摘要
我国物业管理行业历经三十余年的发展，从初期市场无序、缺乏标准化和规范化，到中期市场迅速狂热发展，如今物业管理市场正在走向理性平稳，相关法律法规更加完善，市场也逐渐步入规范化和专业化的轨道，积极推动国民经济发展。由于行业起步时间较晚，在发展过程中还存在不少问题，但十二五以来，我国政府对服务业大力扶植，云计算、大数据和物联网的兴起也给物业行业提供了业务拓展的新思路，在普遍的服务业转型大背景下，物业服务企业必须抓住机遇，结合自身对公司策略发展适当调整，才能扩大市场份额，提高企业影响力。
西安航兴物业公司是航天实业集团下设的一家全资子公司，成立于 2008 年12 月，西安市物业管理行业协会会员单位，公司现有员工 2000 余人，服务面积 150 万平米，因为“一院四地”的管理格局，航兴公司服务范围涉及北京、上海、西安、武汉等四个城市。本文以西安航兴公司为研究对象，重点分析航兴公司的内外部环境，并进一步提出应当制定的发展策略。首先，本文通过文献法、统计分析等方法，分别对航兴公司面临的外部环境和内部能力进行分析，总结出其机会威胁、优势劣势；其次根据 SWOT 模型从三个方面制定公司发展策略，即公司层策略、竞争策略和职能策略；最后建立确定策略实施步骤及策略实施保障措施。
通过对航兴公司转型策略的研究发现，本文选择多元化策略作为航兴公司的总体策略，而竞争策略也是主要实施差异化策略，同时控制内部成本。依据以上策略指导，航兴公司向下游延伸扩展专业性强的物业服务项目；向上游联系供应商，实现规模经济降低成本，提升物业服务质量和风险管控；同时，通过兼并重组和市场开发的策略形式扩大市场份额，或与其他企业合作参与其他业务。业务层方面，航兴公司在强调加强内部成本控制的同时，制定个性化和差异化的服务，进一步成为行业中的领先者，从而获得持久的竞争优势。
本文的研究分析了航兴公司在“互联网+”这一新时期下的运营情况内外环境、价值链和优势劣势等，并提出了发展策略，为企业实现快速发展具有重要意义，同时也为其它物业管理服务企业的策略选择和实施提供了参考。
关键词：物业管理；发展策略；PEST；SWOT；多元化。
Abstract
China's property management industry has experienced more than 30 years of development,from the initial market disorder, lack of standardization and standardization, to the rapid andfanatical development of the medium-term market, now the property management market ismoving towards rational and stable, the relevant laws and regulations are more perfect. Themarket has also gradually stepped into the track of standardization and specialization, activelypromoting the development of the national economy. Due to the late start of the industry, thereare still many problems in the process of development. However, since the 12th Five-Year Plan,our government has vigorously supported the service industry, and the rise of cloud computing,big data and the Internet of things has also provided a new way of business development for theproperty industry. Under the background of the general service industry transformation, realestate service enterprises must seize the opportunity and adjust their own strategic developmentin order to expand their market share and improve their influence.
Xi'an Hangxing property Company is a wholly owned subsidiary of Aerospace IndustryGroup. It was established in December 2008. It is a member unit of Xi'an property ManagementIndustry Association. The company currently employs more than 2000 people and serves an areaof 5 million square meters. Because of the management pattern of "one hospital and four places",the service scope of Hangxing Company covers four cities, such as Beijing, Shanghai, Xi'an andWuhan. This paper takes Xi'an Hangxing Company as the research object and analyzes theinternal and external environment of Hangxing Company. And further put forward thedevelopment strategy that should be drawn up. Firstly, this paper evaluates the externalenvironment and internal capability of Hangxing Company by means of literature method andstatistical analysis, and summarizes its opportunities, threats, advantages and disadvantages.
Secondly, according to the SWOT model, the development strategy of the company is formulatedfrom three aspects, namely, the company layer strategy, the competition strategy and the functionstrategy. And finally, the steps to determine the implementation of the strategy and the measuresto ensure the implementation of the strategy are established.
By studying the transformation strategy of Hangxing company, we find that the companylevel strategy of Hangxing company is chosen as an integrated development strategy, and thebusiness level strategy is formulated as cost leadership and differentiation strategy, and functionstrategy selection is three marketing strategies, human resource strategy and financial strategy.According to the above strategic guidance, Hangxing Company extends downstream to expandprofessional property service projects; to contact suppliers upstream to achieve economies ofscale to reduce costs, improve the quality of property services and risk control; at the same time,Expand market share through the strategic form of merger and reorganization and marketdevelopment, or cooperate with other enterprises to participate in other business. In terms ofbusiness level, while emphasizing on strengthening internal cost control, Hangxing hasdeveloped personalized and differentiated services to further become a leader in the industry. Inorder to gain a lasting competitive advantage, Hangxing Company divides the implementation ofthe strategy into four stages: the stage of strategic initiation, the stage of strategic planning, thestage of strategic operation and the stage of strategic control and evaluation. Finally, this paperputs forward the safeguard measures of the strategy implementation from five aspects: internalgovernance structure, organizational structure, organizational culture, information constructionand internal risk control.
The research results of this paper analyze the operating situation, internal and externalenvironment, value chain and advantages and disadvantages of Hangxing Company in the newsituation, and put forward the development strategy, which is of great significance for theenterprise to achieve rapid development. At the same time, it also provides reference for thestrategic choice and implementation of other property management service enterprises.
Key words: property management; development strategy; integration
目 录
中文摘要
Abstract
一、绪论.
（一） 研究背景与研究意义.
（二） 研究思路与研究方法.
（三） 研究内容.
二、文献综述.
（一） 国内外相关研究综述.
（二） 理论基础.
三、航兴公司外部环境分析.
（一） 宏观环境分析
（二） 行业竞争环境分析
（三） 外部因素评价矩阵
四、航兴公司内部环境分析
（一） 航兴公司简介
（二） 公司资源分析
（三） 价值链分析
（四） 公司能力分析
（五） 内部因素评价矩阵
五、互联网+背景下航兴公司发展策略分析与制定.
（一） 航兴公司发展策略目标体系的确定
（二） 航兴公司策略的分析
（三） 航兴公司发展策略的决策制定
六、航兴公司策略实施及保障措施
（一） 公司策略的实施
（二） 策略实施的保障措施
七、结论
参考文献
