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Enterprise competitor research, not only satisfied with the status quo, but also seek a breakthrough

2024-07-18 16:18:45 来源：尚普咨询浏览量：0

Purpose of 1. Competitor Research

竞争对手调研的目的是为了帮助企业在竞争环境中做出正确的决策，提高竞争力和盈利能力。具体而言，竞争对手调研可以帮助企业实现以下几个方面的目标：

识别竞争对手：竞争对手不仅包括当前的直接竞争者，还包括潜在的间接竞争者和替代品提供者。通过竞争对手调研，企业可以确定自己所面临的竞争对手的范围和数量，以及他们的市场份额和地位。

分析竞争对手：竞争对手调研可以帮助企业深入了解竞争对手的战略、资源、能力、优势、劣势、目标、动机、行为和表现，从而评估竞争对手的实力和威胁程度。

预测竞争对手：竞争对手调研可以帮助企业根据竞争对手的历史数据、现状和趋势，推测竞争对手的未来计划、举措和反应，从而提前做好应对和防范的准备。

制定竞争策略：竞争对手调研可以帮助企业根据自己和竞争对手的相对优势和劣势，选择合适的竞争策略，如进攻、防御、合作、规避等，以及具体的竞争行动，如价格、产品、渠道、促销、创新等，从而实现竞争优势和市场增长。

二、竞争对手调研的方法

There are several main methods of competitor research:

桌面研究：桌面研究是指利用公开的信息来源，如官方网站、年报、新闻、社交媒体、行业报告、专利、法律文书等，收集和分析竞争对手的相关数据和信息。桌面研究的优点是成本低、速度快、范围广，但缺点是信息可能不完整、不准确、不及时、不深入。

实地考察：实地考察是指通过亲自或委托第三方到竞争对手的工厂、门店、展会等地方，观察和记录竞争对手的生产、销售、服务、展示等方面的情况。实地考察的优点是信息更直观、更真实、更细致，但缺点是成本高、时间长、范围窄，且可能受到竞争对手的阻碍或误导。

顾客访谈：顾客访谈是指通过电话、网络、面对面等方式，向竞争对手的现有或潜在的顾客提问，了解他们对竞争对手的认知、评价、偏好、需求、满意度、忠诚度等方面的意见和反馈。顾客访谈的优点是信息更客观、更有价值、更有针对性，但缺点是难以获取顾客的配合、信任和真实回答，且可能受到顾客的主观性和情绪的影响。

竞争对手模拟：竞争对手模拟是指通过建立竞争对手的数学模型，如博弈论、决策树、马尔可夫链等，模拟竞争对手的决策过程和结果，预测竞争对手的未来行为和反应。竞争对手模拟的优点是信息更科学、更系统、更前瞻，但缺点是难以获取竞争对手的内部数据和参数，且可能受到模型的假设和限制的影响。

三、竞争对手调研的步骤

竞争对手调研的步骤一般包括以下几个阶段：

确定调研目标：调研目标是指企业希望通过竞争对手调研得到的信息和答案，它应该具体、明确、可量化、可实现。调研目标应该根据企业的战略需求和问题来制定，同时考虑竞争对手的重要性和可获得性。

选择调研方法：调研方法是指企业用来收集和分析竞争对手信息的工具和技术，它应该有效、合适、可行、经济。调研方法应该根据调研目标和竞争对手的特点来选择，同时考虑信息的质量和数量。

收集调研信息：调研信息是指企业从各种来源和渠道获取的关于竞争对手的数据和消息，它应该准确、完整、及时、相关。调研信息应该根据调研方法和竞争对手的变化来收集，同时考虑信息的可信度和合法性。

分析调研结果：调研结果是指企业对竞争对手信息进行整理、归纳、比较、评价、推断的过程和产物，它应该清晰、有序、有依据、有价值。调研结果应该根据调研目标和竞争对手的特征来分析，同时考虑结果的有效性和可靠性。

制定调研报告：调研报告是指企业将竞争对手调研的结果和建议以书面形式呈现给内部或外部的决策者和利益相关者的文档，它应该简洁、明了、逻辑、有说服力。调研报告应该根据调研目标和读者的需求来制定，同时考虑报告的格式和风格。

四、竞争对手调研的应用

竞争对手调研的应用是指企业根据竞争对手调研的结果和建议，制定和实施相应的战略和行动，以提高自己的竞争力和市场地位。竞争对手调研的应用主要有以下几种方式：

战略创新：战略创新是指企业通过竞争对手调研，发现竞争对手的战略漏洞和市场空白，从而创造出与竞争对手不同的、有差异化的、有价值的战略，如蓝海战略、颠覆性创新等。战略创新可以帮助企业打破竞争格局，开拓新的市场和客户，实现持续的竞争优势。

战略突破：战略突破是指企业通过竞争对手调研，发现竞争对手的战略弱点和市场机会，从而突破自己的战略局限，采取更有冲击力的、有挑战性的、有风险的战略，如攻击性竞争、快速跟随、战略联盟等。战略突破可以帮助企业改变竞争态势，抢占更大的市场份额和利润空间，实现快速的竞争优势。

