I
摘 要
自改革开放至今的 30 年时间里，中国内地的房地产欧亿·体育（中国）有限公司经历了从初步发展、快速成
长到逐步走向成熟的过程。1998 年国务院取消了福利分房制度后，随着住房制度改革的深
入，住房分配货币化政策的全面实施，国内宏观经济态势良好、居民收入增长形成的需求
拉动力，居民消费结构升级、改善住房条件的内在驱动力，住房消费信贷支持的助动力，
城市化进程加快的外在带动力，这些因素推动房地产市场出现了空前的繁荣，房地产业己
经成为国民经济的支柱产业之一。房地产业的迅速发展，推动了国民经济的快速增长，改
善了居民的居住质量；然而，随着房地产市场繁荣而来的是房价的步步攀升，针对房地产
调控的土地政策、财税政策、货币政策密集出台，欧亿·体育（中国）有限公司竞争也变得越来越激烈，再加上土
地、原材料、人工等成本上升，房地产企业的利润空间被大幅压缩，欧亿·体育（中国）有限公司竞争变得越来越
激烈。这种竞争将是一个大浪淘沙的过程，房地产业的门槛将逐渐抬高，综合实力和有效
的战略定位将决定一个房地产企业能走多高走多远。

山东金城荣基地产有限公司成立于 1993 年，是一家以房地产开发为主营业务的有限
责任公司，公司的发起单位淄博金城实业股份有限公司是一家有近五十年发展历史、年产
值逾 30 亿元，跨医药化工和建筑房地产两大产业板块的大型民营企业集团。近几年来，
公司先后开发建设了馨苑小区、西领雅苑、锦绣花苑玫瑰园等住宅项目，都取得了良好的
经济效益和社会效益。目前，公司正在开发建设“康桥名郡”和“春天里”两个项目，公
司业务取得了较快的发展，在区域市场内拥有一定的知名度和影响力；但公司也存在着战
略体系欠缺、获取土地的能力有待提高、人力资源结构不合理、策划和营销工作亟需改善
等问题。

本文首先对战略管理的相关理论以及房地产欧亿·体育（中国）有限公司发展的相关知识进行分析和研究，并
结合金城荣基公司的企业实际，对公司的发展战略进行探讨。作者对金城荣基公司所面临
的企业内部和外部环境进行了分析，并运用 SWOT 模型对荣基公司自身的优势和劣势、以
及所面临的机会和威胁进行分析，进而结合近几年来国内外房地产欧亿·体育（中国）有限公司发展的模式以及相
关背景、淄博市房地产市场的宏观环境，对荣基公司在经营管理中存在的问题进行了探讨。

最后，作者结合企业战略管理的相关理论知识，对荣基公司战略的发展现状作了客观的评
价，并通过对荣基公司的外部环境和内部资源的分析评价，结合公司的经营能力和发展需
要，对今后企业发展的战略方向进行探讨，并从战略体系建设、战略资源整合能力、企业
文化建设、企业内部管理、企业品牌建设五个方面为企业战略的实施提供保障。

