Definition and significance of 1. competitor research

Competitor research refers to the systematic, continuous and purposeful information collection, analysis and evaluation activities of existing or potential competitors in the market in which an enterprise operates. The main purpose of competitor research is to help companies understand the competitive environment, identify competitors' strengths and weaknesses, predict competitors' behavior and reactions, and develop effective competitive strategies.

Competitor research is of great significance to the development of enterprises, mainly reflected in the following aspects:

Competitor research can help companies identify market opportunities and threats, grasp market dynamics, adjust market positioning, optimize products and services, and increase market share and profit margins.

Competitor research can help enterprises understand the strategic intentions of competitors, predict the future actions of competitors, formulate countermeasures, avoid passive coping, and enhance competitive advantage.

Competitor research can help companies learn from competitors' successes and failures, learn from competitors' strengths and innovations, improve their own management and operations, and enhance their core competitiveness.

Brand Level Analysis of 2. Competitor Research

There are many analytical methods for competitor research, such as SWOT analysis, Porter's Five Forces analysis, and competitive map analysis. These methods have their own advantages and disadvantages, but they all have a common limitation, that is, they ignore the brand, which is the emotional bond between enterprises and consumers, and is also the core element that distinguishes enterprises from competitors.

Brand refers to the consumer's cognition, feeling and evaluation of a particular product or service. It is the intangible asset of an enterprise and the core competitiveness of an enterprise. The role of the brand is mainly reflected in the following aspects:

Brands can increase consumer awareness and trust, reduce consumer purchase risk and search costs, and increase consumer satisfaction and loyalty.

Brand can improve the bargaining power and premium ability of enterprises, reduce the marketing cost and operating cost of enterprises, and increase the market share and profit margin of enterprises.

Brands can improve corporate social responsibility and reputation, reduce corporate legal and crisis risks, and increase the attractiveness of corporate partners and talents.

Therefore, competitor research should be analyzed from the brand level, focusing on the connotation, image, value, positioning, identification, loyalty and other aspects of the brand, as well as the similarities and differences between brands, so as to find the uniqueness and advantages of their own brands.

The steps for competitor research at the brand level are as follows:

The first step is to determine the brand range of competitors, that is, to choose the brand of competitors in the same market, the same segment and the same target group as their own brand.

The second step is to collect brand information of competitors, that is, to obtain relevant data and content of competitors' brands through various channels, such as official website, social media, advertising, word-of-mouth, reports, etc.

The third step is to analyze the brand characteristics of competitors, that is, through the brand pyramid model, brand outline model, brand value chain model, etc., to sort out the connotation, image, value, positioning, identification and other elements of the competitor's brand.

The fourth step is to evaluate the brand effect of competitors, that is, through the brand asset evaluation model, brand loyalty model, brand resonance model, etc., to measure the competitor's brand awareness, preference, loyalty, resonance and other indicators.

The fifth step is to compare the brand differences of competitors, that is, to show the similarities and differences of competitors' brands in different dimensions through brand status maps, brand personality maps, brand association maps, etc.

The sixth step is to summarize the brand strengths and weaknesses of competitors, that is, through brand SWOT analysis, brand GAP analysis, brand VRIO analysis, etc., to summarize the strengths and weaknesses of competitors' brands, as well as the opportunities and threats of their own brands.

Brand Level Cases 3. Competitor Research

In order to better illustrate the application of the brand level analysis method of competitor research, this paper will be combined with the competitor research case provided by Shangpu Consulting Company for an automobile brand.

The car brand is a well-known domestic independent brand, mainly producing mid-to-high-end cars and SUVs. Its brand is positioned in the mid-to-high-end market, and its brand concept is "innovation, quality, and service". The car brand is facing fierce competition from home and abroad, especially its joint venture brands and imported brands of the same level, such as Audi, BMW, Mercedes-Benz, Volvo, etc. In order to enhance the competitiveness of its own brand, the car brand commissioned Shangpu Consulting to conduct a competitor survey.

