We can modify the things in our factory, or hold some theme nights according to the seasons, such as Thanksgiving, Christmas and so on. . .
3, he is only free for a week, not a year, hehe, relax.
4. The general entertainment industry is aimed at young people, so you should do more market research to find out what local young people like to spend, or who come to spend there. You can also do a survey to find out what you are dissatisfied with, what you are satisfied with, and so on.
Service attitude is very important in any industry now. Cultivate the quality of waiters and make customers feel that no matter how much money they spend, it is worth spending.
6. Pay attention to honesty in business, and don't covet temporary benefits. After a long time, customers naturally know how to choose.
7. Make some humanized improvements appropriately.
Question 2: How to analyze the survey contents of competitors, including:
First, the number of competitors and business strength
Including each opponent's capacity, output, nature, background, sales volume, sales volume, economic strength, corporate image, business history, team composition, etc.
B. Market share of competitors
Because competitors have different market shares in different administrative regions and industries, the calculation of their market share should also be based on the statistics of different regions and industries.
C, competitors' competitive strategies and means
Including its sales channels, logistics, public relations, services, trends, payment cycle and payment methods, the quality and functions of marketing personnel, the working mode of sales personnel, etc.
D, competitors' products
Including the price, performance, quality, added value, stability, product structure, etc.
E, competitors' technology
Including the procurement of raw materials, the quality of technicians, the R&D strength and trend of competitors, production equipment, production management and the quality of production personnel.
F. Customer distribution of competitors
Including the distribution area of rival customers, industry focus, the operating conditions of regional markets, etc.
Investigation channels may include:
1, industry newspapers, magazines and networks
2. Competitor's customers
3. Competitors
4. Downstream product sales market or booth
5. Within the enterprise
6. Various exhibitions
7.* * * Relevant departments and industry organizations
Question 3: How to determine that there are multiple competitors in the competition of the main competitors in the same industry? But for an enterprise with limited resources, it is impossible for him to regard all competitors in the same industry as his own competitors. The concept of competitors needs to be clarified here. Not all competitors in the same industry are competitors, only those competitors who have the ability to compete with your enterprise are your competitors. When choosing competitors, enterprises have something to do with their own strategic positioning. The first is the choice of the venue. We know that there will be many market segments in an industry, and the choice of market segments is to choose their competitors in this market segment. Secondly, the choice of competition field. For an enterprise, it may be one of your main competitors in this field, or it may be the main competitor in another field. Across the country, another competitor will appear. Therefore, enterprises need to pay attention to multi-level competitors. Selection of competitive targets. Every enterprise will have its own vision, that is, an expectation for the future. This expectation determines the goal of enterprise efforts. Enterprises will encounter many obstacles from competitors on the way to achieve their goals. Among these obstacles, the most important one is from your competitors. Through the analysis of the above three aspects, an enterprise can find out who its main competitors are, and then give a clear description of each competitor, including in which field and region, and what is the pressure for the enterprise to achieve its goals. 2. How do enterprises use competitive intelligence to gain advantages? With the development of economy, the competition among enterprises is becoming more and more fierce. Competitive advantage comes from the core competitiveness of enterprises, and the competition among enterprises is mainly the competition of core competitiveness. So in today's highly developed information, what can an enterprise call its core competitiveness? Is it technology? Or management? As far as the current situation is concerned, most industries have nothing to keep secret, especially management. Only continuous learning and innovation is the only core competitiveness of enterprises. Therefore, this era is called the era of super competition. In the super-competitive environment, enterprises should do the following work to gain competitive advantage by using competitive intelligence: First, according to the actual needs of enterprises, establish their own intelligence monitoring system and establish a regular intelligence compilation and reporting system. This competitive intelligence system can include many contents: competitor intelligence part, general statistical data about competitors, trend chart, main competitor list, overall market size statistical data, competitor news, competitor profile, main information of partners, private forums, industry overview, columns set according to the information needs of various functional departments, etc. Second, establish a system of key intelligence topics. Senior management and various functional departments regularly put forward needed research topics. The intelligence department screens and determines the topics, and then collects information according to the determined topics to carry out research work. Third, let competitive intelligence serve strategic management well. Strategic management is mainly to strengthen the adaptability of enterprises to environmental changes. The collected information should be applied to the strategic management of enterprises. 