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A study on the development strategy of China Group

Author: ZhaoDongLiang
Tutor: GuoXiaoChuan
School: Inner Mongolia University
Course: Business Administration
Keywords: middle and small real estate enterprise development strategy PESTAnalysis SWOT Analysis
CLC: F293.3
Type: Master's thesis
Year: 2011
Downloads: 33
Quote: 0
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Abstract


With the real estate industry competition and the gradual maturity of the domestic capital market, the development direction of realty business is to become large-scale, institutionalization, differentiation, branding and strategy. After the first few years of rapid real estate development, it is in the critical period of structural transition now. Some large real estate company’s strength is rapidly increased, the market competition core competence is coming into being rapidly, and a number of real estate leading companies with greater impact on the market are to the fore. These enterprises have a distinct advantage in size. They become flagship groups that other real estate companies can’t match. Then where should the other small and medium real estate companies develop to? How to expand living space and grow? This is the important problem that small and medium enterprises should think about urgently in the new situation. To study it in current specific market background has profound meaning.By analyzing the internal and external environment Chuang Hua facing and our own resources, using Mi gap in market strategy theory, effective strategies and tactics for sustainable development of the company is put forward. Through the core capacity strategy and Mi gap in market strategy, we’ll try to achieve the target of developing both residential and commercial real estate. We hope that Chuang Hua will eventually become a good brand company in real estate development and multi-channel investment.The core competitive strategy for Chuanghua is to focus strenth to form advantages in some local markets, and then by the partial victory to improve our whole market position and promote our own development. By analyzing policy, we’ll aim at economical housing bulding in the development of old and heart city regions, reform the scattered residence and small commercial trader into massive medium and low end market. To do so can avoid large funds input one time, and can own a relatively high profit. There are three reasons for choosing medium and low end market. Firstly, most common people will chose it as their shopping venues. On the other hand, the threshold of medium and low end market is relatively low, so it’s easier to penetrate into this area when our strength is not very strong. And thirdly it’s the market gap that is easy to be ignored by big companies. We can slow down the developing pace of our project, launch our own shops when the around business district becomes more mature. So that the value of our products will be enhanced by the around shaped business climate. Through the low price and good quality strategies in heart regions to shape our own brand of supermarkets and shopping malls, and then using this brand to promote the business climate over other diasdvantage locations. Yes, details can cast success. We’ll try our best to work well at every details concern to our company development to guarantee our further success.According to the company’s own weaknesses and shortcomings, the proposals of the implementation security are to improve the corporate organizational structure, strengthen the company’s cost control and financial management, build good human resource system, shape the company’s brand and foster good company culture. Combining my career experience and the knowledge gained in the MBA classroom, this paper is a periodic summary of my work. I hope the future strategic management exploration of Chuang Hua can give some advises and references for other small and medium real estate companies.

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CLC: > Economic > Economic planning and management > Urban and municipal economy > Urban Economics and Management > The real estate economy
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