摘要
根据与业主签订的服务合同，物业公司对业主共有建筑、场所、设施的管理的活动称为物业管理。作为近年来新兴的一项公共服务行业，物业管理行业产生了良好的经济效益和社会效益，契合了市场经济的发展需求，受到大多数居民的欢迎和认可。物业公司作为合同承包方的主体，随着房地产行业的迅速发展，呈现出了良好的发展势头。随着居民自我保护意识和法律意识的提高，他们对企业的物业管理活动要求也越来越高，中间产生的矛盾和冲突正在成为一个普遍的社会现象。行业进入门槛低加剧了行业间的竞争性。
安邦物业公司拥有12年管理经验，发展至今，经营规模虽然在稳步发展，但与当地迅猛发展的房地产行业极不相符。公司在在保持平稳发展过程中，虽然避开了许多风险，但也错过了许多机会。安邦物业公司想要迅速发展壮大，应当具备战略的眼光，分析公司的内部的优势、劣势和面临的外部机会、威胁，根据公司未来发展方向，确定长远目标，制定出适合自身的发展战略。
论文以安邦物业公司为研究对象，对其内部环境进行了简要的分析；运用PEST分析方法，对影响安邦物业公司的政治法律、经济、社会文化、科技等四大外部因素进行了分析，从总体上把握宏观环境；采用波特五力模型分析法，分析行业环境；运用SWOT分析法，用系统的思想，对公司现阶段发展所客观存在的优势、劣势、机会、威胁四个因素相互匹配、加以分析，得出公司选择增长型战略的可能性。通过构建战略形式模型，对增长型战略进行战略选择上，选择了一体化战略。通过分析竞争战略，选择集中化战略，确定集中开拓安置小区这类市场上。对公司各职能部门进行战略决策时，分别制定品牌战略、营销战略、财务战略和人力资源战略。根据战略部署，论文给出了战略实施的对策和建议，分别就公司组织架构、人力资源管理体系、绩效考核、品牌等方面给出了建议，确保公司在行业竞争中保持竞争力。
本文是对安邦物业公司的发展战略研究，在一定程度上，为公司今后的发展指明了方向，为其他物业公司提供了参考。
关键词：安邦物业公司；战略环境；SWOT分析；战略选择。
Abstract.
Property management is the activity for the management of the building, places andfacilities according to the service contract with the owners.As a new service industry in recentyears,property management industry produced good economic and social benefits, fit the thedemand for the development of the market economy, and therefore recognized and welcomed bymost people. .
As the main body of the contract contractor, the property company has shown agood momentum of development with the rapid development of the real estate industry. With theimprovement of the residents self-protection awareness and legal awareness ,their propertymanagement activities of enterprises is required higher and higher.The contradictions andconflicts are becoming a common social phenomenon. .
The low entry threshold for the propertymanagement industry aggravates the competitiveness of the industryAs a management experience with 12 years of property management companies, Anbangproperty company has been tepid today. The scale of operation has been steadily developing, butit is not consistent with the rapid development of the local real estate industry. While thecompany has avoided many risks during its steady development, it has missed manyopportunities. If Anbang property company want to grow rapidly, it should have a strategicvision, analyze the company's internal strengths, weaknesses and external opportunities,threats.According to the company's future development direction, it need to determine long-termgoals and develop a suitable development strategy for their ownThe paper makes a brief analysis of the internal environment of Anbang property companyas the research object. By using PEST analysis method, the four external factors, such as politicallaw, economy, social culture and science and technology of anbang property company, areanalyzed and the macro environment is grasped in general. The analysis of the industryenvironment was carried out by using Micheal Porter's five-force model analysis. By usingSWOT analysis method with the thought of system, the author analyzes the advantages,disadvantages, opportunities and threats of the company's existing development, and analyzesthe possibility of choosing the growth strategy. Through the construction of strategic form model,the strategic choice of growth strategy select the integration strategy.Through the analysis ofcompetitive strategy, the choice of centralized strategy determine to focus on the development ofresidential areas such as markets.The strategic decision-making for the company's variousfunctional departments is determine to develop brand strategy, marketing strategy, financialstrategy and human resources strategy respectively.According to the strategic plan, the papergives the policies and suggestions.It respectively gives suggestions such as companyorganization structure, human resources management system, performance appraisal, brandwhich can ensure that the company maintain strong competitiveness in the process ofdevelopment.
This article is an analysis and research on the development strategy of Anbang PropertyCompany. To a certain extent, it points out the direction far the future development and providesreference for other property companies.
Key words: Anbang Property Company Strategic EnvironmentSWOT AnalysisChoice
目录
摘要·
Abstract·
1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研究方法和技术路线·
1.4.1研究方法·
1.4.2技术路线·
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公司的组织结构现状及分析·
3.1.5公司人力资源现状及分析·
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供应商的议价能力·
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机会（（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标·
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实施安邦物业公司战略实施的对策建议·
5.1调整公司组织机构·
5.2建立科学的人力资源管理体系·
5.2.1做好人力规划·
5.2.2做好人力培训·
5.3建立绩效考核体系·
5.4打造品牌优势·
5.4.1提高服务能力方面·
5.4.2打造知名品牌方面·
5.5加强成本控制和预算管理·
5.5.1物业公司的成本控制·
5.5.2物业公司的预算管理·
结论·
参考文献·
致谢·
扬州大学学位论文原创性声明和版权使用授权书·
