the evaluation methods of enterprise competitiveness are divided into single index evaluation method and comprehensive index system evaluation method. The single index evaluation method is a method adopted for the comparison of single indexes, which directly compares the reporting period value of a single index of an enterprise with the reference period value, or draws corresponding conclusions by comparing the actual values of the same index of two different enterprises in the same period. The evaluation method of comprehensive index system is to synthesize multiple indexes by multi-index comprehensive evaluation method to form a comprehensive index, and then draw corresponding conclusions according to the numerical value of the comprehensive index. There are many methods to evaluate the competitiveness of enterprises. According to incomplete statistics, up to now, there are at least 2 methods to evaluate the competitiveness of enterprises, and the representative ones are as follows:
2.1 Factor analysis method
This method adopts the factor analysis method of "from the outside to the inside" to evaluate the competitiveness of enterprises, that is, starting with the most superficial and easily perceived attributes, and gradually deepening to more internal attributes and factors. Generally speaking, the more internal factors have a profound and long-lasting impact on the competitiveness of enterprises, but the logical causality of their functions may be very complicated; The more superficial factors have a direct and short-lived impact on the competitiveness of enterprises, but the logical causal relationship is also simple. The most superficial and easily perceived attribute or factor can be expressed as a display index of enterprise competitiveness, which can directly reflect the market position of the enterprise, such as the market share of products or services and its growth rate, the profitability of the enterprise, the scale of the enterprise and so on. This kind of index directly indicates the result of enterprise competition, which can be regarded as the current situation of enterprise competitiveness, so it can most intuitively reflect the strength of current enterprise competitiveness. However, such indicators can't explain the reasons for the competitiveness of enterprises, so they don't actually reveal the factors that determine the competitiveness of enterprises. In order to reveal and evaluate the factors that determine the competitiveness of enterprises, we must further evaluate the decisive attributes or factors that affect the indicators of competitiveness, and there are deeper and more internal factors behind these attributes and factors. Moreover, in the process of these factors playing a role, the relationship environment in which enterprises are located will have direct or indirect effects to varying degrees. In this way, the index system for evaluating the competitiveness of enterprises will be a set of very complex statistical values, and some factors that determine and affect competitiveness may be difficult to measure. The basic requirement of factor analysis method is to decompose and reveal all kinds of internal factors that determine and affect the competitiveness of enterprises as much as possible.
how to do product competitiveness analysis?
At present, most enterprises are still making worthless products. If we don't analyze the competitiveness and only expect to improve the competitiveness of products through traditional methods such as price reduction or quality improvement, we are likely to be at a disadvantage in the market competition. Furthermore, as far as product innovation is concerned, many products with moderate price and excellent quality have not achieved the expected income after being put on the market, which is the performance of products lacking competitiveness. Therefore, it is an urgent task for every enterprise to analyze product competitiveness and cultivate product advantages according to customer needs.
products are ultimately customer-oriented and enjoyed by customers, and its competitiveness is directly evaluated by customers [Zhang Lefei 1]. Therefore, when evaluating the factors of product competitiveness, it is necessary to meet the desires and needs of customers, formulate the influencing factors of product competitiveness from the perspective of customers, and correctly analyze the size of product competitiveness. Customer demand $APPEALS model examines the competitiveness of segmented projects from the customer's perspective. It uses the framework of customer desire and demand to analyze the competitive position of the company in the segmented market by evaluating the gap between its own products and competitors. $APPEALS model is analyzed from eight factors: price, guarantee, performance, packaging, ease of use, availability, life cycle cost and social acceptance. In order to intuitively reflect the difference of product competitiveness, we can present it through "radar chart", as shown in Figure 4-13.
figure 4-13 product competitiveness analysis. This factor reflects the price that customers want to pay for a satisfactory product delivery. When using this standard to ask suppliers, we should consider the purchase price acceptable to customers from two aspects: reality and feeling It will include the following data evaluation: technology, low-cost manufacturing, raw materials, labor costs, fixed costs, experience, degree of automation, simplicity, productivity, etc.
lA。 This factor usually reflects the guarantee of reliability, safety and quality. When using this standard to require suppliers, we should consider how customers evaluate the whole product in a predictable environment [Zhang Lefei 2]. This can include guarantees, certificates, redundancy and strength.
lP。 This element describes the functions and characteristics expected of this delivery. When using this standard to require suppliers, we should consider the product performance related to functions and characteristics from both the actual and the feeling. How is the product working? Does the product have all the necessary and ideal characteristics? Does it provide higher performance? From the customer's point of view, such as speed, power, capacity, power, size, etc.
