1. determination of research objectives

The first step in competitor research is to determine the research objectives, that is, to clarify the subject, scope, depth and duration of the research. The research objectives should be consistent with the strategic objectives of the enterprise, targeted and operable. For example, Shangpu Consulting once provided competitor research services for an automobile manufacturer. Its research objectives are: to analyze the technical level, market share, product line, price strategy, marketing channel, brand image and other aspects of competitors in the field of new energy vehicles, so as to provide reference for customers to formulate market entry and competition strategies for new energy vehicles.

2. selection of research objects

The second step in competitor research is to select the research object, that is, to determine the scope and number of competitors to be concerned about. The research object should be selected according to the enterprise's market positioning, product characteristics, target customers and other factors to avoid too much or too little. Generally speaking, the research objects can be divided into three categories: direct competitors, that is, competitors who compete with the enterprise in the same market, the same product or service field; indirect competitors, that is, competitors who compete with the enterprise in the relevant market, related product or service field; potential competitors, that is, competitors who may enter the market, product or service field where the enterprise is located. For example, Champu Consulting selected five direct competitors, three indirect competitors, and two potential competitors for the above-mentioned automakers.

3. collection of research information

The third step in competitor research is to collect research information, that is, to obtain various data and information about competitors. The research information should cover the basic situation, strategic direction, business situation, financial situation, market performance, innovation ability, organizational structure, human resources, corporate culture and so on. The sources of research information can be divided into two categories: public sources and non-public sources. Public sources refer to information that can be obtained through formal channels, such as competitors' official websites, annual reports, press releases, patent applications, industry reports, etc.; non-public sources refer to information that needs to be obtained through special means, such as competitors' insiders, suppliers, customers, partners, industry experts, etc. The methods of collecting research information can be divided into two categories: active methods and passive methods. Active methods refer to methods that require active communication with information sources, such as interviews, questionnaires, observations, field visits, etc.; passive methods refer to methods that only require information from information sources, such as web search, literature reading, data mining, etc. For example, Shangpu Consulting collected public and non-public information about competitors for the above-mentioned automakers, using active and passive methods to form a detailed research information base.

4. analysis of survey data

The fourth step of competitor research is to analyze the research data, that is, to organize, summarize, compare, evaluate and interpret the collected research information. The purpose of analyzing research data is to refine the strengths and weaknesses of competitors, discover their strategic intentions and actions, predict their future movements, and identify their threats and opportunities. Methods for analyzing survey data can be divided into two categories: qualitative methods and quantitative methods. Qualitative methods refer to methods based on logical reasoning and empirical judgment, such as SWOT analysis, PEST analysis, Porter's five forces analysis, value chain analysis, etc., and quantitative methods refer to methods based on mathematical models and statistical techniques, such as financial analysis, market analysis, competitive maps, game theory, system dynamics, etc. For example, Champu Consulting used qualitative and quantitative methods for the above-mentioned automakers to conduct an in-depth analysis of competitor research data, resulting in a series of valuableConclusionand recommendations.

5. preparation of research report

The fifth step in competitor research is to prepare a research report, which presents the process and results of analyzing the research data to the customer in writing. The research report should have a clear structure, complete content, accurate data, objective evaluation and feasible suggestions. The structure of the research report generally includes the following parts: cover, catalog,Abstract、Text、Conclusion, appendices and references. The content of the research report should be customized according to the customer's needs and expectations, and avoid being too long or too simple. The data of the research report should come from reliable information sources, be effectively verified and processed, and be displayed in the form of charts, tables, diagrams, etc. The evaluation of research reports should be based on facts and evidence, avoiding subjective assumptions and biases. The recommendations of the research report should provide specific solutions and implementation steps for the customer's problems and dilemmas. For example, Shangpu Consulting has compiled a professional research report for the above-mentioned automakers, detailing the situation of competitors in the field of new energy vehicles, and providing customers with guidance on market entry and competitive strategies.

6. Implementation Survey Results

The sixth step of competitor research is to implement the research results, that is, put the recommendations and plans in the research report into practice to achieve the strategic objectives of the enterprise. The key to the implementation of the research results is to transform the research report into an action plan, clarifying the responsible person, time node, resource demand, risk response and other elements. The process of implementing the findings should be continuously monitored and evaluated, adjusted and improved in a timely manner to ensure effectiveness and efficiency. The results of the implementation of the research results should be compared with the research objectives and feedback, sum up experience and lessons, improve the ability and level. For example, Shangpu Consulting provided support for the implementation of research results for the above-mentioned automakers, assisted customers in formulating and implementing market entry and competition strategies for new energy vehicles, and helped customers increase market share and competitiveness.

Conclusion

Competitor research is a systematic and complex work that requires certain steps and methods to be followed in order to achieve the desired results. This paper introduces the six steps of competitor research, namely: determining the research target, selecting the research object, collecting the research information, analyzing the research data, compiling the research report, and implementing the research results. This paper also shows the practical value and method of competitor research with the specific case of competitor research services provided by Shangpu Consulting. It is hoped that this paper can provide some reference and enlightenment for enterprises to carry out competitor research.