中国厨电产业的增长为活跃在厨卫市场的华帝公司既带来机遇又带来挑战。一方面， 前有伊莱克斯、西门子等外资家电巨头全线进军中国厨电市场来分蛋糕，后有海尔、格 力、美的等本土家电品牌涉足厨电产业，凭借其强大的品牌优势和资源优势，在厨电市 场也有一定的市场占有率。另一方面，对于华帝公司，除了要应对中小厨卫品牌的低价 格战外，最大的竞争对手，就数方太、老板、帅康这三大品牌。在国际巨头与本土品牌 的双重压力下以及疫情危机之下，华帝公司该如何在厨电行业激烈的竞争中继续保持厨 电行业前三的排名以及冲刺双百亿目标，同时提高国际市场占有率，是当前公司面临的 重大考验。 本文从华帝公司的内外部环境出发，运用战略管理的理论和方法深入研究了华帝公 司在厨房电器行业中的竞争战略问题。使用 PEST 分析法、波特五力模型对华帝公司所 面临的宏观环境、产业环境及竞争对手进行了详细分析；同时运用内部环境评价，对华 帝公司的内部资源、竞争能力进行了深入解析。在此基础上运用 SWOT 分析工具，制 定了可供选择的竞争战略方案，并运用定性分析确定了华帝公司竞争战略-差异化战略。 并对战略的实施提出了具体的建议，同时还提出了战略在实施过程中存在的潜在风险， 以及相关应对措施：提升市场占有率、加大研发创新优势、加强人力资源战略管理、拓 展销售渠道完善售后服务、加强品牌宣传、加强企业基础管理工作。作为典型的厨电行 业的企业，华帝公司面对的竞争越来越严峻，希望通过本文对华帝竞争战略的分析，让 华帝在厨电行业能保持持续性的竞争力，在厨电市场继续保持行业龙头的位置，并能一 路过关斩将在世界的舞台上也能大放光彩。 关键词：厨卫电器；竞争战略；差异化战略II ABSTRACT The growth of China's kitchen appliance industry brings both opportunities and challenges to Vantage, which is active in the kitchen and bathroom market. On the one hand, foreign-invested household appliance giants such as Electrolux and Siemens entered the Chinese kitchen appliance market to divide cakes. Later, local home appliance brands such as Haier, Gree, Midea and others entered the kitchen appliance industry. With their strong brand advantages and resource advantages, It also has a certain market share in the kitchen appliance market. On the other hand, for Vantage, in addition to dealing with the low price war of small and medium kitchen brands, the biggest competitors are the three brands of Fangtai, boss, and Shuaikang. Under the dual pressure of international giants and local brands, how should Vantage continue to maintain the top three rankings in the kitchen appliance industry and sprint the double tens of billions target in the fierce competition in the kitchen appliance industry, while increasing the international market share is the current face of the company. A major test. Based on the internal and external environment of Vantage, this article uses the theory and methods of strategic management to deeply study Vantage's competitive strategy in the kitchen appliance industry. Using the PEST analysis method and Porter's five-force model, the macro environment, industrial environment and competitors faced by Vantage are analyzed in detail. At the same time, the internal environment assessment is used to deeply analyze Vantage's internal resources and competitiveness. On this basis, the SWOT analysis tool was used to formulate alternative competitive strategy plans, and the qualitative analysis was used to determine Vantage's competitive strategy-differentiation strategy. It also puts forward specific suggestions for the implementation of the strategy, and also puts forward the potential risks of the strategy in the implementation process, and related countermeasures: increase market share, increase R & D and innovation advantages, strengthen human resources strategic management, and expand sales channels Improve after-sales service, strengthen brand publicity, and strengthen enterprise basic management. As a typical enterprise in the kitchen appliance industry, Vantage is facing more and more severe competition. It is hoped that through this analysis of Vantage's competitive strategy, Vantage can maintain its continuous competitiveness in the kitchen appliance industry and continue to maintain it in the kitchen appliance market. The position of the industry leader, and the ability to pass all the way will also shine on the world stage. Keywords: kitchen appliances; competitive strategy; differentiated strategyIII 目 录 摘要...............I ABSTRACT .. II 图表目录......VI 第一章 绪论..1 1.1 研究背景和意义 ................ 1 1.1.1 研究背景..................... 1 1.1.2 研究意义..................... 1 1.2 文献综述 ............................ 2 1.3 研究目标和研究内容 ........ 2 1.3.1 研究目标..................... 2 1.3.2 研究内容..................... 3 1.4 研究方法 ............................ 3 1.5 论文结构框架 .................... 3 第二章 华帝公司竞争战略外部环境分析................5 2.1 外部宏观环境分析 ............ 5 2.1.1 政治法律环境............. 5 2.1.2 经济环境..................... 6 2.1.3 社会文化环境............. 8 2.1.4 技术环境..................... 8 2.2 产业环境分析 .................... 9 2.2.1 全球市场状况............. 9 2.2.2 中国市场状况........... 11 2.2.3 行业未来发展趋势... 11 2.3 行业的竞争环境分析（五力模型分析） ..... 12 2.3.1 潜在进入者威胁....... 12 2.3.2 替代品的威胁........... 13 2.3.3 供应商的议价能力... 13 2.3.4 客户的议价能力....... 14 2.3.5 同行业竞争者分析（竞争对手分析）.. 14IV 2.4 外部环境总结 .................. 16 2.5 本章小结 .......................... 16 第三章 华帝公司内部环境分析..............................17 3.1 华帝公司概况 .................. 17 3.1.1 公司简介................... 17 3.1.2 华帝困境................... 18 3.2 华帝公司资源分析 .......... 19 3.2.1 有形资源................... 19 3.2.2 无形资源................... 19 3.3 华帝公司能力分析 .......... 22 3.3.1 生产能力................... 22 3.3.2 技术研发能力........... 22 3.3.3 运营能力................... 23 3.3.4 市场营销能力........... 24 3.3.5 客户服务能力........... 25 3.4 内部环境总结 .................. 25 3.5 华帝核心专长 .................. 25 3.6 本章小结 .......................... 27 第四章 华帝公司竞争战略制定与选择..................28 4.1 SWOT 分析....................... 28 4.1.1 优势分析(Strengths) . 28 4.1.2 劣势分析（Weakness） .......................... 29 4.1.3 机会分析(Opportunity)............................ 30 4.1.4 威胁分析（Threats）.............................. 30 4.2 SWOT 战略矩阵............... 31 4.2.1 建立华帝公司 SWOT 矩阵..................... 31 4.2.2 SWOT 组合分析........ 32 4.3 战略使命与目标 .............. 34 4.4 华帝公司竞争战略选择 .. 34 4.5 差异化竞争战略 .............. 36V 4.5.1 产品差异化............... 36 4.5.2 市场营销差异化....... 37 4.5.3 服务差异化............... 38 4.6 本章小结 .......................... 39 第五章 华帝公司竞争战略实施..............................40 5.1 华帝公司竞争战略实施措施 ......................... 40 5.1.1 提升市场占有率....... 40 5.1.2 加大研发创新优势... 41 5.1.3 加强战略人力资源管理.......................... 42 5.1.4 加强品牌宣传........... 43 5.2 本章小结 .......................... 45 结 论............46