2019年中国GDP总量达到了13.6万亿，人均可支配下收入达到了30733元。随着中 国经济发展持续向好，国民收入的不断提升，人民消费能力逐渐增强，保健品行业需求自 然会日益增强；经济总体水平的提高带来了中高端产品需求的飞速上升，消费群体日益庞 大；我国当前人口年龄分布较前些年发生了很大的变化，一些常见慢性疾病发生率也在不 断提升，亚健康国民人数也一直在增高，这也在一定程度上令消费者提高对保健产品消费， 可以说保健行业是具有一个广大发展空间朝阳产业。特别是中国已经进入老龄化阶段，保 健品迎来了市场蓝海。作为新兴的朝阳产业，保健品行业市场规模一直在不断扩容，如何 在当前市场竞争环境下，抓住市场机遇，是广大保健品企业需要思考的战略问题。同时在 当前国外保健品企业不断进入中国内地市场，国内保健品企业重组、并购模式在不断加剧， 面对激烈的竞争形式，怎样做好企业定位，提升企业的核心竞争力，并提高企业总体收益， 在与同行业的竞争中居于不败之地，是摆在广大中小保健品企业的一个时代难题，类似于 WK公司企业需要从战略竞争层面去思考、改善企业战略定位。 现阶段竞争战略已经成为保健品企业普遍采取的战略模式，也成为企业科学、持续、 发展的焦点问题。鉴于此，本文以竞争战略的科学视角出发，采用战略分析的专业性工具， 结合企业内外部战略环境因素，提出差异化竞争战略。论文主要开展了相关方面的工作， 首先：结合行业发展背景，深入研究广大保健品企业在竞争战略上存在的不足，以及造成 战略制定不清晰、不完善性的根源性，论文本着实事求是的原则，在梳理、分析国内外相 关领域研究现状基础上，认真吸收了一些发达国家政府在企业竞争战略上采取的有效措 施，提出了论文研究思路。其次：明晰企业管理、竞争战略相关概念，并深入研究竞争战 略相关理论。同时：论文运用PEST分析、五力模型对WK公司发展外部环境进行分析，并 从人力资源、财务资源、产品开发、营销资源能力方面分析WK公司的内部环境，运用SWOT 分析方法分析WK公司内部优势与劣势，以及外部机会与威胁，进而确定WK公司竞争战略 方向，竞争战略发展更加精准，减少战略实施过程盲目性与主观性。最后：特别是在当前 市场环境下，WK企业经营规模孝市场产品占有率较低，产品的技术研发能力较弱。国际 巨头企业不断涌入中国市场，对中国保健品行业造成巨大冲击，不少国内企业开始采取收 购、重组等方式增强抗风险能力，如果WK企业不能有效的开展“竞争战略”，可能面临 被大保健企业兼并，以及市场淘汰的风险。WK企业应该“差异化”战略，锁定目标人群， 来实现公司在未来发展上竞争战略。 基于综合性分析，结合WK公司发展的战略目标，确定公司差异化竞争性战略。重点 提出公司研发产品的优异化，专利建设的优异化，品牌建设的优异化，销售模式的优异化， 销售服务的优异化，产品售前与售后的优异化，通过优异化管理来实现公司战略的差异化， 进而推动公司竞争性战略发展。 II 本文采取实证分析的手法，通过内外部全面，精确的分析wk企业的差异化竞争战略 的实施，有广泛的代表性和实践性，对其它类似企业有较好的指导性意义。因此本文基于 市场和内部环境，以WK企业发展的内外部经营形式为出发点，探寻企业自身存在的不足， 创造独特优势，从而找到与自身发展相匹配的竞争策略，为其它中小企业树立了示范性带 头作用，具有重要的实践意义。 关键词：保健品；战略分析；竞争战略；差异化战略；保障措施； III Abstract In2019,China'sGDPwillreach13.6trillionyuan,andthepercapitadisposableincome willreach30733yuan.WiththecontinuousimprovementofChina'seconomicdevelopment,the continuousimprovementofnationalincome,andthegradualincreaseofpeople'sconsumption ability,thedemandforhealthcareproductsindustrywillnaturallyincreasedaybyday;the improvementoftheoveralleconomiclevelhasbroughtaboutarapidriseinthedemandfor mediumandhigh-endproducts,andtheconsumergroupsarebecomingincreasinglylarge. Comparedwiththepreviousyears,greatchangeshavetakenplaceintheagedistributionof China'spopulation,andsomecommonchronicdiseasesoccurTherateisalsorising,andthe numberofsub-healthcitizenshasbeenincreasing,whichalsomakesconsumersincreasetheir consumptionofhealthcareproductstoacertainextent.Itcanbesaidthatthehealthcare industryhasabroaddevelopmentspace.Inparticular,Chinahasenteredtheagingstage,health careproductsusheredinthemarketblueocean.Asanemergingsunriseindustry,themarket scaleofhealthcareproductsindustryhasbeenexpanding.Howtoseizethemarketopportunities inthecurrentmarketcompetitionenvironmentisastrategicproblemforthemajorityofhealth careproductsenterprises.Atthesametime,inthecurrentforeignhealthcareproducts enterprisescontinuetoenterthemainlandmarket,domestichealthcareproductsenterprises restructuring,M&amodeisintensifying,facingthefiercecompetition,howtodoagoodjobin enterprisepositioning,enhancethecorecompetitivenessofenterprises,andimprovetheoverall incomeofenterprises,inthecompetitionwiththesameindustryinaninvincibleposition,is placedinthemajorityofsmallandmedium-sizedhealthcareproductsenterprisesinanera Similartowkcompany,enterprisesneedtothinkandimprovetheirstrategicpositioningfrom theperspectiveofstrategiccompetition. Atpresent,competitivestrategyhasbecomeastrategicmodelcommonlyadoptedbyhealth productsenterprises,andhasbecomethefocusofscientific,sustainableanddevelopmentof