物业管理行业在我国兴起于20世纪八十年代。经过40多年的发展，物业 管理公司的数量逐渐増多，管理规模不断扩大，管理手段逐渐呈现智能化和集 成化。H物业公司拥有14年管理经验，但随着物业管理行业内部竞争日趋激烈， 现有的发展战略已不适应公司发展。公司想要迅速发展壮大，应当具备战略的 眼光，认清公司的内部优势、劣势和外部的机会与挑战，根据公司未来发展方 向，确定长远目标，制定适合自身的发展战略。 本文综合运用PEST分析、波特五力模型和SWOT分析的方法，分析了H 物业管理公司的经营目标定位、项目类型目标定位、人才战略目标定位和业务 扩张目标定位，以及H物业公司的内外部环境及行业竞争环境。在明确企业发 展的优劣势、机遇与挑战以及发展目标定位等方面内容的基础上，本文对H物 业公司的发展战略进行了设计，为该公司发展应采用的战略提出了建议。同时， 本文还对公司的战略实施和战略实施的保障进行了系统阐述。 H物业管理公司各职能部门之间横向沟通能力较差，对新问题新情况反应 滞后；没有形成系统的人力资源规划体系、绩效考核和员工激励制度等体系。 公司的品牌建设有所欠缺，企业品牌形象模糊。同时，公司面临着同领域同行 业的市场化竞争愈发激励的发展态势。随着越来越多的家政、保洁等企业的出 现，物业管理市场面临着严峻的挑战；业主谈判和协商价格能力在不断提高。 但是，H物业公司拥有外部政策支持、物业领域市场存量巨大以及人工智能等 新技术应用等发展机遇。因此，H物业公司要充分利用自身优势，内部管理上 实行成本领先战略、物业服务产品设计上采用差异化战略、采用集中战略来明 确目标客户，通过各种优惠政策吸引消费者的目光，并加强自身的创新能力、 控制经营成本、提高人力资源管理等方法进一步提升品牌影响力。公司要从完 善组织机构、加强成本管控、提高服务质量、优化人力资源体系以及培塑企业 文化等方面着手为发展战略的实施提供保障。 关键词：物业公司 发展战略 环境分析 III Abstract The property management industry started in China in the 1980s. After more than 40 years of development, the number of property management companies has gradually increased, the scale of management has been continuously expanded, and management methods have gradually become intelligent and integrated. H property company has 14 years of management experience, but with the increasingly fierce competition within the property management industry, the existing development strategy is no longer suitable for the company's development. If the company wants to grow rapidly, it should have a strategic vision, recognize the company's internal strengths, weaknesses and external opportunities and challenges. Based on the company's future development direction, the company will determine its long-term goals and formulate its own development strategy. This paper comprehensively uses PEST analysis, Porter's five-force model and SWOT analysis method to analyze the H property company's business target positioning, project type target positioning, talent strategy target positioning and business expansion target positioning, and the internal and external of H property company. Environmental and industry competition environment. On the basis of clarifying the advantages and disadvantages of enterprise development, opportunities and challenges, and development target orientation, this paper designs the development strategy of H property company and puts forward suggestions for the strategy that should be adopted for the company's development. At the same time, this paper also systematically expounds the company's strategic implementation and strategic implementation guarantee. The horizontal communication ability between the functional departments of H property company is relatively poor, and the response to new problems and new situations is lagging behind; there is no system such as human resource planning system, performance appraisal and employee incentive system. The company's brand building is lacking, and the corporate brand image is vague. At the same time, IV the company is facing a growing trend of market competition in the same industry. The emergence of a large number of companies such as housekeeping, cleaning, security, etc., low-cost expansion has occupied more and more share of the property management industry; the ability of owners to negotiate and negotiate prices is constantly improving. However, H property company has development opportunities such as