What Are the Different Competitor Analysis Models?

Potter's competitor analysis model is derived from "Competitive Strategy", which is an analysis of competitors' behavior and response patterns from the four aspects of the company's current strategy, future goals, competitive strength, and self-hypothesis.

Porter competitor analysis model

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Potter's competitor analysis model is derived from "Competitive Strategy", which is an analysis of competitors' behavior and response patterns from the four aspects of the company's current strategy, future goals, competitive strength, and self-hypothesis.

In Porter's "Competitive Strategy", a model of competitor analysis is proposed, which analyzes competitors' behavior and response patterns from four aspects: the company's current strategy, future goals, competitive strength, and self-assumption. Through the analysis of future goals, we can see what drives competitors to move forward. In the common target system of enterprises, the analysis of competitors' targets is mostly financial targets. Here we not only need to understand its financial goals, but also understand its other aspects of goals, such as social responsibility, environmental protection, technological advancement and other goals. At the same time, the goals are hierarchical. To understand the goals of the head office, it is also necessary to understand the goals of each institution and even the corresponding goals of each functional department.

Analysis of current strategies shows what competitors are doing now and what they can do in the future. List the strategies adopted by competitors and analyze them carefully so that the company can respond effectively and timely.

The analysis of competitive strength can find the gap between the company and its competitors, find out the advantages and disadvantages of the company in market competition, and better improve its own work.

Analyzing the competitors' assumptions about themselves and the industry, we can clearly see the strategic positioning of the competitors and their predictions of the future development of the industry. Some of the competitors' assumptions about themselves and the industry are correct and some are incorrect. By grasping these assumptions, they can find opportunities for development, so that the company is in a favorable position in the competition.