安邦物业公司发展路径探究,物业管理论文

安邦物业公司发展路径探究,物业管理论文Propertymanagementistheactivityforthemanagementofthebuilding,placesandfacilitiesaccordingtotheservicecontractwiththeowners.Asanewserviceindustryinrecentyears,propertymanagementindustryproducedgoodeconomicandsocialbenefits,fitthethedemandforthedevelopmentofthemarketeconomy,andthereforerecognizedandwelcomedbymostpeople..Asthemainbodyofthecontractcontractor,thepropertycompanyhasshownagoodmomentumofdevelopmentwiththerapiddevelopmentoftherealestateindustry.Withtheimprovementoftheresidentsself-protectionawarenessandlegalawareness,theirpropertymanagementactivitiesofenterprisesisrequiredhigherandhigher.Thecontradictionsandconflictsarebecomingacommonsocialphenomenon..ThelowentrythresholdforthepropertymanagementindustryaggravatesthecompetitivenessoftheindustryAsamanagementexperiencewith12yearsofpropertymanagementcompanies,Anbangpropertycompanyhasbeentepidtoday.Thescaleofoperationhasbeensteadilydeveloping,butitisnotconsistentwiththerapiddevelopmentofthelocalrealestateindustry.Whilethecompanyhasavoidedmanyrisksduringitssteadydevelopment,ithasmissedmanyopportunities.IfAnbangpropertycompanywanttogrowrapidly,itshouldhaveastrategicvision,analyzethecompanysinternalstrengths,weaknessesandexternalopportunities,threats.Accordingtothecompanysfuturedevelopmentdirection,itneedtodeterminelong-termgoalsanddevelopasuitabledevelopmentstrategyfortheirownThepapermakesabriefanalysisoftheinternalenvironmentofAnbangpropertycompanyastheresearchobject.ByusingPESTanalysismethod,thefourexternalfactors,suchaspoliticallaw,economy,socialcultureandscienceandtechnologyofanbangpropertycompany,areanalyzedandthemacroenvironmentisgraspedingeneral.TheanalysisoftheindustryenvironmentwascarriedoutbyusingMichealPortersfive-forcemodelanalysis.ByusingSWOTanalysismethodwiththethoughtofsystem,theauthoranalyzestheadvantages,disadvantages,opportunitiesandthreatsofthecompanysexistingdevelopment,andanalyzesthepossibilityofchoosingthegrowthstrategy.Throughtheconstructionofstrategicformmodel,thestrategicchoiceofgrowthstrategyselecttheintegrationstrategy.Throughtheanalysisofcompetitivestrategy,thechoiceofcentralizedstrategydeterminetofocusonthedevelopmentofresidentialareassuchasmarkets.Thestrategicdecision-makingforthecompanysvariousfunctionaldepartmentsisdeterminetodevelopbrandstrategy,marketingstrategy,financialstrategyandhumanresourcesstrategyrespectively.Accordingtothestrategicplan,thepapergivesthepoliciesandsuggestions.Itrespectivelygivessuggestionssuchascompanyorganizationstructure,humanresourcesmanagementsystem,performanceappraisal,brandwhichcanensurethatthecompanymaintainstrongcompetitivenessintheprocessofdevelopment.ThisarticleisananalysisandresearchonthedevelopmentstrategyofAnbangPropertyCompany.Toacertainextent,itpointsoutthedirectionfarthefuturedevelopmentandprovidesreferenceforotherpropertycompanies.Keywords:AnbangPropertyCompanyStrategicEnvironmentSWOTAnalysisChoice目录内容摘要Abstract1绪论1.1研究背景和意义1.1.1研究背景1.1.2研究意义1.2国内外文献综述1.2.1国外文献综述1.2.2国内文献综述1.2.3文献述评1.3研究目的、内容及拟解决的重点和难点问题1.3.1研究目的1.3.2研究内容1.3.3拟解决的重点和难点问题1.4研究方式方法和技术道路1.4.1研究方式方法1.4.2技术道路1.5论文的创新之处2.范畴与理论基础2.1物业管理的内涵与特征2.1.1物业管理的内涵2.1.2物业管理的特征2.2企业战略的内涵及类型2.2.1企业战略的内涵2.2.2企业战略的类型2.3战略制定常用的方式方法3.安邦物业公司的战略环境分析3.1公司内部环境分析3.1.1公司简介3.1.2公司项目分析3.1.3公司财务分析3.1.4公司的组织构造现在状况及分析3.1.5公司人力资源现在状况及分析3.2宏观环境分析3.2.1政治法律环境分析3.2.2经济环境分析3.2.3社会文化环境分析3.2.4科技环境分析3.3物业公司的行业环境分析3.3.1现有企业间的竞争3.3.2潜在进入者的威胁3.3.3替代产品或服务的威胁3.3.4供给商的议价能力3.3.5购买者的侃价能力3.4安邦物业公司SWOT分析3.4.1优势〔〔strengths〕因素分析3.4.2劣势〔weaknesses〕因素分析3.4.3时机〔〔opportunities〕因素分析3.4.4威胁〔threats〕因素分析4安邦物业公司的发展战略制定4.1安邦物业公司的战略目的4.2安邦物业公司战略分析4.3安邦物业公司战略选择4.3.1纵向一体化战略4.3.2横向一体化战略4.4企业竞争战略4.5企业职能战略4.5.1品牌战略4.5.2营销战略4.5.3财务战略4.5.4人力资源战略5施行安邦物业公司战略施行的对策建议