伴随着我国经济的飞速振兴,房地产欧亿·体育（中国）有限公司也迎来了前所未有的新局面。在我国特

有的社会环境下,各种制度的逐步成熟,特别是我国的原有的分配式住房模式的变革,

犹如一只强心剂为房地产业注入了更多的活力。深圳S房地产开发公司作为拥有房地

产幵发三级资质的私营企业,其前身是施工建筑起家,2010年才涉足深圳房地产开发

市场,该公司的产业基础薄弱、组织架构不完善、管理模式单一、融资渠道狭窄、品

牌尚未形成、创新意识不足等问题都成为制约企业发展的瓶颈.面对激烈的市场竞争环

境,作为深圳市刚刚起步中小企业的深圳S房地产开发公司,应当如何在当前的环境

下重新定位,制定企业的发展战略,以适应市场发展的客观需要。如何根据自身优势,

扬长避短,降低生产经营成本,树立品牌,为企业的可持续发展奠定基础,已经成为

当务之急。

本文在运用了相关理论知识的基础上,以对深圳市S房地产企业所处的内、外部

环境以及产业环境进行分析,有针对性的总结出符合深圳市S房地产企业长期发展的

战略目标,以确保在多变的市场环境中能有持续发展的能力。同时也可为其它的房地

产企业在发展的道路上提供一定得参考价值和借鉴作用。综合以上环境分析,并结合

深圳市S房地产企业自身实力,确定S.房地产企业应实施一体化经营发展的战略模式,

立足于房地产、建筑二大产业,以住宅房屋经营为核心,形成纵向一体化;房地产综

合业务、建筑承包业务、其它持续经营业务横向一体化发展模式。

关键词:房地产;战略管理;产业机构分析;PEST分析

Abctract

Accompanied by the rapid revitalization of the economy in our country, the real estate

industry also ushered in the unprecedented new situation. Under the special social

environment in our country, various systems gradually mature, especially the change patterns

of the distribution of the original type of housing in our country, which like a boost for the

real estate industry inject more vitality. S Real Estate Development Company in Shenzhen as

a real estate development level 3 qualification of private enterprise, whose predecessor is the

construction of buildings,stepped into Shenzhen real estate market in 2010. There are many

problems in this company, such as the weak industry foundation, imperfect organizational

structure, single management model, narrow financing channel, lack of brand,lack of

innovation and so on. Such problems have become the bottleneck of restricting enterprise

development. In the face of fierce market competition environment, as a fledgling small and

medium-sized enterprises in Shenzhen, S Real Estate Development Company should be

repositioned in the current environment, make enterprise development strategy, to adapt to

the objective need of market development. How to according to their own advantage, foster

strengths and circumvent weaknesses, reduce production costs,sets up the brand,lays a

foundation for the enterprise's sustainable development, has become the top priority.

In this paper, on the basis of the related theory knowledge, through anglicizing the

internal and external environment and industrial environment of S Real Estate Development

Company, we summarize the strategic goals that meet the long-term development of this

company, to ensure the ability of sustainable development in the changeable market

environment. At the same time it can also be used for other real estate enterprises on the way

of development to provide certain reference value and reference. Above comprehensive

analysis, and combined with the power of S Real Estate Development Company in Shenzhen,

we determine that this company should implement the strategy of integration of the

operation and development. Based on the real estate and construction industry, mainly

engaged in the residential housing, so as to formulating vertical integration; comprehensive

real estate, construction contracting business so as to formulating transverse integration.

Key words; real estate, strategic management, analysis of industrial supply structure, PEST

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