Research on Strategic Management of M Real Estate Co., Ltd.
With the development of market economy and the acceleration of urbanization, large real estate companies not only carry out business in first-tier cities, but also enter second-and third-tier cities in succession, which not only promotes the development of many small and medium-sized real estate enterprises, but also intensifies the competition among industries. Based on the development status of M Real Estate Co., Ltd., combined with the actual external environment and internal environment faced by the company, this paper analyzes the macro environment, enterprise ability and SWOT of the company, and then summarizes the development strategy and measures to ensure the implementation of the strategy of A Real Estate Company, so as to provide reference for promoting the sustainable development of the company.
Keywords: real estate, strategic development, implementation measures
introduce
With the rapid development of China's national economy and the acceleration of urbanization, China's real estate industry has developed very rapidly, and it has achieved rapid development, occupying a decisive position in the whole national economy, and the industry has attracted more and more attention from the government and consumers.
I. Development Status of M Real Estate Co., Ltd.
M Real Estate has a national first-class development qualification, with a registered capital of nearly 1 100 million yuan. Its business scope involves real estate development, commercial operation and property services, with an annual development capacity of 500,000 square meters.
From the first project of 200 1, after more than ten years of painstaking efforts, M Real Estate started in Zibo, successively entered Qingdao and Jinan, and continuously expanded to the city circle around Bohai Sea, gradually forming a cross-regional and large-scale development model in the fierce market competition.
With its excellent corporate brand image, M Real Estate has achieved a double harvest of economic and social benefits in the development of 10, and won the trust of customers, partners, peers in the industry and the government.
Second, the strategic environment analysis of M Real Estate Co., Ltd.-external environment analysis
Macro environmental analysis
In the context of rapid rise in housing prices and excessive concentration of social resources in the real estate industry, in order to maintain the healthy development of the macro-economy and the real estate industry, the government has issued a series of regulatory policies for the real estate industry. Administrative and tax measures such as price limit, purchase restriction and property tax have been added to curb the demand for speculative investment in housing.
The superposition of a series of regulatory policies will have a fluctuating impact on the real estate market in the short term. However, everything will remain unchanged, and any industry must follow the laws of market economy, and the real estate market is no exception.
(B) Analysis of the basic economic characteristics of the industry
The economic characteristics of the supply and demand sides of the real estate market are determined by the relationship between supply and demand in the market. When the market supply exceeds demand, the relative sales speed of the real estate market is slow, on the contrary, the sales speed is accelerated. At the same time, in addition to the relationship between supply and demand, land prices, construction costs and other related factors are also important factors.
Analysis of Industry Competition (Five Competitiveness Models)
The real estate market in China consists of five forces: government, developers, buyers, potential buyers, banks and other financial institutions. The interaction of these five forces determines the rise and fall of real estate prices.
The profit-seeking nature of capital makes developers and buyers hope that house prices will go up forever.
The government is a macro-regulator, responsible for the stable development of the whole industry, and keeping the house price not too high or too low, which can not only meet the needs of economic growth, but also cater to "public opinion".
Banks and other financial institutions, out of their own interests, certainly hope that house prices will continue to rise. Only when they continue to rise can their mortgage business grow and their existing risks be solved.
Only potential buyers really hope that the lower the house price, the better. Although they are a relatively weak group and the middle and lower classes of society, they cannot be ignored because of their large numbers.
(d) Analysis of strategic groups in the industry
Large-scale development enterprises represented by Vanke and Evergrande have formed in the industry, with large scale and strong financial strength; Most state-owned enterprises are also involved in the real estate field, and their competitive strength is relatively strong.
Third, the strategic environment analysis of M Real Estate Co., Ltd.-SWOT analysis
(a) Advantage analysis (advantage)
1. More than 10 years project development experience;
2. The enterprise is in the growth stage, and its product series, R&D and design capabilities have certain development foundation and strength;
3. The characteristics of the project team, the products are built by the top international team design team, and the surrounding environment and supporting facilities of the project are relatively perfect;
4. Define regional positioning, business positioning, product positioning and customer orientation.
Vulnerability analysis (weakness)
1. The company is small in scale and has not formed a certain scale economy model;
2. Lack of long-term profit model and low profitability;
3. The awareness of brand marketing and crisis public relations is not strong, and it is impossible to systematically use the media to improve visibility and reputation;
4. The management system is not perfect, with many management levels and low efficiency, and the operation of the new architecture needs to be started.
