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2024-07-18 16:18:05 来源:尚普咨询 浏览量:0
一、竞争对手分析的目的
竞争对手分析的本质是吃透竞争。竞争对手分析的目的有以下几点:
寻找对手成功之道(成功背后核心因素)
分析竞争对手的竞争策略
找到竞争对手的战略弱点(宏观面审视)
分析竞争对手占领的消费者心智点
寻找差异化可能性
找到自己在行业中的突破点
通过竞争对手分析,企业可以清晰地了解自己的竞争环境,发现自己的优势和劣势,找到自己的定位和差异化,制定合适的竞争策略,提高竞争力和市场份额。
二、竞争对手分析的方法
竞争对手分析的方法有多种,本文主要介绍以下四种:
迈克尔·波特的竞争战略框架
4P分析
SWOT analysis
竞争对手矩阵
1. 迈克尔·波特的竞争战略框架
迈克尔·波特是著名的战略管理大师,他提出了竞争战略框架,将竞争分为:产业竞争对手、买方、供方、潜在对手和替代者五大类别,如图1所示。
产业竞争对手:是指在同一市场上出售相同或类似产品的其他公司,是直接竞争对手。例如,百事可乐和可口可乐,尚普咨询和其他咨询公司等。
买方:是指消费者或客户,他们对产品的需求、偏好、购买力和议价能力会影响企业的销售和利润。例如,消费者对奶茶的需求和口味,客户对咨询服务的预算和期望等。
供方:是指为企业提供原材料、设备、人力、资金等生产要素的其他公司或个人,他们对供应的数量、质量、价格和稳定性会影响企业的成本和效率。例如,奶茶的原料供应商,咨询公司的人才招聘渠道等。
潜在对手:是指有能力或意愿进入该市场的其他公司或个人,他们会增加市场的竞争压力,分割市场份额,降低市场利润。例如,新开的奶茶店,新成立的咨询公司等。
替代者:是指可以满足消费者相同或类似需求的其他产品或服务,他们会降低消费者对该产品的需求,影响企业的销售和利润。例如,外卖和方便面替代了餐馆,手机和相机替代了相机等。
通过分析这五种竞争力量,企业可以了解自己所处的行业结构和竞争态势,评估自己的竞争优势和劣势,制定相应的竞争战略。
2. 4P分析
4P分析是指从产品(Product)、价格(Price)、渠道(Place)和促销(Promotion)四个方面分析竞争对手的营销策略,如图2所示。
产品:是指竞争对手提供的产品或服务的特征、功能、质量、品牌、包装、售后等。例如,奶茶的口味、杯型、配料、品牌、外卖包装、退换货政策等。
价格:是指竞争对手对产品或服务的定价策略、折扣政策、支付方式等。例如,奶茶的单杯价格、套餐价格、会员价格、优惠券、积分兑换、在线支付等。
渠道:是指竞争对手通过哪些渠道向消费者分销产品或服务,包括实体店、网店、代理商、经销商等。例如,奶茶的门店数量、位置、规模、装修、网上订购、外卖配送等。
促销:是指竞争对手采用哪些方式来宣传和推广产品或服务,包括广告、公关、销售促进、直销、网络营销等。例如,奶茶的电视广告、微博账号、买一送一、会员卡、微信小程序等。
通过4P分析,企业可以了解竞争对手的营销组合,发现竞争对手的优势和劣势,找到自己的差异化和竞争力。
3. SWOT分析
SWOT分析是指从优势(Strengths)、劣势(Weaknesses)、机会(Opportunities)和威胁(Threats)四个方面分析竞争对手的内部和外部环境。
优势:是指竞争对手超越其竞争对手的能力,或者指公司所特有的能提高公司竞争力的东西。例如,竞争对手的品牌知名度、技术创新、客户忠诚度、成本控制等。
劣势:是指竞争对手缺少或做的不好的东西,或指某种会使公司处于劣势的条件。例如,竞争对手的产品质量、服务水平、市场渗透、财务状况等。
机会:是指竞争对手所处的外部环境中有利于其发展的因素,或指某种有可能带来利益的情况。例如,竞争对手的市场需求、政策支持、技术进步、社会变化等。
威胁:是指竞争对手所处的外部环境中不利于其发展的因素,或指某种有可能带来损失的情况。例如,竞争对手的新进入者、替代品、法律风险、竞争加剧等。
通过SWOT分析,企业可以了解竞争对手的优势和劣势,以及外部环境的机会和威胁,从而制定相应的应对策略。
4. 竞争对手矩阵
竞争对手矩阵是指用一个表格来比较自己和竞争对手在各个方面的表现。
竞争对手矩阵的构建步骤如下:
确定竞争对手:选择与自己在同一市场或同一细分市场上竞争的主要对手,一般不超过五个。
确定评价指标:选择能够反映竞争对手的核心竞争力的指标,一般不超过十个,可以从产品、价格、渠道、促销、品牌、质量、服务等方面选择。
收集数据:通过各种渠道收集竞争对手的相关数据,包括官网、社交媒体、市场调查、客户反馈、行业报告等。
填写矩阵:根据数据,给自己和竞争对手在每个指标上打分,一般采用1-5分的评分标准,1分表示最差,5分表示最好。
分析结果:根据矩阵,分析自己和竞争对手的优势和劣势,找出自己的差异化和竞争力,制定相应的竞争策略。
通过竞争对手矩阵,企业可以直观地比较自己和竞争对手在各个方面的表现,发现自己的优势和劣势,找到自己的定位和差异化,制定合适的竞争策略。
三、竞争对手分析的步骤
竞争对手分析的步骤可以概括为以下五个:
确定竞争对手:根据市场细分和竞争范围,确定自己的直接竞争对手和间接竞争对手,一般选择3-5个竞争对手进行分析。
收集信息:通过各种渠道收集竞争对手的相关信息,包括产品、价格、渠道、促销、品牌、质量、服务、战略、目标、资源、能力、优势、劣势、机会、威胁等。
分析信息:根据收集的信息,运用竞争对手分析的方法,如波特的竞争战略框架、4P分析、SWOT分析、竞争对手矩阵等,分析竞争对手的优劣势、策略和弱点。
预测动向:根据分析的结果,预测竞争对手的未来动向,包括产品、价格、渠道、促销、品牌、质量、服务、战略、目标等的变化,以及对自己的影响。
制定策略:根据预测的动向,制定相应的竞争策略,包括攻击策略、防御策略、合作策略、回避策略等,以及具体的行动计划。
通过竞争对手分析的步骤,企业可以系统地了解自己的竞争环境,制定有效的竞争策略,提高竞争力和市场份额。
四、竞争对手分析的工具
竞争对手分析的工具有多种,本文主要介绍以下三种:
竞争对手分析模板:是指一种用于收集和整理竞争对手信息的表格,可以按照不同的维度和指标来填写。
竞争对手分析软件:是指一种用于自动化收集和分析竞争对手信息的软件,可以从网站、社交媒体、搜索引擎、广告平台等渠道获取竞争对手的数据。
竞争对手分析报告:是指一种用于总结和呈现竞争对手分析结果的文档,可以按照不同的目的和受众来编写。
通过竞争对手分析的工具,企业可以更方便地收集和分析竞争对手的信息,更清晰地呈现和传达竞争对手的分析结果,更有效地制定和执行竞争策略。
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