According to the experience, it is necessary to track and accumulate the dynamic information of the top enterprises in the industry for a long time to do a good job in competitor investigation projects.

First of all, it is necessary to clearly outline the business management mode of each tracked object, and on this basis, effectively classify and manage its dynamic information.

Secondly, information collection should include both typical "hard information" and "soft information". These "soft information" are as important as "hard information" in horizontal competition, although the amount of "soft information" may be much less than "hard information".

Third, it is necessary to collect relevant information about corporate behavior and market performance. Every company has its own operating characteristics, which affect the policy formation of enterprises in a very subtle way (from our researcher's point of view, these operating characteristics are sometimes beneficial to enterprises and sometimes unfavorable to enterprises, so we can't generalize).

Fourthly, in most work, information expression and data analysis need to be considered when collecting information. If we can't analyze it, a database full of information is useless: the original information itself has no value, and only the ability to process it will produce value.

Fifth, competitors have many sources of information. Commonly used information channels are: government statistics, banks, investment banks, patent agencies, terminal vendors, suppliers, customers, public relations agencies, advertising companies, seminars, industry experts, professional associations/societies, securities companies, industry regulatory agencies/management agencies/law enforcement agencies, professional investigation companies/institutions, enterprise annual reports and enterprises themselves. It should be pointed out that industry analysis articles and industry annual reports should be used with caution; As for corporate public relations articles published in business magazines, newspapers and other media, they are often exaggerated, with the aim of enhancing the image of enterprises in the eyes of the corporate public. In addition, for relatively immature industries, the reliability of statistical data is poor. Therefore, we should carefully examine the sources of information and find out the facts from them.

Sixth, on the basis of a large number of possession and comprehensive analysis of desk materials, investigation institutions can better understand the purpose, connotation and extension of customer surveys and create good conditions for field surveys.

Submit investigation entrustment intention

People's Republic of China (PRC) business bu research institute

Address: No.28, East Back Lane, Anwai, Beijing

Postal code: 1007 10

Tel: 0 10-84254225

E-mail: CAITEC e-mail is mainly reflected in the following contents:

First, the framework of competitor analysis.

Faced with a large number of financial data, market information and other information, how to sort out and screen these information and how to analyze competitors is an important topic for enterprise intelligence workers.

The author thinks it is very important to establish a framework for competitor analysis. Classify the messy information according to the established framework, avoid the blindness of intelligence work, and collect the information of competitors with a clear aim. There are three frameworks for competitor analysis.

1. Competitor analysis framework based on balanced scorecard

The balanced scorecard examines the performance of enterprises from four aspects: learning and innovation, internal business processes, customers and markets, and finance. Since the balanced scorecard can be used to examine the performance of enterprises, it can also be used to analyze competitors.

The following table is an example of analyzing competitors with balanced scorecard.

It only gives a framework for competitor analysis, and does not list all the analysis indicators. Enterprises can choose indicators according to the key success factors of their own industries, and then analyze their competitors. The choice of index weight also needs to be mastered by enterprises themselves.

In the above framework, some information can be publicly obtained, such as market information and financial information, while some information is difficult to obtain, such as information on internal business processes of enterprises. The best way to analyze internal business processes is to use benchmarking. Benchmarking, also known as benchmarking or reference management. This management method was initiated by Xerox in the late 1970s, and then systematized and standardized by American Productivity and Quality Center. According to a study of the United States 1997, nearly 90% of the world's top 500 enterprises in 1996 applied benchmarking in their daily management, including AT.