mba论文:欧洲房地产集团商业计划

mba论文:欧洲房地产集团商业计划

来源:www.51fabiao.org作者:lgg发布时间:2018-03-21 19:50
本文是一篇mba论文,MBA论文、市场营销、财务管理、法律管理、企业管理、运营管理、会计管理、等多方面的涉及,是MBA研究工作的记录和总结。撰写MBA论文旨在通过对各种案例的研究分析。
本文是一篇mba论文,MBA论文、市场营销、财务管理、法律管理、企业管理、运营管理、会计管理、等多方面的涉及,是MBA研究工作的记录和总结。撰写MBA论文旨在通过对各种案例的研究分析,不断总结MBA方面的经验教训,得以及时发现并弥补现有MBA中存在的漏洞和不足,使MBA得以扩充和完善,同时也有助于推进MBA的改革,推进MBA进程,并对社会进步、经济发展的产生重大影响。(以上内容来自百度百科)今天为无忧论文网大家推荐一篇mba论文,供大家参考。
 
Chapter 1 Introduction
 
1.1 Background and Current Status
In the past few years, Chinese buyers have started to make their presence on theglobal property market1. For many Chinese, global property investment is an emergingopportunity which until recently was out of reach2.In terms of international buying power, Chinese buyers represent a tremendous newmarket opportunity for property sellers around the world. China boasts some of thewealthiest people on the planet and the growing population of upper-middle-class andwealthy Chinese now also has their eyes set on international property. According to someof the most prestigious firms such as Boston Consulting Group, Hurum Research andChina Industrial Bank, by 2020 there will be 280 million affluent Chinese3. But not onlythis, at present, 64% of wealthy Chinese have or are seriously considering emigratingoverseas, 42% of wealthy intend to invest abroad in next 3 years - 66% who plan to buyresidential properties, 83% of wealthy Chinese intend to educate their children overseas.In July 2014, for instance, U.S. real estate Website Zillow began publishing its entireU.S. real estate property database in Mandarin on the biggest real estate Website in China.This means Chinese buyers can surf the Net to find properties near family and friends intheir price range. “The fact that Zillow is going there is huge,” says Hall Willkie, presidentof New York real estate firm Brown Harris Stevens Residential Sales. “The Chinese mayjust overwhelm the United States with purchases.” In the first quarter of 2014, Reutersreported that Chinese investors had even overtaken the first-place Russian expatriates inthe purchase of Manhattan condos. Now with Zillow, they will have an even easier timeprowling for properties anywhere in the United States. Willkie notes a spike in terms ofinterest: “In New York, we’ve noticed Chinese buying very large, very expensiveapartments, homes. But there are also many buying smaller apartments, $1.5 to $3 million,for their children going to school here. The parents are buying them.” In 2013, for instance,a Hong Kong woman paid $6.5 million for a two-bedroom in the tallest residence in NewYork, One57, for her daughter so she will have somewhere to live when she gets into Columbia, Harvard or NYU, she told her agent. The daughter, currently, is 2 years old.Another Chinese woman bought four $20 million units there for family members. To caterto this cohort, developers assert, condos in Toronto and Vancouver have been marketed toparents in China who buy them sight-unseen because they adjacent to the University ofToronto, University of British Columbia and other schools catering to foreign students.
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1.2 Research implications: Theoretical and Practical implications
This project is a good case to explain both the Segmentation Theory and ConsumerDecision-Making Theory.Segmentation Theory: ERG applies segmentation from a multidimensionalperspective (Geographic, Socio-economic, and Behavioralistic). The company is only andexclusively focused on Chinese customers who live and/or work in their home country(Geographic segmentation). These customers are characterized by their highincome/patrimony (Socio-economic segmentation). The Purchase/Usage Occasion (Behavioralistic segmentation) is another key attribute, i.e. the customers are consideringemigrating and/or intend to educate their children overseas. The Benefits sought(Behavioralistic segmentation) are pivotal, i.e. special property location –distinguisheddistricts, exclusive private housing estates, proximity to most reputable education centers-.Finally, Loyalty (Behavioralistic segmentation) becomes a decisive part of the equation,i.e. customers are provided with a valuable spectrum of prior to relocation and after-salesservices (see 6.1 Strategy and Innovations brought to the industry by the new venture). Inaddition, the company will offer more products and services in the future (commercialproperty sales, rentals, etc.) allowing customers and their circle of acquaintances to takeadvantage of a wide range of integrated benefits.Consumer Decision-Making Theory: The Utility Theory proposes that consumersare rational and make their decisions based on the outcome that optimizes their wellbeing.ERG does not intend to provide its customers with just luxury houses or apartments withthe best present and future value for money in the world. Of course, customers’ decisionsincorporate a part of rationality and consequently they need to have access to exquisiteproperties and locations at competitive prices. Nevertheless customers’ time is veryvaluable and limited, so they will unlikely compare ‘every single property in the world’.This exercise if done properly could take months or even years of profound research. Thisis where Satisficing Theory springs into action, i.e. customers will choose a specific targetlocation or locations and then stop when they found a property that perfectly suits theirneeds and desires. Nevertheless, the conditions proposed by the former two theories seemsomewhat necessary but not sufficient. The ease of helping customers solve doubts andconcerns is also so inestimable. In addition, having access to tailor-made properties andlocations will cause noteworthy satisfaction. In other words, making customers dreamscome true is our company’s core objective and this is where the Prospect Theory isapplied to its full extent.
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Chapter 2 Theoretical Foundation
 