3. Why should we monitor the competitiveness of enterprises? We always hear that an enterprise is very competitive in the domestic market. Therefore, there is no accurate statement about how strong the competitiveness is and where it is stronger than its competitors. Enterprise competitiveness monitoring can solve this problem to some extent. The Institute of Industrial Economics of China Academy of Social Sciences conducted a study on the international competitiveness of China enterprises as early as 1995- 1998. On the basis of the above achievements, presided by Professor Jin Pei, a well-known domestic industrial economist, and with the help of the media advantage of China Business News, the enterprise competitiveness monitoring project of China Business News was completed. Rank the competitiveness of domestic listed companies and form a set of index system for competitiveness monitoring. In this indicator system, there are display indicators and analytical indicators. Demonstrative indicators are the result of competitiveness, while analytical indicators are the cause of competitiveness. The most important thing for enterprises to establish their own perfect competitiveness monitoring system is to straighten out their thinking and make competitors' messy information more systematic. At the same time, through the monitoring of competitors, enterprises can understand the situation of competitors and the reasons for their own competitiveness, and provide scientific basis for enterprise decision-making. 4. What are the key intelligence elements that affect strategic choice and strategic decision? Strategic analysis is the basis of strategic choice and strategic decision. Strategic analysis mainly includes the following aspects: macro-environment analysis and industry environment division. & gt
Question 4: How to master the skills of competitors in an all-round way? Under the condition of market competition, an industry or a product often has many competitors. Therefore, in the process of market positioning, we must find out the advantages of the company relative to other competitors and find out the disadvantages of competitors, so as to make the positioning more accurate and effective. 1. Understand the market positioning of competitors. If there are few competitors (if there are many, find out the most important competitors), study competitors' products, collect their advertisements, and grasp their position in the eyes of target customers. Analyzing competitors is also a new understanding of their own market positioning. Common sense tells us that two objects cannot be accommodated in the same place, and human ideology is the same. You have to find out the consumer's consciousness space that is not occupied by competitors. In order to analyze the positioning of competitors more clearly according to the information you have collected (including their costs and operating conditions), you can ask the following questions: Which territory do competitors compete for in the market? In what ways do they make themselves look different? What do consumers do in their eyes? What kind of consumers are making their products? What effective products can they provide to customers? What products do they offer to consumers? How do consumers view your products compared with them? What kind of target market scope strategy do they adopt? 2. Finding advantages over competitors Relative competitive advantage is an enterprise's ability to surpass competitors. Some of these abilities are existing, some have development potential, and some can be created through hard work. When collecting all kinds of information about competitors, you should constantly compare the differences between your company and competitors, whether positive or negative. Only in this way can we better find our own advantages. Mind you, not all competitive advantages can be used. You should make the best choice according to the strength of the enterprise and the comparison with the competitors. When analyzing their advantages over competitors, we can consider the following aspects: brand. Is your company more reputable? Do consumers agree with your brand? This is extremely important to the value of your product. For example, most consumers think that a certain brand of perfume is a high-quality and precious product. If you put this perfume in a bottle without a name, even if it is still those perfumes, it is likely to be considered as inferior products. Because not all consumers are experts, they often only look at your brand. Product packaging and labeling. Is your packaging more humanized for your target customers? Is it suitable for the psychological characteristics of the target customer group? Is your packaging exquisite enough for young people? Is your bag cute for girls? Is your packaging too fancy for middle-aged and elderly people? How do consumers react to your packaging? Use performance. This is a very important point for consumers. Is your product reliable? Is it convenient to use? Do your consumers think it is worthwhile to spend that price on such a practical tool? Sales and service. Can consumers easily buy your products? Does your product appear where every competitor exists? Do you increase the value of products by increasing the service content? For example, door-to-door, free door-to-door maintenance, or free consultation after customers buy your software … product price and quality. Are they balanced? Although consumers all know that "a penny is worth a penny", if you pay a high price to provide a very durable coat or leather shoes for growing children, will they buy it? Most people don't spend a lot of money to buy a pair of shoes that can't last for a year and a half, even if it can last for ten or eight years. Ogilvy's creed of successful advertising: it is very important to admit your mistakes, especially before others attack. In addition to the above five points, you can also find your advantages over competitors in other aspects, such as company image and product innovation. 3. Highlight your key advantages When establishing your advantages over your competitors, you will also find that you have not done enough. At this time, you should make up for the disadvantages as much as possible or cover up or dilute them in other ways. The most important thing is to highlight its core advantages. Remember, seize your own advantages, especially the advantages of rice, and stand out, so as to find your own territory and determine your unique market position. Keep in mind the key points and master competitors from the following aspects: understand the market positioning of competitors, find advantages over competitors, and highlight the competitive advantages of customs clearance. If you have various advantages, you can develop different products from ... >>
