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2024-07-18 16:04:19 来源：尚普咨询 浏览量：0
一、竞争对手调研的定义和意义
竞争对手调研是指通过收集、整理、分析和评价有关竞争对手的信息，以了解竞争对手的规模、产品、价格、质量、服务、渠道、市场占有率、营销策略、财务状况、创新能力、优势和劣势等方面的情况，从而为企业的决策提供依据的过程。
竞争对手调研的意义主要有以下几点：
- 帮助企业了解自己所处的产业环境，明确自己的市场定位和目标客户，避免盲目进入或退出市场。
- 帮助企业分析自己的优势和劣势，找出自己的核心竞争力，提升自己的产品和服务质量，增强自己的市场竞争力。
- 帮助企业预测竞争对手的动向和行为，制定有效的竞争策略，抢占市场先机，应对竞争威胁，扩大市场份额。
- 帮助企业发现市场的机会和挑战，探索新的市场需求和潜在客户，创新产品和服务，开拓新的市场空间。
二、竞争对手调研的五大类别
竞争对手调研的范围并不仅限于直接竞争对手，还包括影响企业在市场上的竞争力的其他力量。本文采用波特的五力模型，将竞争对手调研的对象分为五大类别，分别是产业竞争对手、买方、供方、替代者和潜在进入者。下面分别介绍这五大类别的定义和识别方法。
1. 产业竞争对手
产业竞争对手是指在同一产业中，提供相同或相似产品或服务的企业，它们之间存在直接的竞争关系，争夺同一市场的客户和利润。产业竞争对手的竞争程度取决于产业的结构，主要受以下因素的影响[^2^][2]：
- 产业中的竞争者数量和规模：竞争者越多，规模越相近，竞争越激烈。
- 产业中的产品差异化程度：产品越同质化，竞争越激烈。
- 产业中的增长率：产业增长率越低，竞争越激烈。
- 产业中的退出壁垒：退出壁垒越高，竞争越激烈。
识别产业竞争对手的方法主要有以下几种[^3^][3]：
- 通过市场调研，了解市场的规模、结构、分布、占有率等情况，确定主要的竞争者和潜在的竞争者。
- 通过行业协会、专业媒体、展会、论坛等渠道，获取行业的动态、趋势、政策、标准等信息，发现新的竞争者和变化的竞争者。
- 通过客户调研，了解客户的需求、偏好、满意度、忠诚度等情况，识别客户的替代选择和竞争者的优劣势。
- 通过竞争者调研，收集竞争者的产品、价格、质量、服务、渠道、营销策略、财务状况、创新能力等信息，分析竞争者的战略意图和行为模式。
2. 买方
买方是指购买企业产品或服务的客户，它们对企业的竞争力有直接的影响，因为它们可以通过议价、转向、集中等方式，降低企业的价格和利润。买方的议价能力取决于以下因素：
- 买方的集中度：买方越集中，议价能力越强。
- 买方的信息水平：买方的信息越充分，议价能力越强。
- 买方的替代成本：买方转向其他竞争者的成本越低，议价能力越强。
- 买方的重要性：买方对企业的利润贡献越高，议价能力越弱。
- 买方的价格敏感度：买方对价格的反应越敏感，议价能力越强。
识别买方的方法主要有以下几种：
- 通过市场细分，确定目标市场和目标客户，了解客户的特征、需求、偏好、行为等情况。
- 通过客户满意度调查，评估客户对企业产品或服务的认知、感受、评价、忠诚度等情况。
- 通过客户价值分析，计算客户的生命周期价值，确定客户的重要性和优先级。
- 通过客户关系管理，建立和维护与客户的沟通、互动、合作、信任等关系，提升客户的满意度和忠诚度。
3. 供方
供方是指向企业提供原材料、设备、技术、人力等要素的供应商，它们对企业的竞争力有间接的影响，因为它们可以通过提高价格、降低质量、限制供应等方式，增加企业的成本和风险。供方的议价能力取决于以下因素：
- 供方的集中度：供方越集中，议价能力越强。
- 供方的差异化程度：供方的产品或服务越有特色，议价能力越强。
- 供方的转换成本：供方转向其他客户的成本越高，议价能力越强。
- 供方的重要性：供方对企业的成本和质量影响越大，议价能力越强。
- 供方的垂直整合能力：供方有进入产业的可能性越高，议价能力越强。
识别供方的方法主要有以下几种：
- 通过供应链分析，确定企业的上游供应商，了解供应商的特征、能力、质量、价格、服务等情况。
- 通过供应商评估，评价供应商的信誉、稳定性、合作性、创新性等情况，确定供应商的优劣势和风险。
- 通过供应商谈判，建立和维护与供应商的沟通、协调、互惠等关系，提升供应商的合作意愿和满意度。
- 通过供应商管理，监控和控制供应商的供应量、质量、时间、成本等指标，提升供应商的绩效和效率。
4. 替代者
替代者是指可以满足客户相同或相似需求的其他产业的产品或服务，它们对企业的竞争力有潜在的影响，因为它们可以通过提供更高的性价比、更好的体验、更多的功能等方式，吸引客户转向其他市场。替代者的威胁程度取决于以下因素：
- 替代者的价格相对优势：替代者的价格越低，威胁越大。
- 替代者的性能相对优势：替代者的性能越高，威胁越大。
- 替代者的转换成本：客户转向替代者的成本越低，威胁越大。
- 替代者的替代程度：替代者能满足客户需求的程度越高，威胁越大。
识别替代者的方法主要有以下几种：
- 通过客户需求分析，确定客户的核心需求和附加需求，了解客户的期望和满意度。
