竞争对手分析工具培训PPT课件

15.05.2020,.,1,竞争对手行为分析,天马行空官方博客：,15.05.2020,.,2,Whoareyourrivals?,Acompetitivearenamaybeasbroadasanindustryorasnarrowasproductmarket.Usually,thetacticaldecisionneedsnarrowdefinitionofcompetitivearena,butstrategicdecisionneedsbroaderone.Thearenadefinitionisdeterminedbychoiceamongfourdimensionsthearrayofproductorservicecategories(singleproductversusbroadcategory);theclass/segmentsofcustomers(singleormultiplesegments);geographicscope(singleregionorcountryversusglobal);numberofactivitiesinthevaluechain(manyversusfew),天马行空官方博客：,15.05.2020,.,3,Identifyingarenas,Oneofthekeywaysacompetitivearenaistoexaminethepatternsofsubstitution:supply-sideanddemand-sideperspective.Substitutionfromthedemandside:customer-definedarenas:cross-elasticitiesbrand-switchingdata.Judgmentaldata:customerjudgmentsofsubstitutabilitycanbeobtainedbyaskingasampleofcustomerstoindicatethedegreeofsubstitutabilitybetweenallofpossiblepairsofproductsorbrandsonratingscale.,15.05.2020,.,4,Productindustryhierarchy,15.05.2020,.,5,Competitiveadvantagecycle,PerformanceRewardsSatisfactionprofitsLoyaltyshare,Investmentinrenewal,Sourceofadvantagesuperiorassetssuperiorcapacities,CompetitivedynamicsErodeadvantages,Positionaladvantagesrealizedsuperiorcustomervalue,Keysourcefactors,Barrierstoimitation,15.05.2020,.,6,Mapofwomensclothingretailers,Womenswearvalueformoney,Womenswearfashionability,15.05.2020,.,7,Substitutionfromsupplyside,Whichrivalsareservingrelatedproductclasswiththesametechnology,manufacturingprocesses,materialresources,salesforce,anddistributionchannels?Whatisthegeographicscopeofthemarket?itisregionalorglobal?Whichcompetitorsshouldbeincluded-onlythosepresentlyservingthemarketorpotentialentrantswithcapacitytocompete?,15.05.2020,.,8,WhatStrategicMovesAreRivalsLikelytoMakeNext?,AfirmsownbeststrategicmovesareaffectedbyCurrentstrategiesofcompetitorsActionscompetitorsarelikelytotakenextProfilingkeyrivalsinvolvesstudyingCurrentpositioninindustryStrategicobjectivesBasiccompetitiveapproaches,15.05.2020,.,9,CompetitorAnalysis,SuccessfulstrategiststakegreatpainsinscoutingcompetitorsUnderstandingtheirstrategiesWatchingtheiractionsEvaluatingtheirvulnerabilitytodrivingforcesandcompetitivepressuresSizinguptheirresourcestrengthsandweaknessesandtheircapabilitiesTryingtoanticipaterivalsnextmoves,15.05.2020,.,10,PredictingMovesofRivals,PredictingrivalsnextmovesinvolvesAnalyzingtheircurrentcompetitivepositionsExaminingpublicpronouncementsaboutwhatitwilltaketobesuccessfulinindustryGatheringinformationfromgrapevineaboutcurrentactivitiesandpotentialchangesStudyingpastactionsandleadershipDeterminingwhohasflexibilitytomakemajorstrategicchangesandwhoislockedintopursuingsamebasicstrategy,15.05.2020,.,11,竞争对手行为推断架构,信息或知识,动机,可能的行动空间,资源感知,环境假设,行动,行动的可能性,15.05.2020,.,12,竞争对手分析,目标,假设,现行战略,潜在能力,反应,目标是什么目标忠实度现实与目标的差距,自身、对手行业趋势,主动行动？对我们战略的反应,15.05.2020,.,13,竞争对手的潜在能力,快速反应的能力：适应变化能力：外部注意力及判断；资源-现金储备、借贷能力、尚未推出的新产品持久竞争能力：资金储备、技术、管理层的一致性增长潜力：人力资源