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Principles and norms of competitor analysis: how to avoid pitfalls

2024-07-18 16:18:08 来源：尚普咨询浏览量：0

一、竞争对手分析的目的

竞争对手分析是指企业通过收集、整理、分析与自身或其他企业在同一市场中相同或相似产品或服务上的优劣势、战略意图、市场占有率、客户评价等信息，以了解自身在市场中的地位和形势，找出自身的优势和劣势，制定相应的发展策略和行动计划。

竞争对手分析的目的主要有以下几个方面：

（1）了解市场环境。通过竞争对手分析，企业可以掌握市场规模、增长率、需求特点、消费者偏好等基本情况，以及行业发展趋势、政策法规、技术变革等外部因素，从而判断市场机会和和威威胁。

（2）评估自身实力。通过竞争对手分析，企业可以比较自身与其他企业在产品质量、价格水平、服务质量、品牌形象等方面的差异，以及在技术创新能力、渠道建设能力、营销推广能力等方面的优劣，从而确定自身在市场中所处的位置和角色。

（3）制定发展策略。通过竞争对手分析，企业可以根据自身与其他企业之间的差距和优劣势，制定适合自身特点和市场需求的发展目标和战略方向，并采取相应的措施来实现其目标。

二、竞争对手分析的方法

竞争对手分析主要有以下几种方法：

（1））横向比较法。横向比较法是指将同一行业或同一细分市场中不同类型或不同规模或不同地域或不同阶段或不同特征或不同风格或不同模式或不同组合等方面进行比较，以揭示各种类型或各种规模或各种地域或各种阶段或各种特征或各种风格或各种模式或各种组合等方面之间存在着哪些异同点。

（2）纵向比较法。纵向比较法是指将同一类型或同一规模或同一地域或同一阶段或同一特征或同一风格或同一模式或同一组合等方面进行比较，以揭示各个类型或各个规模或各个地域或同一组合等方面的发展变化和演进过程。

（3）综合比较法。综合比较法是指将横向比较法和纵向比较法相结合，从多个维度和角度进行比较，以揭示竞争对手之间的综合差异和优劣势。

（4）SWOT分析法。SWOT分析法是指将竞争对手的优势（Strengths）、劣势（Weaknesses）、机会（Opportunities）和威胁（Threats）进行系统地分析，以评估竞争对手的整体实力和发展前景。

（5）五力分析法。五力分析法是指从行业内部的竞争者、潜在进入者、替代品、供应商和买方五个方面分析竞争对手所面临的竞争压力和影响力，以判断行业的吸引力和竞争程度。

（6）价值链分析法。价值链分析法是指将竞争对手的活动分为主要活动和辅助活动两类，分析竞争对手在各个活动中所创造的价值和所消耗的成本，以找出竞争对手的核心竞争力和价值优势。

三、竞争对手分析的步骤

The main steps of competitor analysis are as follows:

（1）确定分析对象。分析对象是指与企业在同一市场中存在竞争关系的其他企业，通常可以根据产品或服务的相似性、市场占有率的接近性、战略目标的一致性等标准进行筛选和分类。

（2）收集分析信息。分析信息是指与竞争对手相关的各种数据和资料，包括竞争对手的历史背景、组织结构、经营状况、产品特点、价格策略、渠道模式、营销手段、技术水平、财务状况、战略意图等，可以通过公开渠道和非公开渠道进行收集。

（3）分析分析结果。分析结果是指对收集到的分析信息进行整理、归纳、比较、评价和解释，以揭示竞争对手的优劣势、强弱点、机会威胁、发展趋势等，可以运用上述的分析方法进行分析。

（4）制定应对策略。应对策略是指根据分析结果，制定针对竞争对手的相应的战略和行动，以提高自身的竞争力和市场份额，可以采取合作、竞争、回避、模仿、创新等不同的策略。

四、竞争对手分析的注意事项

竞争对手分析是一项复杂而重要的工作，需要注意以下几个方面：

（1）明确分析目的。分析目的是指企业进行竞争对手分析的最终目标，应该根据企业的具体情况和需求，明确分析的范围、深度、频率和重点，避免盲目地进行过多或过少的分析。

（2）选择合适的分析方法。分析方法是指企业进行竞争对手分析的具体工具，应该根据分析的对象、信息、结果和策略，选择适合自身的分析方法，避免片面地使用某一种或某几种分析方法。

（3）保证分析质量。分析质量是指竞争对手分析的准确性、有效性和可靠性，应该通过建立专业的分析团队、采用多种信息来源、运用科学的分析技术、进行定期的分析更新等措施，保证分析的质量，避免出现错误或偏差。

（4）注意分析伦理。分析伦理是指竞争对手分析的道德和法律规范，应该遵守商业秘密、知识产权、个人隐私等相关的法律法规，尊重竞争对手的合法权益，避免采取不正当的手段或行为。

五、竞争对手分析的案例

为了更好地说明竞争对手分析的原则和规范，我们可以参考以下的一个案例：

尚普咨询公司是一家专业从事企业战略咨询的公司，主要为客户提供市场分析、竞争分析、战略规划、组织变革、创新管理等方面的咨询服务。尚普咨询公司的主要竞争对手有以下几家：

麦肯锡公司（McKinsey&Company）：麦肯锡公司是全球最大的战略咨询公司，拥有超过100个国家和地区的超过150个办公室，为全球90%的最大企业提供咨询服务，其咨询领域涵盖了各个行业和功能部门，其咨询质量和声誉享誉全球。

