合和地产发展战略研究

华中科技大学硕士学位论文合和地产发展战略研究姓名：沈伟申请学位级别：硕士专业：工商管理指导教师：夏新平20050426ISWOTIIAbstractWiththerapiddevelopmentofChina’srealestateindustry,realestateconsultancyindustryobtainedenormousachievements,butinflatinggrowthandincreasingcompetitionbroughtalotofproblems,andmanyrealestateconsultantsconfrontalotofdifficultiesandconfusioninthestrategymaking,suchastheunclearnessofcompanyposition,theshortageofhumanresources,andthecontradictionwiththedevelopers.ShenzhenH&HPropertyConsultancyCo.,Ltd,asatypicalrepresentativeofthisindustryinChina,facesthesameproblems.ThisarticleanalyzesthecommoncharacteristicsofrealestateconsultancyindustryandpresentsthecompetitiveanduptodatesituationofrealestateconsultancyinShenzhen,andthenbasedonthespecificsituationofShenzhenH&HPropertyConsultancy,concludestheadvantageanddisadvantagesofH&HProperty.H&HPropertyiscompetitiveinthemarketingandplanability,yetweakonthemanagementandbrandimagebuilding.AccordingtotheSWOTanalysisofH&H,theauthor,basedonthemodernmarketingpartitiontheory,putforwardsthatH&Hshouldapplydifferentialmarketstrategy,focusonthecommercialrealestatemarket,andbehighprofilewiththecooperationwiththedevelopers,soadtomaintainitscorecompetitive.Inwritingthisarticle,theauthortriestoprovidearight,reasonableandcomprehensivereferencefortheindustryandpresentsdevelopmentdirectionsforH&H.Besides,thisarticlealsoplaysanimportantroleinthenewmarketdevelopment,managementimprovementandhumanloyalties.Keywords:RealestateconsultancyindustryCommercialrealestateStrategyMarketsubdivision_____1119961023(SWOTmatrix)425[1]6789[2]10113[3]1213[4]1415[5]16171)[6]24510%/12183SOHOUHN30101912:,320/4[7]3-13-1214SWOT2002118ESWOT2210080%,27.5,2060204-14-1100%7-10%63%27-30%3-5%5-8%15%231003001130263LIVINGMALL341545706MALL307181.522092101.2114.6[8]244-2SWOTWOSTWTSOSWOT2526274284-32004293031325[9]33[10][11]34353637[12]385-1200039[13][14][15]3104S4S4S4062004200541MBA42[1]..,200451-56[2]..,2003[3]A..,2005[4]..,2003[5]..2005[6]..2005105-125[7]..2004[8]..2004[9]..2003:[10]LouisE.Boone;DavidL.Kurtz..2003:[11]..,2002:[12]..,200366-68[13],..,1999:[14]..2003:[15].22.2003:[16]..,2003:[17]..2003:[18]..2004:[19]..2002:[20]OliverC.SustainedCompetitiveAdvantage:CombiningInstitutionalandResource-basedViews.StrategicManagementJournal1997,(18):697-713[21]..2000:43[22]RobertCole,LonMishler,ConsumerandBusinessCreditManagement,IrwinMcGraw-HillCompanies,1998:[23]..2002,(5):15-17[24]S.CharlesMaurice,ChristopherR.Thomas,ManagerialEconomics,2000:[25],·J·,·E·..,2003:[26]·..2001:[27]..2004:[28]..2003:[29]..2005:[30]..2001:[31].2004:[32]RichardWhittington,WhatisStrategyandWhatDoesItMatter?NewYork:ThomasLearning,2001:[33]ArthurH.Bell,Dayle,M.Smith,CA:ManagementCommunication,2005:[34]HenryMintzberg,JosephLampel,TheStrategyProcess,2005:[35]RogerA.Kevin,StevenW.Harley,Marketing,theCore,QinghuaPublishingHouse2005:[36]KevinLaneKeller,StrategyBrandManagement,CA:ManagementCommunication2004:[37]JamesJ.Fitzsimmons,ServiceManagement,Beijing:ChinaMachinePress,2003:[38]..:,2002:[39].--.:,1999:[40][]·A·,.,·,·.:.:,2003:[41].2001:[42]N.G.Mankiw,PrincipleofEconomics,CA:ManagementCommunication2000:[43]WilliamH.Greene,EconometricAnalysis,NewYork:NewYorkUniversity,2001:[44]MarcianoSiniscalchi,AnalysisofConflict.MA:HarvardUniversityPress,1991:44[45]OSBORNE,M.andRUBINSTEIN.ACourseinGameTheory.MA:MITPress,1999:[46]DEKEL,E.andGUL,F.RationalityandKnowledgeinGameTheory.Cambridge:CambridgeUniversityPress,2001: