Why do 1. do competitor research?

In the market economy, the competition between enterprises is inevitable, and the essence of competition is the competition for resources. In order to gain an advantage in the competition, companies need to constantly understand their own strengths and weaknesses, as well as the opportunities and threats of the external environment. As the most direct object of competition, the dynamic and strategic impact of competitors on enterprises cannot be ignored. Therefore, doing a good job of competitor research is an important basis for strategic decision-making and an effective means to enhance market competitiveness.

The main objectives of competitor research are as follows:

Understand the basic situation of competitors, such as scale, product, price, channel, promotion, brand, etc;

Analyze the strengths and weaknesses of competitors, such as quality, technology, innovation, service, reputation, etc;

Explore competitors' strategies and trends, such as goals, vision, values, market entry, product development, partners, etc;

发现竞争对手的机会和威胁，如市场需求、消费者偏好、政策法规、行业趋势、潜在竞争者等；

Learn from the successful experience and lessons of competitors, such as best practices, innovation models, risk aversion, crisis response, etc;

Develop your own competitive strategy and action plan, such as differentiation, positioning, marketing, innovation, cooperation, etc.

二、如何确定调研对象和周期？

竞争对手调研的第一步是确定调研对象和周期。调研对象是指与企业在同一市场或领域有直接或间接竞争关系的企业，调研周期是指调研的时间跨度和频率。

确定调研对象的方法有以下几种：

Select industry leaders, challengers, followers and newcomers based on market share and visibility;

根据产品或服务的替代性，选取提供相同或类似产品或服务的企业；

根据客户或消费者的选择，选取目标市场或细分市场中的主要竞争者；

According to the Porter Five Forces model, suppliers, buyers, potential entrants, substitutes and competitors in the industry are selected.

There are several ways to determine the research cycle:

According to the enterprise's strategic objectives and plans, set long-term, medium-term and short-term research cycle;

根据竞争对手的重要性和变化程度，设定不同的调研频率；

根据市场的动态和趋势，设定定期或不定期的调研时间点；

根据调研的内容和深度，设定合理的调研时间跨度。

How do 3. break down research dimensions and content?

The second step in competitor research is to break down the research dimensions and content. The research dimension refers to the direction and scope of the research, and the research content refers to the specific questions and information of the research.

There are several ways to break down the research dimensions:

According to the value chain of competitors, it is broken down into strategic planning, marketing, product development, manufacturing, supply chain management, financial management and other dimensions;

According to the competitor's 4P marketing mix, it is broken down into product, price, channel, promotion and other dimensions;

According to the SWOT analysis of competitors, it is decomposed into dimensions such as advantages, disadvantages, opportunities and threats;

According to the related parties of competitors, it is broken down into upstream suppliers, midstream enterprises themselves, downstream partners, end consumers and other dimensions.

There are several ways to break down the research content:

According to the research dimension, put forward specific research questions, such as what are the characteristics of competitors' products? What are competitors' price strategies? What is the channel coverage of competitors? What are the promotion methods of competitors? etc;

According to the research questions, collect relevant research information, such as competitor's product introduction, price list, channel list, promotion case, etc;

Based on research information, data analysis, such as competitors' product strengths and weaknesses, price levels and flexibility, channel efficiency and effectiveness, promotion costs and benefits.

How do 4. conduct in-depth and detailed research and analysis?

The fourth step in competitor research is in-depth and detailed research and analysis. Research analysis refers to the systematic collation, induction, comparison, evaluation and interpretation of the collected research information in order to obtain valuableConclusionand recommendations.

There are several methods of in-depth and detailed research and analysis:

Using qualitative and quantitative analysis methods, such as PEST analysis, Porter's five forces analysis, SWOT analysis, BCG matrix, Ansoff matrix, financial analysis, statistical analysis, etc;

Use logic and thinking analysis methods, such as induction, deduction, contrast, analogy, causality, hypothesis, etc;

Use innovative and creative analysis methods, such as brainstorming, mind mapping, six thinking hats, TRIZ theory, SCAMPER technology, etc;

Use visual and graphical analysis methods, such as tables, charts, flowcharts, organization charts, fishbone diagrams, KJ methods, etc.

How do 5. sort out the report?

The fifth step in competitor research is to sort out the report. Sorting out the report refers to presenting the results and recommendations of the research and analysis in written form for easy transmission and communication. To remove the false and keep the true means to ensure the authenticity, accuracy, completeness and validity of the report.

There are several ways to sort out the report:

According to the purpose and audience of the report, determine the structure and format of the report, such as title,AbstractCatalogue,Text、ConclusionAppendices, etc;

According to the content and depth of the report, determine the language and style of the report, such as formal, concise, clear, logical, persuasive, etc;

根据报告的信息和数据，确定报告的证据和来源，如引用、注释、参考文献、附件等；

According to the quality and effect of the report, check and modify the report, such as spelling, grammar, logic, format, content, etc.

