Research On The Competitive Strategy For Slate Home Furnishing Business In KITO Company

With the benefits from China’s increasing economic,average income has been grown and living conditions has been improved in recent years,the aesthetic improvement of material life and the demand for functional optimization,slate home products have gradually become a necessity for home decoration.Slate is a high-end application material for architectural decoration.The slate market keeps growing rapidly(20%)since 2019,it reveals slate home market prospective.KITO is an enterprise supplying and providing building decoration materials tiles,rock slabs and new materials,and integrates R&D,production,KITO is listed in national intellectual property.Slate home furnishing business was established in2019 in KITO.While the company is facing a good opportunity for rapid development,there are internal demand customization and the challenges of insufficient capacity,aging workers,rising costs of dual-control low-carbon raw materials and fuels,and a sudden increase in external production capacity.As well as competitions from other slate brands like Marco Polo,Dongpeng,Mona Lisa,Xinzhongyuan,coupled with insufficient terminal strategies for slate home customization and digital manufacturing,and unclear competitive strategies.Multiple factors have reduced business profits.Therefore,it is imperative for KITO to set strategy to gain market share of the slate home furnishing business.Based on the relevant theories and concepts of strategy,this article first uses PEST and analyze the macro environment with the five forces model of Michael Porter,industry and market environment of the slate home business,and combines the EFE matrix to quantify the external environmental factors to obtain a weighted average of 2.76 points,indicating that opportunities outweigh threats;Secondly,analyze the internal factors from the three aspects of the company’s internal resources,capabilities,and operating status,and combine the IFE matrix to quantify the weighted average of 2.64,indicating that the internal advantages outweigh threats;Secondly,analyze the internal factors from the three aspects of the company’s internal resources,capabilities,and operating status,and combine the IFE matrix to quantify the weighted average of 2.64,indicating that the internal advantages outweigh the disadvantages;Combination analysis of advantages and disadvantages to formulate alternative strategies for the company’s business;finally,use the QSPM matrix to optimize the differentiated competitive strategy that KITO’s slate home business should adopt.In order to implement the optimal competitive strategy,this article supports differentiated competitive strategy from market selection,channel development,product design,marketing optimization strategy,and organization,human resources,finance,and system guarantee,and dynamic risk control,which will help KITO’s slate home furnishing business enter the industry’s leading position status,and enhance the company’s core competitiveness and risk resistance.At the same time,it lays a solid foundation for the healthy development and continuous competition of the slate home furnishing business,and also provides a reference for ceramic companies facing similar situations.