Purpose of 1. Competitor Research

The essence of competitor research is to understand the competition, which is an important means for enterprises to understand their own advantages and disadvantages, find market opportunities, formulate competitive strategies and enhance competitiveness. The purpose of competitor research can be summarized as follows:

Identify and define competitors. Competitors include not only direct competitors, but also potential competitors, substitute competitors, cross-industry competitors, etc. Through Porter's five forces analysis model, we can effectively analyze the competitive environment and competitive pressure, and determine the scope and type of competitors.

Analyze and evaluate the strengths and weaknesses of competitors. The advantages and disadvantages of competitors can be analyzed from multiple dimensions, such as brand, product, price, channel, promotion, service, finance, technology, talent, innovation, culture, etc. Through SWOT analysis, we can systematically sort out the strengths, weaknesses, opportunities and threats of competitors, so as to find out their own competitive advantages and differentiation points.

Analyze and forecast competitors' strategies and movements. The strategy and trend of competitors reflect the goals, intentions, actions and effects of competitors, and are the focus and difficulty of competitor research. Through PESTEL analysis, we can analyze the macro environment and influencing factors of competitors from six aspects: politics, economy, society, technology, environment and law. Through the strategic map, you can analyze the strategic objectives, key indicators, strategic measures and causality of competitors from four aspects: finance, customers, internal processes and learning and growth. Through competitive intelligence, it is possible to collect, analyze and disseminate information about competitors and predict their future behavior and market changes.

Deliver and apply competitor research results. The ultimate goal of competitor research is to provide the basis and guidance for the strategic decision-making of the enterprise, therefore, the results of competitor research must be able to be effectively transmitted to the decision makers, and can be transformed into specific action plans. Through reports, presentations, training, etc., the main findings of competitor research can be,Conclusionand recommendations to be presented to the relevant personnel in a clear, concise and persuasive manner. By formulating competitive strategies, optimizing competitive combinations, and adjusting competitive resources, the theoretical knowledge and practical experience of competitor research can be applied to the actual operation and management of the enterprise.

Content of 2. competitor research

The content of competitor research is the core of competitor research and the difficulty of competitor research. The content of competitor research should be based on the purpose and needs of competitor research, flexible selection and combination, not one size fits all, nor can it be comprehensive. Generally speaking, the content of competitor research can be divided into the following aspects:

Basic situation. Including the competitor's name, address, contact information, scale, establishment time, ownership structure, organizational structure, key personnel, development history, mission vision, values and other information, this information can be obtained from the competitor's official website, annual report, announcement, news and other channels, but also through market research, network search, industry reports and other ways to supplement. The basic situation is the basis of competitor research, but also the starting point of competitor research, can help us to have a preliminary understanding and understanding of competitors.

market situation. Including competitors' market positioning, market share, market growth, market coverage, market segmentation, market opportunities, market threats and other information, which can be obtained from industry associations, consulting agencies, third-party data platforms, professional media and other channels, or through market research, user research, competitive intelligence and other ways to supplement. Market conditions are the focus of competitor research and the difficulty of competitor research, which can help us to have a comprehensive assessment and judgment of competitor's market performance and market potential.

Product situation. Including competitors' product types, product characteristics, product quality, product innovation, product life cycle, product advantages and disadvantages, product reputation, product satisfaction and other information, this information can be obtained from competitors' official website, product manuals, product evaluation, product experience and other channels, but also through market research, user research, mysterious customers and other ways to supplement. Product situation is the core of competitor research and the key to competitor research, which can help us to have an in-depth analysis and comparison of competitors' product strength and product attractiveness.

Marketing situation. Including the competitor's marketing objectives, marketing strategy, marketing mix, marketing effect, marketing advantages and disadvantages, marketing innovation, marketing trends and other information, this information can be obtained from the competitor's official website, advertising, social media, activities, word of mouth and other channels, but also through market research, user research, competitive intelligence and other ways to supplement. Marketing situation is an important aspect of competitor research, but also the elusive aspect of competitor research, can help us to the competitor's marketing ability and marketing influence has an objective understanding and evaluation.

Financial situation. Including competitors' financial status, financial indicators, financial analysis, financial risks, financial forecasts and other information, this information can be obtained from competitors' annual reports, financial reports, announcements, news and other channels, but also through market research, industry reports, expert evaluation and other ways to supplement. Financial situation is an objective aspect of competitor research, but also a sensitive aspect of competitor research, which can help us to have an accurate understanding and comparison of the financial strength and financial stability of competitors.

