Competitor investigation: source of competitor analysis and competitive intelligence.
Competitor investigation: source of competitor analysis and competitive intelligence.
Access to competitive analysis and competitive intelligence investigations. Competitor analysis should follow the process from extensive to specific procedures, gradually clarify the competitive relationship, and the most important thing is to determine the competitors that affect the life and death of the enterprise. 1) delineate market segments. 2) list all competitors who provide products and services for market segmentation and preparation for market segmentation. The strategic objective, strategic approach, strategic means and source of strategic advantage of these competitors are examined, and the difference of strategic group (group) is drawn. (1) obtaining information from competitors from the state of business. Article 1 the business state is a direct reflection of the operating condition of the competitors, and the investigator shall carefully observe and analyze it. Article 2 the benchmark for judging the business status is :(1) business conditions; (2) the relationship with the trading house; (3) the relationship with the trading bank. Article 3 the scope of "business conditions" is larger, and it is important to choose the key points and not only judge them on the surface. Article 4 the "transaction relationship" can be used to determine whether the purchase quality or credit is questionable. Article 5 "the relationship with the transaction bank" is difficult to investigate, but its intelligence value is extremely prominent. (2) to obtain the relevant competitive information of the operator. Article 6 although the information of the operator is rarely changed, it must be carefully analyzed to obtain valuable information. Article 7 the evaluation of the operator is usually the most difficult part of the investigation, so it should be fully prepared in the information processing. Article 8 the evaluation of an operator has three basic elements, namely, experience, ability and character. 9 "experience" is not just an experience. Operators" own performance and style are also very important evaluation data. Article 10 the ability has many elements, the marketing ability, the labor service ability, the counting ability, the management ability, the financial ability and so on are the main body, can be understood from the daily business activity. Article 11 the character of an operator may be judged by the words and deeds of its salesmen. (3) obtain information about competitors from the state of assets. Article 12 the assets of the other party can be understood from the balance sheet. Article 13 a more accurate judgment may be made through financial statements. Article 14 cash entry, check payment period, etc., can understand the financial situation of competitors. Article 15 the inventory of commodities is an important information to know the other party, not only to investigate the actual inventory, but also to investigate the situation of its incoming goods and shipment. Article 16. To overcome the financial and personnel problems, we shall try our best to conduct an investigation into all the customers of the competitors. At the same time, the porter"s five analysis provides us with a competitor analysis, however, analysis of competitors need to master a lot of information about competitors, collect the information about competitors, the more the more accurate, it is possible to make the right strategy, so as to win over rivals. Here are 18 ways foreign companies can collect information about competitors: Acquire competitors" garbage. Buy competitors" products and analyze them. Visit a competitor"s factory anonymously. Record the number of competitors in the port or railway station. Take pictures of your competitors from the air and study them. 6. Analyze the recruitment contracts of competitors. 7. Analyze the recruitment advertisements of competitors. 8. Ask customers or dealers about the sales status of competitors" products. 9. Send a person to a competitor"s business or to a major customer. Understand competitors" suppliers to understand their output. 11. Bargain with customers to understand the price level of competitors. Talk to competitors" customers to get information. Buy competitors" former managers. 14. Learn about the situation by visiting a competitor"s factory through a consultant.
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