This document discusses various factors and methods for analyzing competitors. It outlines categories for assessing competitors like size, growth potential, and product life cycle stage. It also discusses Porter's 5 Forces model and evaluating the threat of new entrants, rivalry, and bargaining powers. Secondary sources for gathering competitor information are listed like annual reports, websites, and trade associations. Primary sources include sales teams, employees, and consultants. The document also covers assessing a competitor's objectives, strategy, technological approach, and differential abilities.

1. Competitor Analysis

2. Aggregate Category Factors
• Size
• Growth potential
• Stages in the Product Life Cycle
– Embryonic
– Introduction
– Growth
– Maturity
– Decline
• Cyclicity
• Seasonality

3. Porter 5 Force Analysis
• Threat of New Entrants
– Barriers to Entry to be created
• Economies of Scale
• Brand Loyalty
• Absolute Cost Advantage
• Switching Costs
• Rivalry amongst Existing Players
• Bargaining power of Buyers
• Bargaining power of Suppliers
• Substitute Products

4. Secondary Sources of Competitor
Information
• Internal sources
• Local newspapers
• Magazines
• Annual reports
• Patent Filings
• Press Releases
• Trade Associations
• Internet

5. Primary Sources
• Sales Force
• Employees
• Consultants
• Investment Bankers
• Suppliers

6. Other Sources
• Information Seeking Ads
• Exhibitions
• Factory Visits
• Reverse Engineering
• Poaching Employees

7. Assessment of Competitor’s Objectives
• GROWTH
– increase in number of units sold/ market share
• CONSOLIDATION or HOLD
– Aims to arrest the slide of reducing market share
• HARVEST or MILKING
– ROI becomes more relevant
Factors:
Competitor’s Country of Origin
Ownership Pattern of Competing Firm

8. Strategy of Competitor
• MARKETING STRATEGY
– Segmentation
– Core Strategy
– Comparison of Value Chain
– Marketing Mix
• Pricing
• Promotion
• Place
• Product capability

10. Technological Strategy
• First-to-market
– State of art R&D, med scale manufacturing, high risk,
early mover advantage
• Second-to-market
– Advanced R&D, med-scale manufacturing, product
differentiation, growth stage
• Late-to-market
– Cost effective production, high production volumes,
less selling costs, entry during maturity stage

11. Competitor Analysis
• How crucial the product is ?
• Commitment of the organization
• Aggressiveness of the product manager

12. Differential Analysis Abilities
• Ability to Conceive & Design
• Ability to Produce
• Ability to Market
• Ability to Finance
• Ability to Manage