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2024-07-18 16:18:19 来源：尚普咨询浏览量：0

竞争对手分析是指企业对其所处的市场和行业中的现有或潜在的竞争者进行系统的收集、整理、分析和评价，以了解竞争对手的目标、战略、优势、弱点、反应模式等，从而制定相应的竞争策略和行动计划。竞争对手分析是企业战略管理和市场营销的重要组成部分，可以帮助企业把握市场机会，规避竞争风险，提高竞争优势，实现可持续发展。

然而，很多企业在进行竞争对手分析时，由于缺乏正确的方法和思路，或者受到一些主观和客观的因素的影响，容易陷入一些误区，导致分析结果失真或无效，甚至给企业带来负面的影响。根据我们的实践经验，我们总结了企业竞争对手分析的三个常见误区，分别是：

过度关注直接竞争对手，忽视潜在竞争对手和替代品。很多企业在进行竞争对手分析时，只关注那些与自己产品或服务相同或相似的竞争者，认为他们是最大的威胁，而忽略了那些可能从其他市场或行业进入，或者提供不同类型的产品或服务，但能够满足同样的顾客需求的竞争者。这些竞争者虽然目前还不构成直接的竞争，但却有可能在未来成为强劲的竞争对手，甚至颠覆整个行业的格局。例如，苹果公司的iPhone不仅与其他手机厂商形成了直接竞争，而且对数码相机、MP3播放器、手持游戏机等行业造成了巨大的冲击，这些行业原本可能没有把苹果公司视为竞争对手。

过度依赖公开信息，忽视竞争对手的隐性能力和动态变化。很多企业在进行竞争对手分析时，主要依赖于竞争对手的公开信息，如官方网站、年报、新闻报道、广告宣传等，认为这些信息能够反映竞争对手的真实情况。然而，这些信息往往是竞争对手有意呈现给外界的，可能存在夸大、隐瞒、失实或过时的情况，不能全面和准确地反映竞争对手的优势和劣势，也不能及时捕捉竞争对手的动态变化。因此，企业还需要通过其他渠道，如市场调查、顾客反馈、行业协会、供应商、分销商、员工、合作伙伴等，收集和分析竞争对手的隐性信息，如竞争对手的战略意图、创新能力、组织文化、核心人才、潜在危机等，以便更深入地了解竞争对手的内在能力和未来发展。

过度模仿竞争对手，忽视自身的核心竞争力和差异化优势。很多企业在进行竞争对手分析时，只是为了寻找和学习竞争对手的成功经验和优秀做法，试图通过模仿或超越竞争对手，来提高自己的市场地位和业绩。然而，这种做法往往忽略了自身的核心竞争力和差异化优势，导致企业失去自己的特色和定位，陷入同质化竞争的泥潭，无法形成持久的竞争优势。因此，企业在进行竞争对手分析时，不应该盲目地模仿竞争对手，而应该根据自身的资源、能力、目标和价值，找出自己与竞争对手的差异和优势，打造自己的核心竞争力和品牌形象，创造自己的市场空间。

针对这些误区，我们提出了六个有效的竞争对手分析方法，分别是：

运用波特五力模型，全面识别竞争对手和竞争环境。波特五力模型是由美国著名的战略管理学者迈克尔·波特提出的，用于分析一个行业的结构和竞争力，从而确定该行业的吸引力和盈利能力。波特五力模型认为，一个行业的竞争力受到五种力量的影响，分别是：行业内的竞争对手、潜在进入者、替代品、供应商和买方。通过分析这五种力量的强度和相互作用，企业可以全面识别竞争对手的数量、类型、规模、能力、战略、行为等，以及竞争对手所面临的威胁和机会，从而制定合适的竞争策略。例如，尚普咨询公司在为一家汽车制造商进行竞争对手分析时，运用了波特五力模型，发现该行业的竞争对手不仅包括其他汽车制造商，还包括新能源汽车、自行车、公共交通等替代品，以及汽车零部件供应商、汽车经销商、汽车消费者等利益相关者，这些都对该行业的竞争力产生了影响，需要被重点关注和应对。

运用SWOT分析，深入了解竞争对手的优势和劣势。SWOT分析是一种常用的战略分析工具，用于分析一个组织或项目的优势（Strengths）、劣势（Weaknesses）、机会（Opportunities）和威胁（Threats），从而确定其战略目标和行动方案。SWOT分析也可以用于竞争对手分析，通过收集和整理竞争对手的内部和外部信息，分析竞争对手的优势和劣势，以及竞争对手所面临的机会和威胁，从而揭示竞争对手的核心竞争力和潜在风险，以及与自身的差异和相似之处。例如，尚普咨询公司在为一家电子商务平台进行竞争对手分析时，运用了SWOT分析，发现该平台的主要竞争对手有以下的优势和劣势：