Question 5: How to beat the competitors? David? Davidogilvy is a legend, and his unique understanding of low-price trading is intriguing: fools will also do low-price trading, but it takes talent, belief and perseverance to create a brand. In Ogilvy's view, the purpose of labeling competitors negatively is to establish a positive image for themselves. Many years ago, Red Card Vodka labeled its American competitors as "Made in America", saying that the competitors were "fake Russian Vodka" and established its status as "authentic Russian Vodka". Recently, due to the economic recession, consumer spending has decreased, and many companies have used mutual attacks to compete for customers. Kodak compares its inkjet printer with other expensive brands. Similarly, McDonald's is trying to label Starbucks "conceited coffee" to promote its latte and cappuccino. It even set up its own website to ensure that people can order food without learning a "second language". Sometimes, there is no winner in the category. Professor johnzhang of Wharton Business School found: "Hostile advertising-brewers, especially ab and Miller, may be counterproductive. Not only will it not attract consumers, but it may make people lose interest in all products of this category. This in turn will enable enterprises to attract customers by reducing prices, which in turn will lead to low profits in the whole industry. " When you are ready to attack your competitors, be careful that you will be attacked. For example, Campbell Soup Company once advertised its new product line, saying that its competitor Platts Company used monosodium glutamate (msg). Platts countered that Jinbaotang was also using monosodium glutamate, resulting in both losses. Many years ago, scope mouthwash declared that consumers who used Listerine would be full of "medicinal taste", thus labeling Listerine as "bad taste". This has established a "good taste" orientation for scope. Afterwards, Li Shidelin responded with a frank principle and put forward the concept of "the smell you hate, twice a day", which is intended to emphasize that drugs with such a strong taste will definitely kill many bacteria. This is an attack and a counterattack. Relocate competitors, often looking for weaknesses in their own strengths to attack, rather than looking for weaknesses directly, which will cause others' resentment. But there is another weakness, which is caused by strength. For example, Avis once advertised: "Choose Avis, the queue at our counter is shorter." Hertz can't counter this strategy. As the largest car rental company, this is an inherent shortcoming of Hertz, and it is also an unavoidable shortcoming of most leaders. Similar ideas can be used against powerful opponents anywhere. What should you do with Campbell's soup? Don't think about taste and price. In fact, you should forget everything in the can and focus on the can itself, which is the weakness of Campbell Soup Company. Tin cans are easy to rust, but Campbell's equipment for producing tin cans is worth hundreds of millions of dollars and will never give up these equipment easily. But competitors will not be subject to this restriction. They can try plastic, glass or antiseptic packaging, and then they can play "kicking cans" with Campbell Soup Company. Don't expect any enterprise to accept these strategic ideas soon. Excellent competitive repositioning concepts are difficult to sell, because these concepts have negative factors in essence, which are contrary to the "positive thinking" of most managers. Looking for weak links Sometimes, a company's marketing is its weak point. The number one mineral water brand in Russia is aquaminerale. In fact, the brand belongs to Pepsi, so it is not surprising that its marketing is impeccable. By covering up the water source, Pepsi realized the effective positioning of the brand. They added the word "mineral" to their names and printed the design of mountains on their trademarks, so as to convince consumers that water comes from mountains, which is very wise. The original brand of mineral water in Russian market is borjomi. Because it is an old brand, many old customers regard it as the tap of mineral water. However, the brand did not make good use of this, but extended the brand and launched "refreshing Borromet" and "Borromet Spring", which weakened the brand. The obvious strategy is to reposition aquaminerale and point out in the advertisement that it is not a real mountain spring, but a disguised mountain spring, and the real mountain spring is the best. The concept is simple. Label the trademarks of two kinds of water with big labels and discharge them ... >>
Question 6: How to turn the advantages of competitors into disadvantages? How to turn an opponent's competitive advantage into a disadvantage
abstract:
According to Porter's competitive strategy theory, to enter an industry, we must first analyze the five kinds of competitiveness of the enterprise, and focus on the competitiveness of existing competitors in the market, and then avoid the advantages of competitors and specialize in their disadvantages. This paper starts with the advantages of competitors, analyzes the possibility of their advantages turning into disadvantages, and tries to put forward solutions.
