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2024-07-18 16:18:47 来源：尚普咨询浏览量：0

确定竞争对手范围

竞争对手调研的第一个关键点是确定竞争对手范围，即明确哪些企业是我们的竞争对手，哪些企业不是。这一步是竞争对手调研的基础，也是最具挑战性的一步，因为竞争对手的范围并不是一成不变的，而是随着市场变化和企业发展而动态调整的。

一般来说，确定竞争对手范围的方法有两种，一种是基于市场的方法，另一种是基于资源的方法。基于市场的方法是根据企业所处的市场领域，划分出直接竞争对手和间接竞争对手。直接竞争对手是指在同一市场领域，提供相同或相似产品或服务的企业，例如，苹果公司和三星公司都是智能手机市场的直接竞争对手。间接竞争对手是指在不同的市场领域，提供替代品或补充品的企业，例如，苹果公司和微软公司都是个人电脑市场的间接竞争对手。基于资源的方法是根据企业所拥有的资源和能力，划分出潜在竞争对手和非竞争对手。潜在竞争对手是指虽然目前不在同一市场领域，但具有进入该市场的资源和能力的企业，例如，亚马逊公司和沃尔玛公司都是电子商务市场的潜在竞争对手。非竞争对手是指既不在同一市场领域，也没有进入该市场的资源和能力的企业，例如，苹果公司和可口可乐公司都是非竞争对手。

在确定竞争对手范围时，需要综合考虑基于市场的方法和基于资源的方法，以及竞争对手的数量和强度，选择最有影响力和威胁性的竞争对手作为调研对象。例如，尚普咨询曾经为一家国内领先的在线教育平台提供竞争对手调研服务，该平台主要提供K12教育和职业教育两大类别的在线课程。在确定竞争对手范围时，尚普咨询首先根据市场领域，将竞争对手分为直接竞争对手和间接竞争对手，然后根据资源和能力，将竞争对手分为潜在竞争对手和非竞争对手，最后根据竞争对手的规模和品牌，选择了四家直接竞争对手和两家潜在竞争对手作为调研对象，分别是：好未来、新东方在线、网易有道、百度教育、腾讯教育和阿里巴巴教育。

收集竞争对手信息

竞争对手调研的第二个关键点是收集竞争对手信息，即获取竞争对手的相关数据和资料，以便进行深入的分析和评估。这一步是竞争对手调研的核心，也是最耗时和费力的一步，因为竞争对手的信息并不是随手可得的，而是需要通过多种渠道和方法，有针对性地搜集和整理的。

一般来说，收集竞争对手信息的方法有三种，一种是公开信息，另一种是私密信息，还有一种是推测信息。公开信息是指竞争对手公开发布或披露的信息，例如，竞争对手的官方网站、年报、新闻稿、社交媒体等，这类信息的获取相对容易，但是也需要注意信息的真实性和时效性。私密信息是指竞争对手未公开发布或披露的信息，例如，竞争对手的内部战略、产品细节、客户反馈、员工情况等，这类信息的获取相对困难，但是也有一些合法和合理的途径，例如，参加行业会议、访问行业专家、调查行业客户等。推测信息是指根据已有的公开信息和私密信息，推断出竞争对手可能的信息，例如，竞争对手的市场份额、成本结构、盈利能力等，这类信息的获取相对主观，但是也需要有一定的逻辑和依据。

在收集竞争对手信息时，需要综合考虑公开信息、私密信息和推测信息，以及信息的重要性和可靠性，选择最有价值和可信的信息作为调研内容。例如，尚普咨询在为上述在线教育平台提供竞争对手调研服务时，收集了竞争对手的以下信息：竞争对手的历史沿革、组织结构、业务范围、产品特点、价格策略、营销方式、技术创新、财务状况、市场表现、用户评价、合作伙伴、社会责任等。其中，部分信息是从竞争对手的公开信息中获取的，例如，竞争对手的历史沿革、组织结构、业务范围等；部分信息是从竞争对手的私密信息中获取的，例如，竞争对手的产品特点、价格策略、营销方式等；部分信息是从竞争对手的推测信息中获取的，例如，竞争对手的市场份额、成本结构、盈利能力等。