2.1 Segmentation Theory
The concept of segmentation emerged as a formal component of contemporarymarketing practice during the early 20th century as production efficiency developed andproduct variation augmented4. Chamberlin5(1933) laid the groundwork for consumerprioritization over the producer noting the importance of aligning products with the needsand desires of consumers.Later Robinson6(1938) expanded this concept and formalized the economic theoryof imperfect competition. The work of these two authors paved the way for Smith'sinfluential work in the 1950’s.In 1956, Smith7asserted that “Market segmentation involves viewing aheterogeneous market as a number of smaller homogeneous markets in response todiffering preferences, attributable to the desires of consumers for more precise satisfactionof their varying wants”.Two decades later Wind and Cardozo8(1974) defined consumer segments as “agroup of present and potential customers with some common characteristics which isrelevant in explaining (and predicting) their response to a supplier’s marketingstimuli”. They recognized that consumer segmentation (referred to them as marketsegmentation) “involves appropriate grouping of individual customers into a manageableand efficient number of market segments, for each of which a different marketing strategyis feasible and likely profitable”.A large number of marketers since (among others, Wedel, Anna-Lena, Kotler, andArmstrong) have advocated establishing consumer segments as a means to more closelyalign products and services with targeted groups. Contemporary segmentation approachesrecognize six primary criteria applied toward the evaluation of segmentation effectiveness:identifiable/measurable, substantial, accessible, stable actionable, and differentiable.
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2.2 Consumer Decision-Making Theory
Nicolas and Daniel Bernoulli14elaborated the first formal explanation of consumerdecision-making in 1738.It was two centuries later developed by John von Neumann and Oskar Morgenstern15and named the Utility Theory16. This theory proposed that consumers make decisionsbased on the anticipated outcomes of their choices. In this model consumers were viewedas rational players who were able to estimate the probability of outcomes and select theoutcome which optimized their wellbeing.However, after these theories were well spread, some authors realized that consumersare typically not entirely rational, or consistent, or even aware of the numerous variablesthat pass into their decision-making. In addition, although consumers are good atcalculating frequencies of events, they regularly have difficulty translating thesefrequencies into probabilities. This Utility Theory, even though it had been viewed as thedominant decision-making paradigm, had serious limitations that could not be explained bythe model.Herbert Simon proposed an alternative and simpler model called Satisficing17(1956)in which consumers got approximately where they wanted to go and then stopped thedecision-making process. An example of this would be in the search for a new house.Under the Utility Theory, consumers would evaluate every house in a market, form a linearequation based on all the relevant variables, and then select the house that had the highestoverall utility score. With Satisficing, nevertheless, consumers might just evaluate houseswithin a certain distance to their desired location, stopping when they found one that was"good enough." This theory, though consistent enough to include many of theshortcomings of Utility Theory, still left significant room for refinement in the area ofprediction.
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Chapter 3 The Opportunity.........12
3.1 Environmental, Industry, Customers and Competitors Analysis............12
3.1.1 Environment (PEST) Analysis of China............12
3.1.2 Environment (PEST) Analysis of Spain............30
3.1.3 Industry Analysis.......41
3.2 Market Opportunity and Gaps....50
Chapter 4 The Company and Team......56
4.1 Executive summary.......... 56
4.2 Vision, Mission, Values, Ethics and Sustainability............56
4.3 Legal structure........57
4.4 Ownership, Advisory board, Management and Organization team....... 58
Chapter 5 Marketing and Sales plan.....61
5.1 Service pricing strategy....61
5.2 Advertising and Promotion.........61
 
Chapter 7 Financial plan
 
7.1 Investment in noncurrent assets
During the period 2017-2021, the firm will not invest in noncurrent assets such asbuilding, furniture, IT equipment and vehicles; instead, these assets will be leased.Concerning offices –including furniture-, the company will agree five-year contracts–obligation for the lessor only- renewable in periods of one year –right for the tenant-. Inother words, the firm will have the right to stay in the property for the mentioned periodbut not the obligation. This clause implies a mildly higher cost but not significant. Thereason for this is to provide a high degree of flexibility for operations so that in case thecompany growth is remarkably greater than expected, a move to a more adequate locationin a reasonable period of time can be easily performed.In relation to vehicles, the situation is similar. Only cars and people carriers will berented –short term contracts depending on volume of business, at least while demand is notsignificant- when clients are visiting us on inspection tours. This decision has two keyadvantages: (i) Cost control and flexibility, the company finances a service only when it isneeded; (ii) New and modern equipment is always available. The rest of the time, thecompany will be paying employees a mileage fee for using their own car for corporatepurposes. On the other hand, a soon as a regular flow of clients is patent, then the firm willinitiate long term lease contracts.Other non-current assets such as information technology will be leased as well. Eventhough this type of equipment does not imply significant investment, the company needs totake advantage of the most advanced technology with all the guarantees of rapid andreliable service.
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Conclusions
 
The main research conclusions of this document are:a) The Environment, Industry, Customers and Competitors analysis displaysnumerous challenges but also multitude of opportunities that invite entering into thebusiness.b) The Market Opportunity and Gaps are clearly identified and potential businessis enormous both in the short and long run.c) Segmentation (Geographic, Socio-economic, and Behavioralistic) and ConsumerDecision-Making Theories (Prospect Theory especially) are likely the mostsuitable for this industry and customers. ERG applies them extensively.d) The Company Strategy (and Innovations brought to the industry, OperationsStrategy, and Key Partners) and Developing plan sound powerful and mostadequate for the venture.e) The Sales and Financial (including contingency) Plans show that even in adversecircumstances, the project is considerably attractive.
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References (abbreviated)