Keywords: competitors, competitiveness, advantages, sustainability
Text:
"Grandson? The article "Seeking Attack" said: "Know yourself and know yourself, and you will be invincible; Know yourself and yourself, one wins and one loses; Don't know each other, don't know friends, every battle will be dangerous. "This means that in the war, know yourself and know yourself. If you don't know yourself and know yourself, the chances of winning or losing are half; If you don't know yourself and yourself, you can only fight a hundred battles. The business world is like a battlefield. In the economic field, we can also think like this. Before launching an attack, we should fully understand the strengths and weaknesses of ourselves and our competitors. Surprise, surprise, and you win.
According to Porter's competitive strategy theory, to enter an industry, we must first analyze five kinds of competitiveness of the industry. New entrants should focus on analyzing the competitiveness of existing competitors in the market, and then avoid the strengths of competitors and specialize in their shortcomings. This is a conventional thinking. However, we can only survive by attacking the disadvantages of our competitors, but our competitors must constantly expand their market share. In order to avoid being eaten by our competitors, we must attack our competitors and turn our advantages into disadvantages. Let yourself have an advantage over each other, so that enterprises can survive for a long time by constant competition. So can competitors' advantages turn into disadvantages? The answer is yes.
The most classic case is the well-known rising star Pepsi. In the 1960s, the market share ratio of Pepsi and Coca-Cola was 1: 2.5. Faced with a very powerful and invincible Coca-Cola, Pepsi has been ready to "surrender" many times. Fortunately, Coca-Cola despises this mistress and disdains Pepsi. Facing its powerful rival Pepsi-Cola, it introduced the concept of "new generation choice" and launched a "flank" attack on Coca-Cola. Abandoning Coca-Cola's advertising strategy of "all-round coverage" regardless of gender, age and age, grasping the "generation gap" with great insight, starting from young people, grasping the psychological characteristics of the new generation worshipping film and television idols, and hiring pop music superstars as advertising spokespersons with huge sums of money to compare Coca-Cola with various advertisements, which embodies the image of Pepsi as "young, lively and symbol of the times" and compares Coca-Cola with "old, outdated and outdated". So the new generation became a prisoner of Pepsi, and the concept that "young people will drink Pepsi and Coca-Cola belongs to my parents" spread rapidly among young people. By 1985, the market share of PepsiCo and Coca-Cola has approached 1: 1.3, which can be described as "declining", and the history of Coca-Cola's dominance is gone forever.
When Pepsi positioned itself as "the choice of a new generation", it virtually turned Coca-Cola's greatest advantage "long history and being loved by the older generation of consumers" into its greatest disadvantage. PepsiCo, which caters to the rebellious and maverick younger generation, finally rises rapidly through this strategic positioning and can compete with the giant Coca-Cola.
What enlightenment does the successful case of Pepsi give us, and how to turn the advantages of competitors into disadvantages? First of all, we need to carefully analyze the advantages of ourselves and each other. Have the courage to keep up with the advantages of competitors, learn from each other's successful experience, and then skillfully transform each other's advantages in time.
