Competition analysis, generally speaking, is competitor analysis. In an industry without competitors, there is generally little competition, which is called monopoly.
What is the main analysis?
1。 Market share (this is an important criterion to determine your competitors. The market share of products in some markets determines your main policies and strategies for competitors.
2. Channels (in the second place, because in terms of commodities or products alone, the sales channels mastered are half of the battlefield initiative. In many market wars, the main fight is channel)
3。 Promotion is still a simple marketing sentiment (if gathering is an active sentiment and promotion is a political offensive in the rear, how to make your consumer groups agree with your products, win more consumers with your ideas, and strive for more channels to expand their battlefield depends on this link)
4。 Price (finally, because the last battle in China market is still a problem that will remain unchanged for thousands of years. Price, just like war, ammunition supply depends on the final price. Broadly speaking, including your marketing war or price, it is ultimately included in your price cost. And this part is to exchange the foundation directly to the consumer, so the price is written at the end.
I hope it can inspire you.
How to analyze competitors
The contents of the competitor survey may include:
First, the number of competitors and business strength
Including each opponent's capacity, output, nature, background, sales volume, sales volume, economic strength, corporate image, business history, team composition, etc.
B. Market share of competitors
Because competitors have different market shares in different administrative regions and industries, the calculation of their market share should also be based on the statistics of different regions and industries.
C, competitors' competitive strategies and means
Including its sales channels, logistics, public relations, services, trends, payment cycle and payment methods, the quality and functions of marketing personnel, the working mode of sales personnel, etc.
D, competitors' products
Including the price, performance, quality, added value, stability, product structure, etc.
E, competitors' technology
Including the procurement of raw materials, the quality of technicians, the R&D strength and trend of competitors, production equipment, production management and the quality of production personnel.
F. Customer distribution of competitors
Including the distribution area of rival customers, industry focus, the operating conditions of regional markets, etc.
Investigation channels may include:
1, industry newspapers, magazines and networks
2. Competitor's customers
3. Competitors
4. Downstream product sales market or booth
5. Within the enterprise
6. Various exhibitions
7.* * * Relevant departments and industry organizations
Competitor analysis
Enterprises participating in market competition should not only know who their customers are, but also know who their competitors are. On the surface, identifying competitors is a very simple job. However, due to the complexity, hierarchy and variability of demand, the rapid development and evolution of technology and the development of industry, enterprises are facing a complex competitive situation in the market competition, and an enterprise may be defeated by new competitors, or eliminated due to the emergence of new technologies and changes in demand. Enterprises must pay close attention to the changes in the competitive environment, understand their own competitive position and the advantages and disadvantages of each other, and know ourselves and ourselves in an invincible position. We can divide the types of competitors from different angles: first, from the perspective of industry, there are 1 competitors. Existing manufacturers: refer to other manufacturers in the industry who produce the same products as the enterprise, and these manufacturers are the direct competitors of the enterprise. 2. Potential entrants: When the prospect of an industry is promising and profitable, it will attract new competitive enterprises, increase the new production capacity of the industry, and require re-division of market share and main resources. In addition, some large diversified enterprises often use their resource advantages to invade from one industry to another. The joining of new enterprises is likely to lead to the decline of product prices and profits. 3. Substitute manufacturer: Other products with the same function and different performance that can meet the same demand are substitutes. With the development of science and technology, there will be more and more substitutes, and all enterprises in a certain industry will face competition with enterprises producing substitutes in other industries. Second, from the market point of view, the competitor of the enterprise is 1. Brand competitors: enterprises refer to other enterprises in the same industry that provide similar products or services to the same customers at similar prices with brand competitors. For example, the household air-conditioning market, Gree air-conditioning, Haier air-conditioning, Mitsubishi air-conditioning and other manufacturers. The products between brand competitors are highly substitutable, so the competition is fierce. All enterprises regard cultivating customer brand loyalty as an important means to compete for customers. 