.Intermsofbusinesslevel,whileemphasizingonstrengtheninginternalcostcontrol,Hangxinghasdevelopedpersonalizedanddifferentiatedservicestofurtherbecomealeaderintheindustry.Inordertogainalastingcompetitiveadvantage,HangxingCompanydividestheimplementationofthestrategyintofourstages:thestageofstrategicinitiation,thestageofstrategicplanning,thestageofstrategicoperationandthestageofstrategiccontrolandevaluation.Finally,thispaperputsforwardthesafeguardmeasuresofthestrategyimplementationfromfiveaspects:internalgovernancestructure,organizationalstructure,organizationalculture,informationconstructionandinternalriskcontrol.Theresearchresultsofthispaperanalyzetheoperatingsituation,internalandexternalenvironment,valuechainandadvantagesanddisadvantagesofHangxingCompanyinthenewsituation,andputforwardthedevelopmentstrategy,whichisofgreatsignificancefortheenterprisetoachieverapiddevelopment.Atthesametime,italsoprovidesreferenceforthestrategicchoiceandimplementationofotherpropertymanagementserviceenterprises.Keywords:propertymanagement;developmentstrategy;integration目录中文内容摘要Abstract一、绪论.〔一〕研究背景与研究意义.〔二〕研究思路与研究方式方法.〔三〕研究内容.