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竞争对手调研：如何做到有的放矢？

2024-07-18 15:51:20 来源：尚普咨询浏览量：0

Purpose of 1. Competitor Research

竞争对手调研的目的是为了回答以下四个问题：

谁是我们的竞争对手？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，即可能进入我们的市场的企业。竞争对手的识别需要考虑市场的规模、分割、增长、趋势、需求、供给等因素，以及竞争对手的资源、能力、目标、战略等因素。

我们的竞争对手在做什么？竞争对手的行为包括他们的产品或服务的特征、价格、质量、渠道、促销、创新、研发、投资、收购、合作、扩张等方面。竞争对手的行为反映了他们的战略选择和执行，以及他们的优势和劣势。

我们的竞争对手会做什么？竞争对手的未来动向是基于他们的历史行为、当前状况和未来目标的推测，它涉及到他们的战略意图、动机、假设、信念、期望、偏好等方面。竞争对手的未来动向影响了我们的市场机会和威胁。

我们应该怎样应对我们的竞争对手？竞争对手调研的最终目的是为了制定有效的竞争策略，即如何利用我们的优势和竞争对手的劣势，如何避免我们的劣势和竞争对手的优势，如何创造和维持我们的竞争优势，如何应对竞争对手的现有和潜在的威胁，如何抓住竞争对手的现有和潜在的机会，如何与竞争对手合作或竞争，如何影响竞争对手的行为和预期等。

二、竞争对手调研的方法

There are several main methods of competitor research:

公开信息分析：公开信息分析是利用竞争对手公开发布的信息，如年报、财报、网站、新闻、广告、招聘、专利、商标等，来了解竞争对手的基本情况、财务状况、市场状况、产品状况、技术状况、组织结构、人力资源、战略规划等。公开信息分析的优点是信息来源广泛、容易获取、成本低廉、合法合规，缺点是信息可能不完整、不准确、不及时、不一致、有偏见。

市场调查：市场调查是利用问卷、访谈、观察、实验等方式，向竞争对手的客户、供应商、分销商、合作伙伴、员工、前员工、行业专家、行业协会、政府机构等相关人士收集信息，来了解竞争对手的市场需求、市场份额、市场满意度、市场忠诚度、市场渗透率、市场增长率、市场竞争力等。市场调查的优点是信息更直接、更真实、更深入、更有价值，缺点是信息获取困难、耗时耗力、成本高昂、存在道德和法律风险。

情报分析：情报分析是利用各种分析工具和技术，如SWOT分析、波特五力分析、价值链分析、核心竞争力分析、战略群分析、竞争态势分析、竞争预警分析等，对竞争对手的信息进行整理、归纳、分析、评价、预测，从而得出竞争对手的战略意图、战略选择、战略执行、战略效果等。情报分析的优点是信息更系统、更全面、更深刻、更有洞察力，缺点是信息可能存在误差、偏差、不确定性、不稳定性。

三、竞争对手调研的步骤

竞争对手调研的步骤一般包括以下几个阶段：

确定调研目标：确定调研目标是指明确调研的主题、范围、内容、要求、期限等，以便制定调研计划和分配调研资源。调研目标应该具有可行性、可测量性、相关性、明确性、时效性等特征。

识别竞争对手：识别竞争对手是指根据市场的规模、分割、增长、趋势、需求、供给等因素，以及竞争对手的资源、能力、目标、战略等因素，确定竞争对手的类型、数量、特征、优劣势等，以便选择调研对象和确定调研重点。竞争对手的识别应该考虑竞争对手的动态性、多样性、复杂性、不确定性等特征。

收集竞争对手信息：收集竞争对手信息是指利用公开信息分析、市场调查等方法，从竞争对手的客户、供应商、分销商、合作伙伴、员工、前员工、行业专家、行业协会、政府机构等相关人士获取竞争对手的信息，包括竞争对手的基本情况、财务状况、市场状况、产品状况、技术状况、组织结构、人力资源、战略规划等。收集竞争对手信息应该注意信息的有效性、准确性、及时性、一致性、完整性等特征。

