AL房地产集团竞争战略研究
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摘要
AL房地产集团是一家由七个城市房地产公司、一个设计研究院和一个物业公司组成的区域性房地产集团。业务开展主要在河北、河南和山东三省；集团总人数913人,总资产34亿元,资产负债率为58%；产品线涵盖住宅和商业等业态；产业价值链正在向下游的施工及商业运营打通,逐步进入快速发展的通道。
AL房地产集团面临的外部机会有：国内经济总值持续增长,国家刺激内需,经济整体对房地产行业依赖性强,城镇化率继续提高,行业没有经过产品维度的充分竞争,客户消费观念升级,差异化需求增长；同时AL房地产集团面临的威胁主要体现在以下几点：世界经济处于下行期,中国经济面临结构性调整,调整期会形成过度价格竞争,短期内行业调控力度大,行业资源和市场集中度高。
AL房地产集团的优势主要表现在：良好的企业文化背景,共同的价值观,较为完善的组织结构和制度,相对稳固坚实的人力资源基础,良好的地域性品牌知名度,较强的采购吸引力,独特的分销渠道及产品推广能力,完整的土地获取渠道建设和关系确立,客服开发带来的客户粘性较强,全面成本控制能力；AL房地产集团内部的劣势：融资规模和渠道没有形成有效供给,产品研发没有形成成熟有竞争力的产品序列,绩效考核指标设定不科学导致经营不聚焦,评估决策未来性不强。
经过以上分析和评价得出结论：AL房地产集团应该实施差异化竞争战略,实施产品设计、土地获取、融资、营销、客户服务等五项差异化措施,从而有效区别于竞争对手,获得超额利润。
为保证战略有效执行制定了支持性保障措施：一是重新搭建组织结构,实施混合型矩阵式结构,将设计研发、营销、融资、土地获取收归集团集中建设能力和开展业务；二是塑造AL企业文化,建设与促进战略文化体系；三是提升人力资源体系建设,搭建合理的专业化人才结构；四是健全控制系统,有效保障战略落地。
AL Real Estate Group is a regional real estate group consisted of seven city real estate companies, a designing and researching institute and a property company. Its business covers Hebei, Henan and Shandong Province. AL Real Estate Group has913employees. Its total asset is RMB3400million and the asset-liability ratio is58%. Its product line is including housing and commercial building. Its industry value-chain is now expanding to the construction and commercial operation of the lower reaches, and is entering a high-speed developing passage gradually.
The external opportunities AL Real Estate Group faces include the following factors, GDP keeps on growing, domestic market demand is stimulating by the government, dependency that economy relying on the real estate industry is strong, ratio of urbanization keeps on raising, there is no fully competition on products in the industry, consumption attitude of the customer is upgraded, and differentiation demand keeps on growing. On the other hand, the threats AL Real Estate Group faced are as follows, global economy keeps going down, China domestic economy is in structural adjustment, and there will be excessive price competition during the adjustment period, industry control will be strong in a short time, industry resource and market centralization degree will be high.
Advantages of AL Real Estate Group concentrates on elements such as good corporate culture background, collective sense of worth, perfect organization structure and system, comparatively stable and firm human resource foundation, good regional brand awareness, stronger purchasing attraction, distinctive distribution channel and product popularizing ability, complete land obtaining channel construction and relation establishment ability, stronger client degree of adhesion,and overall cost controlling ability. Disadvantages of AL Real Estate Group are as follows, there is no effective supply of financing scale and channel, there is no mature and competitive production line, operation is not concentrated due to unscientific performance appraisal indicators, evaluating decision is not future oriented.
Conclusion was made after analysis and appraisal above mentioned. AL Real Estate Group should implement differentiation competitive strategy. Excessive profit may be gain by taking five differentiation measures such as product design, land obtaining, financing, marketing and customer service in order to being different from the competitors effectively.
The following supporting guarantee measures are taken in order to ensure effective execution of the strategy. First, rebuilding the organization structure and implementing compound matrix structure, taking back design and research, marketing, financing and land obtaining to the group in order to focusing construction ability and developing business. Secondly, establishing AL corporate culture, and establishing and promoting strategy culture system. Thirdly, promoting human resource system construction and establishing reasonable professional talent structure. Fourthly, improving the controlling system, so that guarantees the implement of the strategy.
