Real Estate Competition Strategy Of Guiyang Industry Control Group

In order to deepen the reform of state-owned enterprises and accelerate the formation of a state-owned assets supervision mechanism focusing on managing capital,in August 2019,Guiyang Municipal Party Committee and Municipal Government established Guiyang Production and Control Group,a comprehensive state-owned enterprise group integrating state-owned capital investment,operation and industry leading.The Group’s total assets exceed RMB 310 billion and its net assets exceed RMB 150 billion.Its business covers urban infrastructure construction,public utilities operation,industrial park development,financial and business services,liquor brewing,tourism culture,industrial manufacturing and other fields.Since its establishment,Guiyang Property&Control Group has always cultivated real estate as its key business.However,due to the nature of state-owned enterprises,tight financial policies,short establishment time,low degree of marketization and lack of accurate market positioning,Guiyang Property&Control Group lacks the ability to compete with real estate enterprises of the same type and industry.At present,it mainly undertakes government public welfare projects,with meager profits and insufficient hematopoietic function,has not yet embarked on the right track of operation in the real estate industry.Based on the above background,this study takes Guiyang Property&Control Group as the research object,aiming at analyzing the macro environment,competitive environment,background and target market of real estate market development,studying the competitive strategy choice of Guiyang Property&Control Group under the new situation,and determining the most suitable real estate competitive strategy for Guiyang Property&Control Group.This study first analyzes the external macro environment,industry environment and competitive environment of Guiyang Property&Control Group’s real estate business by using PEST,Five Forces analysis model and strategic group,obtains the opportunities and threats of the external environment faced by the group.Then,it and value chain model,and analyzes the advantages and disadvantages of the group’s real estate business against the competitors.Then,SWOT model is used to analyze the strategic choices that the group should make,and formulate an executable strategic implementation plan.The study pointed out that Guiyang Property Control Group should adopt the strategy of centralization and differentiation,make full use of the external environment of national policy support and rapid development of the industry,on the basis of the company’s original resources and capabilities,first,implement market centralization,mainly including focusing on urban renewal and transformation and focusing on affordable rental housing;Second,product differentiation is mainly implemented through three links:product location differentiation,product design differentiation and supporting service differentiation,among which supporting service differentiation is implemented through three steps:building community commercial service system,building community intelligent service system and building community intelligent property system.At the same time,corresponding safeguards are formulated for the implementation of the strategy.