分析竞争对手信息：分析竞争对手信息是指利用情报分析等工具和技术，对竞争对手的信息进行整理、归纳、分析、评价、预测，从而得出竞争对手的战略意图、战略选择、战略执行、战略效果等。分析竞争对手信息应该注意信息的系统性、全面性、深刻性、洞察力等特征。

制定竞争策略：制定竞争策略是指根据竞争对手信息分析的结果，结合自身的资源、能力、目标、战略等，确定竞争策略的目标、内容、方式、步骤、措施等，以便实现竞争优势和竞争成功。制定竞争策略应该注意竞争策略的可行性、有效性、灵活性、创新性等特征。

执行竞争策略：执行竞争策略是指按照竞争策略的要求，组织、协调、指导、监督、评估竞争策略的实施，以及根据竞争环境的变化，及时调整竞争策略的内容和方式。执行竞争策略应该注意竞争策略的一致性、协同性、持续性、改进性等特征。

四、竞争对手调研的案例

为了更好地说明竞争对手调研的实际应用和价值，本文将结合尚普咨询服务客户的具体案例，展示竞争对手调研的过程和结果。

案例一：某汽车制造商的竞争对手调研

某汽车制造商是一家国际知名的高端汽车品牌，其产品以高性能、高品质、高安全性、高环保性等特点受到消费者的青睐。该汽车制造商的主要竞争对手是其他高端汽车品牌，如奔驰、宝马、奥迪、沃尔沃等。该汽车制造商委托尚普咨询进行竞争对手调研，以了解竞争对手的战略意图和行动，预测竞争对手的未来动向，从而制定有效的竞争策略。

尚普咨询根据该汽车制造商的调研目标，采用了以下方法和步骤进行竞争对手调研：

确定调研目标：尚普咨询与该汽车制造商沟通，明确了调研的主题、范围、内容、要求、期限等。调研的主题是竞争对手的战略意图和行动，调研的范围是其他高端汽车品牌，调研的内容是竞争对手的产品、价格、渠道、促销、创新、研发、投资、收购、合作、扩张等方面，调研的要求是提供竞争对手的信息分析和竞争策略建议，调研的期限是三个月。

识别竞争对手：尚普咨询根据市场的规模、分割、增长、趋势、需求、供给等因素，以及竞争对手的资源、能力、目标、战略等因素，确定了竞争对手的类型、数量、特征、优劣势等。竞争对手的类型是直接竞争对手，竞争对手的数量是四家，竞争对手的特征是各自有自己的品牌定位、目标市场、产品特色、技术优势、市场策略等，竞争对手的优劣势是各有千秋，有的在产品性能上领先，有的在品牌形象上突出，有的在市场渠道上广泛，有的在创新能力上强大等。

收集竞争对手信息：尚普咨询利用公开信息分析和市场调查的方法，从竞争对手的客户、供应商、分销商、合作伙伴、员工、前员工、行业专家、行业协会、政府机构等相关人士获取竞争对手的信息，包括竞争对手的基本情况、财务状况、市场状况、产品状况、技术状况、组织结构、人力资源、战略规划等。尚普咨询注意信息的有效性、准确性、及时性、一致性、完整性等特征，对信息进行筛选、验证、整合、存储等处理。

分析竞争对手信息：尚普咨询利用情报分析的工具和技术，对竞争对手的信息进行整理、归纳、分析、评价、预测，从而得出竞争对手的战略意图、战略选择、战略执行、战略效果等。尚普咨询注意信息的系统性、全面性、深刻性、洞察力等特征，对信息进行归类、比较、评估、推断等操作。

制定竞争策略：尚普咨询根据竞争对手信息分析的结果，结合该汽车制造商的资源、能力、目标、战略等，确定了竞争策略的目标、内容、方式、步骤、措施等，以便实现竞争优势和竞争成功。尚普咨询注意竞争策略的可行性、有效性、灵活性、创新性等特征，对竞争策略进行设计、规划、优化等工作。

尚普咨询的竞争对手调研的结果如下：

竞争对手的战略意图：受到他们的历史背景、当前状况和未来目标的影响，他们的战略意图也有所差异，有的更注重品牌形象的提升，有的更注重产品创新的领先，有的更注重市场渠道的拓展，有的更注重合作伙伴的建立等。

