1. Competitor's Success

The success of competitors refers to the key factors for competitors to achieve excellent performance in the market, which reflects the core competitiveness and differentiation advantages of competitors. By analyzing the success of competitors, you can understand the strategic direction and priority areas of competitors, as well as the impact and attractiveness of competitors on the market. The success of competitors can be investigated from the following aspects:

Products and services: analyze the characteristics, functions, quality, cost performance, innovation degree, satisfaction, etc. of competitors' products and services, as well as the life cycle, combination, linearity, pricing and other strategies of competitors' products and services, and find out the advantages and disadvantages of competitors' products and services, as well as the differences and similarities with themselves.

Channel and distribution: analyze the type, quantity, coverage, efficiency, cost, partnership, etc. of competitors' channels and distribution, as well as the selection, management, incentive and other strategies of competitors' channels and distribution, and find out the advantages and disadvantages of competitors' channels and distribution, as well as the differences and similarities with themselves.

Marketing and promotion: analyze the objectives, content, form, frequency, input, effect, etc. of competitors' marketing and promotion, as well as the positioning, analysis, execution, evaluation and other strategies of competitors' marketing and promotion, and find out the advantages and disadvantages of competitors' marketing and promotion, as well as the differences and similarities with themselves.

Innovation and R & D: analyze the direction, themes, projects, achievements, patents, etc. of competitors' innovation and R & D, as well as the organization, process, resources, capabilities, culture and other strategies of competitors' innovation and R & D, and find out the advantages and disadvantages of competitors' innovation and R & D, as well as the differences and similarities with themselves.

Finance and performance: analyze the income, cost, profit, assets, liabilities, cash flow, etc. of the financial and performance of competitors, as well as the growth, stability, efficiency, risk, return and other indicators of the financial and performance of competitors, and find out the advantages and disadvantages of the financial and performance of competitors, as well as the differences and similarities with themselves.

For example, Champu Consulting conducted a competitor survey for an automaker and analyzed the success of its main competitors in the Chinese market. Through research, Champ Consulting found that the success of competitors mainly includes the following points:

Products and services: competitors' products and services have the characteristics of high high quality, high performance, high safety and high environmental protection, which meet the diversified needs and high-end preferences of consumers. The products and services of competitors also have a high degree of innovation, and constantly introduce new technologies, functions, designs, etc., which enhance the competitiveness and attractiveness of products and services.

Channels and distribution: The channels and distribution of competitors have the advantages of wide coverage, efficient operation mode, stable partners, etc., which can effectively deliver products and services to consumers. The channels and distribution of competitors also have high flexibility and adaptability, and can adjust the strategies and methods of channels and distribution in a timely manner according to market changes and consumer needs.

Marketing and promotion: the marketing and promotion of competitors have the characteristics of clear objectives, accurate content, various forms, continuous frequency, sufficient investment and remarkable effect, which can effectively enhance the brand's popularity, reputation and loyalty. The marketing and promotion of competitors are also highly creative and interactive, and can attract and influence consumers' attention, interest, desire, and action.

Innovation and R & D: Competitors' innovation and R & D have advantages such as forward-looking direction, important themes, multiple projects, rich achievements, and numerous patents, which can provide continuous technical support and value enhancement for products and services. Competitors' innovation and R & D also have good organization, process, resources, capabilities, culture and other conditions, which can ensure the quality and efficiency of innovation and R & D.

Financial and performance: Competitors' financial and performance are characterized by high revenues, low-cost profits, strong assets, healthy liabilities, and ample cash flow, reflecting their economic strength and market position. The financial and performance of competitors also has indicators such as stable growth, excellent efficiency, and low-risk returns, which show the performance and financial position of competitors.

Through the research on the success of competitors, Champ Consulting provides the following suggestions for customers:

Products and services: customers should improve the quality, performance, safety, environmental protection and other aspects of their products and services to meet the basic needs and expectations of consumers. Customers should also strengthen the innovation ability of their products and services, so as to launch products and services that are more in line with the personalized needs and high-end preferences of consumers, as well as more competitive and attractive technologies, functions and designs.

Channels and distribution: Customers should expand the coverage of their channels and distribution, improve the operational efficiency of their channels and distribution, and optimize their channels and distribution partnerships to increase their market share and penetration. Customers should also improve the flexibility and adaptability of their channels and distribution to adapt to market changes and consumer needs, and adjust their channels and distribution strategies and methods in a timely manner.

