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Have you mastered the nine tips of competitor research?

2024-07-18 15:51:52 来源：尚普咨询浏览量：0

一、确定调研对象和周期

竞争对手调研的第一步，是确定“竞争对手是谁”。这需要根据自身的业务范围、目标市场、客户群体等因素，综合考虑竞争对手的知名度、市场份额、产品特性、价格策略、渠道布局、品牌形象等要素，从强到弱排列，依次调研。同时，也要注意识别潜在的竞争对手，如新进入者、替代品提供者、跨界者等，以防止被竞争对手的突然袭击。

竞争对手调研的第二步，是确定“调研的周期”。这需要根据自身的战略目标、竞争环境、资源条件等因素，合理安排调研的时间和频率。一般来说，竞争对手调研可以分为定期调研和临时调研两种。定期调研是指按照一定的时间间隔，如每季度、每半年、每年等，对竞争对手进行系统性的调研，以掌握竞争对手的基本情况和发展趋势。临时调研是指在竞争对手或市场出现重大变化的情况下，如竞争对手推出新产品、调整价格、扩张渠道、更换高管、发生并购、遭遇危机等，对竞争对手进行针对性的调研，以应对竞争对手的举动或抓住竞争对手的弱点。

以尚普咨询为例，其在市场调研领域的主要竞争对手有易观、艾瑞、赛迪、零点等，其在投融资咨询领域的主要竞争对手有德勤、普华永道、安永、毕马威等，其在IPO上市咨询领域的主要竞争对手有中信建投、国信证券、中金公司、广发证券等。尚普咨询根据自身的业务特点和客户需求，对这些竞争对手进行了定期和临时的调研，以保持对竞争对手的敏感度和洞察力。

二、分解调研对象和维度

竞争对手调研的第三步，是分解“调研对象”和划分“调研维度”。这需要对调研对象进行剖析，找出与之相关联的所有角色，如上游供应商、中游企业自身、下游合作伙伴、终端消费者等，并依次进行调研。同时，也需要对调研内容进行划分，找出影响竞争对手的各个方面，如时间维度、商品维度、价格维度、渠道维度、推广维度等，并在每个维度下细化出具体的问题。

以尚普咨询为例，其在市场调研领域的调研对象可以分解为四个方向：上游数据源、中游尚普咨询、下游客户企业、终端目标市场。其在市场调研领域的调研内容可以划分为五个维度：项目维度、方法维度、质量维度、效率维度、价值维度。在每个维度下，可以细化出以下问题：

项目维度：竞争对手承接了哪些项目？项目的类型、规模、行业、地域、周期等是什么？项目的来源、背景、目的、目标等是什么？项目的难点、亮点、风险等是什么？

方法维度：竞争对手采用了哪些方法？方法的理论依据、操作流程、技术手段、工具平台等是什么？方法的优势、劣势、创新点、局限性等是什么？

质量维度：竞争对手的质量如何？质量的标准、指标、评估、控制等是什么？质量的水平、稳定性、可靠性、一致性等是什么？

效率维度：竞争对手的效率如何？效率的衡量、提升、优化、管理等是什么？效率的速度、灵活性、响应性、协同性等是什么？

价值维度：竞争对手的价值如何？价值的定义、创造、传递、评价等是什么？价值的层次、差异、影响、持续性等是什么？

三、调动一切资源和渠道

竞争对手调研的第四步，是调动“一切资源”和利用“一切渠道”，收集竞争对手的信息。这需要充分发挥自身的优势，如专业知识、行业经验、人脉关系、客户信任等，从多方面、多角度、多层次地获取竞争对手的数据和资料。同时，也需要灵活运用各种方法，如桌面研究、实地考察、深度访谈、神秘顾客、网络搜索、社交媒体、行业报告、政府公开、专利申请、招聘信息、财务报表等，从公开和非公开的渠道，获取竞争对手的信息和消息。

以尚普咨询为例，其在投融资咨询领域的调研资源和渠道包括：自身的专业团队、行业的专家顾问、客户的内部人士、竞争对手的前员工、投资机构的合作伙伴、上市公司的公告信息、证券交易所的监管规则、金融媒体的报道评论、投资论坛的讨论交流、数据平台的统计分析等。尚普咨询通过这些资源和渠道，为客户提供了全面的投融资咨询服务，帮助客户实现了资本市场的成功登陆。