优势劣势

- 有庞大的用户基数和忠诚度 - 缺乏创新和差异化的产品和服务

- 有强大的物流和配送网络 - 面临法律和监管的风险和挑战

- 有丰富的商品种类和优惠活动 - 遭受网络安全和隐私保护的投诉和诉讼

- 有高效的技术和数据分析能力 - 受到新兴竞争对手和替代品的冲击

运用价值链分析，揭示竞争对手的价值创造过程和关键环节。价值链分析是由迈克尔·波特提出的，用于分析一个组织如何通过其内部活动和外部关系，为顾客创造价值和实现利润的过程和结构。价值链分析将一个组织的活动分为两类，一类是主要活动，包括物流、运营、营销、销售和服务等，另一类是辅助活动，包括采购、技术、人力、财务和基础设施等。通过分析这些活动的成本、收益、效率、质量、创新等，企业可以找出自己的价值创造源泉和竞争优势。价值链分析也可以用于竞争对手分析，通过比较自身和竞争对手的价值链，企业可以发现竞争对手的价值创造过程和关键环节，以及竞争对手的成本优势和差异化优势，从而制定相应的竞争策略。例如，尚普咨询公司在为一家酒店连锁集团进行竞争对手分析时，运用了价值链分析，发现该集团的主要竞争对手有以下的价值创造源泉和竞争优势：

价值创造源泉竞争优势

- 有高品质和个性化的客房和服务 - 有高端和忠实的客户群

- 有全球化和多元化的酒店分布和品牌 - 有广泛和稳定的市场份额和收入

- 有先进和智能的预订和管理系统 - 有低廉和高效的运营成本和管理费用

- 有强大和专业的人力资源和培训体系 - 有优秀和忠诚的员工队伍和领导力

运用战略群分析，确定竞争对手的战略定位和行动模式。战略群分析是一种用于分析一个行业中不同组织的战略相似性和差异性的方法，通过将具有相似战略特征的组织归为同一战略群，从而比较不同战略群之间的竞争力和吸引力。战略群分析可以用于竞争对手分析，通过选择一些重要的战略维度，如产品范围、市场覆盖、成本结构、质量水平、技术水平、创新能力等，将竞争对手划分为不同的战略群，从而确定竞争对手的战略定位和行动模式，以及竞争对手之间的相互影响和竞争关系。例如，尚普咨询公司在为一家软件开发公司进行竞争对手分析时，运用了战略群分析，发现该行业的竞争对手可以根据产品范围和技术水平两个维度，划分为以下四个战略群：

产品范围技术水平战略群代表企业

窄高窄高群微软、谷歌、苹果等

窄低窄低群一些小型的软件开发公司

宽高宽高群 IBM、甲骨文、SAP等

产品范围技术水平战略群代表企业

窄高窄高群微软、谷歌、苹果等

窄低窄低群一些小型的软件开发公司

宽高宽高群 IBM、甲骨文、SAP等

宽低宽低群一些大型的软件外包公司

运用情报分析，收集和处理竞争对手的有效信息。情报分析是一种用于收集、处理、分析和传递竞争对手信息的方法，旨在为企业的决策提供有价值的情报支持。情报分析包括四个阶段，分别是：情报需求、情报收集、情报分析和情报传递。通过运用情报分析，企业可以系统地获取和利用竞争对手的信息，从而及时发现竞争对手的动向和变化，预测竞争对手的行为和反应，制定有效的竞争策略和行动计划。例如，尚普咨询公司在为一家服装品牌进行竞争对手分析时，运用了情报分析，通过以下的步骤，为客户提供了有价值的竞争情报：

情报需求：确定客户需要了解的竞争对手的信息，如竞争对手的市场份额、销售额、利润率、产品特点、价格策略、促销活动、顾客满意度、品牌形象等。

情报收集：利用各种渠道和方法，如网络搜索、市场调查、顾客访谈、秘密购物、行业报告、专家咨询等，收集竞争对手的相关信息，注意区分信息的来源、可靠性、时效性和重要性。

情报分析：运用各种分析工具和技术，如数据分析、趋势分析、因果分析、假设检验、情景分析等，对收集到的信息进行加工、整合、归纳、推理和评价，从而得出有意义的Conclusionand recommendations.

情报传递：根据客户的需求和偏好，选择合适的形式和方式，如报告、演示、图表、口头汇报等，将分析结果和建议以清晰、简洁、有力的方式，传递给客户，以便客户进行决策和行动。

运用对比分析，找出竞争对手的差距和机会。对比分析是一种用于比较自身和竞争对手的表现和水平的方法，通过确定自身和竞争对手的优势和劣势，从而找出自身和竞争对手的差距和机会。对比分析可以用于竞争对手分析，通过选择一些重要的指标和标准，如市场份额、销售额、利润率、顾客满意度、品牌知名度、产品质量、服务水平等，将自身和竞争对手进行横向和纵向的比较，从而发现自身和竞争对手的优劣势，以及存在的差距和机会。例如，尚普咨询公司在为一家快餐连锁店进行竞争对手分析时，运用了对比分析，通过以下的表格，为客户展示了自身和竞争对手的对比结果：

指标自身竞争对手A 竞争对手B 竞争对手C

市场份额 15% 25% 20% 10%

销售额 1000万 1500万 1200万 800万

利润率 10% 15% 12% 8%

顾客满意度 80% 85% 82% 75%

品牌知名度 70% 90% 80% 60%

产品质量优优良良

服务水平良优良一般

通过对比分析，客户可以发现自身在市场份额、销售额、利润率、顾客满意度、品牌知名度等方面都落后于竞争对手A和B，这是自身的劣势和差距，需要加强改进和提升。同时，客户也可以发现自身在产品质量方面优于竞争对手B和C，这是自身的优势和机会，需要充分利用和突出。

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