Opportunity analysis
1. The fierce competition in the land market has slowed down; The transaction volume of real estate in Jinan market is on the rise, and housing accounts for 64% of the total transaction volume;
2. During the rapid development of urbanization, a large number of rural population entered the city, and the population in the province entered Jinan, which provided favorable opportunities for the company's development;
3. The overall strategic planning of Jinan real estate market is based on the theme of eastward expansion and westward advancement, and the company's current projects are all in the direction of eastward expansion.
threat analysis
1. The real estate market is becoming more and more mature and standardized, which not only keeps the operating cost high, but also urges all kinds of capital to enter the real estate market, and the market competition is fierce;
2. The raw material cost, labor cost and management cost required in the development process have greatly increased.
3. Land supply and credit control are still the two major means of government regulation, and the shortage of land resources and financing are two major problems in the real estate industry;
4. The national macro-control has been strengthened, and measures to curb the overheating of the real estate market have been continuously introduced, which has been tightened round after round, and "purchase restriction orders" have been issued in various places.
Four. The strategic development of M Real Estate Co., Ltd.
The business purpose of M Real Estate Co., Ltd. is to serve customers, wealthy employees, repay shareholders and contribute to society. The mission of the company is to realize the company's vision, that is, to become a century-old enterprise and an advocate of China's architectural civilization.
(A) the company's stage strategic objectives
57 1 Strategy-Complete the strategic layout of at least seven cities within five years, and strive to become the first private real estate enterprise in Shandong Province. The national strategy -2065438+2005 was successfully listed and distributed throughout the country.
(B) Company-level strategy
Within five years, based on Shandong, we will stabilize third-tier cities such as Zibo, focus on developing second-tier cities such as Jinan and Qingdao, and gradually make a difference in other cities to complete the strategic layout of at least seven cities. (III) Business-level strategy
1. Core competitive strategy
"Three Fasts" strategy: rapid land acquisition, rapid manufacturing and rapid sales.
Cost leadership strategy: the whole process, scientific cost leadership.
Differentiation strategy: all-round and competitive differentiation.
2. Market expansion strategy
Expansion speed: projects that fail to meet the starting conditions within six months will not be accepted.
Expansion mode: mainly through market behavior, non-strategic layout does not need to take the land king; Besides direct investment, it can also take the form of cooperation.
Scope of expansion: any second, third and fourth tier cities in Shandong.
3. Market strategy
Fast sales strategy: achieve 60% circulation within one month of opening.
Pricing principle strategy: customer pricing principle. Do not pursue the profit maximization of a single project, but pursue the rapid turnover of funds.
Model guide strategy: sales office, model room and landscape demonstration area first.
Verb (abbreviation of verb) M Measures taken by real estate companies to ensure the implementation of the strategy.
(1) Seek policy advantages, combine the opportunity of brt and the government's eastward shift, focus on residential development, and carefully choose commercial projects.
(2) Do a good job in market segmentation, strengthen specialized management, seek strategic partnership cooperation in a timely manner, and enhance the ability to resist market risks.
(3) Do a good job in government and bank marketing and public relations, land reserve and bank loans of Yufeng Company to avoid capital risks.
(4) Optimize development links, reduce operating costs, and seek benefit growth through quantity accumulation and expansion.
(5) Do a good job in the construction of staff, improve the quality of staff through internal training, and reduce the cost of personnel turnover. Optimize the labor force, reduce the cost of operation and management, and implement a low-cost strategy for market segments.
(six) do a good job in financing and realizing funds to ensure the smooth flow of funds.
Conclusion of intransitive verbs
In today's era when the environmental factors in the real estate industry are becoming more and more complex and changeable, and the competition is becoming more and more fierce, strategic management has become a very important job for the top managers of M Real Estate Co., Ltd., and it has increasingly shown its importance in company management.
In the process of writing, this paper draws the following conclusions by using the method of strategic management analysis: the company should combine the opportunity of rapid transit and Jinan's eastward expansion to give play to its own advantages; Enhance the company's financing ability and strengthen the implementation of brand strategy; Establish the implementation and evaluation system of the development strategy of real estate companies, and make timely adjustments according to the changes of the internal and external environment of the company to meet the requirements of the market.
References:
[1] monograph: Li, subprime mortgage crisis and real estate bubble [M], Beijing, China Economic Publishing House, 2008.72- 109.
[2] Monograph: Chen Jianming, Guide to Investment and Financing of Commercial Real Estate [M]. Beijing, Machinery Industry Press, 2003+05438+0- 18.
[3] Zhao, Myth and Reality of Long-term Rising House Prices [J], China Real Estate, 1, 2009, p.31-34.
[4] Journal Paper: Liang Jianjun, "On the Problems and Countermeasures of China's Real Estate Market" [J], Beijing Modern Commerce, April 2008, p. 185.
[5] Journal Paper: Guo Tingting, "Promoting the Sustainable and Healthy Development of Real Estate Development" [J]. Modern Commercial Bank, 200 1, (2).
[6] Monograph: Song, "Research on Hot Economic Issues in China" [M], An, Northwest University Press, 2006+072- 190.
Click the next page for details >>& gt Real Estate Strategic Management Paper