external policy support, huge market stocks in the property sector, and new technology applications such as artificial intelligence. Therefore, H property company should make full use of its own advantages, implement cost leadership strategy in internal management, adopt differentiated strategy in design of property service products, adopt centralized strategy on target customers, and use the most favorable means to attract consumers through innovation. Large-scale operation, cost control, and improvement of human resource management to create a strong brand. The company should guarantee the implementation of the development strategy from the aspects of perfecting the organization, strengthening cost control, improving service quality, optimizing human resources system and training corporate culture. Key words：Property Company Development Strategy Strategic Management V 目录 第1章 绪论 .................. 1 1.1 选题背景和意义 . 1 1.1.1 选题背景 ...... 1 1.1.2 研究意义 ...... 2 1.2 研究文献综述 ..... 2 1.2.1 国内研究现状 ............................. 2 1.2.2 国外研究现状 ............................. 5 1.2.3 研究述评 ...... 7 1.3 研究的内容与方法 ............................ 7 1.3.1 研究的主要内容 ......................... 7 1.3.2 研究的主要方法 ......................... 9 1.4 论文创新之处 ..... 9 第2章 理论基础 ........ 10 2.1 概念界定 ........... 10 2.1.1 物业管理企业 ........................... 10 2.1.2 企业发展整体布局 ................... 11 2.2 企业战略管理概述 .......................... 12 2.2.1 企业实施战略管理的必要性 ... 12 2.2.2 企业战略管理的主要内容 ....... 13 2.2.3 战略态势分析与选择 ............... 13 2.3 企业战略分析工具 .......................... 14 2.3.1 PEST分析 .. 14 2.3.2 SWOT分析 14 2.3.3 波特五力模型分析 ................... 15 2.4 企业发展战略 ... 15 2.4.1 成本领先战略 ........................... 15 2.4.2 差异化战略 15 2.4.3 集中型战略 16 VI 第3章 H物业公司内部环境分析 ........... 17 3.1 H公司基本情况 .............................. 17 3.1.1 公司简介 .... 17 3.1.2 公司经营状况 ........................... 17 3.2 H物业公司现行发展战略分析 ...... 19 3.2.1 公司现行发展战略简述 ........... 19 3.2.2 公司现行发展战略存在的不足 .............................. 20 3.3 H物业公司发展过程中存在的问题 ............................. 20 3.3.1 人才结构不合理 ....................... 21 3.3.2 企业经营利润不高 ................... 21 3.3.3 品牌知名度较低 ....................... 22 3.4 H物业公司内部环境分析 .............. 22 3.4.1 组织结构 .... 22 3.4.2 人力资源分析 ........................... 24 3.4.3 企业文化分析 ........................... 25 3.4.4 企业品牌分析 ........................... 26 3.4.5 核心竞争力分析 ....................... 26 3.5 内部因素评价矩阵 .......................... 27 第4章 H物业公司外部环境分析 ........... 29 4.1 宏观环境分析 ... 29 4.1.1 政治环境分析 ........................... 29 4.1.2 经济环境分析 ........................... 29 4.1.3 社会文化环境分析 ................... 30 4.1.4 技术环境分析 ........................... 31 4.2 行业竞争环境分析 .......................... 31 4.2.1 潜在进入者 31 4.2.2 来自替代品的威胁 ................... 32 4.2.3 购买者议价能力 ....................... 33 4.2.4 供应商的议价能力 ................... 33 4.2.5 现有的竞争对手 ....................... 33 4.3 外部因素评价矩阵分析 .................. 34 VII 第5章 H物业公司发展战略设计与实施 .............................. 36 5.1 H物业公司发展SWOT分析......... 36 5.1.1 优势分析 .... 36 5.1.2 劣势分析 .... 36 5.1.3 机遇分析 .... 38 5.1.4 挑战分析 .... 40 5.1.5 建立SWOT分析矩阵 ............. 42 5.2 H物业公司发展目标定位 .............. 43 5.2.1 经营目标定位 ........................... 43 5.2.2 项目类型定位 ........................... 44 5.2.3 人才战略目标 ........................... 44 5.2.4 业务扩张目标 ........................... 45 5.3 H物业公司的发展战略设计 .......... 45 5.3.1 业务层战略