With the social economy development , technology between enterprises decreases . it is difficult to maintain the marketing strategy of target to the core with differentiation of product and market under the new marketplace . meanwhile , the cost tactics is not a competitive advantage anymore because of the individual consumption of the customer 随着社会经济的发展，企业之间的技术差别开始缩小，过去以产品差别化，市场差别化的营销策略在新的市场环境下开始变得难以维持。
A member ' s national measures could violate non - discrimination obligation both overtly and implicitly . the overt violation always involves the national measures referring to the origin - based differentiation , while the implicit violation could exist in the context of origin - neutral national measures . the former situation will be called de jure discrimination , and the latter one is regarded as de facto discrimination , which gains attention in this article 首先，成员国可能给予原产于不同产地的产品以差别待遇，对产品实施产地歧视( origin - baseddiscrimination ) ，我们称之为“法律歧视( dejurediscrimination ) ” ；另外，成员国还有可能根据非产地因素给予产品差别待遇，但是在结果上也导致了事实上对原产于某个(些)成员国的产品的歧视，我们称之为“事实歧视( defactodiscrimination ) ” 。
In this article , have researched hunan wuling limited liability co . basic circs , analyzed outer environment and inner condition according to truth , summarized corporation advantage and inferior position , analyzed the corporation that was confronted with opportunity and challenge well and truly , confirmed hunan wuling limited liability co . collectivity development stratagem : adopted product difference and initiative attack stratagem . according to the guide line that " something can do or may not , can advance and withdraw " , " advance has purpose , retirement has order " , lodged the corporation line of " experu versed , especial , new " , achieve " form a complete set through expert , get victory through versed , fill a vacancy through especial , develop through new " ; confirmed development direction of corporation : need not big , need not entire , need strong , versed only . collectivity development stratagem become the corporation guidance , established each material stratagem of the corporation : exploiting producu market sell , manpower resource and finance stratagem 本文调查研究了湖南五菱有限责任公司的基本情况，实事求是地分析了企业所处的外部环境和内部条件，总结了企业的优势和劣势，准确地剖析了企业所面临的机遇和挑战，并据此确定了湖南五菱有限责任公司的总体发展战略：采用产品差别化战略和主动进攻战略。按照“有所为有所不为，有进有退” 、 “进而有为，退而有序”的方针，提出了企业走“专、精、特、新”之路，达到“以专配套，以精取胜，以特补缺，以新发展” ；确定了企业的发展方向是：不求大、不求全，只求强、只求精。并以企业总体发展战略为指导，制定了企业的各个具体分战略：产品开发战略、市场营销战略、人力资源战略和财务战略。
Analyzed chengdu hualing company is faced with the macro environment of society economy , market environment , industry environment and compete adversary . adopt swot method to bring forward the adjust stratagem of developing strategy of chengdu hualing company . after analyzed the inside and outside environment to bring forward the aim of chengdu hualing company is to adjust product structure , to consolidate the base of major product , increase strength in exploit new product , advance added value of byproduct 本文首先阐述了民营科技企业的现状、发展和前景，从成都华翎公司的发展现状、影响企业发展的主要问题以及解决的措施入手，着重分析了企业面临的外部市场环境、行业与竞争对手情况以及企业实力的基础上，采用swot分析法，提出了成都华翎公司的发展战略调整的策略，并且在着重分析企业内外环境和竞争形势后，对企业竞争战略和发展目标进行了研究，提出了在巩固主产品的基础上，加大开发新产品的力度，不断提高副产品的附加值和扩大产品品种、提高产品核心竞争力的产品差别化竞争战略。
Finally , the article has put forward to seven standards of valuing the effectiveness of differential and taken quantitative analysis of it by using the analytic hierarchy process and introduced the idea of product characteristics and product differential in order to improve product difference and promote market competition of enterprise 文章还提出了评价差异化有效性的七个标准，并运用层次分析法、引入产品特征度和产品差异度的概念，对差异化的有效性进行定量分析，以作为企业改进产品差别、开展市场竞争的重要依据。
By way of integrating the relative theories of marketing strategy and the present market situation of rubber oil and liaohe lube oil plant , it is concluded that naphthene type rubber oil shall take part in the middle - grade rubber oil target market competition while the aromatic type rubber oil shall take part in the low - grade rubber oil target market competition . the reason is that the former has the advantage of advanced total cost and the later has a variety of products 论文通过运用市场营销学和市场竞争战略相关理论，结合橡胶油市场现状和辽河润滑油厂实际情况，研究得出“环烷型橡胶油以总成本领先战略参与中档橡胶油目标市场竞争，芳香型橡胶油以产品差别化战略参与低档橡胶油目标市场竞争”的结论，并提出了辽河润滑油厂保证总成本领先和产品差别化的措施。
