請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/88398
標題: | 經濟新常態下的Y公司戰略轉型研究 Research on the strategic transformation of Y Company under the new normal of economy |
作者: | 吳昊 Hao Wu |
指導教授: | 陳家麟 Chialin Chen |
關鍵字: | 房地產市場,戰略轉型,經濟新常態, Real estate,strategic transformation,new economic normal, |
出版年 : | 2023 |
學位: | 碩士 |
摘要: | 本文主要研究內容是宏觀經濟與市場變化週期內企業面對市場機會的戰略轉型變化。以Y公司為案例物件,還原企業在中國房地產領域的發展歷史。在面對不同市場週期內企業對市場的機會認知,方向判斷,戰略佈局與自生能力的建設與控制,並參與到中國房地產自八十年代起之後的洪流大市。歷經市場週期轉換,宏觀形式變化,政府調控方式輪轉,如何堅定不移執行自己的戰略方向,堅持對客戶負責的品質產品輸出,又如何審時度勢面對變化謹慎調整戰略,抗擊市場衝擊。甚至於在面臨更大的行業週期轉換下行變化時,企業如何收縮自保,對未來趨勢的再判斷。
在當下的時點,在中國經濟新常態的大背景下,中國房地產行業正值規模沖頂,下行週期開始的歷史性拐點,關係到國家經濟趨勢變化,關係民生幸福,關係到行業未來的規劃,每一家參與企業都在積極尋找自身的定位與發展邏輯。Y公司作為一家新加坡上市的企業,以外資的表面形式,實質家族民營企業的管理風格,屹立行業多年,並且一直以產品口碑著稱。企業以品質開發作為傍身能力,以高額利潤為主導的開發模式穿越行業小週期變化。對比行業其他各類型公司,其商業模式與戰略邏輯一直特立獨行,非常具有典型研究意義。 文章通過宏觀經濟的背景發展論述,市場競爭格局態勢的梳理以及企業內部的能力分析,系統化、切片化把Y公司的歷史成功的經驗與失敗的原因客觀還原出來,並結合房地產市場的宏觀變化趨勢,推導預測企業的戰略變化趨勢。 微觀的企業能折射出宏觀行業的波瀾壯闊。希望通過本次研究,以個體企業的微小案例為行業健康秩序的發展提供個案化的論證,也為行業提供可持續性發展的內生動力。 The main content of this paper is the strategic transformation of enterprises facing market opportunities in the macroeconomic and market change cycle. Take Y Company as the case object to restore the development history of the enterprise in China's real estate industry. In the face of different market cycles, enterprises have recognized the opportunities of the market, judged the direction, built and controlled the strategic layout and viability, and participated in the flood of China's real estate market since the 1980s. After the transformation of market cycle, the change of macro form, and the rotation of government regulation, how to unswervingly implement its strategic direction, adhere to the quality product output that is responsible for customers, and how to carefully adjust the strategy in the face of changes and resist market shocks. Even in the face of greater downward changes in the industry cycle, how can enterprises shrink their self-insurance and re-judge the future trend. At the current time point, in the context of the new normal of China's economy, China's real estate industry is at the peak of its scale, and the historical turning point of the beginning of the downward cycle is related to the changes in the national economic trend, the well-being of people's livelihood, and the future planning of the industry. Each participating enterprise is actively seeking its own positioning and development logic. As a Singapore-listed enterprise, Company Y has stood for many years in the industry in the form of foreign capital and the management style of family private enterprises, and has been famous for its product reputation. The enterprise takes quality development as its core capability, and the development model dominated by high profit goes through the small cycle of the industry. Compared with other types of companies in the industry, their business models and strategic logic have always been unique and have very typical research significance. Through the discussion of the background and development of the macro-economy, the carding of the market competition situation and the analysis of the internal capabilities of the enterprise, the systematic slicing objectively restores the historical success experience and failure reasons of Y Company, and deduces and predicts the strategic change trend of the enterprise in combination with the macro change trend of the real estate market. Micro-enterprises can reflect the grandeur of the industry. We also hope that through this study, small cases of individual enterprises can provide individual evidence for the healthy, safe and stable order development of the industry, and provide endogenous impetus for the sustainability of the industry development. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/88398 |
DOI: | 10.6342/NTU202300899 |
全文授權: | 同意授權(全球公開) |
顯示於系所單位: | 臺大-復旦EMBA境外專班 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-111-2.pdf | 3.47 MB | Adobe PDF | 檢視/開啟 |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。