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竞争对手调研的实战指南，让你从理论到实践

2024-07-18 15:51:16 来源：尚普咨询浏览量：0

一、竞争对手调研的概念和意义

竞争对手调研，又称竞争分析，是指企业对其现有或潜在的竞争对手的战略，能力，优势，劣势，动态，趋势等方面进行系统的收集，分析，评估和预测的过程。竞争对手调研的目的是为了帮助企业了解自己在市场中的相对位置，发现自己的竞争优势和劣势，制定有效的竞争策略，应对竞争对手的威胁，抓住竞争对手的机会，提升自身的竞争力。

The significance of competitor research is mainly reflected in the following aspects:

帮助企业识别和界定竞争对手。竞争对手不仅包括直接竞争对手，即提供相同或类似产品或服务的企业，还包括间接竞争对手，即提供替代产品或服务的企业，以及潜在竞争对手，即有可能进入市场的企业。通过竞争对手调研，企业可以清楚地知道自己面临的竞争对手有哪些，以及他们的规模，地位，特点，优势，劣势等，从而有针对性地制定竞争策略。

帮助企业了解竞争环境。竞争环境是指影响企业和竞争对手之间竞争关系的各种因素，包括行业结构，市场需求，客户偏好，政策法规，技术变革，社会文化等。通过竞争对手调研，企业可以掌握竞争环境的变化，预测竞争对手的行为，发现竞争对手的弱点，抢占竞争先机，避免竞争陷阱，适应竞争变化。

帮助企业发现和提升竞争优势。竞争优势是指企业相对于竞争对手在某一方面或多个方面具有的优越性，使其能够获得更高的市场份额，利润率，品牌知名度，客户忠诚度等。通过竞争对手调研，企业可以比较自己和竞争对手的优势和劣势，找出自己的核心竞争力，突出自己的差异化优势，增强自己的竞争力。

帮助企业制定和实施竞争策略。竞争策略是指企业为了在竞争中取得优势而采取的一系列行动或措施，包括产品策略，价格策略，促销策略，渠道策略，服务策略等。通过竞争对手调研，企业可以根据自己和竞争对手的优势和劣势，以及竞争环境的变化，选择适合自己的竞争策略，如攻击策略，防御策略，跟随策略，绕开策略等，从而实现竞争目标。

Methods and procedures for 2. competitor research

There are several main methods of competitor research:

桌面研究法。桌面研究法是指利用已有的公开信息，如竞争对手的官方网站，年报，新闻，广告，社交媒体，行业报告，市场调查，专利，论文等，进行竞争对手的分析和评估。桌面研究法的优点是信息来源广泛，获取成本低，操作简单，适用于初步了解竞争对手的基本情况。桌面研究法的缺点是信息可能不完整，不准确，不及时，不深入，需要进行筛选，验证，整合和解读。

实地考察法。实地考察法是指通过亲自或委托第三方到竞争对手的经营场所，如工厂，仓库，门店，展厅等，进行观察，体验，询问，拍照，录像等，获取竞争对手的第一手信息。实地考察法的优点是信息直观，真实，具体，深入，适用于了解竞争对手的产品，服务，流程，设备，人员等方面的情况。实地考察法的缺点是信息获取难度大，成本高，风险高，可能引起竞争对手的反感，甚至引发法律纠纷。

顾客访谈法。顾客访谈法是指通过对竞争对手的现有或潜在的顾客进行访谈，问卷，电话，邮件，网络等方式，了解他们对竞争对手的产品，服务，价格，品牌，满意度，忠诚度，转换意愿等方面的看法和感受。顾客访谈法的优点是信息反映了市场的真实需求，偏好，趋势，适用于了解竞争对手的市场表现，竞争优势，竞争劣势等方面的情况。顾客访谈法的缺点是信息可能受到顾客的主观性，偏见，记忆，诚实度等因素的影响，需要进行筛选，加权，分析和解释。