Marketing and promotion: Customers should be clear about their own marketing and promotion goals, accurate their own marketing and promotion content, diversify their own marketing and promotion forms, continue their own marketing and promotion frequency, and be sufficient for their own marketing and promotion. Invest, improve the effect of your own marketing and promotion, etc., to enhance your brand's popularity, reputation, loyalty, etc. Customers should also improve the creativity and interactivity of their marketing and promotion, so as to attract and influence consumers' attention, interests, desires, actions, etc.

Innovation and R & D: customers should look forward to the direction of their own innovation and R & D, attach importance to their own innovation and R & D themes, invest more in their own innovation and R & D projects, enrich their own innovation and R & D achievements, apply for their own innovation and R & D patents, etc., so as to provide continuous technical support and value promotion for their own products and services. Customers should also improve their own innovation and R & D organization, processes, resources, capabilities, culture and other conditions to ensure the quality and efficiency of their own innovation and R & D.

Finance and performance: customers should increase their financial and performance income, reduce their financial and performance costs, improve their financial and performance profits, optimize their financial and performance assets, control their financial and performance liabilities, maintain their financial and performance cash flow, etc., in order to enhance their economic strength and market position. Clients should also maintain their own financial and performance growth, improve their own financial and performance efficiency, reduce their own financial and performance risk, increase their own financial and performance returns, etc., in order to improve their performance and financial position.

Strategic weaknesses of 2. competitors

A competitor's strategic weakness is the vulnerability and weakness of the competitor in the implementation of the strategy, which reflects the competitor's strategic shortcomings and risk factors. By assessing the strategic weaknesses of competitors, it is possible to identify the strategic loopholes and weaknesses of competitors, as well as the possible reactions and initiatives of competitors. The strategic weaknesses of competitors can be assessed in the following ways:

Strategic objectives: evaluate the clarity, feasibility, consistency and adaptability of the competitor's strategic objectives, as well as the degree of matching between the competitor's strategic objectives and market demand, competitive environment, own capabilities, etc., and find out the weaknesses of the competitor's strategic objectives, such as unclear, unrealistic, uncoordinated and inflexible, as well as possible adjustments and changes.

Strategic resources: Assess the quantity, quality, distribution, utilization, etc. of competitors' strategic resources, as well as the degree of correlation between competitors' strategic resources and strategic objectives, strategic actions, strategic effects, etc., and identify weaknesses in competitors' strategic resources, such as deficiencies, weaknesses, unevenness, and possible additions and improvements.

Strategic capabilities: evaluate the level, scope, characteristics, development, etc. of competitors' strategic capabilities, as well as the degree of transformation of competitors' strategic capabilities and strategic resources, strategic actions, strategic effects, etc., to find out the weaknesses of competitors' strategic capabilities, such as low, not wide, not strong, not new, and possible improvement and innovation.

Strategic risk: assess the type, degree, source and impact of competitors' strategic risks, as well as the relationship between competitors' strategic risks and strategic objectives, strategic resources, strategic capabilities, strategic effects, etc., and find out the uncontrollable, unpredictable, unbearable and unremovable weaknesses of competitors' strategic risks, as well as possible responses and avoidance.

Strategic constraints: assess the factors, extent, scope and consequences of competitors' strategic constraints, as well as the impact of competitors' strategic constraints and strategic objectives, strategic resources, strategic capabilities, strategic risks, strategic effects, etc., to find out the weaknesses of competitors' strategic constraints, such as immutability, non-breakthrough, non-neglect and unacceptable, as well as possible solutions and overcoming.

For example, Champu Consulting conducted a competitor assessment for an e-commerce platform, assessing the strategic weaknesses of its main competitors in the Chinese market. Through the assessment, Champ Consulting found that the strategic weaknesses of competitors mainly include the following:

Strategic objectives: the strategic objectives of competitors are not clear enough, lack of specific quantitative indicators and time nodes, resulting in the direction of strategy implementation is not clear, the effect is difficult to measure. The strategic objectives of competitors are not consistent enough, there are many different strategic levels and strategic themes, resulting in the focus of strategy implementation is not prominent, resources are scattered. Competitors' strategic objectives are not yet adaptable enough to adjust the content and priority of strategic objectives in a timely manner in response to market changes and consumer demand, resulting in inefficient implementation of the strategy and missed opportunities.

Strategic resources: Competitors' strategic resources are insufficient, and they lack sufficient funds, talents, technology, data and other key resources to support the implementation of the strategy, resulting in weak ability to implement the strategy and low competitiveness. Competitors' strategic resources are not excellent, and they do not make full use of their own brands, channels, partners and other resources with competitive advantages, resulting in low value and low attractiveness of strategic implementation. Competitors' strategic resources are uneven, and their resources are not properly allocated and allocated, resulting in poor balance in strategic implementation and high risk. Competitors' strategic resources are not smooth, and they do not effectively integrate and share their own resources, resulting in poor coordination and poor results in strategic implementation.

