Reprinted the following information for reference to competitors analysis 1. The definition of competitors to understand the influence of the industry is very important, but it is not enough. "Passing is an enemy", this is just a pan -talk. It is difficult for any company to have sufficient resources and capabilities, and there is no need to comprehensively fight against the company in the industry. The relationship between competitors. Direct competitors refer to competitors who sell basic products of the same customers or provide basic services to the same customers. The intensity of competition refers to the intensity of competition methods adopted by the parties to seek competition advantages. Similar to the market segmentation, the industry can also be subdivided into different strategic groups. The strategic group (also known as a strategic group) is an enterprise group that uses the same or similar strategy along the same strategic direction in the industry. Only companies in the same strategic group are real competitors. Because they usually use the same or similar technology, the same or similar products, provide the same or similar services, and adopt a competitive pricing method. Therefore More intense. 2. After establishing an important competitor, the competitors need to make as deeper and detailed analysis of each competitor to reveal the long -term goals, basic assumptions, current strategies and capabilities of each competitor, and The basic outline of its actions, especially competitors to industry changes, and the response that may make when they are threatened by competitors. 1. Long -term goal of competitors. The analysis of the long -term goals of competitors can predict whether competitors are satisfied with the current position, thereby judging how competitors will change their strategy and what kind of reactions he will take to external events. The strategic goal of Japanese motorcycle companies in the 1970s and 1980s is obvious, that is, to comprehensively occupy the largest and best market in the world in the United States. Therefore, like Honda, when encountering tariff barriers, it is possible to take the restrictions on the US tariff barriers to build a factory in the United States. 2. The strategic assumption of competitors. The strategic goals established by each company 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 profits, because only profit can support development. And Japanese companies believe in market share and large -scale economic theory. They believe that as long as they can occupy the market and expand the scale of production and sales, the cost of unit cost will decline, and the profit will naturally come, and then there will be gold harvest in autumn. Second, competitors' assumptions of their own companies. Some companies believe that they are superior in terms of function and quality, and some companies think they have an advantage in cost and price. The infiltration of low -grade products for brand -name products may be disdainful, and companies that win with prices will have a headache for other companies. Third, competitors' assumptions on other companies in the industry and the industry. In the 1960s, Harley Company not only was confident in the motorcycle industry, but also too lightly to Japanese companies, thinking that they were only in the starting learning stage and threatened themselves. However, the Japanese bowed their heads and said, "We are elementary school students." After 20 years of cultivation, Japanese motorcycles have finally been cultivated in the United States. In fact, strategic assumptions, whether they are competitors or themselves, must be carefully tested, which can help managers identify their prejudice and blind spots for the environment. The terrible thing is that many assumptions have not yet realized or didn't realize, or even wrong; some assumptions have been correct in the past, but because of the changes in the operating environment, it becomes not so correct, but the company is still following the following follow Past assumptions. 3. Strategic ways and methods of competitors. Strategic ways and methods are specific aspects, and should be analyzed from all aspects of the enterprise. From the perspective of marketing strategy, Honda's marketing strategy channels and methods include at least some of the content:: In terms of product strategy, cut into the US market with small cars, provide as many small car product models as possible to improve product attractiveness; After the car market stands firmly, it will penetrate into the large car market; in terms of price, improve product costs through scale advantages and management improvement, and sell low -cost sales; in terms of promotion, establish a new image of motorcycles to make it different from Harley's rough style. Essence It turns out that these strategic ways are effective and have succeeded. Relatively speaking, Harley has no clear strategic ways and methods. Although Harley's parent company AMF also injected capital into Harley's increasing production, it also performed the production of small cars for a while. 4. The strategic ability of competitors. Either goals or ways, they must be based on capabilities. After analyzing and studying the goals and routes of competitors, we must also study whether the competitors have the ability to use other ways to achieve their goals. This involves how companies plan their strategies to cope with competition. If the competitor has a comprehensive competitive advantage, then there is no need to worry about when and where to conflict. If competitors have a comprehensive competitive advantage, there are only two ways: or do not anger competitors, be willing to be a follower, or avoid it. If you do not have a comprehensive competitive advantage, but have different advantages in some aspects and areas, you can make articles in your own aspects or fields in your own differential advantages, but to avoid the shortcomings of your own short -touches and others, Essence The rival's response to competition can be seen from the above analysis that strategic management is a "game" process. One is to choose our opponents, the other is to judge the opponent's chess, and to determine our strategy based on "the opponent will react to us". In summary, there are three cases of competitors' reactions to competition: no counterattack, defensive counterattack and offensive counterattack. This depends on whether competitors are satisfied with the current position, whether it is in a strategic transformation, and the degree of stimulation of competitors to him. Specifically, it can be divided into 6 counterattack mode. 1. Those who watch the incident will not take a counterattack immediately. The reason may be believed in the loyalty of customers, or the resources necessary for counterattack, or the degree of not reaching the level of counterattack. Therefore, such competitors are particularly careful. 2. Comprehensive defense will make a comprehensive response to external threats and challenges to ensure that its status is not violated. However, comprehensive defense will also stretch the front to deal with a competitor. If you need to deal with the attacks of several competitors at the same time, you will not be able to do it. 3. Deadly defending position counterattack. Because of its concentrated range of counterattacks and the belief of fighting for the back of the water, the reaction intensity is quite high. Such counterattack operations are more effective. Because it is a counterattack that concentrates in a smaller range, its durability is also strong. 4. Fierce counterattack. This type of enterprise will make rapid and strong counterattacks on the offense launched in all areas. For example: Procter
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