Technical situation. Including competitors' technical level, technical characteristics, technical innovation, technical protection, technical cooperation, technical trends and other information, which can be obtained from competitors' official website, patents, papers, awards, exhibitions and other channels, or through market research, user research, technical evaluation and other ways to supplement. The technical situation is the core aspect of competitor research, and it is also a challenging aspect of competitor research. It can help us have a deep understanding and prediction of the technological advantages and technological potential of competitors.

Talent situation. Including competitors' talent scale, talent structure, talent quality, talent training, talent incentive, talent flow, talent demand and other information, which can be obtained from competitors' official website, recruitment, training, evaluation, resignation and other channels, or through market research, employee research, talent evaluation and other ways to supplement. Talent situation is not only the soft aspect of competitor research, but also an important aspect of competitor research, which can help us have a comprehensive understanding and evaluation of competitors' human resources and talent competitiveness.

Methods and tools for 3. competitor research

The methods and tools of competitor research are the means and key to competitor research. The methods and tools of competitor research should be reasonably selected and applied according to the purpose and content of competitor research, and should not blindly follow the trend or remain unchanged. Generally speaking, the methods and tools of competitor research can be divided into the following categories:

Desktop research. Refers to the collection, collation and analysis of competitors' public information, such as official website, annual reports, financial reports, announcements, news, patents, papers, awards, exhibitions, advertisements, social media, word-of-mouth, etc., to understand the basic situation, market situation, product situation, marketing situation, financial situation, technical situation, etc. Desktop research is a common method of competitor research, but also the basic method of competitor research, can help us to obtain first-hand information and second-hand information of competitors, but also pay attention to the timeliness, accuracy and completeness of information.

Market research. Refers to the design, implementation and analysis of competitors' market research projects, such as questionnaires, interviews, observations, experiments, tests, etc., to understand the competitors' market situation, product situation, marketing situation, user situation, etc. Market research is an important and effective method of competitor research, which can help us obtain quantitative and qualitative data of competitors, but also pay attention to the representativeness, reliability and comparability of the data.

Competitive intelligence. Refers to the collection, analysis, dissemination of competitor information, such as strategy, trends, plans, changes, risks, opportunities, etc., to understand and predict the competitor's strategic situation, dynamic situation, future situation. Competitive intelligence is an advanced and difficult method for competitor research, which can help us acquire tacit and forward-looking knowledge of competitors, but also pay attention to the legality, compliance and confidentiality of knowledge.

Data analysis. Refers to the use of data analysis theories, methods, techniques and tools, such as statistical analysis, data mining, data visualization, data modeling, data forecasting, etc., to process, analyze and present competitors' relevant data, such as market data, product data, marketing data, financial data, technical data, talent data, etc. Data analysis is an auxiliary method of competitor research and an innovative method of competitor research, which can help us improve the efficiency, quality and value of competitor research, but also pay attention to the source, cleaning and interpretation of data.

Current situation and problems of 4. competitor research

Competitor research is both a science and an art that requires constant learning, practice, improvement and innovation. The current situation and problems of competitor research reflect the level and development of competitor research, and also put forward the challenges and opportunities of competitor research. According to our experience and observation, the current situation and problems of competitor research can be summarized as follows:

The importance of competitor research is not fully recognized and valued. Many enterprises' understanding of competitor research is still superficial and formal, and they do not regard competitor research as an important basis and guidance for strategic decision-making, nor do they regard competitor research as the promotion and guarantee of core competitiveness. This has led to problems such as insufficient investment, insufficient frequency, insufficient scope, insufficient depth, and unclear results in competitor research, which has affected the quality and value of competitor research.

The content of competitor research has not been fully expanded and innovated. Many enterprises still stay in the traditional and regular aspects of the content of competitor research, not according to the changes in the market environment and the characteristics of competitors, flexible selection and combination of competitor research content, also did not according to their own strategic objectives and needs, customize and optimize the content of competitor research. This has led to problems such as the content of competitor research is too single, generalized, outdated, and ineffective, which affects the pertinence and practicality of competitor research.

