At the initial stage of the product, the seven dimensions of competing product analysis are:
Growth corresponds to the growth rate. We can take a period of time, such as a week, and then record the changes in the number of users of the corresponding products.
The scale corresponds to the scale of the enterprise, that is, how many employees the opponent has. There are usually two ways to query:
If the enterprise has sufficient cash flow, that is, the profitability of the enterprise is very good, if they find the protrusion of the opponent, it is easy to use the capital advantage to enter quickly.
With regard to cash flow, if an enterprise has a public financing record, it can check the changes of corresponding shareholders and equity through media reports or national enterprise information publicity. If there is no public information, this part can only be evaluated by the profitability of the enterprise. For example, if the subscription-based course product has an annual fee of 3,000 yuan and the current number of users is 500, then the corresponding income is 6,543.8+0.5 million yuan (3,000 * 500).
Corresponding to most enterprises, the consumption of human resources is large. If the company is big, the corresponding burning rate is relatively high. We can use the size of the company. Get a rough estimate of the average salary (public information on recruitment websites/industry average).
For different industries, there are other obvious expenses (such as catering rent and material cost), which can be adjusted according to the situation.
User evaluation can do qualitative analysis and quantitative analysis.
Marketing strategy is your strategy to acquire users.
The future is the mission and vision of the enterprise. Perhaps the current status of the two competing products is the same, but the different visions mean that they will eventually become different product forms.
This means that if it is a big enterprise, when they give up the original market, you can occupy it in time.