AL房地产集团面临的外部机会有：国内经济总值持续增长,国家刺激内需,经济整体对房地产行业依赖性强,城镇化率继续提高,行业没有经过产品维度的充分竞争,客户消费观念升级,差异化需求增长；同时AL房地产集团面临的威胁主要体现在以下几点：世界经济处于下行期,中国经济面临结构性调整,调整期会形成过度价格竞争,短期内行业调控力度大,行业资源和市场集中度高。
AL房地产集团的优势主要表现在：良好的企业文化背景,共同的价值观,较为完善的组织结构和制度,相对稳固坚实的人力资源基础,良好的地域性品牌知名度,较强的采购吸引力,独特的分销渠道及产品推广能力,完整的土地获取渠道建设和关系确立,客服开发带来的客户粘性较强,全面成本控制能力；AL房地产集团内部的劣势：融资规模和渠道没有形成有效供给,产品研发没有形成成熟有竞争力的产品序列,绩效考核指标设定不科学导致经营不聚焦,评估决策未来性不强。
经过以上分析和评价得出结论：AL房地产集团应该实施差异化竞争战略,实施产品设计、土地获取、融资、营销、客户服务等五项差异化措施,从而有效区别于竞争对手,获得超额利润。
为保证战略有效执行制定了支持性保障措施：一是重新搭建组织结构,实施混合型矩阵式结构,将设计研发、营销、融资、土地获取收归集团集中建设能力和开展业务；二是塑造AL企业文化,建设与促进战略文化体系；三是提升人力资源体系建设,搭建合理的专业化人才结构；四是健全控制系统,有效保障战略落地。
AL Real Estate Group is a regional real estate group consisted of seven city real estate companies, a designing and researching institute and a property company. Its business covers Hebei, Henan and Shandong Province. AL Real Estate Group has913employees. Its total asset is RMB3400million and the asset-liability ratio is58%. Its product line is including housing and commercial building. Its industry value-chain is now expanding to the construction and commercial operation of the lower reaches, and is entering a high-speed developing passage gradually.
The external opportunities AL Real Estate Group faces include the following factors, GDP keeps on growing, domestic market demand is stimulating by the government, dependency that economy relying on the real estate industry is strong, ratio of urbanization keeps on raising, there is no fully competition on products in the industry, consumption attitude of the customer is upgraded, and differentiation demand keeps on growing. On the other hand, the threats AL Real Estate Group faced are as follows, global economy keeps going down, China domestic economy is in structural adjustment, and there will be excessive price competition during the adjustment period, industry control will be strong in a short time, industry resource and market centralization degree will be high.
Advantages of AL Real Estate Group concentrates on elements such as good corporate culture background, collective sense of worth, perfect organization structure and system, comparatively stable and firm human resource foundation, good regional brand awareness, stronger purchasing attraction, distinctive distribution channel and product popularizing ability, complete land obtaining channel construction and relation establishment ability, stronger client degree of adhesion,and overall cost controlling ability. Disadvantages of AL Real Estate Group are as follows, there is no effective supply of financing scale and channel, there is no mature and competitive production line, operation is not concentrated due to unscientific performance appraisal indicators, evaluating decision is not future oriented.
Conclusion was made after analysis and appraisal above mentioned. AL Real Estate Group should implement differentiation competitive strategy. Excessive profit may be gain by taking five differentiation measures such as product design, land obtaining, financing, marketing and customer service in order to being different from the competitors effectively.
The following supporting guarantee measures are taken in order to ensure effective execution of the strategy. First, rebuilding the organization structure and implementing compound matrix structure, taking back design and research, marketing, financing and land obtaining to the group in order to focusing construction ability and developing business. Secondly, establishing AL corporate culture, and establishing and promoting strategy culture system. Thirdly, promoting human resource system construction and establishing reasonable professional talent structure. Fourthly, improving the controlling system, so that guarantees the implement of the strategy.
引文
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① 斯蒂芬.P.罗宾斯.管理学[M].北京：中国人民大学出版社,2004：236-237.
① 周庆站《万科集团发展战略研究》2010.6
② 汪圣《宏观调控下中小房地产企业发展战略研究》2009.6
③ 陈党；刘玉峰《中国房地产市场竞争中的品牌战略研究》2010.6
④ 洪运富《房地产企业发展战略调整研究》2010.6
⑤ 王纲彬《中小房地产企业发展战略探究》《技术经济与管理研究》2007第3期
① Robet. Grant. Contemporary Strategy Analysis. Third Edition. TX:Blackwell Publishers Ltd., 1998:58
① 美国.迈克尔A.希特,R.杜安·爱尔兰,罗伯特 E.霍斯基森.战略管理：竞争与全球化(概念)(原书第8版)[M].吕巍译.机械工业出版社,2009：4
② V.F.Misangyl,H.Elms,T.greckhamer,&J.A.Lepine,2006,A new perspective on a fundamental debate:A multilevel approach to industry,corporate,and business unit effects,Strategic Management Journal,27:571-590:Ghuaawini, V.Subramanian,&P.Verdin,2003,Isperformance driven by industry or firm-specific factors?A new look at the evidence,Strategic Management Journal,24:1-16
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① 美国.迈克尔A.希特,R.杜安·爱尔兰,罗伯特,E.霍斯基森.战略管理：竞争与全球化(概念)(原书第8版)[Ml.吕巍译.机械工业出版社,2009.9：4
① 斯蒂芬.P.罗宾斯.管理学[M].北京：中国人民大学出版社,2004：236-237.
