1. misjudgment of market demand

Market demand refers to the demand and demand characteristics of a certain product or service in the market, which is an important content and basis of industrial market research. Correctly analyzing and forecasting market demand can help enterprises determine market objectives and positioning, formulate product strategies and pricing strategies, and optimize resource allocation and profit distribution. However, the analysis and prediction of market demand is not easy, and it is easy to make the following misjudgments:

Self-centered miscalculation. This misjudgment means that the enterprise only from its own point of view, ignoring the real needs of the market and customers, resulting in products or services do not match the market demand, or miss the change of market demand. For example, some enterprises rely too much on their own technological advantages and think that their products are the best, while ignoring the customer's experience and satisfaction, or ignoring the emergence of new technologies and the emergence of new needs, resulting in the loss of market competitiveness of products.

A misjudgment of generalization. This misjudgment means that the enterprise makes a judgment on the whole market demand based on only part of the data or information, resulting in the product or service not matching the market demand, or misestimating the scale and structure of the market demand. For example, some companies consider their products to be the most popular in the market based only on their own sales data or customer feedback, ignoring data from other channels or regions, or ignoring the needs of potential customers or market segments, resulting in the product's market share and growth potential being underestimated.

Misjudgments pushed in the past. This kind of misjudgment refers to the prediction of future market demand based only on past data or experience, resulting in the product or service not adapting to the market demand, or missing the opportunity of market demand.

For example, some enterprises believe that future market demand will remain unchanged or develop in the same direction only according to the laws and trends of past market demand, while ignoring the changes in the market environment and the dynamics of market demand, resulting in weakened market adaptability and foresight of products.

The misjudgment of market demand will bring serious consequences to enterprises, such as the unsalable products, the backlog of inventory, the loss of the market, the decline of profits and so on. Therefore, when conducting market demand analysis and forecasting, companies should avoid the above misjudgments and adopt the following coping strategies:

market-oriented strategy. This strategy means that enterprises take the needs of the market and customers as the starting point and destination point, constantly collect and analyze the data and information of the market and customers, and timely adjust and optimize the function, performance, quality, price, etc. of products or services to meet and create the needs of the market and customers.

For example, some enterprises through the establishment of market information systems, regular market research and analysis, constantly understand the market and customer demand changes, and according to the market and customer feedback, timely improvement and innovation of products or services, in order to improve market competitiveness and customer satisfaction.

A data-backed strategy. This strategy refers to the quantitative and objective analysis and prediction of market demand based on data, using scientific statistical methods and analytical methods, in order to reduce subjective bias and error.

For example, some companies use a variety of data sources and data methods, such as first-hand data and second-hand data, quantitative data and qualitative data, historical data and realistic data, descriptive analysis and inferential analysis, etc., to conduct comprehensive and in-depth market demand Analysis and prediction to improve the authenticity and effectiveness of data.

Change-driven strategy. This strategy means that enterprises take change as the driving force, constantly pay attention to and grasp the changes and opportunities of market demand, in order to adapt to and lead the development of market demand.

For example, some enterprises, through the establishment of market early warning systems, timely monitor and identify changes and trends in market demand, such as the growth or decline of market demand, changes in the structure or characteristics of market demand, the emergence or demise of market demand, and adjust and formulate corresponding strategies and decisions in a timely manner according to the changes and opportunities of market demand, so as to improve market adaptability and foresight.

2. neglect of competitors

Competitors are other enterprises that provide the same or similar products or services in the same market and compete with enterprises for market share and profits, which are important contents and objects of industrial market research. Correct analysis and evaluation of competitors' strategies, strengths, weaknesses, dynamics, etc., can help enterprises determine their competitive position and advantages, formulate effective competitive strategies and countermeasures, and enhance the market competitiveness and development level of industrial products.

However, there are also some common misunderstandings and traps in the analysis and evaluation of competitors, such as the neglect of competitors, the imitation of competitors, and the fear of competitors.

Neglect of competitors. This misunderstanding means that enterprises only pay attention to their own products or services, ignoring the existence and influence of competitors, resulting in products or services do not match market demand, or miss the change of market demand.

For example, some enterprises think that their products or services are unique and do not have any competitors, while ignoring the entry and development of other enterprises, or ignoring the innovation and improvement of competitors, resulting in the loss of market advantages and opportunities for products.

Imitation of competitors. This misunderstanding means that enterprises only follow the strategies and actions of competitors and lack their own characteristics and innovations, resulting in products or services that do not meet market demand, or lose market differentiation and advantages.