波士顿咨询公司（BostonConsultingGroup，BCG）：波士顿咨询公司是全球最知名的战略咨询公司之一，拥有超过90个国家和地区的超过90个办公室，为全球最大的企业和政府机构提供咨询服务，其咨询领域主要集中在战略、创新、组织和运营等方面，其咨询理念和方法具有创新性和影响力。

贝恩咨询公司（Bain&Company）：贝恩咨询公司是全球最著名的战略咨询公司之一，拥有超过40个国家和地区的超过60个办公室，为全球最大的企业和私募基金提供咨询服务，其咨询领域主要集中在战略、组织、运营和并购等方面，其咨询效果和客户满意度非常高。

尚普咨询分析的过程和结果如下：

（1）确定分析对象。尚普咨询公司根据客户的市场份额、产品类型、价格区间、目标客户等，确定了客户的直接竞争对手有以下几家：

奔驰：德国的豪华汽车品牌，以高品质、高性能、高科技、高档次著称，拥有强大的品牌影响力和忠诚的客户群，是客户的主要竞争对手之一。

宝马：德国的豪华汽车品牌，以运动性、创新性、舒适性、个性化著称，拥有广泛的产品线和市场覆盖，是客户的主要竞争对手之一。

奥迪：德国的豪华汽车品牌，以先进的技术、优雅的设计、安全的性能、稳健的品质著称，拥有均衡的市场表现和良好的口碑，是客户的主要竞争对手之一。

丰田：日本的汽车巨头，以可靠的品质、节能的环保、智能的科技、合理的价格著称，拥有丰富的产品种类和全球的市场网络，是客户的间接竞争对手之一。

大众：德国的汽车巨头，以经典的设计、实用的功能、普及的价格、广泛的受众著称，拥有多个子品牌和多个细分市场，是客户的间接竞争对手之一。

（2）收集分析信息。尚普咨询公司通过多种渠道和方法，收集了竞争对手的各种信息，包括：

公开来源：通过网络、报刊、杂志、广告、展会、报告、研究等，获取竞争对手的基本资料、产品介绍、价格策略、营销活动、财务数据、市场份额、客户评价等。

隐秘来源：通过秘密购买、秘密访问、秘密调查、秘密观察、秘密测试等，获取竞争对手的产品特性、服务质量、渠道布局、技术水平、战略意图等。

实地调查：通过访问竞争对手的工厂、办公室、销售点、客户、供应商、合作伙伴等，获取竞争对手的组织结构、管理模式、人力资源、生产能力、供应链、合作关系等。

（3）分析分析结果。尚普咨询公司通过使用SWOT分析法、五力分析法、价值链分析法等，对收集到的分析信息进行了综合的分析，得出了竞争对手的优劣势、威胁和机会、发展趋势和预测等，如下所示：

竞争对手优势劣势威胁机会发展趋势发展预测

奔驰品牌影响力强，产品质量高，技术创新能力强，客户忠诚度高价格高，产品线单一，市场覆盖率低，服务水平不一新兴的豪华汽车品牌的挑战，环保法规的限制，消费者需求的多样化新兴市场的开拓，新能源汽车的发展，智能汽车的创新保持高端定位，加强技术创新，拓展新能源汽车和智能汽车的市场市场份额稳定，利润率高，品牌形象优

宝马产品线丰富，市场覆盖广，运动性能好，创新能力强，客户满意度高价格高，产品质量不稳定，服务水平不一，品牌形象不清晰新兴的豪华汽车品牌的挑战，环保法规的限制，消费者需求的多样化新兴市场的开拓，新能源汽车的发展，智能汽车的创新保持多元化战略，加强产品质量，拓展新能源汽车和智能汽车的市场市场份额增长，利润率高，品牌形象良

奥迪产品设计优雅，性能安全，品质稳健，口碑良好，市场表现均衡价格高，产品线单一，创新能力弱，品牌形象不突出新兴的豪华汽车品牌的挑战，环保法规的限制，消费者需求的多样化新兴市场的开拓，新能源汽车的发展，智能汽车的创新保持稳健战略，加强产品设计，拓展新能源汽车和智能汽车的市场市场份额稳定，利润率中等，品牌形象中

丰田产品种类多，价格合理，环保节能，科技智能，市场网络广产品质量不高，品牌形象低端，竞争力不强，客户忠诚度低国内外的其他汽车品牌的竞争，消费者对高端汽车的需求，技术变革的风险新兴市场的开拓，新能源汽车的发展，智能汽车的创新保持多样化战略，提升产品质量，提高品牌形象，加强技术创新市场份额下降，利润率低，品牌形象差

大众产品设计经典，功能实用，价格普及，受众广泛，子品牌多产品质量不高，品牌形象低端，竞争力不强，客户忠诚度低国内外的其他汽车品牌的竞争，消费者对高端汽车的需求，技术变革的风险新兴市场的开拓，新能源汽车的发展，智能汽车的创新保持多样化战略，提升产品质量，提高品牌形象，加强技术创新市场份额下降，利润率低，品牌形象差

（4）制定应对策略。尚普咨询公司根据分析结果，为客户制定了以下的应对策略：

针对奔驰、宝马、奥迪等直接竞争对手，采取防御策略，保持自身的产品质量、价格水平、服务质量、品牌形象等，巩固自身的市场份额和利润率，同时加强技术创新，拓展新能源汽车和智能汽车的市场，抓住竞争对手的机会，减轻竞争对手的威胁。

针对丰田、大众等间接竞争对手，采取攻击策略，突出自身的产品优势、价格优势、服务优势、品牌优势等，扩大自身的市场份额和利润率，同时加强技术创新，拓展新能源汽车和智能汽车的市场，抓住竞争对手的机会，减轻竞争对手的威胁。

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