Buffett, a world-renowned investor, believes that the key to investment analysis is to determine the competitive advantage of the selected enterprises, and more importantly, to determine the sustainability of this advantage. So how does Buffett analyze the competitive advantage? In April 2000, Buffett pointed out at the shareholders' meeting: "The best way to understand this is to study and analyze those enterprises that have achieved long-term sustainable competitive advantages." In 2007, Buffett pointed out that there are only two truly sustainable competitive advantages, cost advantage and brand advantage. Brand advantage and cost advantage are subdivided into three categories:
The first and most important intangible asset is a strong brand. In recent years, Microsoft and Wal-Mart have continued to increase their global market share. The great attraction of the brand, the outstanding characteristics of the products and the strong strength of the sales channels make them have super competitiveness, just like forming a moat around their castle. In contrast, the average company spends >>
Question 7: How to understand competitor 1?
Understand the general situation of competitors. First of all, we must confirm the true identity of our competitors. The next step is to analyze and study all available information.
2
Understand the situation of competitors' products or solutions. Although its introduction may be simple, what you are looking for is the part that customers need to use but the product or solution is missing. If you don't find a specific introduction, treat it as a whole software solution. What customers need is a customized system.
three
If you can find the relevant white paper, you can have a general understanding. Look for the industry analysis part that contains "objective" demand in the white paper, and analyze the product advantages promoted by competitors. Find out the possible defects, even if it only means that the content in the white paper is paid for, not an objective fact.
four
Understand the situation of management. What you are looking for here is the possible historical or current relationship between competitors and project decision makers. If this connection does exist, you need to make more efforts to win this project.
five
View the desired area. You need to find out the areas where competitors currently lack manpower or technical support.
six
Take a quick look at the latest press release. Identify actual cases that competitors may use as results. Make sure you have the opposite situation.
seven
Personalized display picture. By highlighting and clearly marking, it shows that you attach great importance to threats from competitors. For example, competitors' service level is relatively low, and they emphasize their advantages in service. Or add some reference cases that can be comparable to those that competitors may add.
eight
Bury a few time bombs. Throw out some questions that may lead decision makers to doubt the execution ability of competitors. For example, "What if the system goes down at the weekend and the supplier can't recover in time before Monday morning? Unlike other manufacturers, our company also has enough technicians to provide support on weekends. "
abstract
In this case, the most important thing is to move quickly and think quickly. However, if you have more than an hour, you can further deepen the same steps to improve the effect. For example, you can contact the analyst of the white paper by phone and provide him with some business commitments, so that if the decision-maker contacts him directly, he will put in a good word for you.
Another good way is to contact the reference cases given by competitors to confirm that they are really satisfied with the products. You will be surprised to find that many reference cases are no longer their customers or are not satisfied.
By the way, the advice given above is based on the discussion with Linda, the founder of Richardson Company and the author of the best-selling book "Perfect Selling". The result of Richardson's conversation.
Question 8: How to face your competitors? In a competitive modern society, how to foster strengths and avoid weaknesses and maintain mental health?
Competition can overcome inertia and promote social progress and development. Competition makes people full of hope and vitality. This is a healthy psychology. However, competition can easily lead to anxiety, psychological imbalance, emotional disorder, physical and mental fatigue and so on. Especially for losers, because of the huge gap between subjective desire and objective satisfaction, and some people's psychological quality is inherently unstable, it will lead to their depression, psychopathy, and even crime or suicide. Then, in a modern society full of competition, how to foster strengths and avoid weaknesses and maintain mental health?
1: Have a correct understanding of competition. We know that there are winners and losers in competition. However, the key is to treat failure correctly and have an enterprising spirit that is unwilling to lag behind.
2. Have an objective and appropriate assessment of yourself and try to narrow the gap between your ideal self and reality. When setting goals, we should neither set them too high nor underestimate ourselves. We should organically unify long-term goals and short-term goals, and do it step by step in a down-to-earth manner, so as to help realize the "ideal me" in the end.
In the competition, we should be able to assess the situation, foster strengths and avoid weaknesses. A person's needs, interests and talents are various. If we pay attention to them in actual combat, it is likely to lead to a new situation of "a bright future". This not only increases the chances of success, reduces setbacks, but also lays a good foundation for further development and victory. Of course, success is gratifying, and failure is also a clear conscience. If we learn something from it, or learn knowledge from competition and increase our talents, then this failure may be more valuable. Who can say that tomorrow is not the beginning of success?
How to Face Competition and Mental Health