How do industry reports gain insight into competitor information?

There are four aspects to the analysis of competitors: future goals, assumptions, current strategies, and capabilities.

1. Competitors' future goals.

The analysis and understanding of the future goals of competitors is conducive to the satisfaction of competitors with their current market position and financial situation, so as to infer the possibility of changing their current strategy and their sensitivity to other corporate strategic behaviors.

The analysis of competitors' future goals is based on the following three aspects: first, the role of competitor target analysis in formulating the company's competitive strategy; second, the analysis of the main aspects of the objectives of the competitor's business unit (including its individual corporate entities); The third is the impact of the parent company of a diversified company on the future goals of its business unit.

2. Competitor assumptions.

Assumptions include competitors' evaluations of their own businesses and their evaluations of their industries and other companies. Understanding your competitor's assumptions is conducive to correctly judging your competitor's strategic intent.

3. The current strategy of competitors.

The purpose of an analysis of a competitor's current strategy is to reveal what the competitor is doing and what it can do.

Based on an analysis of competitors' objectives and assumptions, it becomes relatively easy to determine the current strategy of competitors. One approach that can be useful is to look at a competitor's strategy as a key business approach for each functional area of the business and to understand how it seeks to interconnect functions.

Fourth, the ability of competitors.

1) Core competencies.

2) Ability to grow.

3) Rapid Reaction Ability: (Reaction to Competitors) How well do competitors respond quickly to the actions of other companies? Or what about the ability to launch an offensive immediately?

This will be determined by the following factors: free cash reserves, the ability to retain borrowing, the capacity of plant and equipment, and the finalized but not yet launched new products.

4) The ability to adapt to change. (Reaction to the Environment).

5) Staying power: How well can a competitor support a protracted battle that could put pressure on revenue or cash flow? This will be determined by the following factors: cash reserves, coordination of managers.

First, the long-term vision of financial goals, less pressure from the market.

Silk Road Zan's use of the selection of the top 200 export real data in each industry, the comparison of competitor strategies and advantages and disadvantages in each industry, the combination of industry structure and competitor analysis to deeply control the information of competitors.

1.Competitive intelligence gathering.

In order to do a good job in the analysis of competitive products in the industry, the first step is to collect competitive product intelligence. The right thing to do is to always be sensitive to the information of competing products, and write it down every day when you see it, rather than just dealing with the superior and doing things perfunctorily.

There are generally these channels for the collection of competitive product intelligence: industry **, industry reports of consulting companies, and social networking platforms of industry experts; use of a competitor's product; professional books; communicate with competitors' customers; Using professional competitive product intelligence to collect competitive product analysis software - micro-business information, it can realize 7*24 hours real-time network-wide monitoring of products, services, markets and other items of industry competitors.

2.Collation and analysis of competitive product data.

The daily collection of competitive product intelligence data for systematic collation and analysis, the specific analysis content includes the rise of the mountain: the status quo of the industry; Competitors' corporate vision, product positioning and development strategy; target users of competing products; market data; core functions; What about interaction design; analysis of advantages and disadvantages; operation and promotion strategy, etc.

3.With the help of auxiliary tools - industry competitive product intelligence collection and competitive product analysis software.

It can set monitoring keywords or directional monitoring according to the needs of enterprises, and conduct real-time network-wide monitoring of the dynamics of competitors in the industry, including competitors' upstream and downstream enterprises, competitors' products, services, network marketing channels, markets, user evaluations, comparative analysis of network volume, etc., to provide enterprises with comprehensive data for competitive product analysis and realize the comparative management analysis of competing products, and automatically generate charts and monitor weekly reports to provide a full range of data for enterprises to do a good job in the analysis of competitive products in the industry for decision-making reference.