Study On Development Strategy Of Xiangtan City Property Management Limitey Resources In Urban And Rural Areas

State owned assets management companies， which are the carriers of thestate owned assets management, located in the third level of existing state ownedassets management system model, are independent of market players with goals tomaximize enterprise value. However, most of the state owned asset managementcompanies are faced with problems such as without a clear development goal andpositioning as well as an obvious competitive advantage for various reasons.Therefore, it is necessary to study development strategies of these state owned assetsmanagement companies to explore how to stand out in a complex, dynamiccompetitive environment and achieve these state assets preservation and appreciation.The paper conducted an in depth research on the development strategy of XiangtanUrban and Rural Resources Asset Management Co., Ltd. Based on the literaturereview, we used standardized methods of case studies, through various channels tocollect various information and data involved in the development of the company, andbased on the "Environmental Analysis Strategy Development Strategy StrategicEvaluation and Control" strategic management process to study the developmentstrategy of Xiangtan Urban and Rural Resources Asset Management Co., Ltd. We used5forces model to analysis the competition of the company, and used PEST method toanalyze external environmental factors of our company and analyze the internalenvironment of the company in order to figure out its resources and capabilities, thenwe put these result into the SWOT analysis framework to find opportunities andthreats faced by the company and advantages and disadvantages owned by thecompany, and proposed development strategy for Xiangtan Urban and RuralResources Asset Management Co., Ltd. based on these analysis.In the current competitive market environment, Xiangtan Urban and RuralResources Asset Management Co. should combine their strengths and take advantageof external opportunities, and develop appropriate business level strategies for theirbusinesses with different features, for example, hotels business, real estate businessand cultural tourism business should take differentiation strategy, focus strategy anddifferentiation strategy with combination of Xiangtan unique cultural resources andmarket demand, while the operation of public resource companies should aim atestablishing reputation. It also needs to develop a series of measures to ensure the implementation of the strategy, the first is to adjust the organizational structure, thesecond is to re plan of human resources and established performance managementsystem based on KPI, the third is to strengthen the construction of institution andcorporate culture, the fourth is to establish a strategic evaluation system based on theBalanced Scorecard.