lP。 This element describes the expected visual characteristics such as design quality, characteristics and appearance. As far as software is concerned, it describes the function package delivered or provided. When using this standard to require suppliers, we should consider customers' opinions on appearance and design, and the contribution of these attributes to delivery expectations.
lE。 This element describes the ease-of-use nature of delivery. When using this standard to require suppliers, we should consider customers' opinions on product comfort, learning, documentation, support, humanized display, sensory interface, interface and intuition.
lA。 This element represents the consumer's buying experience: easier and more effective. When using this standard to require suppliers, we should consider the customer experience in the whole purchase process, including pre-sale technical support, purchase channel/supplier selection, delivery time, customer customization ability and so on.
lL。 This factor represents the use cost of the whole product life cycle owned by users. When evaluating suppliers with this factor, installation cost, training, service, supply, energy efficiency, value depreciation and so on should be considered.
lS。 This element describes other influences that affect the purchase decision. When using this factor to demand suppliers, we should consider how oral comments, third-party evaluation, consultant evaluation, image, government or industry standards, rules and regulations, social proposals, legal relations, product obligations and so on have promoted the purchase decision.
$APPEALS method involves a lot of contents. Firstly, it is necessary to collect the problems of which dimension users are most concerned about through user surveys, and determine the weight of each dimension according to these survey data; Secondly, it is necessary to analyze the scores of products of our company and competitor companies in various dimensions at this stage, and then draw the corresponding radar chart for differential analysis. Finally, according to the company's strategic objectives and product creativity, we should focus on which core functions and core requirements, how to reduce our own weaknesses and enhance our own advantages to reflect differentiation, and how to conduct competitive positioning.
What does the analysis of product competitiveness include
1. Analysis of product competitiveness Cost advantage Cost advantage means that the company's products rely on low cost to obtain higher profitability than other enterprises in the same industry. In many industries, cost advantage is the key factor to determine competitive advantage. Enterprises generally achieve cost advantages through economies of scale, proprietary technology, preferential raw materials and low labor. The scale benefit determined by the concentration of capital is the basic factor that determines the company's production cost. When the enterprise reaches a certain capital investment or production capacity, according to the theory of scale economy, the production cost and management cost of the enterprise will be effectively reduced. The evaluation of the company's technical level can be divided into two categories: hardware part and software part. Technical hardware parts such as mechanical equipment, single machine or complete sets of equipment; Software parts, such as: production technology, industrial property rights, patented equipment manufacturing technology and management technology, what kind of production capacity and scale, and the ability of enterprises to expand reproduction. In addition, if enterprises have more technicians, it is possible to produce products with high quality, low price and marketable products. Raw materials and labor costs should consider the source of raw materials of the company and the region where the company's production enterprises are located. Having obtained the cost advantage, the enterprise is in an advantageous position in the fierce competition, which means that the enterprise is still profitable when its competitors lose profits, and the risk of losing money is small; At the same time, the advantage of low cost also makes other enterprises that want to take advantage of price competition have scruples and become the restraining force of price competition. Technological advantage The technological advantage of an enterprise refers to its stronger technical strength than other competitors in the same industry and its ability to research and develop new products. This ability is mainly reflected in the technical level of production and the technical content of products. In modern economy, the research and development ability of new products is the key to determine the success or failure of enterprise competition. Therefore, any enterprise generally determines a certain proportion of research and development expenses in sales, which often determines the new product development ability of enterprises. Product innovation includes developing new core technologies and developing a new generation of products; Develop new technology and reduce the existing production cost; Divide products according to market segments. Technological innovation includes not only product technology, but also innovative talents, because technical resources themselves include talent resources. Now most listed companies pay more and more attention to the introduction of talents. In the fierce market competition, whoever seizes the commanding heights of intellectual capital first will be sure of winning. The main body of technological innovation is high-level innovative talents with high intelligence and creativity. Implementing the strategy of innovative talents is the only way for listed companies to win the competition, and listed companies with technological advantages often have greater development potential. Quality advantage Quality advantage means that the company's products win the market with higher quality than similar products of other companies, thus gaining competitive advantage. The quality of the same product varies from company to company due to the differences in technical ability and management. When consumers choose to buy, although there are many factors that will affect their purchasing tendency, the quality of products is always an important factor that affects their purchasing tendency. Quality is the guarantee of product reputation, and good quality products will bring trust to consumers. Strict management and continuous improvement of the quality of the company's products are effective ways to enhance the competitiveness of the company's products. Listed companies with product quality advantages often occupy a leading position in this industry. 