四、忌蜻蜓点水式调研

竞争对手调研的第五步，是避免“蜻蜓点水式调研”，即只是表面地了解竞争对手的一些基本信息，而没有深入地分析竞争对手的内在逻辑和动机。这需要对竞争对手的信息进行归纳、分类、整理、分析，找出竞争对手的规律、模式、特点、差异，揭示竞争对手的思维、行为、决策、策略，预测竞争对手的动向、变化、反应、影响。同时，也需要对竞争对手的信息进行验证、比较、评价、检验，区分竞争对手的真实、虚假、重要、次要、优势、劣势，衡量竞争对手的水平、能力、潜力、威胁，制定竞争对手的优化、改进、超越、防范。

以尚普咨询为例，其在IPO上市咨询领域的调研分析包括：对竞争对手的上市项目进行归纳和分类，按照行业、地域、市场、规模等维度进行划分，找出竞争对手的上市布局和特色；对竞争对手的上市流程进行整理和分析，按照申报、审核、发行、上市等阶段进行划分，找出竞争对手的上市难点和亮点；对竞争对手的上市效果进行验证和比较，按照募资、估值、市盈率、股价、回报等指标进行划分，找出竞争对手的上市优势和劣势；对竞争对手的上市策略进行评价和检验，按照定价、定位、宣传、配售等方面进行划分，找出竞争对手的上市创新和局限。

五、去伪存真和整理报告

竞争对手调研的第六步，是去除“伪信息”和保留“真信息”，并将其整理成为一份系统的报告。这需要对收集到的竞争对手的信息进行筛选、核实、修正、更新，排除竞争对手的误导、隐瞒、夸大、造假，保留竞争对手的事实、证据、数据、逻辑。同时，也需要对整理好的竞争对手的信息进行梳理、归纳、总结、呈现，形成一份结构清晰、内容完整、逻辑严谨、观点明确的报告，以便于自身和客户的阅读、理解、使用。

以尚普咨询为例，其在各个领域的竞争对手调研报告的基本结构包括：背景介绍、调研目的、调研方法、调研对象、调研内容、调研结果、调研分析、调研建议、调研总结等部分。尚普咨询在每个部分中，都尽量使用客观、准确、有力的信息，避免使用主观、模糊、无效的信息，力求使报告具有高度的专业性和可信度。

六、分析竞争对手的优劣势和策略

竞争对手调研的第七步，是分析“竞争对手的优劣势”和制定“竞争对手的策略”。这需要对竞争对手的各个方面进行综合评估，找出竞争对手的强项和弱项，如产品质量、服务水平、技术能力、创新能力、市场占有率、品牌知名度、客户满意度、成本控制、利润水平、风险管理等。同时，也需要对竞争对手的行为和动机进行深入分析，找出竞争对手的目标和手段，如市场拓展、产品开发、价格战、渠道建设、品牌塑造、营销推广、合作联盟、并购重组等。

以尚普咨询为例，其在市场调研领域的竞争对手分析包括：对竞争对手的优势进行认识和尊重，如易观在大数据分析方面的领先地位、艾瑞在互联网行业的深厚积累、赛迪在政府和企业的广泛影响、零点在垂直领域的专业服务等；对竞争对手的劣势进行发现和利用，如易观在非互联网行业的覆盖不足、艾瑞在新兴领域的跟进不及、赛迪在中小企业的渗透不深、零点在综合领域的能力不强等；对竞争对手的策略进行研究和应对，如易观在扩大行业覆盖和提升服务质量方面的努力、艾瑞在加强新兴领域和拓展国际市场方面的举措、赛迪在增加中小企业和提高客户满意度方面的措施、零点在拓宽服务范围和提升品牌形象方面的计划等。

七、构建竞争对手的价值链和画像

竞争对手调研的第八步，是构建“竞争对手的价值链”和“竞争对手的画像”。这需要对竞争对手的整体和局部进行梳理和呈现，形成一个清晰的竞争对手的全貌和细节。竞争对手的价值链是指竞争对手在提供产品或服务的过程中，所涉及的所有活动和环节，如研发设计、生产制造、物流配送、销售服务、售后支持等，以及这些活动和环节所创造的价值和成本。竞争对手的画像是指竞争对手的基本信息和特征的描述，如名称、logo、口号、愿景、使命、文化、价值观、组织结构、管理团队、核心人员、关键资源、重要合作伙伴等。