关键词：山东金城荣基地产有限公司，发展战略，SWOT
ABSTRACT
Since reform and opening up 30 years of time, China&39;s real estate industry has experienced
from the initial development, rapid growth to the process of gradually mature. In 1998 the state
council after canceled the welfare housing distribution system, With the deepening of the
housing system reform, Full implementation of the policy, the housing assignment currency,
Domestic macroeconomic situation is good, Income growth of growing demand, residents&39;
consumption structure upgrade, improve the internal motivation to housing conditions, housing
consumption credit support power, external driving force of accelerating urbanization process,
these factors promote the real estate market an unprecedented prosperity, the real estate industry
has become one of the pillar industries of national economy. The rapid development of the real
estate industry, Promoted the rapid growth of national economy, improve the living quality of
residents; However, as the prosperity of the real estate market is the rise of house prices, in view
of the real estate regulation and control of land policy, fiscal policy, monetary policy, dense
industry also becomes more and more fierce competition, coupled with land, raw materials and
artificial cost rise, the real estate enterprise profit space is greatly compressed, competition is
becoming increasingly fierce. This competition will be a process of ebb tide, the threshold of the
real estate industry will gradually raised, comprehensive strength and effective strategic
positioning will determine whether a real estate enterprise can walk how far.
Shandong Jincheng Rongji estate company founded in 1993, is a major business is real
estate development co., LTD., The company launched units Zibo Jincheng industrial co., LTD is
a nearly 50 years development history, the annual output value of more than 3 billion yuan,
across the medicine chemical industry and building of real estate industry large-scale private
enterprise group of the plates. In recent years, The company has development and construction
the Xinyuan Community, Xilingyayuan Community, Jinxiuhuayuan Community residential
projects such as, Have achieved good economic and social benefits. At present, The company is
developing constructionCambridge Mingjun and Chuntianli two projects, The company&39;s
business has achieved rapid development, in the regional market have certain fame and influence;
But there are also strategic system lacks, land acquisition ability needs to improve, unreasonable
structure of human resources, planning and marketing work needs improvement.
This paper related theories of strategic management and the knowledge about the
development of the real estate industry analysis and research, and combining the reality of
Jincheng Rongji estate company&39;s enterprise, discusses the development strategy of the company.
Author of Jincheng Rongji estate company internal and external environment facing the
enterprise to carry on the analysis, And SWOT model to Jincheng Rongji estate company&39;s own
strengths and weaknesses, and analyzes the opportunities and threats faced, And then combined
with the pattern of development of the real estate industry at home and abroad in recent years
and related background, Zibo city real estate market macro environment, For the company in the
management of the existing problems are discussed in this paper. Finally, the author based on the
relevant theoretical knowledge of strategic management, the company made an objective
evaluation of the strategic development present situation, and through the company&39;s external
environment and internal resources analysis and evaluation, combined with the company&39;s
management ability and development needs, Discusses the strategic direction of the enterprise
development in the future, and from a strategic system, strategic resources integration ability,
enterprise culture construction, enterprise internal management, enterprise brand construction
five aspects which guarantees the implementation of the strategy of enterprise.
Keywords：Shandong Jincheng Rongji estate company，development strategy，Strength，
Weakness，Opportunity，Threat1.绪论
1.1 论文研究的背景
中国内地的房地产业，是随着改革开放和现代化建设的进程而逐步发展起来的。自党
的十一届三中全会召开至今的 30 多年里，经历了从初步发展、快速成长到逐步走向成熟
的过程。1998 年国务院取消了福利分房制度后，随着住房制度改革的深入，住房分配货币
化政策的全面实施，国内宏观经济态势良好、居民收入增长形成的需求拉动力，居民消费
结构升级、改善住房条件的内在驱动力，住房消费信贷支持的助动力，城市化进程加快的
外在带动力，这些因素推动房地产市场出现了空前的繁荣。

[1]
房地产业的迅速发展，推动
了国民经济的快速增长，改善了居民的居住质量；然而，随着房地产市场繁荣而来的是房
价的步步攀升，“房价”以前所未有的关注度成为举国关注的焦点词汇，针对房地产调控
的土地政策、财税政策、货币政策密集出台，欧亿·体育（中国）有限公司竞争也变得越来越激烈，利润空间逐步
缩小，房地产企业都面临着新的考验。可以预见，房地产业将逐渐进入规范、有序的竞争，
这种竞争将是一个大浪淘沙的过程，房地产业的门槛将逐渐抬高，综合实力和有效的战略
定位将决定一个房地产企业能走多高能走多远。

1.2 企业概况
山东金城荣基地产有限公司是由淄博金城实业股份有限公司发起设立的骨干企业之
一，公司成立于1993年，现在公司注册资本3000万元，具备房地产开发三级资质，拥有中
高级技术人员20余人，基本形成了以房地产开发为主，兼营物业管理的经营格局。近几年
来，公司在淄川区先后开发建设了馨苑小区、西领雅苑、锦绣花苑玫瑰园等住宅项目，以
高档的品质、中档的价格、优质的服务赢得了广大客户和社会各界的赞誉，公司被评为省
级守合同重信用企业、市级诚信