竞争对手分析工具培训.ppt

1、2020/7/8,1,竞争对手行为分析,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,2020/7/8,2,Who are your rivals?,A competitive arena may be as broad as an industry or as narrow as product market. Usually, the tactical decision needs narrow definition of competitive arena, but strategic decision needs broader one. The are

2、na definition is determined by choice among four dimensions the array of product or service categories(single product versus broad category); the class/segments of customers(single or multiple segments); geographic scope(single region or country versus global); number of activities in the value chai

3、n(many versus few),天马行空官方博客： ；QQ:1318241189；QQ群：175569632,2020/7/8,3,Identifying arenas,One of the key ways a competitive arena is to examine the patterns of substitution: supply-side and demand-side perspective. Substitution from the demand side: customer-defined arenas: cross-elasticities brand-sw

4、itching data. Judgmental data: customer judgments of substitutability can be obtained by asking a sample of customers to indicate the degree of substitutability between all of possible pairs of products or brands on rating scale.,2020/7/8,4,Product industry hierarchy,2020/7/8,5,Competitive advantage

5、 cycle,Performance Rewards Satisfaction profits Loyalty share,Investment in renewal,Source of advantage superior assets superior capacities,Competitive dynamics Erode advantages,Positional advantages realized superior customer value,Key source factors,Barriers to imitation,2020/7/8,6,Map of womens c

6、lothing retailers, ,Womens wear value for money,Womens wear fashionability,2020/7/8,7,Substitution from supply side,Which rivals are serving related product class with the same technology, manufacturing processes, material resources, sales force, and distribution channels? What is the geographic sco

7、pe of the market? it is regional or global? Which competitors should be included-only those presently serving the market or potential entrants with capacity to compete?,2020/7/8,8,What Strategic Moves Are Rivals Likely to Make Next?,A firms own best strategic moves are affected by Current strategies

8、 of competitors Actions competitors are likely to take next Profiling key rivals involves studying Current position in industry Strategic objectives Basic competitive approaches,2020/7/8,9,Competitor Analysis,Successful strategists take great pains in scouting competitors Understanding their strateg

9、ies Watching their actions Evaluating their vulnerability to driving forces and competitive pressures Sizing up their resource strengths and weaknesses and their capabilities Trying to anticipate rivals next moves,2020/7/8,10,Predicting Moves of Rivals,Predicting rivals next moves involves Analyzing

10、 their current competitive positions Examining public pronouncements about what it will take to be successful in industry Gathering information from grapevine about current activities and potential changes Studying past actions and leadership Determining who has flexibility to make major strategic changes and who is locked into pursuing same basic strategy,2020/7/8,11,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,2020/7/8,12,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,2020/7/8,13,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