Competitor research methods and tools are not fully used and updated. Many companies' methods and tools for competitor research are still at a simple and basic level. They have not reasonably selected and used competitor research methods and tools based on the purpose and content of competitor research, nor have they been based on technological progress and data Growth, timely update and upgrade competitor research methods and tools. This leads to problems such as crude, inefficient, backward and incompatible methods and tools for competitor research, which affects the efficiency and quality of competitor research.

The results of competitor research have not been fully transmitted and applied. The results of many companies' research on competitors are still in the form of reports and demonstrations, which have not been effectively transmitted to relevant decision makers and implementers, and have not been effectively transformed into specific action plans and improvement measures. This leads to problems such as too dusty, isolated, wasteful, and useless results of competitor research, which affects the significance and value of competitor research.

Trends and directions of 5. competitor research

Competitor research is an evolving and changing discipline that needs to keep pace with the times and adapt to the needs and changes of the market. The trends and directions of competitor research reflect the frontier and future of competitor research, as well as the opportunities and challenges of competitor research. Based on our observations and forecasts, the trends and directions of competitor research can be summarized as follows:

The importance of competitor research will be more widely recognized and valued. With the intensification and complexity of market competition, competitor research will become a necessary and normal for corporate strategic decision-making, and will also become the promotion and guarantee of corporate core competitiveness. More enterprises will invest more resources, time and energy to carry out more frequent, extensive, in-depth and effective competitor research to obtain more accurate, comprehensive, timely and valuable competitor information and knowledge.

The content of competitor research will be more expanded and innovative. With the changes in the market environment and the diversification of competitors, the content of competitor research will no longer be limited to traditional and regular aspects, but according to market needs and changes, flexible selection and combination of competitor research content, but also according to their own strategic goals and needs, customize and optimize the content of competitor research. More enterprises will carry out more diversified, personalized, innovative and effective competitor research to meet more accurate, practical, forward-looking and meaningful competitor analysis and evaluation.

Competitor research methods and tools will be more used and updated. With the progress of technology and the growth of data, the methods and tools of competitor research will no longer stay at the simple and basic level, but according to the purpose and content of competitor research, reasonably select and use the methods and tools of competitor research, and timely update and upgrade the methods and tools of competitor research according to the development of technology and the change of data. More companies will use more sophisticated, efficient, advanced, and compatible competitor research methods and tools to improve the efficiency and quality of more efficient, high-quality, and high-value competitor research.

The results of competitor research will be more transmitted and applied. As the results of competitor research increase and their value increases, the results of competitor research will no longer remain in the form of reports and presentations, but will be effectively passed on to relevant decision makers and implementers, as well as effectively translated into specific action plans and improvement measures. More enterprises will achieve a more smooth, interactive, intelligent, real-time delivery and application of the results of competitor research, in order to achieve a more obvious, continuous, creative, useful significance and value of competitor research.

6. Champu Consulting's Competitor Research Case

Shangpu Consulting is a consulting company specializing in competitor research. It has many years of experience in competitor research and a professional competitor research team, providing customers in all walks of life with high-quality competitor research services. The following are some of the cases of Schamp Consulting's competitor research, demonstrating the capabilities and effectiveness of Schamp Consulting's competitor research:

Case 1: For an internationally renowned automobile manufacturer, conducted research on its main competitors in the Chinese market, including the competitor's market situation, product situation, marketing situation, technical situation, etc. Through desktop research, market research, competitive intelligence and data analysis, Shangpu Consulting provides customers with detailed analysis reports of competitors and suggestions on competitive strategies for different competitors. Through the competitor research of Shangpu Consulting, customers have effectively improved their competitive advantage and market share in the Chinese market.

Case 2: For a leading domestic e-commerce platform, it conducted a survey of its potential competitors in overseas markets, including the basic situation of competitors, market conditions, product conditions, and financial conditions. Through desktop research, market research, competitive intelligence and data analysis, Shangpu Consulting provides customers with comprehensive evaluation reports of competitors and entry strategy suggestions for different markets. Clients have effectively avoided competitive risks and market barriers in overseas markets through the competitor research of Champ Consulting.

Case 3: For a domestic emerging education technology company, it carried out a survey of its innovative competitors in the domestic market, including the competitor's technology, innovation, users, trends, etc. Through desktop research, market research, competitive intelligence and data analysis methods, Shangpu Consulting provides customers with competitor innovation analysis reports, as well as innovative strategy recommendations for different competitors. Through the competitor research of Shangpu Consulting, customers have effectively improved their innovation ability and market competitiveness.