Strategic capabilities: The strategic capabilities of competitors are not high, and they have not formed their own core competitiveness and differentiation advantages, resulting in little influence on strategic implementation and weak competitiveness. The strategic capabilities of competitors are not wide, and they do not cover all areas and levels of the market, resulting in a lack of coverage and few opportunities for strategic implementation. The strategic ability of competitors is not strong, and they do not continuously improve their products, services, channels, marketing, innovation, finance and other aspects, resulting in low level of strategy implementation and poor effect. Competitors' strategic capabilities are not new, and they do not follow market changes and consumer needs to create new technologies, functions, designs, etc., resulting in weak innovation and attractiveness of strategic execution.

Strategic risk: the strategic risk of competitors is uncontrollable, and there is no effective mechanism for risk identification, assessment, monitoring and response, which makes it difficult to prevent and control the risk of strategy implementation and affects the stability and sustainability of strategy implementation. The strategic risks of competitors are unpredictable, and the uncertainty and complexity of the market are not fully considered, which makes the risks of strategy implementation difficult to predict and avoid, and affects the effectiveness and safety of strategy implementation. The strategic risk of competitors is unbearable, and there is no reasonable analysis of their own risk tolerance and risk-return ratio, resulting in the risk of strategy implementation beyond their own tolerance, affecting the rationality and profitability of strategy implementation. The strategic risks of competitors cannot be eliminated, and the failure to take timely and effective risk remediation and remedial measures makes it difficult to eliminate and mitigate the risks of strategy implementation, affecting the resilience and improvement of strategy implementation.

Strategic constraints: The strategic constraints of competitors cannot be changed, and they have not made efforts to change their unfavorable policy, legal, social, cultural and other environments, resulting in limited space for strategy implementation and affecting the freedom and selectivity of strategy implementation. Competitors' strategic constraints cannot be broken through, and they do not try to break through the fierce competition, high costs, inefficient processes and other obstacles they face, resulting in the effectiveness of strategy implementation being affected, affecting the competitiveness and efficiency of strategy implementation. The strategic constraints of competitors can not be ignored, do not pay attention to their own lack of funds, talents, technology, data and other resources, resulting in the ability to implement the strategy is affected, affecting the quality and level of strategy implementation. The strategic constraints of competitors are unacceptable, and they do not accept the unreasonable risks, losses, responsibilities and other consequences that they bear, which affects the responsibility of strategy implementation and affects the legitimacy and morality of strategy implementation.

Through the assessment of the strategic weaknesses of competitors, Champ Consulting provides the following suggestions for customers:

Strategic objectives: customers should clarify their strategic objectives, develop specific quantitative indicators and time nodes, in order to guide and measure the direction and effectiveness of their strategic implementation. Clients should also align their strategic objectives and ensure the coordination and harmonization of strategic levels and strategic themes in order to focus and allocate their own priorities and resources for strategic implementation. Customers should also adapt to their strategic objectives and adjust the content and priority of their strategic objectives in a timely manner according to changes in the market and the needs of consumers, so as to improve the efficiency and opportunities of their strategic implementation.

Strategic resources: customers should supplement their own strategic resources and add sufficient funds, talents, technology, data and other key resources to support their strategic implementation, so as to improve their ability and competitiveness in strategic implementation. Customers should also optimize their strategic resources and make full use of their brands, channels, partners and other resources with competitive advantages to improve the value and attractiveness of their strategic implementation. Customers should also balance their strategic resources, allocate and allocate their resources reasonably, so as to improve the balance and risk of their strategic implementation. Customers should also smooth their own strategic resources, effectively integrate and share their own resources, in order to improve the synergy and effectiveness of their own strategic implementation.

Strategic ability: customers should improve their strategic ability, form their own core competitiveness and differentiation advantages, in order to improve the influence and competitiveness of their strategic implementation. Customers should also expand their strategic capabilities to cover all areas and levels of the market to improve their strategic execution coverage and opportunities. Customers should also strengthen their strategic capabilities and continue to improve their products, services, channels, marketing, innovation, finance and other capabilities to improve the level and effectiveness of their strategic implementation. Customers should also innovate their own strategic capabilities, follow market changes and consumer needs, and create new technologies, functions, designs, etc., to improve the innovation and attractiveness of their own strategic execution.