According to the needs of the car brand, Shangpu Consulting adopted a brand-level competitor research method to conduct a comprehensive analysis and evaluation of the brands of its main competitors in the mid-to-high-end car and SUV markets. The specific steps and results are as follows:

The first step is to determine the brand range of competitors. Through market research and data analysis, Shangpu Consulting has selected the four most competitive brands with the car brand in the mid-to-high-end car and SUV market as competitors, namely Audi, BMW, Mercedes-Benz and Volvo.

The second step is to collect the brand information of competitors. Through various channels, such as official website, social media, advertising, word-of-mouth, reports, etc., Shangpu Consulting has obtained relevant data and content of competitors' brands, including brand history, vision, mission, values, logo, slogan, products, Services, marketing activities, customer feedback, etc.

The third step is to analyze the brand characteristics of competitors. Through the brand pyramid model, Shangpu Consulting combed the connotation, image, value, positioning, identification and other elements of the competitor's brand, as shown in the following table:

Table

brand brand connotation brand image brand value brand positioning brand identity

Audi is enterprising, innovative, leading high-end, luxury, sports quality, technology, safety. Luxury sports car for successful people. Fourth ring logo, Vorsprung durch Technik

BMW passion, driving, enjoying elegance, refinement, dynamic performance, design, comfort, high quality car blue and white logo for people who pursue driving pleasure, The Ultimate Driving Machine

Mercedes-Benz Distinguished, Classic, Outstanding Noble, Elegant, Stable Quality, Reputation, Innovation Top Car Trident Star Logo for People Pursuing Perfect Life, The best or nothing

Volvo safety, environmental protection, human nature, simplicity, practicality, high efficiency, reliability, energy saving, comfort, smart car iron logo for people who care about safety and environmental protection, For life

The fourth step is to evaluate the brand effect of competitors. Through the brand asset evaluation model, Shangpu Consulting measures the recognition, preference, loyalty, resonance and other indicators of competitors' brands, as shown in the following table:

Table

brand brand awareness brand preference brand loyalty brand resonance

Audi High Middle

BMW Tall Tall Tall

Mercedes high high

Volvo medium to low

The fifth step is to compare the brand differences of competitors. Through the brand status map, Shangpu Consulting shows the similarities and differences of competitors' brands in the two dimensions of price and quality.

The sixth step is to summarize the brand advantages and disadvantages of competitors. Through brand SWOT analysis, Shangpu Consulting summarizes the strengths and weaknesses of competitors' brands, as well as the opportunities and threats of their own brands, as shown in the following table:

Table

brand brand advantage brand disadvantage brand opportunity brand threat

Audi has leading technology, diverse products, high market share, single image, insufficient innovation, poor reputation, new energy vehicles, young consumers, challenges from competitors such as BMW, Mercedes-Benz, and Volvo in emerging markets, policy changes, and changes in consumer demand

BMW has excellent performance, exquisite design, high brand loyalty, high price, poor service, low market coverage, new energy vehicles, high-end consumers, challenges from competitors such as Audi, Mercedes-Benz, and Volvo in emerging markets, policy changes, and changes in consumer demand

Mercedes-Benz has excellent quality, outstanding reputation, high brand resonance, high price, aging products, low market coverage, new energy vehicles, high-end consumers, challenges from competitors such as Audi, BMW, and Volvo in emerging markets, policy changes, and changes in consumer demand

Volvo is safe and reliable, environmentally friendly and energy-saving, humanized design image is flat, product is single, brand influence is low, new energy vehicles, environmentally friendly consumers, challenges from competitors such as Audi, BMW, and Mercedes-Benz in emerging markets, policy changes, and changes in consumer demand

Through the above competitor research, Champ Consulting made the following recommendations for the car brand:

The automobile brand should adhere to its own brand concept, highlight its own brand characteristics, enhance its own brand image and value, and enhance its own brand influence and loyalty.

The car brand should strengthen its own brand innovation, develop more new products and services that meet market demand and consumer preferences, and improve its brand competitiveness and market share.

The automobile brand should expand its own brand positioning, formulate different brand strategies for different market segments and target groups, and enhance its own brand differentiation and diversification.

The car brand should use its own brand advantages, seize opportunities such as new energy vehicles, young consumers, and emerging markets to enhance its brand growth and sustainability.