AT卫浴的前身是一家创立于1995年的小微民营企业,乘着中国改革幵放

的春风,经过二十多年快速发展扩张,AT卫浴成长为一家为TOTO、科勒等顶

级卫浴品牌提供OEM产品的中型卫浴企业。但近年来受到人民币升值、人口红

利减弱、原材料成本大幅上涨等因素的影响,AT卫浴的利润率大幅下滑,面临

着生存困境的AT卫浴幵始迈出了建设自主品牌的第一步。虽然它具有优异的生

产管理基础,技术研发水平,但是由于进入国内市场的时间较迟,品牌知名度低,

目前陷入于白热化的价格竞争之中。如何通过正确的战略定位,充分发挥AT卫

浴自身的管理、技术优势,寻找一条从“红海”竞争中脱颖而出的新路,开拓一

片“蓝海”,这是本文的主要研究目的。

本文首先通过波特五力模型分析法、战略群组分析法对AT卫浴所处的外部

竞争环境及企业内部竞争优、劣势进行客观剖析,得出了传统的竞争战略已很难

解决AT卫浴当前困境的结论;其后,在第三、四章中提出了重建市场边界,跨

越战略群组以开辟新的市场空间,提升顾客价值的价值创新理念,并采用蓝海战

略的“剔除-减少-增加-创造”四部模式,指导AT卫浴重新制定战略布局图,获

取市场竞争优势;为保障战略顺利实施,最大限度减少商业模式的风险,在第五

章中,又从4Cs营销理论出发,从买方效用、价格定位、销售渠道以及沟通方式

等四个方面为AT卫浴的价值创新战略制定了实施及保障措施。

本文从AT卫浴的实际情况出发,在对内、外部环境进行深入分析的基础上

提出了的基于价值创新的竞争战略,对AT卫浴及我国其他生产型、代工型企业

有实际参考作用。

关键词:卫浴;蓝海战略;价值创新;

Abstract

Predecessor of AT Sanitary Ware was a small private enterprise founded in 1995.

Riding on the spring breeze of China's reform and opening, after twenty years of rapid

growth and expansion, AT Sanitary Ware has grown into a medium-sized enterprise

providing OEM products to top brands of bathroom products including TOTO,Kohler

and others. But in recent years by the impacts of the appreciation of RMB, the

weakened demographic dividend, the sharp rise in raw material costs and other factors,

profit margin of AT Sanitary Ware falls shmply. Facing the dilemma of surviving, AT

Sanitary Ware takes the first step in the construction of its own brand. Although it has

excellent production management experience, technology development level, due to

the time for entering the domestic market is late and brand awareness is low, it is now

in the face of intense price competition. How to give full play to the own management

and technology advantages of AT Sanitary Ware through right strategic positioning,

look for a new way to successfully go through the Red Ocean competition is the

main purpose of this paper.

Firstly,through Michael Porter's Five Forces Model Analysis, Strategic Group

Analysis, objectively analyze the external competition environment and advantage

and disadvantage of internal competition of AT Sanitary Ware, and draw a conclusion

that the traditional competitive strategy has been difficult to resolve the current

dilemma of AT. Subsequently, in the third and fourth chapters,propose the value

innovation concept of reconstructing market boundaries and going across strategic

groups to open up new market space and enhance the value of the customers,adopt

four-step removing - decreasing - increasing - creating of the Blue Ocean Strategy,

as well as guide AT Sanitary Ware to re-enact the strategy layout and access to market

competitive advantage. To safeguard the smooth implementation of the strategies and

minimize the risks of the business model, in the fifth chapter, starting from the 4Cs

marketing theory, in four aspects of buyer utility,price positioning,sales channels and

methods of communication, formulate implementation and safeguard measures for

value innovation strategy of AT Sanitary Ware.

Finally, from the actual situation of AT Sanitary Ware, on the basis of internal

and external environmental analysis, this paper proposes market competition

strategies, providing actual reference to AT Sanitary Ware and our other productive

enterprises and original equipment manufacturers.

Keywords: Sanitary Ware; Blue Ocean Strategy; Value Innovation