以尚普咨询为例，其在投融资咨询领域的竞争对手价值链和画像包括：对竞争对手的价值链进行分析和比较，如德勤在提供全球一体化的专业服务方面的优势、普华永道在提供多元化的行业解决方案方面的优势、安永在提供创新性的商业模式方面的优势、毕马威在提供高效性的执行能力方面的优势等；对竞争对手的画像进行概括和展示，如德勤的logo是一个蓝色的字母D，其口号是“Make an impact that matters”，其愿景是“成为全球最具影响力的专业服务机构”，其使命是“为客户、员工和社会创造卓越的价值”，其文化是“以人为本，以客户为中心，以协作为基础，以创新为动力”，其组织结构是由四大业务板块组成，分别是审计、税务、咨询和企业风险服务，其管理团队是由全球首席执行官、全球主席、各地区首席执行官、各业务板块负责人等组成，其核心人员是由各个领域的专家、顾问、合伙人等组成，其关键资源是由其全球网络、品牌声誉、客户关系、人才储备、知识资本等组成，其重要合作伙伴是由其全球成员所、行业协会、政府机构、社会组织、学术机构等组成等。

八、监测竞争对手的动态和变化

竞争对手调研的第九步，是监测“竞争对手的动态”和“竞争对手的变化”。这需要对竞争对手的现状和未来进行持续的关注和跟踪，及时发现竞争对手的行动和趋势，如竞争对手的新产品、新服务、新技术、新市场、新客户、新合作、新变化、新问题、新机遇、新威胁等。同时，也需要对竞争对手的动态和变化进行反馈和调整，及时修正自身的策略和行动，如自身的产品改进、服务提升、技术创新、市场拓展、客户维护、合作拓展、变化应对、问题解决、机会把握、威胁防范等。

以尚普咨询为例，其在IPO上市咨询领域的竞争对手监测和调整包括：对竞争对手的动态进行关注和跟踪，如中信建投在科创板的领先地位、国信证券在创业板的突出表现、中金公司在主板的优势地位、广发证券在中小板的活跃表现等；对竞争对手的变化进行反馈和调整，如尚普咨询在提高自身的专业水平和服务质量方面的努力、在拓展不同的市场和客户方面的举措、在提升自身的品牌形象和声誉方面的计划、在应对不同的风险和挑战方面的措施等。

九、制定针对性的应对措施

竞争对手调研的最后一步，是制定“针对性的应对措施”。这需要根据竞争对手的情况和自身的目标，制定出合理的竞争策略和行动计划，以实现自身的优势发挥和竞争对手的劣势利用。竞争策略可以分为四种类型，分别是：领导者策略、挑战者策略、追随者策略、专注者策略。领导者策略是指在市场上占据主导地位的企业，采取的维持和扩大市场份额的策略，如提高产品质量、降低产品成本、增加产品种类、提升服务水平、加强品牌宣传、建立忠诚客户等。挑战者策略是指在市场上具有一定份额的企业，采取的挑战市场领导者的策略，如创新产品功能、降低产品价格、扩展产品渠道、提升产品形象、加强营销推广、吸引潜在客户等。追随者策略是指在市场上占有较小份额的企业，采取的模仿市场领导者的策略，如仿制产品设计、跟随产品定价、借用产品渠道、模拟产品形象、效仿营销手段、保留现有客户等。专注者策略是指在市场上专注于某一细分市场的企业，采取的满足细分市场需求的策略，如定制产品特色、提供产品差异、建立产品专业、塑造产品个性、实施精准营销、培养忠实客户等。

以尚普咨询为例，其在各个领域的竞争策略和行动计划包括：在市场调研领域，采取的是挑战者策略，其主要行动是创新市场调研的方法和工具，提供更高效、更精准、更深入的市场分析和解决方案，挑战易观等竞争对手的市场地位和影响力；在投融资咨询领域，采取的是追随者策略，其主要行动是模仿德勤等竞争对手的专业服务和成功案例，提供更全面、更可靠、更有价值的投融资咨询服务，追随德勤等竞争对手的市场表现和客户认可；在IPO上市咨询领域，采取的是专注者策略，其主要行动是专注于科技创新类企业的IPO上市咨询，提供更专业、更个性、更有针对性的IPO上市咨询服务，满足科技创新类企业的特殊需求和期望。

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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