enterprises.Inviewofthis,thispaperfromthescientificperspectiveofcompetitivestrategy, usingtheprofessionaltoolsofstrategicanalysis,combinedwiththeinternalandexternal strategicenvironmentfactorsoftheenterprise,putsforwardthedifferentiatedcompetitive strategy.Firstofall,combinedwiththedevelopmentbackgroundoftheindustry,thispaper deeplystudiesthedeficienciesinthecompetitivestrategyofthemajorityofhealthcareproducts enterprises,andtherootcausesofunclearandimperfectstrategyformulation.Basedonthe principleofseekingtruthfromfacts,thispapercarefullyabsorbsthepoliciesofsomedeveloped countriesonthebasisofsortingoutandanalyzingtheresearchstatusofrelevantfieldsathome IV andabroadThegovernmenthastakeneffectivemeasuresintheenterprisecompetitionstrategy, andputforwardtheresearchideasofthispaper.Secondly,itclarifiestherelatedconceptsof enterprisemanagementandcompetitivestrategy,anddeeplystudiestherelevanttheoriesof competitivestrategy.Atthesametime:thepaperusesPESTanalysisandfiveforcesmodelto analyzetheexternalenvironmentofwkcompanydevelopment,andanalyzestheinternal environmentofwkcompanyfromtheaspectsofhumanresources,financialresources,product developmentandmarketingresources,andanalyzestheinternalstrengthsandweaknesses,as wellasexternalopportunitiesandthreatsbyusingSWOTanalysismethod,soastodetermine thedirectionofwkcompany'scompetitivestrategyMoreprecise,reducetheblindnessand subjectivityintheprocessofstrategyimplementation.Finally:especiallyinthecurrentmarket environment,wkenterpriseshavesmallbusinessscale,lowmarketshareandweaktechnologyR &Dcapability.InternationalgiantenterprisescontinuetopourintotheChinesemarket,which hasahugeimpactonChina'shealthcareproductsindustry.Manydomesticenterpriseshave beguntotakeacquisition,restructuringandothermeanstoenhancetheirabilitytoresistrisks.If wkenterprisescannoteffectivelycarryout"competitivestrategy",theymayfacetheriskof beingmergedbylargehealthcareenterprisesandeliminatedfromthemarket.Wkenterprises should"differentiate"strategyandtargetgroupstoachievethecompany'scompetitivestrategyin thefuturedevelopment. Basedonthecomprehensiveanalysis,combinedwiththestrategicobjectivesofwk company,thedifferentiatedcompetitivestrategyisdetermined.Focusonthecompany'sR&D productexcellence,patentconstructionexcellence,brandbuildingexcellence,salesmodel excellence,salesserviceexcellence,productpre-saleandafter-salesexcellence,throughthe differentiationmanagementtoachievethecompany'sstrategicdifferentiation,andthenpromote thedevelopmentofthecompany'scompetitivestrategy. Thispaperadoptsthemethodofempiricalanalysis,throughtheinternalandexternal comprehensive,accurateanalysisoftheimplementationofthedifferentiatedcompetition strategyofwkenterprises,whichiswidelyrepresentativeandpractical,andhasgoodguiding significanceforothersimilarenterprises.Therefore,basedonthemarketandinternal environment,takingtheinternalandexternaloperationformofwkenterprisedevelopmentasthe startingpoint,thispaperexplorestheshortcomingsoftheenterpriseitself,createsunique advantages,soastofindthecompetitivestrategymatchingwithitsowndevelopment,andsets uptheexemplaryleadingroleforothersmallandmedium-sizedenterprises,whichhasimportant practicalsignificance. V Keywords：healthproducts;strategicanalysis;competitivestrategy;differentiat