分析竞争对手战略

竞争对手调研的第三个关键点是分析竞争对手战略，即根据收集到的竞争对手信息，评估竞争对手的优势和劣势，预测竞争对手的动向和意图，制定相应的应对措施和建议。这一步是竞争对手调研的目的，也是最有价值和意义的一步，因为竞争对手的战略分析可以帮助企业提升自身的竞争力，抓住市场的机会，规避市场的风险，实现企业的发展目标。

一般来说，分析竞争对手战略的方法有四种，一种是SWOT分析法，另一种是五力分析法，还有一种是价值链分析法，最后一种是战略群分析法。SWOT分析法是根据竞争对手的优势（Strengths）、劣势（Weaknesses）、机会（Opportunities）和威胁（Threats），综合评估竞争对手的战略状况，例如，竞争对手的优势可能是品牌知名度高、产品质量好、客户忠诚度高等，竞争对手的劣势可能是成本高、创新能力弱、市场渗透率低等，竞争对手的机会可能是市场需求增长、政策支持、技术进步等，竞争对手的威胁可能是新进入者、替代品、价格战等。五力分析法是根据竞争对手所处的行业环境，分析行业的竞争程度和盈利能力，其中的五种力量分别是：供应商的议价能力、买方的议价能力、新进入者的威胁、替代品的威胁和现有竞争者的竞争，例如，供应商的议价能力高，会导致竞争对手的成本上升，买方的议价能力高，会导致竞争对手的收入下降，新进入者的威胁高，会导致竞争对手的市场份额减少，替代品的威胁高，会导致竞争对手的产品需求降低，现有竞争者的竞争激烈，会导致竞争对手的利润压缩。价值链分析法是根据竞争对手的价值创造过程，分析竞争对手的核心竞争力和成本结构，其中的价值链包括：基础活动（采购、生产、物流、销售、服务）和辅助活动（技术、人力、财务、管理），例如，竞争对手的核心竞争力可能是在采购环节实现了低成本优势，在生产环节实现了高效率优势，在物流环节实现了快速配送优势，在销售环节实现了广泛覆盖优势，在服务环节实现了高满意度优势，在技术环节实现了创新领先优势，在人力环节实现了高素质优势，在财务环节实现了稳健财务优势，在管理环节实现了优秀管理优势。战略群分析法是根据竞争对手的战略相似性，将竞争对手分为不同的战略群，然后分析每个战略群的特点和趋势，例如，竞争对手的战略相似性可以根据产品差异化程度和成本领先程度来划分，从而形成四种战略群，分别是：差异化战略群（高产品差异化、高成本领先）、聚焦战略群（高产品差异化、低成本领先）、成本领先战略群（低产品差异化、高成本领先）和困境战略群（低产品差异化、低成本领先）。

在分析竞争对手战略时，需要综合考虑SWOT分析法、五力分析法、价值链分析法和战略群分析法，以及竞争对手的战略目标和战略选择，选择最适合的方法和角度作为分析框架。例如，尚普咨询在为上述在线教育平台提供竞争对手调研服务时，分析了竞争对手的以下战略：竞争对手的战略目标是在在线教育市场占据领先地位，提供优质的教育内容和服务，满足不同年龄段和需求类型的用户；竞争对手的战略选择是采用差异化战略，通过不断的技术创新和产品创新，提高产品的附加值和用户的忠诚度；竞争对手的战略优势是拥有强大的品牌影响力、丰富的教育资源、专业的教师团队、高效的运营模式和稳定的财务状况；竞争对手的战略劣势是面临激烈的市场竞争、高昂的研发投入、复杂的法律法规和不确定的市场需求。

Conclusion

竞争对手调研是一项重要的战略分析工具，它可以帮助企业了解自身的优势和劣势，发现市场的机会和威胁，制定有效的竞争策略。本文从专家的角度，介绍了竞争对手调研的三个关键点，分别是：确定竞争对手范围，收集竞争对手信息，分析竞争对手战略。同时，本文也结合尚普咨询服务客户的具体案例，展示了竞争对手调研的实际应用和价值。希望本文能够为你提供一些有用的参考和启示，帮助你更好地进行竞争对手调研，提升你的竞争力和发展潜力。

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