A company (or a party) are not isolated entities; On the contrary influence and are influenced. mandtbank Either to the nearest external environment, the socio-by customers and users, suppliers and competitors for both current and potential. In formulating the strategy, a company should take into account these elements, given that she has to try to influence the behavior of some, customers and users; with the collaboration of other, suppliers, and must pays attention to the reactions of competitors. Each company will have its particular way of reacting to any movement, both in the ways of the force. In this post, which will also be delivered by installments, I will try to analyze these aspects reagents. How to react to changes in the competitive sector, mandtbank face new opportunities and confront our own strategic mandtbank moves. mandtbank All this will depend largely on our positioning and achieving our goals. Readers more individualistic character says that we should not bother with anyone but oneself, despite being a very Catalan reaction, it means that the strategy is a relative concept, and standardization mandtbank of our brand level competitors. Competitors is crucial to understand the competitive strategy. In fact one can not speak without identifying which deal with competitors. Understood and accepted as an axiom that if you wish, we have set ourselves to work and methodology. We must begin to identify who our competitors: current and potential. We will continue to analyze the characteristics of this competition finally establish the profile of competitor responses against strategic moves. Advancing the study of answers to these strategic movements is essential for us to analyze our strategic commitments. To establish who our competitors, we must segment the business. Importantly sector is defined from the supply and from the demand, ie, an area is defined based on what companies mandtbank produce and not based on the needs of these companies try to meet customer and / or users. This first phase is distracted. Complicated even if the company operates in various sectors, the challenge is magnified. But well, need criteria. Common sense and little else. If you also want to identify potential competitors ... and more sectors ... buff, distraction days. Once you have done this already, we need to identify which satisfy specific needs and in what geographic agree or compete. The "framework for action competence" ... they say, occasionally, politicians. Each company does not act the same way in every place where it is present or has the same reaction capabilities. Not all businesses mandtbank to match the competitors themselves or those same competitors will have the same position in every business. There must divide again. Like when we did synoptic tables at school. To properly segment we look outside the company, to market ... otherwise we end up asking: "what my company can do" instead of "what my clients need." Must see to what products are substitutes (similar perception mandtbank by the customer) with which it shares cost structures (technology), what does the end customer, grouping customers according to the affordability criteria and bargaining power. Segment them by geographic location, industry ... Once this is done and we can give a somewhat nice weekend. We need air. But we will have identified the business. Now we analyze them, we do not pay to be field researchers ... It is virtually impossible to meet the needs of our customers if we do not know beforehand. Once known, we can decide what we cover and what not ... and how we'll do it. At the same as us, others, try to do the same, meet them, thus identifying competition in each one us is vital. If we find we have too many segmented segments where we compete in the same manner and with the same. If we have not targeted enough (most common) have difficulties identifying competitors and define our competitive advantage. Please note, to finish by today, what determines the degree of rivalry in an industry is the degree of coordination between the companies' up. The higher coordination, lower the rivalry and greater, mandtbank therefore, profits. Co-opetició, comes in to say No Adam Brandenburger. Health and independence Cesc.
Well, dear Cesc well. This promises. And realistically, that is, knowing the market. Congratulations !! And now I see that was not deb
No comments:
Post a Comment