Los competidores globales nunca detienen su planificación estratégica y seguimiento competitivo

En cualquier recesión, las empresas pueden verse tentadas a creer que sus competidores han “cerrado” sus presupuestos de Investigación de Mercado e Inteligencia Competitiva. Si bien se recortan los presupuestos corporativos, hay formas en que las empresas pueden continuar su seguimiento competitivo durante el año y los próximos años de recesión hasta la recuperación económica.

La necesidad de un seguimiento continuo de la inteligencia competitiva

Si bien la economía mundial puede contraerse aún más, es importante señalar que algunas empresas multinacionales seguirán creciendo y prosperando a expensas de otras, que se mantendrán estables o fracasarán durante estos tiempos económicos difíciles.

Not all industries and companies are created equal – Nor do they compete on a level playing ground – particularly during a recession. During good economic times, companies can compete on a “level playing ground” as they have access to capital, the equity markets, and they are well-staffed. However, during a period of a credit crisis, limited liquidity, downsizing, and foreseeable economic uncertainty, the consequences of stopping a CI global monitoring process could have the potential result of reduced market share and limited market opportunities over the long term.

Programas de monitoreo de IC asequibles durante las recesiones

Los siguientes son programas asequibles de monitoreo de CI que las empresas pueden considerar razonablemente en un período de recesión económica.

1. Low-cost CI monitoring programs and monthly retainer programs

Companies can commission through a research supplier cost-effective, monthly tracking programs which utilize a research methodology of both secondary research augmented with primary research from targeted Key Opinion Leaders in the countries.

2. Perfiles de competidores específicos en regiones o países seleccionados

Las empresas pueden encargar perfiles de competidores específicos en regiones o países seleccionados para monitorear la actividad de desarrollo de nuevos productos, los planes de expansión, sus actividades de fusiones y adquisiciones y sus iniciativas estratégicas.

3. Análisis de oportunidades de mercado por sector de producto y por región geográfica

Many strong companies see the value in continuing to develop their short-term and long-term strategy in spite of the economic downturn.

Algunos métodos de investigación rentables:

• Instead of commissioning several countries or regions, do homework first and target specific regions or countries for the “low-hanging fruit”
• Apunte a la exportación de sus productos y servicios más sólidos, reduzca la expansión global de "todos los productos y servicios"
• Monitor the price points and the changing exchange rates by country to optimize export and global sales oportunidades

What Not to Do During a Recession

1. Shelving markets and regions because they have a short-term burst in their bubble

An example of this is market expansion plans in the Middle East and North Africa Region. During the “black gold” rush of the past few years to the Emiratos Árabes Unidos and other Middle Eastern countries, companies were expanding at a high growth rate to “get in the game.” Now, since the price of oil is down from its historical levels, several firms have stopped their Middle East expansion efforts.

But this region will likely continue to grow in terms of its demographics over the long term. With high population growth, young populations, and large family sizes, this region will likely grow in the future in terms of household consumer products, transportation, retail, financial services, and healthcare services.

2. Recuerde hacer sus deberes, ya que sus competidores seguirán haciendo sus deberes.

This is an important message. Don’t neglect your homework or investigación as your global competition may still continue to research foreign market opportunities and will seize market opportunities. While your domestic competitors may pull the plug on their market research or global market intelligence budgets, the domestic competitors in these countries or adjacent countries in the region may likely be continuing their robust competitive efforts.

3. Recopile información de mercado muy asequible desde sus oficinas locales a nivel nacional y mundial.

A cost-effective and high-value way to gather local domestic and global market and competitive intelligence is to “tap” your local field and sales offices. They offer on-the-ground intelligence and insight and can be tremendously useful in strategic decisions.

Resumen

In summary, global multinational firms that continue their CI and MI monitoring efforts during an economic downturn are prone to reap the benefits when the economy begins to point north again.