受国家政策调控和房地产市场变化的影响，传统房地产企业面临战略转型的 迫切需要。宝能集团全面打造“制造宝能、科技宝能、民生宝能”，业务 横跨房 地产开发、汽车制造、国际物流、金融保险和零售等多个领域。但是，其在多元 化经营过程中面临主营业务不强、新业务推进缓慢、技术创新跟不上、核心竞争 力不突出 等问题，企业大而不强，整体实力提升有限。 本文为解决上述问题，聚焦如何持续优化宝能集团多元化战略方案和实施路 径、措施，运用战略管理相关理论和方法、工具，总结 、分析宝能集团多元化运 营存在的问题、原因，并使用PEST工具、IFE和EFE矩阵、波特五力模型、SWOT 矩阵等分析方法对宝能的内外部环境、内部优势与劣势、外部机遇与威胁 进行分 析。综合使用波士顿矩阵、大战略矩阵、GE矩阵等工具分别提出宝能多元化战略 和战略实施路径的优化方案，以及战略实施措施和保障、战略风险管控、战略评 价和控制 方案。 本文提出，在多元化布局和进入路径上，宝能集团应推进地产、保险主营业 务“双轮驱动”，做强地产、做大保险，同时实施“房地产+”相关多元化战略， 大力发展产 业地产、物流地产、养老及旅游地产，战略推进新能源汽车等高端产 业，通过并购和战略联盟快速进入新零售、共享汽车等新领域。提高项目管理水 平，以快周转加速资金回流 ；推动保险与医养结合养老地产业务良性互动发展, 满足老龄化社会养老需求；把握国家规划建设现代化物流设施网络新机遇，建设 运营智慧物流园区。通过并购或战略联盟，快 速布局新能源汽车等高端制造领域， 整合资源，分散风险。 本文研究思路和建议方案，对解决宝能集团多元化发展中遇到的问题有借鉴 意义，有助于指导公司建立完善战略管理 体系。同时，为其他房地产企业实施多 元化战略提供参考。还可为学者研究房地产企业多元化战略提供真实案例。 关键词：多元化战略，SWOT矩阵，战略路径 MBA学位论文 作者 ：陈志科 宝能集团多元化战略研究 II RESEARCH ON THE DIVERSIFICATION STRATEGY OF BAONENG GROUP’S Abstract Under the influence of national policy regulation and real estate market changes, traditional real estate enterprises are faced with the urgent needs of strategic transformation. Baoneng group comprehensively promotes the three strategies of "manufacturing Baoneng, science and technology Baoneng, and people's livelihood Baoneng". Its business covers multiple fields such as real estate development, automobile manufacturing, international logistics, finance and insurance, and retail. However, in the process of diversified operation, it is faced with problems such as weak main business, slow promotion of new business, lack of technological innovation and outstanding core competitiveness. The enterprise is large but not strong, and its overall strength is limited. In order to solve the above problems, this paper focuses on how to continuously optimize Baoneng group's diversification strategy plan and implementation path measures, and applies relevant theories and methods of strategic management tools, and uses PEST tool, IFE and EFE matrix, Porter five forces model, SWOT matrix and other analysis methods to analyze Baoneng's internal and external environment , internal advantages and disadvantages, external opportunities and threats are analyzed. Using Boston matrix, big strategy matrix, GE Matrix and other tools, this paper proposes the optimization scheme of Baoneng's diversified strategy and strategic implementation path, as well as the strategic implementation measures and guarantee, strategic risk management and control, strategic evaluation and control scheme. This paper proposes that in terms of diversified layout and access path, Baoneng group should promote the two-wheel drive of main business of real estate and insurance, strengthen real estate and expand insurance, implement "real estate +" related diversification strategy, vigorously develop industrial real estate, logistics real estate, pension and tourism real estate, and promote high-end industries such as new energy vehicles through strategy alliance and merger New retail, shared car and other new areas. Improve the level of project management, speed up the return of funds with fast MBA学位论文 作者：陈志科 宝能集团多元化战略研究 III turnover; promote the positive interactive development of the real estate business of the combination of insurance and medical care to meet the needs of the aging society for the aged; grasp the new opportunity of the national planning and construction of modern logistics facilities network, and build an intelligent logistics park for operation. Through M & A or strategic alliance, rapidly layout high-end manufacturing fields such as new energy vehicles, integrate resources and disperse risks. The research ideas and suggestions in this paper can be used for reference to solve the problems encountered in the diversified development of Baoneng group and help to guide the company to establish and improve the strategic management system. At the same time, it provides reference for other real estate enterprises to implement diversification strategy. It can also provide real cases for scholars to study the diversification strategy of real estate enterprises. Key words: Diversification strategy, SWOT matrix, Strategic path MBA学位论文 作者：陈志科 宝能集团多元化战略研究 IV 目录 中文摘要 ........................................................... I Abstract .......................................................... II 目录 .............................................................. IV 第一章 绪论 ........................................................ 1 1.1 研究背景和意义 ............................................. 1 1.1.1 研究背景 ............................................... 1 1.1.2 研究意义 ............................................... 2 1.2 研究思路和方法 ............................................. 2 1.2.1 研究思路 ............................................... 2 1.2.2 研究方法 ............................................... 2 1.2.3 研究工具 ............................................... 3 1.3 论文结构框架 ............................................... 4 第二章 多元化战略理论综述 .......................................... 5 2.1 多元化概念和类型 ........................................... 5 2.1.1 多元化战略相关概念 ..................................... 5 2.1.2 多元化战略的类型 ....................................... 5 2.2多元化相关理论 .............................................. 6 2.2.1 多元化动因 ............................................. 6 2.2.2 多元化风险 ............................................. 7 2.2.3 多元化实施路径 ......................................... 7 2.2.4 多元化影响因素 ......................................... 8 2.2.5 国内房企多元化理论研究 ................................. 8 第三章 宝能概况及内部环境分析 ..................................... 10 3.1 宝能集团概况和发展历程 .................................... 10 3.1.1 宝能集团概况 .......................................... 10 3.1.2 宝能集团发展历程 ...................................... 10 3.2 宝能多元化战略现状 ........................................ 11 3.2.1房地产开发业务 ........................................ 11 3.2.2 高端制造业务 .......................................... 11 MBA学位论文 作者：陈志科 宝能集团多元化战略研究 V 3.2.3 国际物流业务 .......................................... 11 3.2.4 民生服务业务 .......................................... 12 3.3 多元化战略问题及原因 分析 .................................. 13 3.3.1主营业务不强，新业务面临激烈竞争 ...................... 13 3.3.2 投资规模大，融资渠道单一，资金链安全压力大 ............ 15 3.3.3 新业务发展慢，战略路径待优化 .......................... 15 3.3.4 专业人才不足，技术创新和管理跟不上 .................... 16 3.4内部资源 和能力分析 ......................................... 16 3.4.1 资源分析 .............................................. 16 3.4.2 能力分析 .............................................. 17 3.5 宝能内部环境总结与评价 .................................... 18 3.5.1 识别内部优势和劣势 .................................... 18 3.5.2 内部因素评价（IFE） ................................... 19 3.6