Case analysis

为了更好地说明竞争对手调研的五大技巧，本文将结合尚普咨询的一个实际案例进行分析。尚普咨询是一家专业的市场调研和咨询公司，为客户提供全方位的市场研究、竞争情报、战略规划、品牌管理等服务。尚普咨询的一个客户是一家国内知名的电子商务平台，该客户想要了解其在国际市场上的主要竞争对手的情况，以便于制定其海外扩张的战略。尚普咨询为该客户进行了一次竞争对手调研，以下是其调研的过程和结果：

Identify research objects and cycles

尚普咨询根据客户的需求和市场的情况，确定了调研的对象和周期。调研的对象是国际市场上的三家主要的电子商务平台，分别是美国的亚马逊、中国的阿里巴巴和印度的弗利普卡特。调研的周期是三个月，每个月进行一次调研，每次调研的时间跨度是一个月。

分解调研维度和内容

尚普咨询根据客户的目标和问题，分解了调研的维度和内容。调研的维度是四个方面，分别是市场状况、产品服务、运营模式和财务状况。调研的内容是以下几个问题：

市场状况：竞争对手在哪些国家和地区有业务？竞争对手的市场份额和增长率是多少？竞争对手的目标客户和消费者群体是谁？

产品服务：竞争对手提供哪些类型和种类的产品和服务？竞争对手的产品和服务有哪些特点和优势？竞争对手的产品和服务的价格和质量如何？

运营模式：竞争对手的运营模式是什么？竞争对手的供应链和物流体系是怎样的？竞争对手的营销和推广策略是什么？

财务状况：竞争对手的营收和利润是多少？竞争对手的成本和投资是多少？竞争对手的财务风险和挑战是什么？

调动多渠道信息源

尚普咨询根据调研的维度和内容，调动了多渠道的信息源。信息源包括以下几种：

公开的信息源：竞争对手的官方网站、年报、新闻稿、社交媒体、行业报告、市场调研等；

隐秘的信息源：竞争对手的员工、合作伙伴、客户、供应商等；

主动的信息源：通过电话、邮件、面谈、访问、调查等方式主动获取信息；

被动的信息源：通过网络、报纸、杂志、电视、广播等方式被动接收信息。

深入细致地调研分析

尚普咨询根据收集到的信息，进行了深入细致的调研分析。调研分析的方法包括以下几种：

定性和定量的分析方法：运用PEST分析、波特五力分析、SWOT分析、财务分析、统计分析等方法，分析竞争对手的外部环境、行业结构、内部优劣势、财务状况、市场表现等；

逻辑和思维的分析方法：运用归纳法、演绎法、对比法、类比法、因果法、假设法等方法，分析竞争对手的战略目标、战略选择、战略实施、战略效果等；

创新和创造的分析方法：运用头脑风暴、思维导图、六顶思考帽、TRIZ理论、SCAMPER技术等方法，分析竞争对手的创新能力、创新模式、创新成果、创新影响等；

视觉和图形的分析方法：运用表格、图表、流程图、组织图、鱼骨图、KJ法等方法，分析竞争对手的数据特征、数据关系、数据变化、数据规律等。

去伪存真地整理报告

尚普咨询根据调研分析的结果和建议，去伪存真地整理了报告。整理报告的方法包括以下几种：

根据报告的目的和受众，确定了报告的结构和格式，如标题、AbstractCatalogue,Text、ConclusionAppendices, etc;

根据报告的内容和深度，确定了报告的语言和风格，如正式、简洁、清晰、有逻辑、有说服力等；

根据报告的信息和数据，确定了报告的证据和来源，如引用、注释、参考文献、附件等；

根据报告的质量和效果，进行了报告的检查和修改，如拼写、语法、逻辑、格式、内容等。

Conclusionand recommendations

尚普咨询根据调研报告，为客户提出了以下几点Conclusionand recommendations:

亚马逊是国际市场上的电子商务领导者，其优势在于其强大的品牌影响力、丰富的产品种类、高效的物流网络、创新的技术应用和多元的盈利模式。其劣势在于其高昂的运营成本、低廉的利润率、频繁的法律纠纷和激烈的竞争压力。其机会在于其不断拓展的新兴市场、不断增加的会员服务、不断丰富的内容生态和不断探索的新业务领域。其威胁在于其面临的政策监管、消费者反馈、社会责任和安全风险等问题。

阿里巴巴是中国市场上的电子商务领导者，其优势在于其巨大的市场规模、完善的平台生态、灵活的商业模式、领先的支付技术和广泛的社会影响。其劣势在于其依赖于中国市场、缺乏国际化经验、面临品牌和质量的挑战、遭受知识产权的诉讼和受限于政府的干预。其机会在于其积极拓展海外市场、加强与本地合作伙伴的关系、提升用户体验和服务质量和打造智能化和数字化的未来。其威胁在于其遇到的文化和法律的障碍、竞争和替代的威胁、用户和商家的流失和数据和安全的风险等问题。

弗利普卡特是印度市场上的电子商务领导者，其优势在于其深入的本土化、快速的增长速度、优惠的价格策略、强大的投资背景和年轻的用户群体。其劣势在于其较低的市场份额、较弱的物流基础、较高的客户获取成本、较差的用户满意度和较少的创新能力。其机会在于其巨大的市场潜力、不断改善的基础设施、不断增加的互联网普及率和不断丰富的产品和服务。其威胁在于其激烈的竞争环境、严格的政策规范、不稳定的经济形势和不可预测的社会因素等问题。

客户在制定其海外扩张的战略时，应该充分考虑竞争对手的情况，以及自身的优势和劣势。建议客户采取以下几点策略：

选择有利的目标市场，如东南亚、中东、非洲等，避免与亚马逊等强势竞争对手直接对抗；

利用自身的产品优势，如本土化、个性化、定制化等，满足不同市场的不同需求和偏好；

建立强大的合作伙伴关系，如与当地的电信运营商、物流公司、支付平台、内容提供商等，提升自身的运营能力和市场影响力；

加强自身的品牌建设，如通过社交媒体、口碑营销、公益活动等，树立自身的形象和声誉，增加用户的信任和忠诚；

注重自身的创新发展，如通过引入新技术、新功能、新服务等，提升自身的竞争力和差异化，创造更多的价值和体验。