2. We can modify the things in our factory, or hold some theme nights according to the season, such as Thanksgiving, Christmas, and so on. . .
3, he's 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 people who come to your place to spend can also do a survey to find out what they are dissatisfied with your store and what they are satisfied with, and so on.
5. No matter what industry, service attitude is very important now. Cultivate the quality of waiters and make customers feel that it is worthwhile to spend no matter how much money you spend.
6. Pay attention to honesty in business, and don't be greedy for temporary benefits. After a long time, customers will naturally know how to choose.
7. Make some humanized improvements appropriately.
question 2: how to analyze the contents of competitors' surveys, which can include:
A, the number and operational strength of competitors
including the production capacity, output, nature, background, sales volume, economic strength, corporate image, business history and team composition of each opponent.
B. Market share of competitors
Because the market share of competitors in different administrative regions and industries is not the same, the calculation of their market share should also be based on the statistics of different regions and industries.
C. Competitive strategies and means of competitors
include their sales channels, logistics, public relations, services, trends, payment cycle and payment methods, the quality and functions of marketers, and the working mode of salespeople, etc.
D, competitors' products
include their product price, performance, quality, added value, stability, product mix, etc.
e. competitors' technologies
include the procurement of raw materials, the quality of technicians, the strength and trend of research and development, production equipment, production management and the quality of production personnel of competitors.
F, the customer distribution of competitors
includes the customer distribution area of competitors, the focus of industries, the operating status of regional markets, etc.
investigation channels, It can include:
1. Industry newspapers, magazines and networks
2. Competitors' customers
3. Competitors
4. Downstream product sales markets or stalls
5. Internal enterprises
6. Various exhibitions
7. * * Relevant departments and industry organizations
Question 3. Here we need to clarify the concept of competitors. Not all competitors in the same industry are competitors, only those competitors who have the ability to compete with your enterprise are your competitors. Enterprises have a relationship with their own strategic positioning when choosing competitors. The first is the choice of competition field. We know that there will be many market segments in an industry, and the choice of market segments by enterprises is to choose their competitors in this segment. Secondly, the choice of competitive areas. For an enterprise, it may be one of your main competitors in this area and another in another area. 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 to say, an expectation of the future. This expectation determines the goal that enterprises strive for. There will be many obstacles from competitors on the way for enterprises to achieve their goals. Among these obstacles, the main obstacle 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 on the enterprise to achieve its goals. 2. How do enterprises use competitive intelligence to gain an advantage? 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 age, what else can an enterprise be called core competitiveness? Is it technology? Or management? As far as the current situation is concerned, most industry technologies have nothing to keep secret, especially management. Only continuous learning and innovation is the only core competitiveness of enterprises. So this era is called the era of super-competition. In the super-competitive environment, in order to gain competitive advantage by using competitive intelligence, enterprises should do the following work well: First, according to the actual needs of enterprises, establish their own intelligence monitoring system and establish a regular information compilation and reporting system. This competitive intelligence system can include many contents: competitor intelligence part, general statistical data about competitors, trend chart, list of major competitors, statistical data of overall market size, competitor news, competitor profile, main information of partners, private discussion forum, industry overview, and 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 and carries out research work according to the determined topics. Third, let competitive intelligence serve strategic management well. Strategic management mainly strengthens 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 people say that a certain enterprise has strong competitiveness in the domestic market. So how strong the competitiveness is and where it is stronger than the competitors, but there is no accurate statement. 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 famous domestic industrial economist, and with the help of the media advantage of China Business News, the project of monitoring the competitiveness of enterprises in China Business News was completed. The competitiveness of domestic listed companies is ranked, and a set of index system for competitiveness monitoring is formed. In this indicator system, there are display indicators and analytical indicators. Displaying index is the result of competitiveness, while analytical index is the reason of competitiveness. Enterprises establish their own perfect competitiveness monitoring system, and the most important thing is to straighten out their thinking and make the messy information of competitors more systematic. At the same time, through the monitoring of competitors, enterprises understand the situation of competitors and the reasons for their own competitiveness, which provides 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. The strategic analysis mainly includes the following aspects: the analysis of macro-environment and the division of industry environment ..... >; >
Question 4: How to fully master the skills of competitors? Under the condition of market competition, there are often many competitors in a certain industry or a certain product. Therefore, in the process of market positioning, we must find out the advantages of the company relative to other competitors and find out the weaknesses 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 re-understanding of their own market positioning. Common sense tells us that two objects can't be accommodated in the same position, and people's ideology is the same. You have to find out the consumer's consciousness space that has not been 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 is the competitor fighting for in the market? In what way do they make themselves look different? What do consumers do in their eyes? What kind of consumers are their products made for? 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 an advantage 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 you better find your own advantages. Remind you that not all competitive advantages can be utilized. You should make the best choice according to the strength of the enterprise and the comparison with 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 believe that a certain brand of perfume is a high-quality and precious product. If this perfume is put in a bottle without a name, even though the perfume is still those perfumes, it is likely to be regarded as a product of poor quality. 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? For young people, is your packaging exquisite enough? Is your package 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's a good deal to spend that price to get such a utility? Sales and service. Can consumers easily buy your products? Does your product appear in every place where competitors exist? Do you increase the value of products by adding service content? Such as door-to-door, free door-to-door maintenance, or free use consultation after customers buy your software … product price and quality. Are they balanced? Although consumers all know that "you get what you pay for", if you provide a very durable coat or leather shoes for growing children at a high price, will they buy it? Most people don't spend a lot of money to buy a pair of shoes that can't be worn for a year and a half, even though it can be worn 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 from other aspects, such as the company's image and product innovation. 3. Highlight your key advantages When establishing your advantages over competitors, you will also find that you have not done enough. At this time, you should make up the disadvantages as much as possible or cover them up or dilute them in other ways. The most important thing is to highlight its core advantages. Remember, seize your advantages, especially the advantages of closing meals, highlight them, so as to find the territory that you can own alone and determine your unique market position. Keep in mind the main points and master the competitors from the following aspects: Understand the market positioning of competitors, find the advantages relative to 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, faith 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 its competitors were "fake Russian Vodka" and established its position as "authentic Russian Vodka". Recently, due to the economic depression and the decrease in consumer spending, many companies use the method of attacking each other to compete for customers. Kodak compares its inkjet printer with other expensive brands. Similarly, McDonald's is trying to label Starbucks as "conceited coffee" to promote its latte and cappuccino. It even set up its own website to ensure that people can order without learning a "second language". Sometimes, there is no winner in the category. Professor johnzhang of Wharton Business School found: "Hostile advertisements-brewers, especially ab Company and Miller Company, 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 retaliated that Jinbaotang was also using monosodium glutamate, which resulted in both losses. Many years ago, scope mouthwash claimed that consumers who used Li Shidelin would be full of "medicinal taste", thus labeling Li Shidelin as "bad taste". This has established a "good taste" positioning for scope. Afterwards, Li Shidelin responded by using the principle of frankness, and put forward the concept of "the smell you hate, twice a day", which is intended to emphasize that the medicine with such a strong taste will definitely kill many bacteria. This is attack and counterattack. Relocate competitors, often looking for weaknesses in their strengths and attacking them, but not directly looking for weaknesses, which will cause others' resentment. But there is another weakness, which is caused by strength. For example, avis once advertised: "Choose Avis, our queue at the counter is shorter." Herz can't fight back against this strategy. As the largest car rental company, this is an inherent shortcoming of Herz, and it is also an unavoidable shortcoming of most leaders. Similar ideas can be used against powerful opponents everywhere. How should you deal with the soup of Campbell Soup Company? 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.