I 摘要 自从上个世纪八十年代末我国施行改革开放的国策以来，中国经济、军事、文化等 方面有了快速的发展，已经跃升为仅次于美国的第二大经济实体。这里离不开入驻中国 的各行各业的外资企业的贡献，外资企业不但给中国的发展带来了大量的资金，也带来 了各行各业先进的技术，包括防水行业的先进设备和产品技术，也带动了国内如东方雨 虹、科顺、宏源等防水企业的飞速发展。进入二十一世纪后，各行各业的在华外资企业 的发展遭遇了瓶颈期，遇到了各种困境，其中原因有外资企业经营理念固化、不能适应 快速变化的经营环境的原因，也有国内防水材料企业的快速发展造成竞争环境的恶化的 原因。笔者就职于防水行业的外资G企业，G公司在中国的经营发展同样遇到了困境， 近几年销量逐渐下滑，G公司高层一度有退出中国市场的规划。造成G公司经营困境的 原因除了国内防水企业逐渐形成规模，如东方雨虹公司已经成为亚洲最大的防水材料供 应商，给G公司带来了强劲的竞争，还有G公司内部产品差异化定位竞争策略模糊，造 成自身竞争力削弱的原因。笔者寄希望于重新规划G公司产品差异化定位策略，为G企 业在中国的发展带来新的转机，也为遭遇同样困境的在华外企提供改革的方向，为中国 的防水行业领域的外资企业的发展贡献自己的一份力量。 本论文通过对防水行业外资G企业宏观政治、经济环境、中观行业竞争环境和微观 企业内部环境的分析，以及通过波士顿矩阵分析G公司现有产品组合的发展情况，得出 现有G企业产品差异化定位策略存在的问题和重新制定产品差异化定位竞争策略的必要 性。具体方法是先基于STP市场细分理论，将防水产品目标市场进行细分：按建筑项目 类型细分为居住项目建筑、公共建筑（城市综合体等）、工业厂房建筑和农业相关建筑； 按建筑防水部位细分为屋面防水市场、建筑底板防水市场、建筑地下室顶板防水市场和 卫生间、厨房等潮湿空间的地面和墙面防水市场。然后结合G公司资源和能力优势选择 大型公共建筑的底板部位防水市场和住宅项目屋面防水市场为G公司目标市场。最后通 过埃皮尔斯定量分析工具和问卷调查的分析方法将G公司明星产品PV100定位于大型公 共建筑的底板防水市场、将G公司现金牛产品YTL-VX定位于住宅建筑的屋面防水市场， 形成针对G公司主要竞争对手东方雨虹公司的产品差异化竞争优势。本文还阐述了落实 新的产品差异化定位策略的具体组织保障措施，包含加强针对目标市场的促销活动、增 强产品分销力度和提高技术服务水平。 关键词：防水行业；产品差异化；定位；波士顿矩阵；STP市场细分理论；埃皮尔斯分 析方法。 Abstract II Abstract Since the implementation of China's national policy of reform and opening up in the late 1980s, China's economy, military, culture and other aspects have developed rapidly, and it has become the second largest economic entity after the United States.This is inseparable from the contribution of foreign-funded enterprises in all walks of life in China.Foreign funded enterprises not only bring a lot of capital to China's development, but also bring advanced technology，Including advanced equipment and product technology of waterproof industry， It also drives the rapid development of waterproof enterprises in China, such as Dongfang Yuhong, Keshun, Hongyuan, etc.After entering the 21st century, the development of foreign-funded enterprises in China has encountered a bottleneck period，Encountered various difficulties，The reason is that the management concept of foreign-funded enterprises is solidified、Unable to adapt to the rapidly changing business environment、The rapid development of domestic waterproof material enterprises causes the deterioration of competitive environment.The author works for foreign G enterprise in waterproof industry，G company's operation and development in China also encountered difficulties，Sales volume has been declining in recent years，The top management of G company once planned to withdraw from the Chinese market.The cause of G company's management dilemma is that domestic waterproof enterprises are gradually forming scale，For example, Dongfang Yuhong company has become the largest waterproof material supplier in Asia，Bring strong competition to G company，There are also the reasons why the competitive strategy of G company's internal product differentiation is vague, resulting in the weakening of its own competitiveness.The author hopes to re plan the product differentiation positioning strategy of G company，Bring new opportunities for the development of G enterprise in China，It also provides the direction of reform for foreign enterprises in China facing the same predicament，Contribute to the development of foreign enterprises in China's waterproof industry. This paper analyzes the macro environment, meso environment and micro environment of foreign-funded g enterprise in waterproofing industry，And analyze the development of G company's existing products through Boston matrix，It is necessary to re-establish the competitive strategy of product differentiation positioning. The specific method is to segment the target market of waterproof products based on STP market segmentation theory： According to the types of construction projects, it is divided into residential project buildings, public buildings (urban complex, etc.), industrial plant buildings and agricultural related buildings；It is divided into roof waterproof market, floor waterproof market, basement roof waterproof market, toilet and kitchen floor and wall waterproof market according to the waterproof parts of buildings.Then, combining the resource and ability advantages of G company, choose the floor waterproof market of large public buildings and the roof waterproof market of residential projects as the target market of G company.Finally, the star product pv100 of G company is positioned in the floor waterproof market of large public buildings by the quantitative analysis tool and questionnaire survey、Positioning the cash cow product ytl-vx of G company in the roof waterproof market of residential buildings，Form the product differentiation competitive advantage of Dongfang Yuhong company, the main competitor of G company.This paper also expounds the specific organizational guarantee measures to implement the new product differentiation positioning strategy，It includes strengthening the promotion activities for the target market, strengthening the product distribution and improving the technical service level. Abstract III Keywords: Waterproof industry，Product differentiation，location，Boston matrix，STP market segmentation theory，Peirce analysis method. 目 录 IV 目 录 北京建筑大学硕士学位论文原创性声明 北京建筑大学硕士学位论文使用授权书 摘要 ........................................................................................................ I ABSTRACT .................................................................................................. II 第1章 绪 论 ............................................................................................... 1 1.1 选题背景及研究意义 ........................................................................................... 1 1.1.1选题背景............................................................................................................. 1 1.1.2 研究意义 ............................................................................................................ 1 1.2研究内容及方法 .................................................................................................... 3 1.2.1 研究内容 ............................................................................................................ 3 1.2.2研究方法............................................................................................................. 3 1.3国内外研究现状 .................................................................................................... 4 1.4 论文框架 ............................................................................................................... 6 1.5本文创新点 ............................................................................................................ 6 第2章 论文相关理论基础 ......................................................................... 8 2.1产品差异化定位理论 ............................................................................................ 8 2.2 STP市场细分理论 ............................................................