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Six Steps to Competitor Research: From Data Collection to Strategy Development

2024-07-18 16:18:22 来源：尚普咨询浏览量：0

一、确定竞争对手范围

竞争对手范围是指在同一市场或同一行业中，与企业有直接或间接竞争关系的其他企业。确定竞争对手范围的目的是为了缩小调研的范围，避免无效的信息收集和分析。确定竞争对手范围的方法有以下几种：

根据产品或服务的相似性，划分直接竞争对手和间接竞争对手。直接竞争对手是指提供相同或类似产品或服务的企业，如可口可乐和百事可乐；间接竞争对手是指提供不同但可替代或满足相同需求的产品或服务的企业，如可口可乐和咖啡。

根据市场的划分，划分主要竞争对手和次要竞争对手。主要竞争对手是指在同一市场或同一细分市场中，与企业有较高的市场份额和影响力的企业，如华为和苹果；次要竞争对手是指在同一市场或同一细分市场中，与企业有较低的市场份额和影响力的企业，如华为和小米。

根据战略的划分，划分现有竞争对手和潜在竞争对手。现有竞争对手是指已经进入市场或行业的企业，如华为和苹果；潜在竞争对手是指有可能进入市场或行业的企业，如苹果和特斯拉。

以尚普咨询公司为例，其主要从事市场调研、投融资咨询、IPO上市咨询等业务，其竞争对手范围可以根据以上方法划分如下：

直接竞争对手：提供相同或类似咨询业务的企业，如易观咨询、华盛咨询、零点研究等。

间接竞争对手：提供不同但可替代或满足相同需求的产品或服务的企业，如会计师事务所、律师事务所、评估机构等。

主要竞争对手：在咨询行业中，与尚普咨询有较高的市场份额和影响力的企业，如麦肯锡、贝恩、波士顿等国际知名咨询公司，以及华盛咨询、易观咨询等国内领先咨询公司。

次要竞争对手：在咨询行业中，与尚普咨询有较低的市场份额和影响力的企业，如零点研究、艾瑞咨询、赛迪咨询等国内中小型咨询公司。

现有竞争对手：已经在咨询行业中有一定的业绩和口碑的企业，如上述提到的各类咨询公司。

潜在竞争对手：有可能进入咨询行业的企业，如大型互联网公司、金融机构、高校研究机构等。

二、收集竞争对手信息

竞争对手信息是指与竞争对手相关的各种数据、事实、观点、评价等，包括竞争对手的基本情况、战略方向、业务组合、产品特点、价格策略、渠道布局、推广方式、财务状况、客户满意度、市场份额、竞争优势、发展趋势等。收集竞争对手信息的目的是为了获取竞争对手的全面和准确的画像，为后续的分析和评估提供充分的依据。收集竞争对手信息的方法有以下几种：

通过公开渠道，如竞争对手的官方网站、社交媒体、新闻报道、行业报告、商业数据库、政府公告、专利申请、商标注册等，获取竞争对手的公开信息。

通过秘密渠道，如竞争对手的内部人员、供应商、分销商、客户、合作伙伴、行业专家、咨询机构等，获取竞争对手的隐秘信息。

通过直接观察，如参观竞争对手的门店、工厂、展会、活动等，或者购买竞争对手的产品或服务，体验竞争对手的质量、功能、服务等，获取竞争对手的现场信息。

以尚普咨询公司为例，其可以通过以下方法收集竞争对手信息：

通过公开渠道，如竞争对手的官方网站、微信公众号、新浪微博、知乎专栏等，获取竞争对手的公司简介、业务范围、服务案例、团队介绍、荣誉资质、行业观点、客户评价等信息。

通过秘密渠道，如竞争对手的前任或现任员工、客户、合作伙伴等，获取竞争对手的内部管理、人才流动、项目进展、业绩变化、发展计划、客户关系、合作意向等信息。

通过直接观察，如参加竞争对手举办的研讨会、论坛、培训等活动，或者以潜在客户的身份的方式咨询竞争对手的服务内容、价格、流程、效果等，获取竞争对手的产品或服务的质量、功能、服务等信息。

