“十一五”至“十三五”期间，我国家电零售行业在国家实施的“家电下乡”、 “家电节能补贴”以及“家电以旧换新”政策的机遇下，家电零售行业得到了快 速稳定的发展，这都得益于国家多项政策的有力拉动。在这样的背景下，我国家 电零售行业实现了稳定、快速的增长，在国际家电零售行业中的地位也得到了提 升。目前，我国家电零售行业已经处于世界领先水平，成为我国具有较强国际竞 争力的产业之一。 江苏五星电器于 1998 年 12 月 18 日在中国江苏南京成立，到 2019 年已经有 20 余年的发展历史，在我国江苏等地拥有各类销售门店 600 余家，成为我国家 电零售行业的第三名，仅次于国美、苏宁电器，连续多年蝉联“中国最佳雇主企 业”大奖。然而与此同时，外资零售企业国内国美、苏宁等家电零售企业持续创 新发展，给江苏五星电器带来巨大的市场竞争压力和挑战。江苏五星电器只有科 学、客观、准确地分析行业发展环境，制定并实施符合自身需求的市场竞争战略， 不断开拓创新，才能继续保持我国家电零售行业前三甲地位和品牌影响力。本文 在借鉴国内外企业竞争战略理论研究成果和实践探索经验基础上，对江苏五星电 器市场竞争的宏观和行业环境进行了系统分析，并运用 SWOT 分析和 CPM 矩阵分 析等方法揭示了江苏五星电器市场竞争所具有的优势与劣势、所面临的机遇和挑 战，进而有针对性地提出了与江苏五星电器自身发展实际相符合的市场竞争战略 的定位、选择及实施策略。主要结论有：（1）江苏五星电器市场竞争具有消费 者认可度高、品牌形象好、店面资源丰富等优势，同时也在商品与服务差异化程 度、经营模式、供应商联盟、售后服务等方面存有不足；既面对国民经济可持续 增长、居民收入水平和实际购买力提高、房地产业和家电零售行业持续发展带来 的重大机遇，也面临国家相关政策负面效应、外资企业进入等严峻挑战；(2)江 苏五星电器相较与国美、苏宁电器仍存在一定的差距，主要体现在经营能力、分 销网以及单位成本等方面，这与江苏五星电器商品与服务质量有关，但是江苏五 星电器较国美、苏宁电器在创新能力方面具有明显优势，这与江苏五星电器作为 世界最大的家电零售行业巨头百思买的合资企业是密不可分的。同时，雄厚的资 金实力为江苏五星电器的发展带来了比较竞争优势；（3）江苏五星电器市场竞 争战略定位于：秉承“以顾客为中心”理念，坚持走专业化、规范化、连锁化道II 路，做中国最优秀的家电商。为实现这一市场竞争战略定位，江苏五星电器着力 从两方面着手解决：一是快速开设卖场控制终端，二是强抓上游优质商品与服务 的代理。在这个过程中，江苏五星电器应始终坚持提高公司核心市场竞争力，始 终把人才战略作为公司的战略性资源，完善公司的信息化管理平台，通过实行“工 业化管理”从而达到精细化、科学化以及规范化的管理，不断创新、不断发展， 以赢得更大的市场份额和品牌影响力；（4）江苏五星电器的市场竞争战略应采 取差异化的战略，其主要原因一是就家电零售行业而言，消费者的购买偏好是多 元化的；二是江苏五星电器有百思买公司做后盾，经济实力雄厚，实行差异化的 市场竞争战略是可行的。而江苏五星电器实施差异化的市场竞争战略关键点是用 竞争对手无法模仿或者抗衡的方式为消费者创造价值。因此，江苏五星电器在实 施差异化市场竞争战略时需要注意：价格能够被消费者所接受；重视向购买者暗 示或者宣传公司商品与服务水平的差异，而不能仅仅靠商品与服务内在属性的差 异来实现差异化；实行差异化战略后带来的溢价需要相应的额外成本；（5）江 苏五星电器差异化市场竞争战略的实施应着力从品牌战略、创新战略、营销战略、 质量战略、人才战略、信息战略等方面做好工作。 关键词： 江苏五星电器；市场竞争战略；市场竞争环境；SWOT 分析；实施策略III Abstract Since the implementation of the Eleventh Five-Year Plan and during the 13th Five-Year Plan period, China's household appliances industry has developed rapidly and steadily under the opportunities of the policies of home appliances going to the countryside, energy-saving subsidies for household appliances and replacing old appliances with new ones, which all benefit from the strong pull of many national policies. In this context, China's household appliances industry has achieved stable and rapid growth, and its position in the international household appliances industry has also been upgraded. At present, China's household appliances industry has been in the world's leading level and has become an industry with strong international competitiveness. Jiangsu Five-Star Electrical Appliances was established in Nanjing, Jiangsu Province, China on December 18, 1998. It has a history of more than 20 years by 2019. It has more than 600 sales outlets in Jiangsu and other places in China. It has become the third largest retailer in China, after Gome and Suning Electrical Appliances. It has won the award of Best Employer Enterprise in China for many years. However, at the same time, the continuous innovation and development of foreign retail enterprises such as Guomei, Suning and other household appliances retail enterprises have brought huge market competition pressure and challenges to Jiangsu Five-Star Electrical Appliances. Jiangsu Five-Star Electrical Appliances can maintain the top three status and brand influence in the retail industry of household appliances only by scientifically, objectively and accurately analyzing the development environment of the industry, formulating and implementing market competition strategy that meets its own needs, and constantly exploring and innovating. On the basis of drawing lessons from the theoretical research results and practical exploration experience of competitive strategy of domestic and foreign enterprises, this paper systematically analyses the macro and industrial environment of Jiangsu five-star electrical appliances market competition, and reveals the advantages and disadvantages, opportunities and challenges faced by Jiangsu five-starIV electrical appliances market competition by using SWOT analysis and CPM matrix analysis, and then puts forward pertinent proposals. The positioning, selection and implementation strategy of market competition strategy in line with the actual development of Jiangsu Five-Star Electrical Appliances. The main conclusions are as follows: (1) Five-star electrical appliances market competition in Jiangsu has the advantages of high consumer acceptance, good brand image and abundant storefront resources, but it also has deficiencies in the degree of differentiation between goods and services, business model, supplier