2. Industry competitors: Enterprises that provide the same or similar products with different specifications, models and styles are called industry competitors. There is a competitive relationship between all enterprises in the same industry in order to compete for the market. For example, the relationship between the manufacturers of household air conditioners and central air conditioners, and the manufacturers of high-end cars and mid-range cars. 3. Demand competitors: Enterprises that provide different kinds of products but meet and realize the same needs of consumers are called demand competitors. For example, airlines, railway passenger transport companies and long-distance bus companies can meet the needs of consumers. When the train fare rises, the number of passengers by plane and bus may increase, competing with each other to meet the same needs of consumers. 4. Consumer competitors: Enterprises that provide different products to meet different wishes of consumers but have the same target consumers are called consumer competitors. For example, many consumers can spend money to travel, buy a car or buy a real estate after their income level increases. Therefore, there is a competitive relationship between these enterprises for the purchasing power of consumers, and the change of consumption expenditure structure has a great influence on the competition of enterprises. Third, from the competitive position of enterprises, the types of competitors are 1. Market leader: refers to the enterprise that occupies the largest market share in the product market of a certain industry. For example, Kodak is the leader in the photography market, Procter & Gamble is the leader in the daily chemical products market, and Coca-Cola is the leader in the soft drink market. Market leaders are usually in a dominant position in product development, price changes, distribution channels and promotion power. The position of market leader is formed in the competition, but it is not fixed. 2. Market challenger: refers to an enterprise in a secondary position (second, third or even lower position) in the industry. For example, Fuji is a challenger in the photography market, Colgate is a challenger in the commodity market, and Pepsi is a challenger in the soft drink market. Market challengers often try to expand market share and improve market position through active competition. 3. Market follower: refers to an enterprise that occupies a secondary position in the industry and is satisfied with the secondary position and strategically follows the market leader. There are a large number of followers in the real market. The main feature of market followers is following. In terms of technology, it is not the pioneer and the first user of new technology, but the learner and the improver. In marketing, don't be the pioneer of market cultivation, but hitchhike to reduce risks and costs. Market followers constantly improve their skills by observing, learning, learning from and imitating the behavior of market leaders. ......
Analysis content of competitor analysis
Once the competitors are determined, the following four aspects need to be analyzed in strategy formulation: 1. Competitors' goals and strategies in each period. 2. Analysis of operating conditions and financial conditions. 3. Analysis of technical and economic strength. 4. Background analysis of leaders and managers.
How to write the market competition analysis plan?
1. Competition background, divided into two aspects: big economic environment and small industry environment.
2. Dimension analysis of competing products: analysis of market share, scale, advertising investment, brand value and channel coverage among competing products.
3, SWOT analysis, not to mention this, all planners should know.
4, market research and analysis, according to the market research information analysis and combined with the above competing products, environmental objective factors to give suggestions.
5. Suggestions on the follow-up development planning based on the analysis.
There are basically five items.
What does the competitor's capability analysis include?
Reprint the following information for your reference.
Opponent analysis
First, the definition of competitors
It is important to understand the influence of the industry, but it is not enough. "Colleagues are enemies" is just a general statement. It is difficult for any enterprise to have enough resources and capabilities, and there is no need to become an all-round enemy with enterprises in the industry. It must deal with the main competitive relationship, that is, the relationship with direct competitors. A direct competitor is a competitor who sells basically the same products or provides basically the same services to the same customers. Competitive intensity refers to the intensity of competitive means adopted by all parties in order to seek competitive advantage.
Similar to market segmentation, industries can also be subdivided into different strategic groups. Strategic groups (also known as strategic groups) is an enterprise group that follows the same strategic direction and adopts the same or similar strategy. Only enterprises from the same strategic groups are real competitors. Because they usually use the same or similar technology, produce the same or similar products, provide the same or similar services, and adopt competitive pricing methods, the competition between them is more direct and intense than that with enterprises outside strategic groups.
Second, analyze competitors.