- 通过市场调研，了解其他产业的发展状况，发现有潜力的替代产品或服务。
- 通过竞争情报，收集替代者的产品、价格、质量、服务、渠道、营销策略等信息，分析替代者的优劣势和战略意图。
- 通过替代者分析，评估替代者对客户需求的满足程度，确定替代者的威胁程度和应对策略。
5. 潜在进入者
潜在进入者是指有意愿和能力进入某一产业的企业，它们对企业的竞争力有未来的影响，因为它们可以通过提供新的产品或服务、采用新的技术或模式、利用新的资源或渠道等方式，增加产业的竞争者和竞争程度。潜在进入者的进入难度取决于以下因素：
- 产业中的进入壁垒：进入壁垒越高，进入难度越大。
- 产业中的反应强度：现有竞争者的反应越强烈，进入难度越大。
- 产业中的政策法规：政策法规越严格，进入难度越大。
- 产业中的经济规模：经济规模越大，进入难度越小。
识别潜在进入者的方法主要有以下几种：
- 通过产业分析，确定产业的吸引力和壁垒，了解产业的发展空间和潜力。
- 通过市场分析，确定市场的需求和供给，了解市场的饱和度和增长率。
- 通过技术分析，确定技术的发展和创新，了解技术的变革和影响。
- 通过资源分析，确定资源的获取和利用，了解资源的稀缺性和价值。
三、竞争对手调研的案例
为了更好地说明竞争对手调研的实践方法和价值，本文结合了尚普咨询服务客户的具体案例，分别从五大类别的角度，展示了竞争对手调研的过程和结果。
1. 产业竞争对手的案例
某家电企业（以下简称A企业）是中国最大的冰箱生产商之一，其产品以高端、智能、节能为特色，占据了国内市场的领先地位。然而，近年来，A企业面临着来自国内外的强劲竞争，其市场份额和利润率都有所下降。为了提升自己的竞争力，A企业委托尚普咨询进行了产业竞争对手的调研。
尚普咨询通过市场调研，了解了中国冰箱市场的规模、结构、分布、占有率等情况，确定了A企业的主要竞争者有以下几家：
- B企业：国内最大的家电集团之一，其冰箱产品以中低端、经济、实用为特色，占据了国内市场的最大份额，主要面向中低收入的消费者。
- C企业：国际知名的家电品牌之一，其冰箱产品以高端、时尚、品质为特色，占据了国内市场的高端份额，主要面向高收入的消费者。
- D企业：国内最具创新力的家电企业之一，其冰箱产品以智能、个性、功能为特色，占据了国内市场的快速增长的份额，主要面向年轻的消费者。
尚普咨询通过行业协会、专业媒体、展会、论坛等渠道，获取了行业的动态、趋势、政策、标准等信息，发现了以下几个重要的变化：
- 行业的增长率放缓，市场的饱和度提高，竞争的激烈度加剧。
- 行业的技术创新加速，市场的产品更新换代快速，竞争的差异化程度提高。
- 行业的环保要求提高，市场的节能减排意识增强，竞争的社会责任度提高。
尚普咨询通过客户调研，了解了客户的需求、偏好、满意度、忠诚度等情况，识别了客户的替代选择和竞争者的优劣势，得出了以下几个Conclusion：
- 客户的需求越来越多样化，不仅关注冰箱的功能和性能，还关注冰箱的外观和体验，对冰箱的个性化和智能化有较高的期待。
- 客户的偏好越来越分化，不同的消费者有不同的购买动机和决策因素，对冰箱的品牌、价格、质量、服务等有不同的重视程度。
- 客户的满意度越来越难以提高，由于市场的信息透明度和竞争激烈度，客户对冰箱的要求越来越高，对冰箱的缺点越来越敏感。
- 客户的忠诚度越来越难以维持，由于市场的产品更新换代和替代选择，客户对冰箱的更换意愿越来越强，对冰箱的品牌忠诚度越来越低。
尚普咨询通过竞争者调研，收集了竞争者的产品、价格、质量、服务、渠道、营销策略等信息，分析了竞争者的战略意图和行为模式，得出了以下几个Conclusion：
- B企业的战略意图是通过规模经济和成本领先，占领国内市场的大部分份额，同时通过海外扩张，提升国际市场的影响力。其行为模式是通过低价策略和广泛分销，吸引中低端客户，同时通过产品创新和品牌提升，吸引高端客户。
- C企业的战略意图是通过品牌优势和质量领先，占领国内市场的高端份额，同时通过差异化和细分化，提升国内市场的渗透率。其行为模式是通过高价策略和精准营销，吸引高端客户，同时通过服务创新和客户关系，提升客户的忠诚度。
- D企业的战略意图是通过技术创新和功能领先，占领国内市场的快速增长的份额，同时通过模式创新和合作共赢，提升国内市场的竞争力。其行为模式是通过中价策略和互联网渠道，吸引年轻客户，同时通过个性化和智能化，提升客户的体验。
尚普咨询根据以上的调研结果，为A企业提出了以下几点建议：
- A企业应该坚持自己的高端、智能、节能的产品特色，巩固自己在国内市场的领先地位，同时通过国际化和多元化，拓展自己在国际市场的影响力。
- A企业应该加强自己的技术创新和产品更新，满足客户的多样化和个性化的需求，同时通过外观创新和体验创新，提升客户的偏好和满意度。
- A企业应该优化自己的价格策略和营销策略，根据不同的消费者和市场，制定合理的价格和促销，同时通过渠道创新和社会化媒体，提升客户的知晓度和参与度。
- A企业应该提高自己的服务质量和客户关系，根据客户的反馈和建议，改进自己的产品和服务，同时通过忠诚计划和增值服务，提升客户的忠诚度和终身价值。
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