本研究旨在探討台南市房地產市場中，小宅產品於高度競爭的紅海市場環境下，建設公司如何運用市場區隔（Segmentation）、目標市場選擇（Targeting）與市場定位（Positioning）之STP 策略，以突破產品同質化與價格競爭的限制。隨著土地成本上升、少子化與高齡化趨勢加劇，台灣住宅產品逐漸呈現小坪數化發展，導致建設公司普遍採取壓縮坪數、降低總價的策略，進而引發同業間廝殺競爭的局面，也是本研究所謂的「紅海市場」。本研究採用質性個案研究，選擇台南市的「青天建設」為研究對象，透過深度訪談與文件分析，探討其在台南中西區市場中的策略布局。本研究以 Porter（1980）競爭觀點為理論基礎，分析房地產產業之結構性競爭壓力；其次，運用 STP 模型檢視青天建設如何依據人口結構、生活型態與消費行為，進行精準的市場區隔與目標選擇，並透過品牌形象與產品差異化策略進行市場定位。
研究結果顯示：青天建設在高度競爭的市場中，能透過明確的區隔變數（如家庭型態、購屋動機與生活偏好）鎖定中小家庭與首購族群，進而採取集中化行銷策略，建立「生活便利、品質穩定」的產品定位。此外，研究亦發現 STP 策略的成功運用，有助於企業在紅海市場中形成穩定的品牌形象，降低價格戰風險，並提升顧客忠誠度。
本研究的理論貢獻在於：一、驗證 STP 模型於房地產產業中之適用性與延伸性；二、補充紅海市場研究中對區隔策略之理論缺口。實務上，研究結果可作為中小型建設公司規劃差異化產品與精準行銷策略之參考，並提供業界於永續競爭環境下的決策依據。最後，本文建議未來研究可擴大樣本範圍，採用混合方法設計，以進一步驗證 STP 策略對企業績效的影響。

This study aims to explore how a construction company can apply the STP (Segmentation, Targeting, and Positioning) strategy to overcome intense red ocean competition Tainan City’s real estate market, particularly in the segment of small-sized residential units. As Taiwan faces rising land costs, urban renewal constraints, and demographic shifts such as low birth rates and population aging, the housing market has increasingly converged toward small-unit products. This convergence has intensified product homogeneity, triggered price competition, and created a saturated market environment.
Adopting a qualitative research approach, this study employs Ching-Tian Construction as the case company. Through in-depth interviews and document analysis, the study investigates how the company implements STP strategies to reposition itself within the West Central District of Tainan City. The research framework is grounded in Porter’s (1980) theory of competitive strategy framework. By applying the STP model, this study analyzes how Ching-Tian Construction segments its market based on demographic, geographic, and psychographic variables, selects its target groups strategically, and establishes its brand positioning through differentiation and value creation.
The findings indicate that Ching-Tian Construction successfully targeted specific consumer segments (e.g., middle-aged families and first-time buyers) by implementing a focused differentiation strategy centered on livability, safety, and community trust. By integrating educational resources, cultural value, and high construction quality, the company successfully built a distinct brand image and avoided direct price competition. Furthermore, the study demonstrates that the STP strategy can serve as a practical framework for small and medium-sized developers seeking to maintain competitiveness in saturated real estate markets.
The theoretical contribution of this study lies in verifying the applicability and adaptability of the STP model in the real estate context, extending its relevance to red ocean market environments. From a managerial perspective, the findings provide actionable insights for developers seeking to achieve differentiation, optimize market focus, and establish long-term brand competitiveness. Future research may expand the sample size, adopt mixed-method approaches, and explore longitudinal analyses to further validate the performance impact of STP strategy implementation.

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