供应商访谈法。供应商访谈法是指通过对竞争对手的供应商，分销商，合作伙伴，代理商等进行访谈，问卷，电话，邮件，网络等方式，了解他们对竞争对手的产品，服务，价格，质量，信誉，合作关系等方面的看法和感受。供应商访谈法的优点是信息反映了竞争对手的供应链，渠道，网络，资源等方面的情况，适用于了解竞争对手的运营能力，成本结构，利润水平，风险控制等方面的情况。供应商访谈法的缺点是信息可能受到供应商的利益，忠诚度，保密性等因素的影响，需要进行筛选，验证，分析和解释。

员工访谈法。员工访谈法是指通过对竞争对手的现有或前任的员工进行访谈，问卷，电话，邮件，网络等方式，了解他们对竞争对手的战略，组织，文化，人力，创新，管理等方面的看法和感受。员工访谈法的优点是信息反映了竞争对手的内部情况，适用于了解竞争对手的战略方向，组织结构，文化氛围，人才储备，创新能力，管理水平等方面的情况。员工访谈法的缺点是信息可能受到员工的态度，动机，诚实度，保密性等因素的影响，需要进行筛选，验证，分析和解释。

竞争对手调研的步骤主要有以下几个：

确定竞争对手调研的目标和范围。竞争对手调研的目标是指企业希望通过竞争对手调研得到的结果，如了解竞争对手的战略，优势，劣势，动态，趋势等。竞争对手调研的范围是指企业需要调研的竞争对手的数量，类型，层次，区域等。确定竞争对手调研的目标和范围可以帮助企业明确竞争对手调研的方向，重点，深度，广度，避免盲目，浪费，重复的竞争对手调研。

选择竞争对手调研的方法和工具。竞争对手调研的方法和工具是指企业用于收集，分析，评估，预测竞争对手信息的手段，如桌面研究法，实地考察法，顾客访谈法，供应商访谈法，员工访谈法等。选择竞争对手调研的方法和工具可以帮助企业有效地获取竞争对手信息，提高竞争对手调研的效率，质量，可靠性，有效性。选择竞争对手调研的方法和工具时，需要考虑竞争对手调研的目标，范围，成本，时间，风险等因素，综合运用多种方法和工具，进行交叉验证，互补补充。

收集竞争对手信息。收集竞争对手信息是指根据竞争对手调研的目标，范围，方法，工具，从各种渠道，途径，形式，获取竞争对手的相关信息，如竞争对手的战略，能力，优势，劣势，动态，趋势等。收集竞争对手信息是竞争对手调研的核心环节，需要注意以下几点：一是要收集全面，准确，及时，深入的竞争对手信息，避免遗漏，误导，过时，肤浅的竞争对手信息；二是要收集合法，合规，合理的竞争对手信息，避免违法，违规，不道德的竞争对手信息；三是要收集有用，有价值，有意义的竞争对手信息，避免无用，无价值，无意义的竞争对手信息。

分析竞争对手信息。分析竞争对手信息是指根据竞争对手调研的目标，范围，方法，工具，对收集到的竞争对手信息进行整理，归类，筛选，加权，比较，评估，预测等，得出竞争对手的特点，优势，劣势，动态，趋势等。分析竞争对手信息是竞争对手调研的关键环节，需要注意以下几点：一是要分析客观，公正，科学的竞争对手信息，避免主观，偏见，武断的竞争对手信息；二是要分析系统，全面，深入的竞争对手信息，避免零散，片面，浅显的竞争对手信息；三是要分析有依据，有逻辑，有Conclusion的竞争对手信息，避免无依据，无逻辑，无Conclusion的竞争对手信息。

制定竞争对手策略。制定竞争对手策略是指根据竞争对手信息的分析结果，结合自身的情况，确定自己在市场中的相对位置，发现自己的竞争优势和劣势，选择适合自己的竞争策略，如攻击策略，防御策略，跟随策略，绕开策略等，制定具体的行动计划，如产品策略，价格策略，促销策略，渠道策略，服务策略等。制定竞争对手策略是竞争对手调研的目的和结果，需要注意以下几点：一是要制定符合自身目标，能力，资源的竞争对手策略，避免制定不切实际，不可行，不可持续的竞争对手策略；二是要制定针对不同竞争对手，不同市场，不同时期的竞争对手策略，避免制定一刀切，一成不变，一概而论的竞争对手策略；三是要制定灵活，创新，主动的竞争对手策略，避免制定制定灵活，创新，主动的竞争对手策略，避免制定僵化，模仿，被动的竞争对手策略。