2 Market share analysis of products The market share of a company's products plays an important role in measuring the competitiveness of the company's products, and it is usually investigated from two aspects. First, the geographical distribution of the company's product sales market. From this perspective, the company's sales market can be divided into regional, national and worldwide types. The geographical scope of the sales market can roughly estimate the operating ability and strength of a company. Second, the market share of the company's products in similar products. Market share is a more accurate estimate of the company's strength and management ability. Market share refers to the proportion of a company's product sales to the total market sales of such products. The higher the market share, the stronger the company's operating ability and competitiveness, and the better and more stable the company's sales and profit level. The company's market share is the source of profit. The market share of companies with good benefits and long-term existence is bound to be long-term stable and showing an increasing trend. Constantly pioneering and enterprising, tapping the existing market potential and constantly marching into new markets are the main means to expand market share and improve market share. 3 brand strategic brand is the general name of a commodity name and trademark, which can be used to distinguish the goods or services of a seller or seller group in order to distinguish them from competitors' products. A brand is not only a product logo, but also a comprehensive embodiment of product quality, performance and reliability to meet consumer utility. Brand competition is the deepening and extension of product competition. When the industrial development enters a mature stage and the industrial competition is fully developed, the brand becomes an increasingly important factor in the competitiveness of products and enterprises. Brand has many functions of opening up the market that products do not have: first, brand has the function of creating the market; Second, the brand has the function of joint market; Third, the brand has the function of consolidating the market. It is an effective measure for many well-known large enterprises at home and abroad to take the brand as a pioneer and a sharp weapon to constantly break through market barriers, so as to achieve the goal of rapid development. Most listed companies with good benefits have their own brands and famous brand strategies. Brand strategy can not only enhance the competitiveness of products, but also make use of brands for mergers and acquisitions.
personal core competitiveness analysis
personal core competitiveness analysis
personal core competitiveness analysis, most people don't know what personal core competitiveness is, which is very important for competition, so do you know what personal core competitiveness analysis is? Let's take a look with me.
Analysis of personal core competitiveness 1
What does personal core competitiveness include 1
1. Learning ability: It mainly refers to a person's ability to continue learning after leaving school and entering the society, including how to arrange learning time, what learning methods to adopt, what learning content to choose, etc., especially the ability to apply what he has learned to practice;
2. Practical ability: practical ability, operational ability and official ability, that is, the ability to complete defined tasks and achieve planned goals, that is, the real kung fu and real skills as the saying goes;
3. Innovative ability: the ability to discover, raise, study and solve new problems;
4. Goal motivation: it is the correct ideal and belief chosen by a person, and the specific and clear goal. This is the power source of learning ability, practical ability and innovation ability.
what does an individual's core competitiveness include? 2
1. The concept of core competitiveness
The concept of core competitiveness was first defined by American scholars C.K.Prahalad and Hamel.
core competitiveness, also known as "core competitiveness" and "core competitive advantage", is the knowledge accumulated in an organization, the knowledge of coordinating different production skills and organically combining various technologies, and the ability set of an organization to cope with changes and fierce external competition and win over competitors.
the core competitiveness should help the company to enter different markets, and it should be the basis of the company's ability to expand its business.
The core competitiveness of an enterprise should be unique, time-tested, malleable and difficult to be copied and imitated by competitors.
The core competitiveness of a modern enterprise is a combination of some key resources or key capabilities with knowledge and innovation as the basic core, and it is a dynamic balance system that can enable enterprises to maintain their actual or potential competitive advantages and obtain stable excess profits in a certain period of time.
Core competitiveness refers to the resources that can bring comparative competitive advantages to enterprises, as well as the allocation and integration methods of resources.
relying on the power generated by core competitiveness, an enterprise may enhance the value of products and services in a certain period of time, and thus stand out from the fierce market competition.
second, the thinking dimension of building core competitiveness
generally speaking, the core competitiveness of an enterprise has higher barriers to entry for competitors, and the greater the proportion of intelligent components in the core competitiveness structure, the longer-term competitive advantage an enterprise can gain by virtue of its core competitiveness.
The construction of an enterprise's core competitiveness can be considered from the following eight aspects:
1. Standardized management
Enterprise's.