Strategic risk: customers should control their own strategic risks and establish effective risk identification, assessment, monitoring and response mechanisms to prevent and control the risks of their own strategic implementation and ensure the stability and sustainability of their own strategic implementation. Customers should also anticipate their own strategic risks and take full account of market uncertainty and complexity in order to anticipate and avoid the risks of their own strategic execution and ensure the effectiveness and safety of their own strategic execution. Customers should also bear their own strategic risks, reasonably analyze their own risk tolerance and risk-return ratio, in order to bear and bear the risks of their own strategic implementation, to ensure the rationality and profitability of their own strategic implementation. Clients should also eliminate their own strategic risks and take timely and effective risk remediation and remedial measures to eliminate and mitigate the risks of their own strategic implementation and ensure the resilience and improvement of their own strategic implementation.

Strategic constraints: customers should change their strategic constraints and strive to change their unfavorable policy, legal, social, cultural and other environments in order to expand the space for their strategic implementation and increase the freedom and selectivity of their strategic implementation. Customers should also break through their own strategic constraints and try to break through the fierce competition, high costs, inefficient processes and other obstacles they face in order to improve the effectiveness of their own strategy execution and increase the competitiveness and efficiency of their strategy execution. Customers should also pay attention to their own strategic constraints, pay attention to their own lack of funds, talents, technology, data and other resources, in order to improve their ability to implement their strategy, increase the quality and level of their strategy implementation. Customers should also accept their own strategic constraints, accept their own unreasonable risks, losses, responsibilities and other consequences, in order to improve the responsibility of their own strategy implementation, increase the legitimacy and morality of their own strategy implementation.

3. the consumer mind.

Consumer mental point refers to consumers' demand, preference, cognition, perception, attitude and behavior for brand, product, service, channel, marketing and other aspects when purchasing and using products and services. It reflects consumers' views and feelings about the market, as well as their evaluation and choice of competitors. By studying the consumer mind, we can reveal the competitive landscape and brand positioning in the consumer mind, as well as possible changes and trends. Consumer mental point can be studied from the following aspects:

Consumer demand: study consumers' demand for the function, quality, cost performance, innovation and other aspects of products and services, as well as the type, degree, motivation and influence of consumers' demand, and find out the characteristics and laws of consumers' demand, as well as the degree of matching and satisfaction with competitors' products and services.

Consumer preferences: study consumers' preferences for the appearance, design, style, taste, etc. of products and services, as well as the types, degrees, causes and effects of consumers' preferences, and find out the characteristics and patterns of consumers' preferences, as well as the degree of difference and attraction with competitors' products and services.

Consumer cognition: study consumers' knowledge, understanding, memory and evaluation of brands, products, services, channels and marketing, as well as the type, degree, source and influence of consumers' cognition, so as to find out the characteristics and laws of consumers' cognition, as well as the similarity and difference with competitors' brands, products, services, channels and marketing.

Consumer perception: study consumers' feelings, emotions, attitudes, trust, etc. of brands, products, services, channels, marketing, etc., as well as the type, degree, formation, and influence of consumers' perception, and find out consumers' perception The characteristics and laws of the company, as well as the degree of association and influence with competitors' brands, products, services, channels, marketing, etc.

Consumer behavior: study consumers' search, comparison, selection, purchase, use and recommend of brands, products, services, channels, marketing and other aspects, as well as the type, degree, process and influence of consumers' behavior, find out the characteristics and laws of consumers' behavior, as well as the degree of competition and choice with competitors' brands, products, services, channels and marketing.

For example, Champ Consulting conducted a consumer mental point study for a restaurant chain brand, studying the mental points of its target consumers in the Chinese market. Through research, Champ Consulting found that consumers' mental points mainly include the following:

Consumer demand: consumers' demand for catering products and services is mainly delicious, healthy, fast, convenient, etc., and the motivation of consumers' demand is mainly satiety, enjoyment, social interaction, saving, etc., and the influence of consumers' demand is mainly word of mouth, advertising, recommend, experience, etc, and the degree of satisfaction of consumers' needs mainly depends on the comprehensive performance and differentiation advantages of brands, products, services, channels, marketing, etc.

Consumer preferences: consumers' preferences for catering products and services are mainly Chinese, Western, Japanese, Korean and other different cuisines and styles, and the reasons for consumers' preferences are mainly habits, preferences, attempts, and following the trend, and the impact of consumers' preferences is mainly on different groups and environments such as individuals, families, friends, and society, and the degree of attraction of consumer preferences mainly depends on the innovation and interactivity of brands, products, services, channels, marketing, etc.

