太古地产是太古集团的子公司之一，于1972年在香港成立，业务范围涵盖房地产与商业地产，在香港、新加坡与美国均有投资物业。2000年，太古地产首次进入中国大陆，落子北京三里屯。此后的二十余年，先后在上海、广州、成都、西安进行布局投资。虽然项目数量有限，但无论是设计品质还是运营管理都达到了业界一流水准，为客户提供了独特的购物乃至生活体验，拥有广泛的影响力。最近3年，国内商业地产市场进入了动荡调整期，行业发展趋缓，同质化问题显著，并且又遭遇了地产调控、电商冲击、新冠疫情等外部多重不利因素的冲击。太古地产虽然作为业内品牌领先企业，依然需要思考在新形势下的差异化发展战略，夯实与扩大其竞争优势。本文共分为六章。第一章为引言，分析商业地产行业现状，提出太古地产在大陆进一步发展所面临的问题；说明研究的意义、与目的与方法，国内外学者的差异化研究理论；表达研究内容、方法；说明论文结构；第二章外部环境分析，运用波特五力模型、PEST等分析工具，分析太古地产所处的宏观政治、经济、社会、技术环境和行业环境；第三章内部环境分析，介绍太古地产在大陆的发展沿革、企业使命与愿景等，从项目现状、财务状况、开发能力、营运能力、人力资源等方面分析太古地产的资源和能力；第四章发展战略选择，运用SWOT模型，证明差异化发展的必要性，提出进一步升级差异化发展的战略方向；第五章是战略执行的关键成功因素和保障措施，分析具体分析战略的实现保障途径；第六章是研究结论，对全文进行总结归纳。基于对外部政治、经济、社会与技术因素的分析，对行业供应商、消费者、新进入者、竞争者、替代者所带来的影响解析，以及太古地产自身发展情况、资源禀赋、相对劣势的梳理，本文认为差异化战略是目前最适合太古地产的战略。在已有的商业模式、产品、服务、营销、人员差异化的基础上，可以进一步在产品创新、市场布局、营销体系上加强。通过组织管理、绩效管理、企业文化、培训管理、大数据分析和风险管理等措施，保证差异化战略的落地与升级。
Swire Properties, a subsidiary of the Swire group, was established in Hong Kong in 1972 with a portfolio of real estate and commercial properties in Hong Kong, Singapore and the U.S. In 2000, Swire Properties first entered mainland China with a presence in Sanlitun, Beijing. Over the next two decades, it has made investments in Shanghai, Guangzhou, Chengdu and Xi‘an. Although the number of projects is limited, both the design quality and operation management have reached the industry‘s top level, providing customers with a unique shopping and even living experience with a wide range of influence.In the last three years, the domestic commercial real estate market has entered a period of turbulent adjustment, with the industry slowing down and experiencing significant homogeneity, as well as the impact of multiple external factors such as real estate regulation, e-commerce impact and the new crown epidemic. Although Swire Properties is a leading brand in the industry, it still needs to consider differentiated development strategies in the new situation to solidify and expand its competitive advantages.This paper is divided into six chapters. The first chapter is an introduction, which analyzes the current situation of the commercial real estate industry and presents the problems faced by Swire Properties in its further development in the mainland. It explains the significance and purpose of the study; describes the sources and research methods, drawing on some studies by domestic and international scholars; expresses the content and methodology of the study; and explains the structure of the paper. The second chapter analyzes the external environment, using Porter‘s Five Forces Model, PEST and other analytical tools to analyze the macro political, economic, social, social and economic conditions Swire Properties is facing. Chapter 3 is Internal Environment Analysis, which introduces the company‘s profile, development history, mission and vision, and analyzes Swire Properties‘ resources and capabilities in terms of project status, financial position, development capacity, operational capacity, and human resources. Chapter 4: Development Strategy Selection, which uses SWOT model to demonstrate the need for differentiated development and proposes further upgrading of differentiation. Chapter 5 is the management measures for differentiation strategy implementation, analyzing the specific analysis of the ways to guarantee the realization of the strategy; Chapter 6 is the conclusion of the study, summarizing the whole text.Based on the analysis of external political, economic, social and technological factors, the analysis of the impact brought by industry suppliers, consumers, new entrants, competitors and substitutes, and the sorting out of Swire Properties‘ own development situation, resource endowment and relative disadvantages, this paper concludes that the differentiation strategy is the most suitable strategy for Swire Properties at present. Based on the existing differentiation of business model, products, services, marketing and personnel, it can be further strengthened in terms of product innovation and marketing system. Measures such as organizational structure, performance management, corporate culture, training management, big data analysis and risk management are used to ensure the implementation and upgrading of the differentiation strategy.
