This document outlines a framework for analyzing competitors. It discusses determining a competitor's objectives, assumptions, and current strategy. A competitor's strategy is informed by what they say through statements, reports, and interviews, and what they do through hiring, R&D, investments, partnerships, and acquisitions. It also mentions analyzing a competitor's resources and capabilities using SWOT analysis to understand their ability to respond to the competitive environment.

1. COMPETITOR’S ANALYSIS
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2. COMPETITOR’S ANALYSIS FRAMEWORK
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3. Competitor’s Objectives: A company can anticipate the
moves of its competitors in a better way if it is
aware of competitor’s objectives. These objectives are
mainly short-term and long-term.
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4. . Competitor’s Assumptions: The competitor’s
strategies are based upon the assumptions that their
manager has about the industry and the organisation.
For example, if a new product launched by a firm fails to
do well in the market, it is assumed that there is no
demand for such product.
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5. Competitor’s Current Strategy: ‘What the competitor
says’ and ‘what it does’ are the two main sources of
competitor’s strategy.
Following points highlight ‘what the competitor says’
about the strategy:
. i) Managerial statements,
. ii) Annual shareholder reports,
. iii) Press releases, and
. iv) Interviews with analysts.
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6. Competitor’s Current Strategy:
. Hiring activity,
. R&D projects,
. Capital investments,
. Promotional campaigns,
. Strategic partnerships,
. Mergers and acquisitions.
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7. Competitor’s Resources and Capabilities: The
resources and capabilities of a competitor define its
ability to respond against the competitive market
environment.
Eg : SWOT
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8. SOURCES OF INFORMATION FOR
COMPETITOR’S ANALYSIS
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9. PORTER’S 5 FORCES MODEL FOR
COMPETITIVE ENVIRONMENT
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10. STEPS IN COMPETITOR’S ANALYSIS
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