Consumer cognition: consumers' cognition of catering brands, products, services, channels, marketing, etc. mainly refers to different levels and degrees such as knowing, understanding, remembering and evaluating, and the source of consumers' cognition is mainly different channels and methods such as media, network, stores and activities, and the influence of consumers' cognition is mainly different elements and factors such as quality, price, word-of-mouth and image, and the degree of difference in consumer perception mainly depends on the characteristics and differences of brands, products, services, channels, marketing, etc.

Consumer perception: consumers' perception of catering brands, products, services, channels, marketing, etc. is mainly in different dimensions and degrees, such as feeling, emotion, attitude, trust, etc., and the formation of consumers' perception is mainly in different mechanisms and processes, such as sense, psychology, emotion, rationality, etc., and the influence of consumers' perception is mainly in different results and consequences, such as satisfaction, loyalty, recommend, re-purchase, etc, and the degree of relevance of consumers' perception mainly depends on the consistency and coordination of brands, products, services, channels, marketing, etc.

Consumer behavior: consumers' behavior for catering brands, products, services, channels, marketing, etc. are mainly different stages and methods such as search, comparison, selection, purchase, use, recommend, etc., and the process of consumers' behavior is mainly different links and steps such as demand, stimulation, response, decision-making, action, feedback, etc, and the influence of consumer behavior is mainly cognition, perception, preference, demand and other different factors and variables, and the degree of choice of consumer behavior mainly depends on the competitiveness and advantages of brand, product, service, channel, marketing and so on.

Through the study of consumers' mental points, Champ Consulting provides the following suggestions for customers:

Consumer needs: customers should deeply understand the needs of consumers, provide products and services that meet the basic needs of consumers, such as delicious, healthy, fast and convenient, and provide products and services that meet the motivational needs of consumers, such as satiety, enjoyment, socializing and saving, and use word-of-mouth, advertising, recommend, experience and other ways to influence consumer needs, improve consumers' demand and satisfaction for their own brands, products, services, channels, marketing, etc.

Consumer preferences: customers should fully consider the preferences of consumers, provide Chinese, Western, Japanese, Korean and other products and services that meet the preferences of different cuisines and styles of consumers, as well as provide habits, preferences, attempts, follow the trend and other products and services that meet the preferences of consumers for different reasons, and make use of individuals, families, friends, society and other groups and environments that affect consumers' preferences, improve consumers' preference and attraction to their brands, products, services, channels, marketing, etc.

Consumer cognition: customers should improve consumers' cognition, provide information and contents of different levels and degrees of cognition such as knowing, understanding, remembering and evaluating, and use different channels and methods such as media, network, stores and activities to improve the source and channel of consumers' cognition, and use different elements and factors such as quality, price, word of mouth and image to improve the influence and effect of consumers' cognition, and the use of characteristics and differences to improve consumers' awareness of their own brands, products, services, channels, marketing and other differences and advantages.

Consumer perception: customers should optimize consumer perception, provide perception experience and feelings of different dimensions and degrees such as feeling, emotion, attitude and trust, and use different mechanisms and processes such as sense, psychology, emotion and rationality to improve the formation and establishment of consumer perception, and use different results and consequences such as satisfaction, loyalty, recommend and re-purchase, improve consumers' perceived impact and value, and use consistency and coordination to improve consumers' perceived relevance and trust in their brands, products, services, channels, marketing, etc.

Consumer behavior: customers should promote consumer behavior, provide convenience and guidance of different stages and ways of behavior such as search, comparison, selection, purchase, use and recommend, and use different links and steps such as demand, stimulation, response, decision-making, action and feedback to improve the process and efficiency of consumer behavior, and use different factors and variables such as cognition, perception, preference and demand, improve the influence and effect of consumer behavior, and use competitiveness and advantages to improve consumers' choice and loyalty to their own brands, products, services, channels, marketing and other behaviors.

Conclusion

Competitor research is an important part of corporate strategic analysis, which can help companies understand the market environment, discover competitive advantages, and formulate effective competitive strategies. This paper discusses the purpose and method of competitor research from three aspects: first, the success of competitors, second, the strategic weakness of competitors, and third, the mental point of consumers. By analyzing the performance of competitors' products, services, channels, marketing, innovation, finance, etc., we can find out the core competitiveness and differentiation advantages of competitors, as well as potential opportunities and threats. By assessing competitors' strategic objectives, resources, capabilities, risks, constraints, etc., it is possible to identify competitors' strategic vulnerabilities and weaknesses, as well as possible responses and initiatives. By studying consumers' needs, preferences, cognition, perception, behavior, etc., we can reveal the competitive landscape and brand positioning in the minds of consumers, as well as possible changes and trends. Taking Shangpu Consulting as an example, this paper introduces how to use these three aspects of competitor research methods to provide customers with valuable insights and suggestions.