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企业常用的竞争对手调研方法及类型

2024-07-18 15:51:10  来源:尚普咨询  浏览量:0

Purpose of 1. Competitor Research

竞争对手调研的目的主要有以下几点:

了解自身企业在市场中的定位和竞争力,找出自身的优势和劣势,明确自身的发展方向和目标。

了解竞争对手的基本情况,如规模、产品、服务、价格、渠道、营销、财务等,评估竞争对手的实力和战略,预测竞争对手的动向和变化。

了解市场的整体状况,如需求、供给、趋势、机会、威胁等,把握市场的发展规律和变化趋势,寻找市场的切入点和增长点。

为自身企业制定合理的战略决策提供依据和参考,如产品开发、市场拓展、价格策略、营销策略、合作伙伴等,提高自身企业的竞争优势和市场份额。

二、竞争对手调研的方法

There are several main methods of competitor research:

桌面研究法:通过收集和分析公开的信息来源,如官方网站、社交媒体、新闻报道、行业报告、财务报表等,获取竞争对手的一手或二手信息。

实地考察法:通过亲自或委托第三方到竞争对手的经营场所、生产基地、销售网点等进行实地考察,观察和记录竞争对手的经营状况、产品质量、服务水平等。

访谈调查法:通过与竞争对手的员工、客户、供应商、合作伙伴等相关人员进行访谈或问卷调查,了解竞争对手的内部情况、客户满意度、供应链管理、合作关系等。

试用体验法:通过以消费者的身份购买或使用竞争对手的产品或服务,体验竞争对手的产品功能、服务质量、售后支持等,评价竞争对手的优劣势和改进空间。

三、竞争对手调研的类型

根据竞争对手的不同特征,竞争对手调研可以分为以下五种类型:

直接竞争对手调研:指针对与自身企业提供相同或类似的产品或服务,面向相同或相似的市场和客户群的竞争对手进行的调研,如尚普咨询公司的直接竞争对手有华盛顿咨询、麦肯锡咨询等。

间接竞争对手调研:指针对与自身企业提供不同但可替代的产品或服务,满足相同或相似的客户需求的竞争对手进行的调研,如尚普咨询公司的间接竞争对手有普华永道、德勤等。

潜在竞争对手调研:指针对目前还没有进入自身企业所处的市场或领域,但有可能在未来进入的竞争对手进行的调研,如尚普咨询公司的潜在竞争对手有阿里巴巴、腾讯等。

现有客户竞争对手调研:指针对自身企业的现有客户,由于自身的能力或资源,有可能成为自身企业的竞争对手的情况进行的调研,如尚普咨询公司的现有客户竞争对手有某些大型企业的内部咨询部门等。

新兴客户竞争对手调研:指针对自身企业的潜在客户,由于市场的变化或创新的出现,有可能成为自身企业的竞争对手的情况进行的调研,如尚普咨询公司的新兴客户竞争对手有某些创业公司或新兴行业的领军企业等。

四、尚普咨询公司的竞争对手调研案例

尚普咨询公司是一家专业提供行业研究、市场调研、投融资咨询、IPO上市咨询等服务的咨询机构,拥有丰富的专业经验和客户资源,是中国最具领导力和权威性的独立第三方行研与投融资咨询机构之一。为了更好地了解自身在市场中的竞争环境和优势,尚普咨询公司对其主要的直接竞争对手进行了竞争对手调研,以下是调研的部分内容和结果:

1. 华盛顿咨询公司

基本情况:华盛顿咨询公司是一家国际知名的综合性咨询机构,成立于1963年,总部位于美国波士顿,业务涵盖战略咨询、组织变革、数字化转型、人力资源管理、市场营销等领域,服务客户遍及全球各个行业和地区,是全球最大的咨询公司之一。

竞争优势:华盛顿咨询公司的竞争优势主要体现在以下几个方面:

品牌影响力:华盛顿咨询公司是全球知名的咨询品牌,拥有良好的声誉和口碑,享有行业的领导地位和权威性,能够吸引和留住优秀的人才和客户。

业务范围:华盛顿咨询公司的业务涵盖了各个行业和领域,能够为客户提供全方位的咨询服务,满足客户的多样化和个性化的需求,形成了强大的综合竞争力。

服务质量:华盛顿咨询公司的服务质量得益于其严格的项目管理、高效的团队协作、创新的方法论、丰富的案例库等,能够为客户提供高质量的咨询成果和解决方案,帮助客户实现业绩提升和价值创造。

全球网络:华盛顿咨询公司的全球网络覆盖了六大洲的60多个国家和地区,拥有超过100个办公室和近2万名员工,能够为客户提供跨国和跨文化的咨询服务,把握全球的市场机会和发展趋势。

竞争劣势:华盛顿咨询公司的竞争劣势主要体现在以下几个方面:

价格策略:华盛顿咨询公司的价格策略是以高端定价为主,反映了其高品质和高附加值的服务,但也限制了其在中低端市场的拓展空间,使其难以适应市场的多元化和分化的需求。

人才流失:华盛顿咨询公司的人才流失率较高,主要原因是其高压和高强度的工作环境,以及其内部的竞争和晋升机制,导致了一些优秀的咨询师的离职和跳槽,影响了其人才的稳定性和持续性。

本土化:华盛顿咨询公司的本土化程度较低,主要原因是其以美国为中心的全球化战略,以及其对本地市场和文化的不够深入的了解和适应,导致了其在一些新兴市场和发展中国家的竞争力的不足和损失。

2. 麦肯锡咨询公司

基本情况:麦肯锡咨询公司是一家国际知名的战略咨询机构,成立于1926年,总部位于美国纽约,业务涵盖战略咨询、组织变革、运营管理、风险管理、数字化转型等领域,服务客户遍及全球各个行业和地区,是全球最古老和最有影响力的咨询公司之一。

竞争优势:麦肯锡咨询公司的竞争优势主要体现在以下几个方面:

战略思维:麦肯锡咨询公司的战略思维是其核心竞争力,体现了其对客户问题的深刻洞察和解决方案的创造性,以及其对行业和市场的前瞻性和领导性,能够为客户提供有影响力和有价值的战略建议和指导。

人才培养:麦肯锡咨询公司的人才培养是其另一个核心竞争力,体现了其对人才的重视和投入,以及其对人才的选拔和培训的严格和高效,能够为客户提供优秀和专业的咨询团队和服务。

知识管理:麦肯锡咨询公司的知识管理是其重要的竞争力,体现了其对知识的积累和分享,以及其对知识的创新和应用,能够为客户提供丰富和实用的知识资源和工具。

社会责任:麦肯锡咨询公司的社会责任是其独特的竞争力,体现了其对社会的关注和贡献,以及其对社会问题的解决和改善,能够为客户提供有意义和有影响力的社会价值和公益项目。

竞争劣势:麦肯锡咨询公司的竞争劣势主要体现在以下几个方面:

服务范围:麦肯锡咨询公司的服务范围相对较窄,主要集中在战略咨询领域,而在其他领域如运营管理、风险管理、数字化转型等方面相对较弱,使其难以满足客户的全面和综合的咨询需求。

服务执行:麦肯锡咨询公司的服务执行相对较弱,主要原因是其过于依赖其战略思维和知识管理的优势,而忽视了其服务的可操作性和可实施性,导致了其在服务的执行和落地方面的不足和缺失。

服务风险:麦肯锡咨询公司的服务风险相对较高,主要原因是其服务的敏感性和复杂性,以及其服务的影响力和关注度,导致了其在服务的过程和结果中可能面临的法律、道德、声誉等方面的风险和挑战。




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