三、分析竞争对手信息

竞争对手信息分析是指对收集到的竞争对手信息进行整理、归纳、比较、归类、解释、评价等，以揭示竞争对手的战略、能力、优势、劣势、动态和预期等方面的特征和规律的过程。分析竞争对手信息的目的是为了深入了解竞争对手的实力和状况，为后续的评估和预测提供依据。分析竞争对手信息的方法有以下几种：

SWOT分析法：SWOT分析法是指根据竞争对手的优势（Strengths）、劣势（Weaknesses）、机会（Opportunities）和威胁（Threats）进行分析的方法，以评估竞争对手的内部条件和外部环境，从而确定竞争对手的战略定位和发展方向。

五力分析法：五力分析法是指根据竞争对手所处的行业的五个基本力量，即现有竞争者的竞争程度、潜在竞争者的进入壁垒、替代品的替代威胁、供应商的议价能力和客户的议价能力进行分析的方法，以评估竞争对手所面临的竞争压力和盈利能力，从而确定竞争对手的竞争优势和劣势。

竞争地图法：竞争地图法是指根据竞争对手在市场中的相对位置和相对关系进行分析的方法，以形成一个二维或多维的坐标系，将竞争对手按照不同的属性或指标进行定位和分类，从而确定竞争对手的市场份额和市场结构，以及竞争对手之间的相互影响和相互作用。

以尚普咨询公司为例，其可以通过以下方法分析竞争对手信息：

SWOT分析法：以华盛咨询公司为例，其SWOT分析如下：

优势劣势

- 专注于互联网行业，有丰富的行业经验和资源
- 有多项自主研发的数据分析和智能化工具，提高了服务效率和质量
- 有稳定的客户群和良好的口碑，包括阿里巴巴、腾讯、百度等知名企业 - 业务范围较窄，缺乏跨行业的视野和能力
- 人才结构较单一，缺乏多元化的专业背景和思维方式
- 服务价格较高，难以吸引中小型企业的需求

机会威胁

- 互联网行业持续发展，咨询需求不断增长
- 新兴领域如人工智能、区块链、物联网等提供了新的咨询机会
- 国际化战略提升了品牌影响力和市场拓展能力 - 国际知名咨询公司加大了对互联网行业的投入和竞争
- 行业内部出现了新的竞争对手，如易观咨询、零点研究等
- 客户的需求和期望越来越高，对咨询服务的质量和效果提出了更高的要求

五力分析法：以咨询行业为例，其五力分析如下：

现有竞争者的竞争程度潜在竞争者的进入壁垒替代品的替代威胁供应商的议价能力客户的议价能力

- 咨询行业的竞争程度较高，竞争对手众多，竞争方式多样
- 咨询行业的差异化程度较低，竞争对手的服务内容、质量、价格等方面相差不大
- 咨询行业的市场增长率较低，竞争对手之间的争夺更加激烈 - 咨询行业的进入壁垒较高，需要有专业的知识、技能、经验、资源等
- 咨询行业的政策法规较严，需要有相应的资质、许可、认证等
- 咨询行业的品牌效应较强，需要有良好的声誉、口碑、客户关系等 - 咨询行业的替代威胁较低，没有完全可以替代咨询服务的产品或服务
- 咨询行业的客户忠诚度较高，客户对咨询服务的需求和依赖较强
- 咨询行业的切换成本较高，客户更倾向于维持与现有的咨询公司的合作关系 - 咨询行业的供应商主要是咨询人员，其议价能力较低
- 咨询行业的供应商的数量较多，咨询公司可以从多个渠道招聘或培养咨询人员
- 咨询行业的供应商的替代成本较低，咨询公司可以根据项目的需要调整或更换咨询人员 - 咨询行业的客户主要是企业，其议价能力较高
- 咨询行业的客户的数量较少，咨询公司需要与客户建立长期的合作关系
- 咨询行业的客户的需求较多样，咨询公司需要根据客户的需求提供定制化的咨询服务