alliance, after-sales service, etc. Facing the sustainable growth of national economy, the improvement of residents'income and actual purchasing power, the real estate industry and the retail industry of household appliances. The major opportunities brought by the continued development are also facing the serious challenges of the negative effects of relevant national policies and the entry of foreign-funded enterprises. (2) There are still some gaps between Jiangsu Five-Star Electrical Appliances and Guomei and Suning Electrical Appliances, mainly in the aspects of operation ability, distribution network and unit cost. This is related to the quality of Jiangsu Five-Star Electrical Appliances commodities and service. However, Jiangsu Five-Star Electrical Appliances have obvious advantages in innovation ability compared with Guomei and Suning Electrical Appliances, which is because Jiangsu Five-Star Electrical Appliances is the largest appliance in the world. The joint venture of Best Buy, the sales giant, is inseparable. At the same time, strong financial strength has brought comparative competitive advantages to the development of Jiangsu Five-Star Electrical Appliances. (3) Jiangsu Five-Star Electrical Appliances Market Competition Strategy is positioned in: adhering to the concept of customer-centered, adhering to the road of specialization, standardization and chain, to be the best home appliances in China. In order to realize the strategic positioning of market competition, Jiangsu Five Star Electric Appliances has made great efforts to solve the problems from two aspects: one is to set up a control terminal of the sales market quickly, the other is to strengthen the agency of high-quality goods and services upstream. In this process, Jiangsu Five-Star Electric Appliances should always insist on improving the core market competitiveness of the company, always regard the talent strategy as the strategic resource of the company, improve the information management platform ofV the enterprise, and achieve fine, scientific and standardized management through the implementation of industrialization management, constantly innovate and develop, in order to win greater market share and brand image. Loud force. (4) The market competition strategy of Jiangsu Five-Star Electrical Appliances should adopt differentiated strategy. The main reasons are as follows: firstly, in terms of the retail industry of household appliances, consumers'purchase preferences are diversified; secondly, Jiangsu Five-Star Electrical Appliances is backed by Best Buy Company, with strong economic strength, and it is feasible to implement differentiated market competition strategy. Therefore, when implementing the strategy of differentiated market competition, Jiangsu Five-Star Electrical Appliances should pay attention to: the price can be accepted by consumers; pay attention to hinting or publicizing the difference between goods and services of enterprises to buyers, and not only realize the product differentiation through the characteristics of goods and services, because the implementation of differentiated strategy will increase the additional cost of enterprises. (5) The formulation and implementation of Jiangsu Five-Star Electrical Appliances Differentiation Strategy can start with product innovation, product marketing, strengthening product quality supervision and management, talent management and information strategy, so as to better achieve the purpose of enterprise strategic management. Key words: Jiangsu Five Star Electrical Appliances; Market Competition Strategy; Market Competition Environment; SWOT Analysis; Implementation StrategyVI 目 录 摘要........................................................................................................................I Abstract....................................................................................................................III 第一章 绪 论..........................................................................................................1 1.1 研究背景与意义..............................................................................................1 1.1.1 研究背景...............................................................................................1 1.1.2 研究意义...............................................................................................2 1.2 研究综述..........................................................................................................3 