① 周庆站《万科集团发展战略研究》2010.6
② 汪圣《宏观调控下中小房地产企业发展战略研究》2009.6
③ 陈党；刘玉峰《中国房地产市场竞争中的品牌战略研究》2010.6
④ 洪运富《房地产企业发展战略调整研究》2010.6
⑤ 王纲彬《中小房地产企业发展战略探究》《技术经济与管理研究》2007第3期
① Robet. Grant. Contemporary Strategy Analysis. Third Edition. TX:Blackwell Publishers Ltd., 1998:58
① 美国.迈克尔A.希特,R.杜安·爱尔兰,罗伯特 E.霍斯基森.战略管理：竞争与全球化(概念)(原书第8版)[M].吕巍译.机械工业出版社,2009：4
② V.F.Misangyl,H.Elms,T.greckhamer,&J.A.Lepine,2006,A new perspective on a fundamental debate:A multilevel approach to industry,corporate,and business unit effects,Strategic Management Journal,27:571-590:Ghuaawini, V.Subramanian,&P.Verdin,2003,Isperformance driven by industry or firm-specific factors?A new look at the evidence,Strategic Management Journal,24:1-16
[1]陈志军.战略管理[M].北京：经济科学出版社,2011.
[2]彼得·圣吉.第五项修炼——学习型组织的艺术与实践[M].郭进隆译.上海：上海三联书店,1998.
[3]蔡树棠.企业战略管理[M].石油工业出版社,2001.
[4]陈继祥.战略管理[M].上海：上海人民出版社.
[5]陈劲,王毅,许庆瑞.国外核心能力研究述评[J].科研管理,1999(9).
[6]戴维·J·科利斯等.公司战略[M].北京：中国人民大学出版社,2005.
[7]戴斯等.战略管理——创建竞争优势[M].中国财政经济出版社,2004.
[8]冯劲,代吉林.战略管理理论综述：竞争理论与资源观的理论纷争与融合[J].现代管理科学,2007.
[9]高伟,霍国庆.基本竞争战略的整合模式研究[J].科技管理研究,2005(08).
[10]顾乃康.现代企业理论的新发展：企业知识理论[J].经济学动态,1997(11)
[11]贾生华,陈宏辉,田传浩.基于利益相关者理论的企业绩效评价——一个分析框架和应用研究[J].科研管理,2003(7).
[12]赵国杰,冯石岗.建构基于人本导向的企业发展战略体系初探[J].大连理工大学学报(社会科学版),2002(12).
[13]钟耕深,徐向艺.战略管理[M].山东人民出版社,2006.
[14]刘冀生.企业战略管理[M].清华大学出版社,2003.
[15]罗伯特·格兰特.公司战略管理[M].北京：光明日报出版社,2005.
[16]罗长海,林坚.企业文化要义[M].北京：清华大学出版社,2003.
[17]斯蒂芬.P.罗宾斯.管理学[M].北京：中国人民大学出版社,2004.
[18]迈克尔·波特.竞争战略[M]陈小悦译.华夏出版社,2002.
[19]迈克尔·波特.竞争优势[M].陈小悦译.华夏出版社,1997.
[20]迈克尔A.希特,R.杜安·爱尔兰,罗伯特E.霍斯基森.战略管理：竞争与全球化(概念)(原书第8版)[M].吕巍译.机械工业出版社,2009.
[21]邵一明,蔡启明.企业战略管理[M].上海立信会计出版社,2005.
[22]斯特蒂纽斯.战略规则与有效执行[M].中信出版社,2006.
[23]邹昭稀.企业战略分析[M].北京：经济管理出版社,2008.
[24]托马斯·L.惠伦,J.戴维·亨格.战略管理与企业政策(第8版)[M].清华大学出版社,2005年.
[25]约翰·A·皮尔斯二世等.战略管理——制定实施和控制(第8版)[M].中国人民大学出版社,2005年
[26]王方华.企业经营战略[M].复旦大学出版社,2004年
[27]王毅,许庆瑞,杨华军.合理化建议与技术创新：理论与实证研究[J].中南工业大学学报社会科学版,1999(9).
[28]王益明.人力资源管理[M].山东人民出版社,2006.
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