首先，中国家电制造业的竞争和中期
80的发展简史，中国家电制造业开始有规模的发展，在很大程度上通过四个竞争和发展阶段经历：
1，生产(80竞争阶段，在中晚期-80)。市场在一个卖方的市场需求严重的状况，消费者热切期待着要享受这种“sc的消防车。”当时的竞争，关键是要得到政府批准的生产许可证，以从国外引进生产线的政府拨款或dk，然后开足马力生产，制造企业，中间商利润，利润，甚至可以经纪人条的“金利润认可的供应商是”自然卷。
2，质量竞争阶段(90年代初)中期-90。逐渐走向了过度需求状态供应市场，消费者逐渐有机会选择品牌，主要选择标准是质量，质量，销售的高额利润，以及企业规模还可以继续扩大。该品牌作为识别标志，质量，其价值开始显示出来。
3，营销竞争阶段(90年代中期，后期-90)。市场已逐渐在严重过剩的买方市场国家提供了，消费者已成为制造商心中的“上帝”，从“豪华带进了一般人”，“基本需要”，家电，市场逐渐被分解。由于不同的是没有品牌的产品，品牌和销售，这是由市场价值，谁重视营销，谁拥有重视进一步了解市场{lx}，谁拥有突出的市场营销渠道的本质做品牌和销售渠道的营销队伍，谁就能赢得竞争优势。虽然在时间服务时，很大声呼喊，事实上，只有一个公司的营销工具。
4，竞争阶段(2000年-2006年)的管理。市场将是一个严重的过度供给之间的供求相对平衡(一个品牌的大量消失，可2-3个月，只留下一个全面的20-30家电企业和专业类别的生产企业)，消费者不要只有wq有权选择有品牌和识别能力，理性的市场也相对更多。在这一点上，企业之间的竞争已上升到整体竞争阶段的整体实力和竞争要素已在{dy}阶段的总体管理战略管理增加，包含三个层次：
{dy}，战略管理，发展，是，你的专业发展，相关多元化，不相关的多元化，甚至是家电行业，如出口企业的发展战略，作出明确的选择。
二，战略管理的竞争，也就是说，如果你选择继续留在家电行业，你必须成本{lx1}，差异化，在三个主要竞争战略的选择和实施企业集中，并没有为您的时间：“不伦不类唔水“四处走动。
有三个管理的核心竞争力，也就是说，如果你选择了一种竞争战略，你必须落实这一战略。例如，您选择的差异化竞争战略，你必须在你的产品，品牌和渠道，在市场竞争中公认的品牌差异，如果您选择成本的qfw竞争战略的领导，你必须有具体措施，以减少成本，使自己的真实成本{lx1}于竞争对手。
其次，中国家电制造业可以把歌曲
1，中国现代的中国现代工业时代的产业发展模式
的种子是从清末开始的时候，没有太多的发展。后前30年的解放取得了快速发展，但jx于冷战思维，钢铁和能源的计划经济时代产业，而且是质量和效益水平与世界先进水平差异很大。中国的家电制造业，因为它们是时代的机会，使生产设备，从生产组织过渡到从产品开发到质量管理，是为高起点，发展快速，有效和真正的现代的代议制在中国工业发展的{zg}成就。
2自90年代初，中国的市场经济发展模式
中国家电行业，相对来说国家都参与了一项行政命令，至少行业，企业的增长和发展，主要依靠自己的市场意识，产品进步为依托，市场营销的进展，并在人员，管理，进步和资本的进步所取得的进展，当之无愧是对中国的市场经济模式，为行业发展的初始阶段。
3，中文模式下的国际竞争力
像90年代中期，并已成为行业{dy}，在中国家电产品年初上升也排名在前列机电产品出口中国的机电产品出口的排名，甚至在在中国国内家电市场已经非常国际化的竞争，中国家电品牌的市场份额比国际品牌高出最多可有10年;同时，中国也是世界上家电的技术，设备引进先进水平，管理和与国际先进企业的合资企业，{zd0}的产业之一。
三，中国家电制造业的地方可能是哭泣
1，在中国的重复投资，行业代表之一;
2，中国的产品技术和低附加值产业的代表;
三，中国企业的重视对过度投机的概念在业界的一个代表，
4，中国的{dy}代创业者一般都没有做好准备的行业代表的接班人之一。 06.9.6
Chinese household electrical appliance manufacturing industry: industry competition and the four stages of development
First, Chinese household electrical appliance manufacturing industry competition and the development of the mid-
80 A Brief History, Chinese household electrical appliance manufacturing industry began to have the scale of development, has largely gone through four stages of competition and development:
1, production of competitive stages (80 In the mid-late -80). Market demand in a serious state of a seller naturally rolling.
2, the quality of the competition phase (early 90s in the mid -90). Market by gradually moving towards an over-supply of the state of demand, consumers gradually have the opportunity to choose the brand, and the choice of the main criteria is quality, quality, sales on the large profits, and firm size can also continue to expand. The quality of the brand as a means of identification signs, its value began to be displayed.
3, the marketing competition stage (mid-90s during the late -90). Market has gradually been in a serious over-supply of the state of a buyer, the market gradually broken down. Because the difference is not the essence of the brand Products, brands and sales channels that is highlighted by the value of marketing, who attach importance to marketing, who has a great importance to further understand the marketing of marketing leaders, who have a will to do brand and sales channel marketing team, who will be able to win competitive advantage. Although the service at a time when the very loud shout, in fact, only a corporate marketing tool.
4, the management of the competition phase (2000 -2006 years). Market will be a serious over-supply to the relative balance between supply and demand (the demise of a large number of brands may be 2-3 months leaving only a comprehensive 20-30 home appliance business and professional category manufacturing enterprises), consumers not only have complete right to choose the brand and have rational ability to identify market segments is also relatively more. At this point, competition among enterprises has risen to the overall strength of the overall competition stage and the elements of competition has increased for the strategic management of the overall management of stage, contains three levels:
First, the development of strategic management, that is, you have to professional development , related diversification, unrelated diversification, and even home appliances industry, such as exit strategy for enterprise development to make a clear choice.
Second, strategic management competition, that is, if you choose to continue in the home appliance industry, you have to cost leadership, differentiation, centralized in three major competitive strategy choice and implementation firm, has no time for you to: to go around.
are three core competitiveness of management, that is, if you choose a kind of competitive strategy, you have to put this strategy in place. For example, you choose a competitive strategy of differentiation, you must be in your products, brands and channels and competition in the market recognized brand differences; If you select the full range of cost-leadership competitive strategy, you must have specific measures to reduce costs, so that the real cost of their own ahead of rivals.
Second, Chinese household electrical appliance manufacturing industry can place songs
1, Chinas modern industrial era
the seeds are from the beginning of the End of Qing Dynasty, in the times do not have much development. After the liberation of the first 30 years has achieved rapid development, but is limited to the Cold War mentality and the planned economy era of steel and energy industries, but also the level of quality and efficiency with the world advanced level vary greatly. Chinas highest achievements.
2, Chinas market economy development model
Chinese home appliance industry since the early 90s market economy a model for the industry.
3, the international competitiveness of the Chinese model
Chinas advanced level of technology, equipment, management and with the international Advanced Enterprise joint venture, one of the largest industries.
three, Chinese household electrical appliance manufacturing industry may be the place weeping
1, duplication of investment in China, one of the industry representatives;
2, China
3, Chinese enterprises attach importance to the concept of excessive speculation on behalf of one of the industry;
4, Chinas first generation of entrepreneurs generally did not prepare well successors on behalf of one of the industry. (06-9-6)