Why do the competition analysis?

Abstract: In the enterprise competitive product analysis work most product managers do little in the actual work, or by the market and operators to do, or product departments with market research related positions to do regularly. Recently, colleagues in the Department of a monthly competition for the existing products

The most product managers do very little in the actual work in the enterprise, either by the market or the operators, or by the product department with market research related positions. Recently, colleagues in the Department of the current monthly product analysis of the competition, part of the work. It is also a new experience and learning for product managers who are neither professionals nor generalists. The results of the competition analysis can only be used as a reference (because information mining channels and concerns are relatively subjective, it is more dangerous that some product managers will deliberately to the expected subconscious mind to collect data), Usually serve the leadership and product management to the product information dynamic can consciously focus on timely adjustment of relevant objectives;

Why do the competition analysis?

1. Provide a relatively objective reference for the enterprise to develop the industry product strategic planning, product line layout and market share;

2. Keep abreast of competitor's products and market dynamics, if the mining data channel reliable and stable, according to the relevant data information can be judged each other's strategic intentions and the latest adjustment direction;

3. Can master the competitor's capital background, the market user breakdown group's demand satisfies and the vacancy market, including the product operation strategy;

4. Self-rapid adjustment to maintain the stability of their products in the market or rapid increase in market share;

5. Newly-established products, patted the head to come out (very dangerous, refers to the new contact of the industry did not accumulate and precipitation) did not form a more effective and complete systematic thinking and objective and accurate direction;

How to do the analysis of competitive goods?

It is worth mentioning that the competition analysis report in a mature enterprise, is basically a long time continuous accumulation of continuous mining and analysis of a process;

1. Determine which ones are your competitors?

A. Product Direct competitor: This includes the market goal direction is consistent, the customer group Pertinence is extremely strong, the product function and the user demand similarity degree is extremely high, uses the Mano the words: "and you the competitor which competes"

B. Indirect competitors: Market customer group goals are inconsistent, but in the functional requirements of complementary to your product advantage (or you are complementary to others products), but not mainly by the value of the product profit;

C. Different models of the same industry: for example, b/S Internet mode and industry solutions and stand-alone C/S client, one-time and long-term service charges;

D. The concept of strong capital speculation: observed the major media platforms often hype concept and have industry-forward-looking some team talent background, qualifications, the scale of very potential enterprises;

2. Where to get competitor information

A. Collect information from Internal Market, Operation Department and Management;

B. Industry media platform News and forums and QQ group, search engine;

C. Establishment of a continuous product market information gathering group;

D. Survey of core users, active users, different needs of ordinary users to compensate for and indirect substitution of products;

E. Competitor official website, Exchange interactive platform, dynamic news, Product history update version, promotional activities;

F. Quarterly/annual earnings;

G. The major talent site with the same industry resume updates, the other side of the blog and contact information, including the official website of the competitor recruitment;

H. Through the Google search engine to find foreign industry's official website and Industry information subscriptions (market Direct competitors are not likely, but the profit model and functional definition of user groups have a certain forward-looking and market trend-oriented);

I. Try each other's products, customer service consulting, technical questions and so on;

3. What information needs to be obtained?

A. Company technology, market, product, operation team size and core objectives and industry brand influence;

B. The actual quarterly earnings value, and the key input information of each product line, which occupies the company's main profit

C. User group coverage, market share, operating profit model, as far as possible to understand the fixed cycle of total registered user/Installed capacity/effective conversion rate;

D. Product function Segmentation and comparison, stability, ease of use, user experience interaction, visual design strength, technology to achieve the advantages and disadvantages of the framework;

E. Product platform and official rankings and keywords and the number of external chain;

4. Commonly used analytical methods?

A. SWOT analysis: In fact, the internal and external conditions of the enterprise will be integrated and summarized, and then to analyze the advantages and disadvantages of the Organization, the opportunities and threats facing a method (more macroscopic and subjective) can also be used as a method of competition analysis;

Product advantages and disadvantages have an objective understanding;

Product status and prospects;

must be considered comprehensively;

Must be compared with competitors, such as superior or inferior to your competitors;

Simplicity, avoid complication and excessive analysis;

B. Customer satisfaction Model (Kano model);

The Kano model defines three levels of customer demand: Basic requirements, expected demand, and exciting requirements. These three types of requirements are based on performance indicators, which are basic factors, performance factors and incentive factors;

Basic requirements: A property or function that the user thinks the product must have. When its characteristics are not sufficient (not to meet the needs of users), the user is not satisfied with the characteristics of adequate (to meet the needs of users), no satisfaction is not satisfied, the user is at best satisfied;

Expected demand: the product or service to be provided is more excellent, but not the "must" product attributes or service behavior some of the expected requirements are not clear to the user, but they want to; in the market survey, the user is usually talking about the expected demand, the desired demand in the product to achieve more, the more satisfied users; When not satisfied with these needs, the user is not satisfied;

Excited demand: To provide users with some completely unexpected product attributes or service behavior, so that users produce surprises. When the feature is not sufficient, and is irrelevant to the characteristics, the user does not matter, when the product provides such requirements in the service, users will be very satisfied with the product, thereby increasing the user's loyalty.

C. Boston Matrix

Problem-oriented products: In this field is a number of speculative products, with greater risk. These products may have a high profit margin but a small share of the market. This is often the new business of a company;

Star Products: This area of the product in the fast-growing market and occupy a dominant market share, but may or may not generate positive cash flow, but also can be understood as explosion-enhanced user and installed capacity;

Taurus Products: The product in this field produces a lot of cash, but the future growth prospects are limited. This is a mature market leader, it is the source of corporate cash;

Thin-dog business: The remaining areas of the product can neither generate a large amount of cash, nor need to invest a lot of cash, these products do not want to improve their performance. Generally, this kind of business is often meager profit or even loss;

D. Information comparison

Product basic information: Product name, product type, language version, Web site, microblogging;

Company background: Company Capital, product technology, market, operation team situation;

User positioning: Different forms and industry users, but the product has a demand;

User requirements: function, visual design, interactive experience, users to meet expectations;

Product Details: Product positioning, whether cross-industry objectives, product models;

Product function: Size function module contrast;

Feature List

Competitor A

Competitor Two

Competitor Three

A1 function

√

√

√

A2 function

X

√

√

A3 function

√

X

√

Profit Model:

Competitor A

Competitor Two

Competitor Three

Profit Model A

Profit mode B

Profit Model C

Operations strategy and data ranking: cycle activities, operating rules, and the industry ranked key words related to the chain of data;

Talk about so much today, the above is only the individual in doing the analysis of the competition involved in some of the methods summarized, which also referred to some of the same industry point of view, but also a learning process, please use the appropriate reference!