实施和监控竞争对手策略。实施和监控竞争对手策略是指根据制定的竞争对手策略，采取相应的行动或措施，如推出新产品，降低价格，增加促销，扩大渠道，提高服务等，同时，持续收集，分析，评估竞争对手的反应，动态，趋势等，及时调整竞争对手策略，以适应竞争环境的变化，实现竞争目标。实施和监控竞争对手策略是竞争对手调研的延续和完善，需要注意以下几点：一是要实施快速，准确，有效的竞争对手策略，避免实施迟缓，错误，无效的竞争对手策略；二是要监控全面，及时，深入的竞争对手信息，避免监控不全，滞后，肤浅的竞争对手信息；三是要调整灵活，创新，主动的竞争对手策略，避免调整僵化，模仿，被动的竞争对手策略。

Case Study of 3. Competitor Research

为了更好地说明竞争对手调研的方法和步骤，本文选取了尚普咨询在为某家汽车企业提供竞争对手调研服务的过程中的一个案例进行分析。该汽车企业是一家国内知名的自主品牌汽车生产商，主要生产中低端的轿车，SUV，MPV等，市场份额稳居国内前五。该汽车企业希望通过竞争对手调研，了解其在国内市场的主要竞争对手的战略，能力，优势，劣势，动态，趋势等，从而制定有效的竞争策略，提升自身的竞争力。

尚普咨询为该汽车企业提供了以下的竞争对手调研服务：

确定竞争对手调研的目标和范围。尚普咨询与该汽车企业进行了深入的沟通，了解了其竞争对手调研的目的，需求，期望等，确定了竞争对手调研的目标是了解其在国内市场的主要竞争对手的战略，能力，优势，劣势，动态，趋势等，确定了竞争对手调研的范围是国内市场的前十大汽车生产商，包括自主品牌和合资品牌，涵盖轿车，SUV，MPV等多个细分市场。

选择竞争对手调研的方法和工具。尚普咨询根据竞争对手调研的目标，范围，成本，时间，风险等因素，选择了桌面研究法，顾客访谈法，供应商访谈法，员工访谈法等多种方法和工具，进行竞争对手信息的收集，分析，评估，预测等。尚普咨询利用了其丰富的行业数据库，专业的分析模型，熟练的访谈技巧，广泛的人脉网络等，为该汽车企业提供了高效，高质，高效的竞争对手调研服务。

收集竞争对手信息。尚普咨询通过桌面研究法，收集了国内市场的前十大汽车生产商的基本信息，如公司简介，产品线，销量，市场份额，财务状况，品牌形象，研发投入，技术水平，专利数量，奖项荣誉等。通过顾客访谈法，收集了国内市场的前十大汽车生产商的顾客信息，如顾客特征，需求，偏好，满意度，忠诚度，转换意愿等。通过供应商访谈法，收集了国内市场的前十大汽车生产商的供应链信息，如供应商特征，合作关系，价格，质量，信誉，风险等。通过员工访谈法，收集了国内市场的前十大汽车生产商的内部信息，如战略方向，组织结构，文化氛围，人才储备，创新能力，管理水平等。

分析竞争对手信息。尚普咨询通过整理，归类，筛选，加权，比较，评估，预测等方法，对收集到的竞争对手信息进行了深入的分析，得出了国内市场的前十大汽车生产商的特点，优势，劣势，动态，趋势等。尚普咨询运用了波特五力模型，SWOT分析，PEST分析，价值链分析，VRIO分析，BCG矩阵，安索夫矩阵等多种分析模型，对竞争对手的竞争力，竞争策略，竞争优势，竞争劣势，竞争威胁，竞争机会等进行了系统，全面，深入的分析，为该汽车企业提供了客观，公正，科学的竞争对手信息分析结果。