竞争地图法：

从竞争地图可以看出，尚普咨询公司在咨询行业中的市场份额较低，业务范围较广，与其竞争的主要是国内中小型咨询公司，如零点研究、艾瑞咨询、赛迪咨询等，而国际知名咨询公司和国内领先咨询公司则处于市场份额高、业务范围广的领导者位置，与尚普咨询公司的竞争程度较低，但也不可忽视。

四、评估竞争对手优劣势

竞争对手优劣势评估是指根据分析得到的竞争对手信息，对竞争对手的战略、能力、优势、劣势、动态和预期等方面进行综合的评价和比较的过程。评估竞争对手优劣势的目的是为了明确竞争对手的优势和劣势，以及与自身的差距和优势，为后续的预测和制定提供参考。

五、预测竞争对手动向和反应

竞争对手动向和反应预测是指根据评估得到的竞争对手优劣势，对竞争对手的未来的行为和策略进行推测和预期的过程。

预测竞争对手动向和反应的目的是为了提前做好应对和准备，以抢占先机或避免被动。预测竞争对手动向和反应的方法有以下几种：

情景分析法：情景分析法是指根据竞争对手的目标、动机、资源、能力、策略等，构建不同的情景，分析竞争对手在不同情景下可能采取的行动和策略的方法，以评估竞争对手的可能性和影响力，从而制定相应的应对措施。

游戏理论法：游戏理论法是指根据竞争对手和自身的利益、选择、行为、结果等，构建一个博弈模型，分析竞争对手和自身的最优策略和均衡点的方法，以评估竞争对手的理性和反应，从而制定相应的策略调整。

模拟演练法：模拟演练法是指根据竞争对手的特征和行为，模拟竞争对手的角色，进行模拟决策和模拟执行的方法，以评估竞争对手的思维和行动，从而制定相应的应对方案。

六、制定竞争策略

竞争策略是指根据预测得到的竞争对手动向和反应，以及自身的目标、资源、能力、优势、劣势等，制定出针对竞争对手的行动和策略的过程。制定竞争策略的目的是为了在竞争中取得优势和胜利，实现自身的发展和增长。制定竞争策略的方法有以下几种：

竞争定位法：竞争定位法是指根据自身和竞争对手的优势和劣势，确定自身在市场中的位置和角色的方法，以选择合适的竞争策略，如领导者策略、挑战者策略、追随者策略或细分者策略等。

竞争优势法：竞争优势法是指根据自身和竞争对手的优势和劣势，确定自身的核心竞争力和差异化优势的方法，以选择合适的竞争策略，如成本领先策略、差异化策略或聚焦策略等。

竞争模式法：竞争模式法是指根据自身和竞争对手的行为和结果，确定自身的竞争方式和竞争目标的方法，以选择合适的竞争策略，如攻击策略、防御策略、合作策略或回避策略等。

以尚普咨询公司为例，其可以通过以下方法制定竞争策略：

竞争定位法：根据竞争优势矩阵，尚普咨询公司在咨询行业中的位置和角色是追随者，即在市场份额和业务范围方面处于中等水平，与强势竞争对手有一定的差距，但也有一定的潜力。因此，尚普咨询公司可以采取追随者策略，即在保持自身的优势和特色的基础上，学习和借鉴强势竞争对手的成功经验和做法，提高自身的竞争水平和市场地位。

竞争优势法：根据竞争优势评价，尚普咨询公司的核心竞争力和差异化优势是跨行业视野和多元化思维方式，即能够为客户提供创新和全面的咨询方案，满足客户的多样化和个性化的需求。因此，尚普咨询公司可以采取差异化策略，即通过提供与竞争对手不同的产品或服务，创造出独特的价值和优势，吸引和留住客户。

竞争模式法：根据博弈模型，尚普咨询公司的竞争方式和竞争目标是降低价格，即通过提供低廉和有吸引力的咨询价格，反映自身的成本效率和市场竞争力，抢占和扩大市场份额。因此，尚普咨询公司可以采取攻击策略，即通过主动和积极的行动，对竞争对手造成压力和影响，争取更多的客户和利润。

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