Competitor Analysis (Competitive Management Techniques for Excellent Managers Series)

Author: (USA) Heshi (USA) Zhanster; Gao Wenjin et al
Publisher:
Publish Date: 2004-01-01
Features: The "Competitive Management Techniques for Outstanding Managers" series will present you with a grand blueprint for innovative transformation and performance breakthroughs. This series is a premium collection of books meticulously crafted by the China Economic Research Center of Tsinghua University and Economic Science Press, focusing on practical management skills. Written by top international authors in relevant fields and featuring real-life cases from renowned companies, it closely aligns with the core elements of management—organization, people, and surplus, with a special emphasis on innovative and efficient management strategies tailored for managers of emerging organizations and companies in China. As a leader or manager of an organization, ask yourself: Can my organization stop improving? Can my organization stop learning? Can my organization stop competing for market position? The "Competitive Management Techniques for Outstanding Managers" series will present you with a grand blueprint for innovative transformation and performance breakthroughs. This series is a premium collection of books meticulously crafted by the China Economic Research Center of Tsinghua University and Economic Science Press, focusing on practical management skills. Starting with the theoretical foundations of competitor analysis, Chapter 2 focuses on competitive strategy issues from both offensive and defensive perspectives, emphasizing the importance of not taking competitor research lightly. Chapters 3 and 4 primarily introduce industry analysis. First, the basic principles of industry analysis are introduced, followed by a detailed explanation of how to apply these concepts to solve practical problems. Chapter 4 introduces a tool for information analysis and communication, which is highly practical in consulting. Key success factor analysis is crucial for studying both the company itself and its competitors, and these issues will be discussed in detail in Chapter 5. The next three chapters shift the focus from industry analysis/competitive landscape analysis to the competitors themselves. Chapter 9 is a case study that provides a detailed introduction to how industry analysis methods can be applied to national competitiveness analysis. Chapter 10 is particularly important and more (closer to practice), offering a detailed explanation of how to build a framework for competitor analysis and how to specifically execute it in practice. The final three chapters are case studies, aimed at demonstrating how to apply this.