竞争对手的战略选择：尚普咨询发现，竞争对手的战略选择是根据自己的资源、能力、优势、劣势等，选择不同的竞争策略，如产品差异化、成本领先、市场集中、市场细分、市场开发、产品开发、多元化等。竞争对手的战略选择也有所侧重，有的更重视产品的质量和性能，有的更重视产品的设计和风格，有的更重视产品的价格和利润，有的更重视产品的服务和体验等。

竞争对手的战略执行：尚普咨询发现，竞争对手的战略执行是根据自己的战略选择，采取不同的行动，如产品的研发、生产、销售、推广、创新等，渠道的建立、管理、扩张、优化等，促销的策划、实施、评估、改进等，投资的决策、执行、监督、收益等，收购的选择、谈判、整合、协同等，合作的寻找、建立、维护、深化等，扩张的方向、方式、速度、规模等。竞争对手的战略执行也有所不同，有的更注重效率和效果，有的更注重创新和变革，有的更注重稳定和持续，有的更注重协作和共赢等。

竞争对手的战略效果：尚普咨询发现，竞争对手的战略效果是根据自己的战略执行，产生不同的结果，如市场份额、市场满意度、市场忠诚度、市场渗透率、市场增长率、市场竞争力等，财务收入、财务成本、财务利润、财务回报、财务风险等，品牌知名度、品牌形象、品牌口碑、品牌忠诚度、品牌价值等，技术水平、技术创新、技术专利、技术转化、技术竞争力等，组织结构、组织文化、组织氛围、组织效率、组织效能等，人力资源、人才培养、人才激励、人才留存、人才竞争力等。竞争对手的战略效果也有所优劣，有的在某些方面表现突出，有的在某些方面表现欠佳，有的在各方面表现平均，有的在各方面表现不稳定等。

竞争策略的建议：尚普咨询根据竞争对手的战略意图、战略选择、战略执行、战略效果等，结合该汽车制造商的资源、能力、目标、战略等，提出了以下竞争策略的建议：

坚持自身的品牌定位和产品特色：该汽车制造商的品牌定位是高端汽车，其产品特色是高性能、高品质、高安全性、高环保性等，这是该汽车制造商的核心竞争力，也是其在市场中的独特价值。该汽车制造商应该坚持自身的品牌定位和产品特色，不要随意改变或放弃，以免损害自身的品牌形象和市场地位，也不要盲目追随或模仿竞争对手的品牌定位和产品特色，以免失去自身的差异化优势和市场认同。

加强自身的产品创新和技术研发：该汽车制造商的产品创新和技术研发是保持和提升自身的产品特色和竞争优势的重要手段，也是应对市场变化和竞争对手威胁的有效途径。该汽车制造商应该加强自身的产品创新和技术研发，不断推出符合市场需求和消费者喜好的新产品，不断提升产品的性能、品质、安全性、环保性等，不断掌握和运用先进的技术和专利，不断增加自身的技术壁垒和技术竞争力。

拓展自身的市场渠道和合作伙伴：该汽车制造商的市场渠道和合作伙伴是扩大和巩固自身的市场份额和利润率的重要途径，也是寻求新的增长点和竞争优势的有效方式。该汽车制造商应该拓展自身的市场渠道和合作伙伴，不断开拓和进入新的市场和区域，不断建立和管理自身的销售网络和服务体系，不断寻找和建立与其他汽车品牌、汽车零部件供应商、汽车金融机构、汽车媒体机构等的合作关系，不断增加自身的市场覆盖率和市场影响力。

灵活调整自身的价格策略和促销策略：该汽车制造商的价格策略和促销策略是影响和吸引消费者购买决策的重要因素，也是应对市场竞争和竞争对手行动的有效手段。该汽车制造商应该灵活调整自身的价格策略和促销策略，根据市场的供求状况、消费者的购买能力和购买意愿、竞争对手的价格行为和促销行为等，合理制定和调整自身的产品价格和利润率，合理策划和实施自身的产品促销和品牌推广，合理平衡自身的市场份额和利润率。

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