随着中国经济40年的中高速增长，居民可支配收入的提高，城镇居民住房 条件的改善，精神文化生活需求的多元化，水族产品已渐入寻常百姓家。水 族业 属于新兴产业，水族产品属于健康休闲的精神消费品，近年来，水族业以10%以 上的年增长率持续成长，水族箱业务市场前景利好。 深圳日生公司是一家拥有水族、花园、 宠物、机器人、电子类产品研发、生 产及销售的国家级高新技术企业，水族箱标准制定企业，水族器材产品领军企业。 然而，经过30年发展，公司面临越来越复杂的挑战与问题 。中美贸易战不断升 级，美国对中国输美商品大幅加征关税，以对美国出口占60%产值的日生公司而 言，出口成本大增；中国老龄化加剧、环保监管趋严、人口红利渐失、原材料 及 土地成本上涨，生产要素成本不断上升，低成本制造不再具有持续竞争优势；森 森、博宇、海利、佳宝等使市场竞争日益激烈；产品同质化过度，智能化制造滞 后，国内市场 开发严重不足，终端战略欠缺，竞争战略模糊；多重因素的叠加使 公司利润空间渐小，利润率降低。在此背景下，如何使日生公司水族箱业务继续 保持行业龙头地位，成为公司 必须面对的重要研究课题。 本文运用PEST模型、波特五力模型、CPM矩阵等工具，对日生公司水族箱 业务外部宏观环境、行业环境及市场环境进行了充分分析；从企业资源、企业 能 力、企业经营现状角度对日生公司水族箱业务内部环境进行了深入分析；在此基 础上，确认日生公司水族箱业务所面临的外部机会与威胁、内部优势与劣势。 本文运用EFE矩 阵对关键外部因素进行分析，量化外部机会与威胁，加权分 数2.88分，说明机会大于威胁；利用IFE矩阵对关键内部因素进行分析，量化 内部优势与劣势，加权分数2.73分，说明 优势大于劣势；运用SWOT矩阵对机会、 威胁、优势、劣势进行组合分析，制定可以采取的备选战略；运用QSPM矩阵对 备选战略进行优选，确定日生公司水族箱业务应采用“差异 化竞争战略”。 为确保“差异化竞争战略”的落地，提出了产品差异化、服务差异化、渠道 差异化、品牌差异化4个实施措施；提出了人力资源、研究开发、生产与质量、 市场 营销、品牌战略5个职能战略的实施保障措施；提出了动态风险控制措施； 以上措施的落地，有助于深圳日生公司水族箱业务保持持续的行业领先地位。 关键词：水族箱业务，竞 争战略，差异化战略，职能战略，风险控制 兰州大学硕士学位论文 作者：王胜利 日生公司水族箱业务竞争战略研究 III RESEARCH ON THE COMPETITION STRATEGY OF AQUARIUM BUSINESS OF RISHENG CO., LTD. Abstract With the rapid growth of China's economy in the past 40 years, the increase of residents' disposable income, the improvement of urban residents' housing conditions and the diversification of their spiritual and cultural needs, aquarium products have gradually entered the homes of ordinary people. As a new emerging industry, aquarium products belong to the health and leisure spiritual consumption goods, in recent years, Aquarium industry continues to grow at an annual rate of more than 10%, and market prospects are good. Shenzhen Risheng Co., Ltd. is a national high- tech enterprise with R&D,manufacturing and sales of aquarium, pond, pet, robot and electronic products. Risheng is the National aquarium standards drafter, and pioneering enterprise in aquarium industry.However, after 30 years of development, the company now faces more and more complex challenges and problems. With the escalating trade war between China and US, and US has imposed steep tariffs on Chinese imported goods, which causes higher and higher export cost as Risheng exports 60% of its output to the US market.China's aging population is getting worse, environmental regulation is getting stricter, the demographic dividend is disappearing, the cost of raw materials and land is rising, the cost of production factors is rising, and low-cost manufacturing no longer has a sustainable competitive advantage. The company's products are too homogeneous, the intelligent manufacturing lags behind, the domestic market development is seriously insufficient, the terminal strategy is deficient, and the competition strategy is fuzzy. Competitors such as SUNSUN, BOYU, HILEA and JEBAO make the competition increasingly fierce. Above multiple factors make the company's profit margin become smaller and lower. Under this background, how to make Risheng aquarium business continue to maintain the leading position in the industry has become an important research topic that the company must face up to. This paper uses PEST model, Porter's five forces model, CPM matrix and other tools to fully analyze the external macro environment, industry environment and market environment, and conducts deep analysis on the internal environment, from the perspectives of enterprise resources, enterprise ability and enterprise operation 兰州大学硕士学位论文 作者：王胜利 日生公司水族箱业务竞争战略研究 IV status. Based on that, diagnose and confirm the external opportunities and threats, internal strengths and weaknesses of Risheng aquarium equipment business. In this paper, EFE matrix is used to analyze key external factors and quantify external opportunities and threats. The weighted score is 2.88, indicating that opportunities outweigh threats. IFE matrix is used to analyze the key internal factors and quantify the internal strengths and weaknesses. The weighted score is 2.73, indicating that the strengths are greater than the weaknesses. SWOT matrix is used to analyze opportunities, threats, strengths and weaknesses, and to develop alternative strategies. QSPM matrix is used to optimize the alternative strategies, and determine that Risheng aquarium business should adopt "differentiated competitive strategy". In order to ensure the implementation of "differentiated competitive strategy", four implementation measures of product differentiation, service differentiation, channel differentiation and brand differentiation are proposed. And put forward five functional strategies guarantee measures covering the human resources, R&D, production and quality, marketing, brand strategy. The dynamic risk control measures are also proposed. The implementation of the above three measures will help Risheng g aquarium equipment business maintain a leading position in the industry. Key words: aquarium business, competitive strategy, differentiation strategy, functional strategy, risk control. 兰州大学硕士学位论文 作者：王胜利 日生公司水族箱业务竞争战略研究 V 目 录 中文摘要 ......................................................... II 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 ................................................ 4 1.2 研究工具与方法 .............................................. 4 1.2.1 研究工具 ................................................ 4 1.2.2 研究方法 ................................................ 5 1.3 研究内容与思路 .............................................. 6 1.3.1 研究内容 ................................................ 6 1.3.2 研究思路与技术路线图 .................................... 6 第二章 相关理论与文献综述 ...................................... 8 2.1 企业战略理论 ................................................ 8 2.1.1 企业战略与战略管理定义 .................................. 8 2.1.2 企业战略管理理论概述 .................................... 9 2.2 竞争战略理论 ............................................... 11 2.3 波特五力模型 ............................................... 12 2.4 产品生命周期理论 ........................................... 12 2.5相关文献综述 ............................................... 13 第三章 日生公司水族箱业务外部环境分析 ....................... 14 3.1宏观环境分析 ............................................... 14 3.1.1 政治环境分析 ........................................... 14 3.1.2 经济环境分析 ........................................... 17 3.1.3 社会文化环境分析 ....................................... 19 3.1.4 科学技术环境分析 ....................................... 20 3.2 行业市场与环境分析 ..................................