For example, some enterprises only imitate the function, performance, quality, price, etc. of competitors' products or services, while ignoring their own core competitiveness and value proposition, or ignoring the diversity and personality of the market and customers, resulting in the lack of competitiveness and attractiveness of products.

Fear of competitors. This misunderstanding means that enterprises only worry about the threats and challenges of competitors, lack of self-confidence and courage, resulting in products or services that do not adapt to market demand, or miss opportunities for market demand. For example, some enterprises only see the advantages and success of competitors, while ignoring their own advantages and potential, or ignore the changes and opportunities in the market, resulting in products that are too conservative and passive, and lack of innovation and progress.

The misunderstanding of competitors will bring serious consequences to the enterprise, such as the loss of the market, the decline of profits, brand damage and so on. Therefore, enterprises in the analysis and evaluation of competitors, should avoid the above misunderstandings, to take the following strategies:

A customer-centric strategy. This strategy refers to the enterprise to customer needs and satisfaction-oriented, constantly collect and analyze customer data and information, timely adjustment and optimization of product or service function, performance, quality, price, etc., to meet and exceed customer expectations and needs.

For example, some enterprises through the establishment of customer relationship management system, regular customer survey and analysis, constantly understand the changes in customer needs, and according to customer feedback, timely improvement and innovation of products or services, in order to improve customer loyalty and satisfaction.

strategies aimed at differentiation. This strategy means that enterprises take differentiation as the goal, constantly look for and highlight their own characteristics and advantages, in order to distinguish and surpass competitors, in order to win and maintain the advantage and lead of the market.

For example, some enterprises provide different products or services for different markets and customers through market segmentation and positioning, or provide unique functions, performance, quality, price, etc. through product or service innovation and improvement, in order to form their own core competitiveness and value proposition.

A strategy driven by cooperation. This strategy means that enterprises take cooperation as the driving force, constantly communicate and exchange with competitors, seek and realize the possibility and opportunity of mutual benefit and win-win, so as to expand and enhance the scale and level of the market.

For example, through the establishment of competitive intelligence system, some enterprises regularly monitor and analyze competitors, constantly understand the strategy, advantages, disadvantages and dynamics of competitors, and timely adjust and formulate corresponding strategies and decisions according to the information of competitors, or through cooperation and alliance with competitors, share and utilize their own resources and advantages, and jointly open up and develop the market.

3. misuse of data

Data is the foundation and basis of industrial market research, which determines the content and depth of industrial market research, as well as the value and significance of industrial market research. The correct collection and analysis of data can help enterprises to obtain and understand the current situation and trends of the market, as well as the problems and opportunities of the market, and provide objective and scientific support for the results and suggestions of industrial market research.

However, there are some common misconceptions and pitfalls in the collection and analysis of data, such as misuse of data, misuse of data, and misuse of data, which can affect the quality and effectiveness of industrial market research and even lead to wrong strategies and decisions. This paper will analyze these misunderstandings and traps, and put forward the corresponding coping strategies.

misuse of data. This misunderstanding refers to the fact that companies rely too much on data when conducting industrial market research, ignoring the limitations and deficiencies of the data, leading to distortion and bias in the data, or over-interpreting and using the data, leading to misinterpretation and misleading of the data.

For example, when collecting data, some enterprises only choose the data that conform to their own expectations and assumptions, while ignoring the opposite or inconsistent data, resulting in incomplete and unobjective data, or when analyzing data, they only use data that conform to their own purposes and interests, while ignoring other relevant or important data, resulting in inaccurate and unscientific data, or in the interpretation of the data, only according to their own ideas and views, while ignoring the original intention and background of the data, resulting in the data is not true and unreasonable.

The misuse of data will bring serious consequences to enterprises, such as market misjudgment, strategic mistakes, decision-making mistakes, etc. Therefore, enterprises in the collection and analysis of data, should avoid the abuse of data, take the following strategies:

Problem-oriented strategy. This strategy refers to the enterprise to be problem-oriented, according to the purpose and content of industrial market research, clear and specific data questions and assumptions, in order to guide and constrain the collection and analysis of data, to avoid random and purposeless data.

For example, before collecting and analyzing data, some enterprises first define and analyze the problem, determine the type, scope, importance and solvability of the problem, and then put forward the problems and assumptions of the data according to the characteristics and needs of the problem, such as the source, type, quantity, quality, method and index of the data, so as to ensure the relevance and validity of the data.