After establishing important competitors, it is necessary to analyze each competitor as deeply and in detail as possible, reveal each competitor's long-term goals, basic assumptions, current strategies and capabilities, and judge the basic outline of its actions, especially its response to industry changes and threats from competitors.
1, the long-term goal of competitors. The analysis of competitors' long-term goals can predict whether competitors are satisfied with their current position, so as to judge how competitors will change their strategies and react to external events. The strategic goal of Japanese motorcycle enterprises in the 1970s and 1980s was obvious, that is, to fully occupy the largest and best market in the world. Therefore, like Honda, when it encounters tariff barriers, it can bypass the restrictions of American tariff barriers by directly building factories in the United States.
2. Strategic assumptions of competitors. The strategic goals established by each enterprise are based on their assumptions. These assumptions can be divided into three categories:
First, the theoretical assumptions that competitors believe in. For example, the theory pursued by many American companies is short-term profit, because only profit can support development. Japanese companies believe in market share and economies of scale. They believe that as long as they can occupy the market, expand the scale of production and sales, reduce the unit cost and naturally roll in profits, there will be a bumper harvest in autumn.
Second, competitors' assumptions about their own enterprises. Some enterprises think they are superior in function and quality, while others think they are superior in cost and price. Brand-name products enterprises may be dismissive of the penetration of low-grade products, while enterprises that win by price will attack the price reduction of other enterprises head-on.
Third, competitors' assumptions about the industry and other enterprises in the industry. In the 1960s, Harley was not only full of confidence in the motorcycle industry, but also too contemptuous of Japanese companies, thinking that they were only in the primary learning stage and posed no threat to themselves. However, the Japanese bowed their heads and said, "We are primary school students." On the one hand, I deeply feel that Americans underestimate themselves: see who laughs last. After 20 years of training, Japanese motorcycles have finally achieved positive results in the United States.
In fact, strategic assumptions, whether for competitors or for themselves, should be carefully tested, which can help managers identify prejudices and blind spots in their environment. The terrible thing is that many assumptions are not clearly realized or not realized at all, or even wrong; Some assumptions were correct in the past, but they became less correct due to changes in the business environment, but enterprises are still following the assumptions of the past.
3. The strategic approaches and methods of competitors. Strategic approaches and methods are specific and multifaceted, and should be analyzed from all aspects of the enterprise. From the point of view of marketing strategy, Honda's marketing strategy ways and methods at least include the following contents: (1) In terms of product strategy, we will cut into the American market with small cars, provide as many small car models as possible, and improve the attractiveness of products; After gaining a foothold in the small car market, it will penetrate into the large car market; In terms of price, through scale advantage and management improvement, the product cost is reduced and the product is sold at a low price; In the promotion, establish a new image of motorcycle to distinguish it from Harley's rough style. Facts have proved that these strategic measures are effective and successful. Relatively speaking, Harley has no clear strategic approach and method. Harley's mother-in-law ......
How to write a competitor analysis in a business plan?
Compare the advantages and disadvantages of your opponent with those of others. What should you do about other people's shortcomings?
What is the reaction mode of competitors?
There are four reaction modes of competitors, including:
1. Quietly competitive type: a competitor does not respond quickly or strongly to the actions of a specific competitor. The reasons for the lack of reflection are: believing that customers are loyal to themselves, but feeling little harm to competitors' behavior or ignoring them directly; Money can't support the action brought by reaction.
2. Selective competitors: competitors may only respond to certain types of attacks and be indifferent to other types of attacks. Competitors may often respond to price cuts in order to show that their competitors' price cuts are futile, but why not? However, it may not respond to the increase in advertising costs, thinking that these will not pose a threat. Knowing the reaction of major competitors can provide the most feasible attack type for the company.
3. Fierce competitors: Such companies will respond quickly and strongly to any attack on their own fields.
4. Random competitors: Some competitors do not disclose predictable reaction patterns. This type of competitor may or may not fight back under any specific circumstances. And according to its economy, history or other circumstances, we can't see what competitors will do. Many small companies are random competitors, and when they find that they can withstand this kind of competition, they stand at the forefront of competition; And when the competition cost is too high, they hide behind.
