房地产企业战略成本管理策略研究

Real Estate Enterprise Strategic Cost Management Strategy Research

文章基于商业生态系统模型,针对当前较多房地产开发企业无法准确把握在市场竞争中应采取的动态成本战略的现状,通过对企业在系统中所处的地位进行分析,依据骨干型、主宰型及缝隙型企业的不同特征和共生关系的不同情况,提出了三种类型企业的动态成本战略策略。骨干型应致力于优化产品研发,通过新产品为客户创造新价值,从而提升自己的竞争优势,以降低成本,保持系统的可持续性;主宰型应认清其对商业生态系统的破坏性,逐步实施企业转型战略,改变企业主宰型的属性,注重资源共享,降低系统整体成本,与系统成员分享利润,从而实现向骨干型的转变;缝隙型企业应立足于共利共生的策略,着重于互补性原则,在保持个体优势的同时增强组织适应环境的能力和系统竞争力。

This paper is based on business ecosystem models and the position of the real estate enterprise in the system, such as Keystone, Dominators, and Niche Players, and the characteristics and the symbiosis relation, points the strategy of three types of dy- namic cost strategy. The keystone real estate enterprise should focus on optimizing product research and development, create the new value through the new product for the customers in the system, and improve their competitive advantage by lower costs, and maintain the system sustainability. The dominant real estate enterprise should recognize that business ecosystem will be destroyed by itself, so keys-tone real estate enterprise should be the destination to transform, change the properties of the dominant enterprises, pay attention to resource sharing, reduce overall system cost, members share the profits in the system. Niche player real estate enterprises should base on share system resource, focus on the complementary principle, while maintaining the individual advantage at the same time, streug-then the competitive power of the organization＇s ability to adapt the system.