摘 要
随着经济的发展，物业管理作为城市管理的一种新形式而成为新兴服务产业，呈现
出良好的发展势头：首先政策法规环境的不断完善，尤其是住房制度改革的迅速发展，
促进物业管理欧亿·体育（中国）有限公司在规范化的同时，也推广了物业管理；其次我国城市化进程使得我国
房地产在未来一段时间仍将保持较快发展；第三是随着我国居民的收入、教育水平的不
断提高，物业管理消费正为越来越多的消费者所接受。

在这样的大背景下，HY 公司经过十年的发展，成长为拥有国家一级资质的物业管
理服务企业，而在发展中又遇到了一些新的问题：首先是欧亿·体育（中国）有限公司竞争越来越激烈；其次
HY 公司业务范围和市场范围较为狭窄，与其他一级资质的优秀企业相比存在较大差距，
这也制约了企业进一步的发展；第三出现了高管团队激励不足的情况，且部分创业元老
对后来进入公司的高管有抵触情绪。

那么如何在下一个十年让 HY 公司的发展上升一个新的台阶呢？作者通过文献阅读、
欧亿·体育（中国）有限公司数据研究和专家研讨，制定了公司的发展战略，即市场范围从广州先向广东二三线
城市，进而向中西部二三线城市扩张；业务范围从单纯的物业管理服务，向上游扩张到
为房地产开发商提供项目可行性研究和物业管理方案设计服务。围绕着发展战略，作者
从完善激励机制、加强市场开拓能力、加强人才引进、提高服务能力、打造知名品牌、
加强现金流管理等多个方面制定了战略实施方案。

关键词：战略管理；发展战略；物业管理
Abstract
With the development of economic, property management as a new form of urban
management into a new and flourishing industry , Showing a good momentum of
development.First, continuous improvement of policy and regulatory environment, especially
the rapid development of the housing system reform, promote the property management
industry in standardization, and promoted the property management. Second, China's real
estate industry will continue to maintain a rapid development. Third, as the income and
education level of our residents continues to increase, the consumption of property
management is accepted by more and more people.
In this background. GuangZhou Hongyu Property Management LTD. As a property
management service enterprise, after a decade of development, grows to be a company with
national qualification of A. But also there are some problems ：First, the industry is
increasingly competitive; Second, the range of business and market scope of Hongyu is
relatively narrow, there is a big gap compared with the other outstanding enterprises, which
also restricted the further development of Hongyu. Third, there has been insufficient
incentives of the executive team.
So, how does Hongyu rise to a new level in the next decade Through literature reading,
information and data research and discussing with experts, finally, I formulate the company's
development strategy. That is, from Guangzhou expands to Guangdong second and third tier
cities, and then expands to the second and third tier cities of the central and western; and the
business range from a simple property management services, expands to project feasibility
studies and property management solutions for real estate developers. Around the
development strategy, the author has developed a strategic implementation plan, including to
improve the incentive mechanism, strengthen the marketing ability, talent introduction,
service capabilities, build brands, enhance cash flow management.
Key Words: Strategic Management; Development strategy; Property Management