グローバルな競争相手は戦略計画と競争監視を決してやめない

不況になると、企業は競合他社が市場調査や競合情報予算を「停止」したと考えがちです。企業予算が削減される一方で、景気回復までの不況期の今年とその後数年間、企業が競合の監視を継続できる方法があります。

継続的な競争情報監視の必要性

世界経済がさらに縮小する可能性がある一方で、一部の多国籍企業は、他の企業を犠牲にして成長と繁栄を続け、厳しい経済情勢の中で横ばいを維持するか、あるいは倒産するであろうことに留意することが重要です。

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.

不況時の手頃な CI モニタリング プログラム

以下は、経済不況の時期に企業が合理的に検討できる、手頃な価格の CI 監視プログラムです。

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. 特定の地域または国におけるターゲット競合プロファイル

企業は、特定の地域または国を対象に競合他社のプロファイルを作成し、競合他社の新製品開発活動、拡張計画、合併および買収活動、戦略的取り組みを監視することができます。

3. 製品分野別および地域別の市場機会分析

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

費用対効果の高い研究方法の例:

• Instead of commissioning several countries or regions, do homework first and target specific regions or countries for the “low-hanging fruit”
• 最も強力な製品とサービスの輸出に重点を置き、「すべての製品とサービス」のグローバル展開を縮小する
• Monitor the price points and the changing exchange rates by country to optimize export and global sales 機会

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 アラブ首長国連邦 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. 競合他社も引き続き宿題をこなすので、宿題を忘れずに

This is an important message. Don’t neglect your homework or 研究 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. 国内および海外の現地オフィスから非常に手頃な価格で市場情報を収集する

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.

まとめ

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.