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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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. 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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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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Competitor’s Current Strategy: . Hiring activity,
. R&D projects,
. Capital investments,
. Promotional campaigns,
. Strategic partnerships,
. Mergers and acquisitions.
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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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