Skip to main content

Competitor Research for eMarketing.

Competitor Research for eMarketing.


Where are we now? (External Perspective).

As you plan for eMarketing and during the plan's implementation, one needs to pay careful attention to the activities of competitors. So competitor research for eMarketing is essential when attempting to answer the question where are we now ( external perspective)? There are a number of approaches that can be employed, with the emphasis on each approach shifting depending upon the nature of our eBusiness and market. Here are some key tools of competitor research for eMarketing:

Use search engines.

General topics such as Google, Yahoo!, and MSN.

Type names of competitors.

Type industry, product or term.

Search 'down' into a directory structure e.g Yahoo!

Search a competitor's web site.

Product information, press releases, job opportunities.

Pricing information.

Distribution information such as where to buy.

(So publish only what you'd give away at a trade show!)

Hunt for trade associations.

Search for personal pages or 'Blogs.'

Different perspective e.g fans, ex-employees.

E.g. www.blogger.com, www.myspace.com, www.youtube.com

Ask your target market.

Send questions to named personnel, newsgroups, personal pages, mailing lists.

Conduct a survey using.

Buy secondary reports e.g. Datamonitor, Mintel.

Newsgroups and post queries.

Newsgroups on bulleting boards or forums.

Deja.com (Google).

Read online financial information.

Research public companies.

III.co.uk Ample UK.

FT.com UK.

Read online competitive information.

E.g. Hoovers.com - Paid for, in US.

Study demographic reports.

Statistics.gov.uk/census in UK.

Census.gov in US.

Original source material.

Business Source Elite, Newspapers, Kelly's, Kompass.

Monitor special interest material.

E.g Marketing Week (BSE) , Campaign (BSE), Marketing (BSE).

Use a professional researcher.

Comments

Popular posts from this blog

Public Relations(PR) - Page Two

Public Relations(PR) - Page Two. Public relations as part of the marketing communications mix. Organising events. Corporate events are used to woo publics in both a formal and an informal manner. A formal corporate event could include a manufacturer inviting employees from all of its many distributors to visit its manufacturing plant for a training day. This has a direct business payoff. A more informal event could include a day at the races or a short-break abroad, where clients are wined and dined at the cost of a company, in order to generate goodwill. This has an indirect business payoff. Facility visits. Visits to a factory, such as a chocolate factory, or a facility, such as a nuclear power plant also generate a positive perception of an organisation. In the case of a factory visit, loyal customers or other interested parties can experience for themselves what is behind a well-known product. In the case of a nuclear power plant, concerned or misinformed publics have the chance to...

Strategic Condition Matrix1

Strategic Condition Matrix A-This SBU is one of the biggest and oldest brands of lens photographical lenses in the World. It used to be the biggest supplier of lenses to both professional and amateur photographers, before the growth and current dominance of digital cameras. It needs to invest in a change programme that will downsize its business and give it a new and rejuvenated strategic direction. Ans: Weak/Aging - Manage for change if the brand can be rejuvenated, or with draw. B - This SBU manufactures high technology lasers that are used in the manufacture of specialist components for the production of aircraft. It has a number of unique patents as well as a 10 year contract with the World's largest aircraft manufacturer. Ans: Dominant/Growth - Act offensively and grow business. Be prepared to defend your position from competitors with rival solutions. C - This SBU is photocopier manufacturer that is currently under increasing attack from budget priced competitors that offer a...

matrix planing

This well known marketing tool was first published in the Harvard Business Review (1957) in an article called 'Strategies for Diversification'. It is used by marketers who have objectives for growth. Ansoff's matrix offers strategic choices to achieve the objectives. There are four main categories for selection. Ansoff's Product/Market Matrix Market Penetration Here we market our existing products to our existing customers. This means increasing our revenue by, for example, promoting the product, repositioning the brand, and so on. However, the product is not altered and we do not seek any new customers. Market Development Here we market our existing product range in a new market. This means that the product remains the same, but it is marketed to a new audience. Exporting the product, or marketing it in a new region, are examples of market development. Product Development This is a new product to be marketed to our existing customers. Here we develop and innovat...