制定竞争对手策略。尚普咨询根据竞争对手信息的分析结果，结合该汽车企业的自身情况，为其制定了针对不同竞争对手，不同市场，不同时期的竞争策略，如攻击策略，防御策略，跟随策略，绕开策略等，以及具体的行动计划，如产品策略，价格策略，促销策略，渠道策略，服务策略等。尚普咨询利用了其丰富的行业经验，专业的策略知识，创新的思维方式，为该汽车企业提供了符合其目标，能力，资源的竞争对手策略，以及灵活，创新，主动的竞争对手策略，为其提升自身的竞争力提供了有力的支持。

实施和监控竞争对手策略。尚普咨询在为该汽车企业制定了竞争对手策略后，还为其提供了实施和监控竞争对手策略的服务，包括协助该汽车企业采取相应的行动或措施，如推出新产品，降低价格，增加促销，扩大渠道，提高服务等，以及持续收集，分析，评估竞争对手的反应，动态，趋势等，及时调整竞争对手策略，以适应竞争环境的变化，实现竞争目标。尚普咨询利用了其丰富的行业资源，专业的执行能力，敏锐的市场洞察，为该汽车企业提供了快速，准确，有效的竞争对手策略实施和监控服务，为其保障竞争对手策略的执行效果，提升竞争对手策略的适应性，优化竞争对手策略的绩效。

以上就是尚普咨询为某家汽车企业提供的竞争对手调研服务的一个案例分析，希望能够为你提供一些参考和启发。如果你对尚普咨询的竞争对手调研服务感兴趣，欢迎联系我们，我们将为你提供专业，定制，高效的竞争对手调研服务，帮助你提升自身的竞争力。

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In the field of consulting, Champ Consulting can also provide you with the following services:

Research Module	research content
Market research	Industry status	market capacity	Product Application	channel mode	Supply chain	market competition	Market Consulting
Competitor Research	Enterprise background	Enterprise Finance	Sales Data	Market Strategy	Production Equipment	Supply Procurement	Technology R & D
Competitor Research	warehousing logistics	channel construction	Human Resources	Enterprise Strategy
User Research	Consumer Survey	consumption behavior attitude	Publicity/Promotion	Product Service	Brand Research	consumer characteristics
User Research	satisfaction survey	Employee satisfaction	user satisfaction
Market Entry Advisory	Macro Industry Research	competitive enterprise research	Downstream User Research	Channel Research	Due Diligence	Return on Investment
Market Entry Advisory	Floor module	Landing implementation recommendations	Long-term cooperation
Business investment due diligence	Target industry market investment value due diligence	Industry Benchmarking Enterprise Research	Target Enterprise Credit Assessment Report	Project investment due diligence
industry planning	Market research	market access	development strategy	investment location	Acquisition and integration	IPO Fundraising
Credit Report	Basic information	Major Events	Production/Operation Network	enterprise scale	Operating strength	Financial strength	Legal risk
Credit Report	Future business prediction	Overall credit rating	cooperative risk warning
Brand/Sales Proof	Market Share Proof	Market Share Proof	Proof of brand strength	Industry Proof	Specialized new proof	Proof of sales strength	Proof of technological leadership
Brand/Sales Proof	National/Global Status Certificate

Service advantages

More than 20 years of focus on the Chinese market consulting, won the user recognition, user satisfaction reached more than 96%, the following is part of the user praise

Focus on production and research

15 Year

Champ Consulting has been established for 15 years.

48 Intellectual Property Rights

Independent methodology

80% of the information comes from first-hand research.
massive data

118 Billionth

Self-built database 11.8 billion

Covering 1978 industries in China

0.1 billion new data per year

Industry Big Data Platform
Research Team

118 +

Have a 300 team of professional consultants

Practical operation and management experience of top enterprises

88% of members have international PMP certificates
Intellectual Property

48 Item

Independent methodology

48 independent intellectual property rights

high-tech enterprise

Industry Big Data Platform

Customer Evaluation

More than 20 years of focus on the Chinese market consulting, won the user recognition, user satisfaction reached more than 96%, the following is part of the user praise