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10 Sep 14
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23 Jun 14
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- Background
- location of offices, plants, and online presences
- history - key personalities, dates, events, and trends
- ownership, corporate governance, and organizational structure
- Financials
- P-E ratios, dividend policy, and profitability
- various financial ratios, liquidity, and cash flow
- profit growth profile; method of growth (organic or acquisitive)
- Products
- products offered, depth and breadth of product line, and product portfolio balance
- new products developed, new product success rate, and R&D strengths
- brands, strength of brand portfolio, brand loyalty and brand awareness
- patents and licenses
- quality control conformance
- reverse engineering or deformulation
- Marketing
- segments served, market shares, customer base, growth rate, and customer loyalty
- promotional mix, promotional budgets, advertising themes, ad agency used, sales force success rate, online promotional strategy
- distribution channels used (direct & indirect), exclusivity agreements, alliances, and geographical coverage
- pricing, discounts, and allowances
- Facilities
- plant capacity, capacity utilization rate, age of plant, plant efficiency, capital investment
- location, shipping logistics, and product mix by plant
- Personnel
- number of employees, key employees, and skill sets
- strength of management, and management style
- compensation, benefits, and employee morale & retention rates
- Corporate and marketing strategies
- objectives, mission statement, growth plans, acquisitions, and divestitures
- marketing strategies
- Background
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10 Apr 14
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26 Sep 12
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This analysis provides both an offensive and defensive strategic context to identify opportunities and threats
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It is argued that most firms do not conduct this type of analysis systematically enough.
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- Define your industry - scope and nature of the industry
- Determine who your competitors are
- Determine who your customers are and what benefits they expect
- Determine what the key success factors are in your industry
- Rank the key success factors by giving each one a weighting - The sum of all the weightings must add up to one.
- Rate each competitor on each of the key success factors
- Multiply each cell in the matrix by the factor weighting.
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First, profiling can reveal strategic weaknesses in rivals that the firm may exploit.
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allow the firm to anticipate the strategic response of their rivals to the firm’s planned strategies, the strategies of other competing firms, and changes in the environment
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Third, this proactive knowledge will give the firms strategic agility. Offensive strategy can be implemented more quickly in order to exploit opportunities and capitalize on strengths.
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- Background
- location of offices, plants, and online presences
- history - key personalities, dates, events, and trends
- ownership, corporate governance, and organizational structure
- Financials
- P-E ratios, dividend policy, and profitability
- various financial ratios, liquidity, and cash flow
- profit growth profile; method of growth (organic or acquisitive)
- Products
- products offered, depth and breadth of product line, and product portfolio balance
- new products developed, new product success rate, and R&D strengths
- brands, strength of brand portfolio, brand loyalty and brand awareness
- patents and licenses
- quality control conformance
- reverse engineering
- Marketing
- segments served, market shares, customer base, growth rate, and customer loyalty
- promotional mix, promotional budgets, advertising themes, ad agency used, sales force success rate, online promotional strategy
- distribution channels used (direct & indirect), exclusivity agreements, alliances, and geographical coverage
- pricing, discounts, and allowances
- Facilities
- plant capacity, capacity utilization rate, age of plant, plant efficiency, capital investment
- location, shipping logistics, and product mix by plant
- Personnel
- number of employees, key employees, and skill sets
- strength of management, and management style
- compensation, benefits, and employee morale & retention rates
- Corporate and marketing strategies
- Background
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- objectives, mission statement, growth plans, acquisitions, and divestitures
- marketing strategies
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26 Jul 12
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Customer value is defined relative to rival offerings making competitor knowledge an intrinsic component of corporate strategy
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13 Oct 11
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24 Aug 11
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assessment of the strengths and weaknesses of current and potential competitors
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offensive and defensive
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implementation, monitoring and adjustment
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into one framework in the support of efficient and effective strategy formulation
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opportunities and threats
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corporate strategy
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This can best be displayed on a two dimensional matrix
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Superior knowledge of rivals
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offering superior customer value
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powerfully simple
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Customer value is defined relative to rival offerings making competitor knowledge an intrinsic component of corporate strategy
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superior
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three important ways
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First
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proactive stance
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strategic weaknesses
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Second
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strategic agility
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changes in the environment
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Third
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By staying one move ahead, checkmate is one step closer
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detailed profiles on each of your major competitors
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location
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history
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ownership
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P-E ratios
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financial ratios
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Profit growth profile
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products offered
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new products developed
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brands
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patents and licenses
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quality control
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reverse engineering
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segments served
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promotional mix
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distribution channels
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pricing
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plant capacity
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location
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number of employees
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strength of management
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compensation
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objectives, mission statement
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marketing strategies
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Changes in a competitor's advertising message can reveal new product offerings, n
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branding strategy, a new positioning strategy, a new segmentation strategy, line extensions and contractions, problems with previous positions, insights from recent marketing or product research, a new strategic direction, a new source of sustainable competitive advantage, or value migrations within the industry. It might also indicate a new pricing strategy such as penetration, price discrimination, price skimming, product bundling, joint product pricing, discounts, or loss leaders. It may also indicate a new promotion strategy such as push, pull, balanced, short term sales generation, long term image creation, informational, comparative, affective, reminder, new creative objectives, new unique selling proposition, new creative concepts, appeals, tone, and themes, or a new advertising agency. It might also indicate a new distribution strategy, new distribution partners, more extensive distribution, more intensive distribution, a change in geographical focus, or exclusive distribution. Little of this intelligence is definitive: additional information is needed before conclusions should be drawn.
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03 Aug 11
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10 Nov 10
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Competitor profiling
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Competitor profiling
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17 Oct 10
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Competitor analysis
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is an assessment of the strengths and weaknesses of current and potential competitors
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29 Sep 10
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Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context through which to identify opportunities and threats.
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- Define your industry - scope and nature of the industry
- Determine who your competitors are
- Determine who your customers are and what benefits they expect
- Determine what the key success factors are in your industry
- Rank the key success factors by giving each one a weighting - The sum of all the weightings must add up to one.
- Rate each competitor on each of the key success factors
- Multiply each cell in the matrix by the factor weighting.
One common and useful technique is constructing a competitor array. The steps include:
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03 Sep 10
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02 Apr 10
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11 Feb 10
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06 Nov 09
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identify opportunities and threats
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informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives.”
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Define your industry
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Determine who your competitors are
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customers are and what benefits
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ey success factors
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Rate each competitor on each of the key success factors
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Superior knowledge of rivals offers a legitimate source of competitive advantage.
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corporate governance
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Financials
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- Products.
- products offered, depth and breadth of product line, and product portfolio balance
- new products developed, new product success rate, a
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brands, strength of brand portfolio
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Marketing
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market shares, customer base, growth rate, and customer loyalty
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New competitors
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Companies competing in a related product/market
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Gaining a competitive advantage over existing firms is feasible
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15 May 09
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The steps include:
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25 Jan 09
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20 Aug 08
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12 Jun 08
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08 Feb 08
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21 Sep 07
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23 Jul 07
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15 May 07
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14 Mar 07
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08 Feb 07
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what the key success factors are in your industr
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rank the key success factors by giving each one a weighting
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24 Jan 07
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