1.2.1 国外研究综述.......................................................................................3 1.2.2 国内研究综述.......................................................................................6 1.2.3 文献述评...............................................................................................8 1.3 研究内容..........................................................................................................8 1.4 研究方法..........................................................................................................9 1.5 研究创新..........................................................................................................9 第二章 市场竞争战略的相关理论............................................................................11 2.1 五力竞争模型...............................................................................................11 2.2 竞争态势矩阵...............................................................................................14 2.3 SWOT 分析法..................................................................................................14 2.4 三大基本竞争战略.......................................................................................15 第三章 江苏五星电器市场竞争的环境分析........................................................... 19 3.1 江苏五星电器概况.......................................................................................19 3.2 江苏五星电器市场竞争的宏观环境分析...................................................19 3.2.1 政治环境分析....................................................................................20 3.2.2 经济环境分析....................................................................................21 3.2.3 社会环境分析....................................................................................24 3.2.4 技术环境分析....................................................................................24 3.3 江苏五星电器市场竞争的行业环境分析...................................................25VII 3.3.1 供货方议价层面................................................................................25 3.3.2 购买者议价层面................................................................................26 3.3.3 同行竞争者层面................................................................................27 3.3.4 潜在进入者层面................................................................................28 3.3.5 替代品层面........................................................................................29 第四章 江苏五星电器市场竞争的 CPM 矩阵分析................................................... 30 4.1 关键性评价指标设置...................................................................................31 4.2 CPM 矩阵分析................................................................................................31 第五章 江苏五星电器市场竞争的 SWOT 分析......................................................... 33 5.1 江苏五星电器市场竞争具有的优势分析...................................................33 5.2 江苏五星电器市场竞争具有的劣势分析...................................................34 5.3 江苏五星电器市场竞争面临的机会分析...................................................35 5.4 江苏五星电器市场竞争面临的威胁分析...................................................36 第六章 江苏五星电器市场竞争战略的实施策略................................................... 40 6.1 江苏五星电器市场竞争战略的定位...........................................................40 6.2 江苏五星电器市场竞争战略的选择...........................................................40 6.3 江苏五星电器市场竞争战略的实施...........................................................41 6.3.1 品牌战略............................................................................................41 6.3.2 创新战略............................................................................................42 6.3.3 营销战略............................................................................................43 6.3.4 质量战略............................................................................................44 6.3.5 人才战略............................................................................................45 6.3.6 信息战略............................................................................................46 第七章 结论与展望....................................................................................................48 7.1 结论...............................................................................................................48 7.2 展望...............................................................................................................49