How to analyze the competitive environment
Competitive environment analysis can also be called competitor analysis.
It is necessary to analyze each competitor as deeply as possible, reveal each competitor's long-term goals, basic assumptions, current strategies and capabilities, and judge the basic outline of its actions, especially the possible responses of competitors to industry changes and competitors' threats.
1, the long-term goal of competitors. The analysis of competitors' long-term goals can predict whether competitors are satisfied with their current position, so as to judge how competitors will change their strategies and react to external events. The strategic goal of Japanese motorcycle enterprises in the 1970s and 1980s was obvious, that is, to fully occupy the largest and best market in the world. Therefore, like Honda, when it encounters tariff barriers, it can bypass the restrictions of American tariff barriers by directly building factories in the United States.
2. Strategic assumptions of competitors. The strategic goals established by each enterprise are based on their assumptions. These assumptions can be divided into three categories:
First, the theoretical assumptions that competitors believe in. For example, the theory pursued by many American companies is short-term profit, because only profit can support development. Japanese companies believe in market share and economies of scale. They believe that as long as they can occupy the market, expand the scale of production and sales, reduce the unit cost and naturally roll in profits, there will be a bumper harvest in autumn.
Second, competitors' assumptions about their own enterprises. Some enterprises think they are superior in function and quality, while others think they are superior in cost and price. Brand-name products enterprises may be dismissive of the penetration of low-grade products, while enterprises that win by price will attack the price reduction of other enterprises head-on.
Third, competitors' assumptions about the industry and other enterprises in the industry. In the 1960s, Harley was not only full of confidence in the motorcycle industry, but also too contemptuous of Japanese companies, thinking that they were only in the primary learning stage and posed no threat to themselves. However, the Japanese bowed their heads and said, "We are primary school students." On the one hand, I deeply feel that Americans underestimate themselves: see who laughs last. After 20 years of training, Japanese motorcycles have finally achieved positive results in the United States.
In fact, strategic assumptions, whether for competitors or for themselves, should be carefully tested, which can help managers identify prejudices and blind spots in their environment. The terrible thing is that many assumptions are not clearly realized or not realized at all, or even wrong; Some assumptions were correct in the past, but they became less correct due to changes in the business environment, but enterprises are still following the assumptions of the past.
3. The strategic approaches and methods of competitors. Strategic approaches and methods are specific and multifaceted, and should be analyzed from all aspects of the enterprise. From the point of view of marketing strategy, Honda's marketing strategy ways and methods at least include the following contents: (1) In terms of product strategy, we will cut into the American market with small cars, provide as many small car models as possible, and improve the attractiveness of products; After gaining a foothold in the small car market, it will penetrate into the large car market; In terms of price, through scale advantage and management improvement, the product cost is reduced and the product is sold at a low price; In the promotion, establish a new image of motorcycle to distinguish it from Harley's rough style. Facts have proved that these strategic measures are effective and successful. Relatively speaking, Harley has no clear strategic approach and method. Although Harley's parent company AMF also injected capital into Harley to increase production, it also produced small cars, which ended in failure due to various uncoordinated factors.
4, the strategic ability of competitors. Goals and methods should be based on ability. After analyzing and studying competitors' goals and approaches, it is necessary to further study whether competitors have the ability to achieve their goals by other means. This involves how enterprises plan their own strategies to cope with competition. If this enterprise has a comprehensive competitive advantage compared with its competitors, then there is no need to worry about when and where the conflict will occur. If competitors have comprehensive competitive advantages, then there are only two ways: either not offending competitors, being willing to follow them, or avoiding them. If you don't have comprehensive competitive advantages, but you have distinctive advantages in some aspects and fields, you can do your article well in the fields or fields where you have distinctive advantages, but you should avoid touching others' advantages with your own disadvantages.
How to write the competition analysis of college students' business plan?
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