五、竞争对手调研的案例

为了更好地说明竞争对手调研的实际应用和价值，本文将介绍尚普咨询公司为某汽车制造商提供的竞争对手调研服务的案例。

某汽车制造商是一家专注于高端汽车市场的企业，其产品以高品质、高性能、高安全性而闻名。然而，近年来，该企业面临着来自国内外的激烈竞争，其市场份额和利润率都有所下降。为了改善自己的竞争状况，该企业决定委托尚普咨询公司进行竞争对手调研，以期找到有效的竞争策略。

尚普咨询公司根据该企业的需求，确定了以下几个竞争对手调研的目标：

识别该企业在高端汽车市场的主要竞争对手，以及他们的市场份额和地位；

分析竞争对手的战略、资源、能力、优势、劣势、目标、动机、行为和表现；

预测竞争对手的未来计划、举措和反应；

制定针对竞争对手的有效的竞争策略和行动。

尚普咨询公司根据以上目标，选择了以下几种竞争对手调研的方法：

桌面研究：利用公开的信息来源，收集和分析竞争对手的基本资料、财务报告、产品介绍、市场活动、新闻报道等；

实地考察：通过亲自或委托第三方到竞争对手的工厂、门店、展会等地方，观察和记录竞争对手的生产、销售、服务、展示等方面的情况；

顾客访谈：通过电话、网络、面对面等方式，向竞争对手的现有或潜在的顾客提问，了解他们对竞争对手的认知、评价、偏好、需求、满意度、忠诚度等方面的意见和反馈；

竞争对手模拟：通过建立竞争对手的数学模型，模拟竞争对手的决策过程和结果，预测竞争对手的未来行为和反应。

尚普咨询公司根据以上方法，收集了大量的竞争对手信息，经过整理、归纳、比较、评价、推断，得到了以下几个竞争对手调研的结果：

该企业在高端汽车市场的主要竞争对手有四家，分别是A公司、B公司、C公司和D公司，其中A公司和B公司是国际知名的汽车品牌，C公司和D公司是国内的新兴汽车品牌；

A公司的战略是以技术领先、创新驱动、品牌影响为核心，其资源和能力都非常强大，其优势是产品的性能、质量、安全性和智能化都很高，其劣势是产品的价格、油耗和维修成本都很高，其目标是保持在高端汽车市场的领导地位，其动机是维护其品牌的声誉和忠诚度，其行为和表现都很稳定和优秀，其未来计划是继续投入研发，推出更多的新产品和新技术；

B公司的战略是以设计优雅、服务周到、品牌文化为核心，其资源和能力也很强大，其优势是产品的外观、舒适性、个性化和服务都很好，其劣势是产品的性能、质量、安全性和智能化都不如A公司，其目标是提升在高端汽车市场的竞争力，其动机是吸引更多的年轻和女性顾客，其行为和表现都很活跃和有魅力，其未来计划是加强与顾客的互动，打造更多的品牌故事和活动；

C公司的战略是以价格低廉、渠道广泛、品牌快速为核心，其资源和能力相对较弱，其优势是产品的价格、油耗和维修成本都很低，其劣势是产品的性能、质量、安全性和智能化都不高，其目标是进入高端汽车市场，其动机是扩大其市场份额和利润空间，其行为和表现都很激进和有冲击力，其未来计划是加大对高端汽车市场的投入，推出更多的低价高性价比的产品；

D公司的战略是以环保节能、创新领先、品牌年轻为核心，其资源和能力较为平衡，其优势是产品的油耗、排放和智能化都很低，其劣势是产品的性能、质量和安全性都不如A公司和B公司，其目标是在高端汽车市场占据一席之地，其动机是满足更多的环保和科技的顾客，其行为和表现都很积极和有创意，其未来计划是加快对新能源和智能汽车的研发，推出更多的绿色和智慧的产品。

尚普咨询公司根据以上结果，为该企业制定了以下几个竞争对手的竞争策略和行动：

对于A公司，该企业应该采取规避策略，避免与A公司直接竞争，而是寻找A公司忽视或无法满足的市场细分和顾客需求，如中低端市场、女性市场、个性化市场等，以实现差异化和定位化的竞争优势；

对于B公司，该企业应该采取防御策略，防止B公司侵蚀自己的市场份额和利润率，通过提高自己的产品的性能、质量、安全性和智能化，以及加强自己的品牌的形象、文化和忠诚度，以实现质量和品牌的竞争优势；

对于C公司，该企业应该采取进攻策略，主动对C公司进行打击和挑战，通过降低自己的产品的价格、油耗和维修成本，以及扩大自己的销售渠道和市场活动，以实现价格和渠道的竞争优势；

对于D公司，该企业应该采取合作策略，与D公司建立战略联盟或合资企业，通过共享D公司的环保节能和创新领先的技术和资源，以及利用D公司的品牌年轻和市场潜力，以实现技术和市场的竞争优势。

尚普咨询公司将以上内容整理成一份详细的竞争对手调研报告，提交给该企业的决策者和利益相关者，得到了他们的高度认可和赞赏。该企业根据尚普咨询公司的建议，制定和实施了相应的竞争策略和行动，成功地提升了自己在高端汽车市场的竞争力和市场地位。

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