Os concorrentes globais nunca param o seu Planeamento Estratégico e Monitorização Competitiva

Em qualquer recessão, as empresas podem ser tentadas a acreditar que os seus concorrentes “fecharam” os seus orçamentos de Pesquisa de Mercado e Inteligência Competitiva. Embora os orçamentos empresariais sejam cortados, existem formas de as empresas continuarem a monitorizar a concorrência durante o ano e os próximos anos de recessão até à recuperação económica.

A necessidade de monitoramento contínuo de inteligência competitiva

Embora a economia mundial possa contrair-se ainda mais, é importante notar que algumas empresas multinacionais continuarão a crescer e a prosperar à custa de outras, que permanecerão equilibradas ou falirão durante estes tempos económicos difíceis.

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 acessíveis de monitoramento de IC durante recessões

A seguir estão programas de monitoramento de IC acessíveis que as empresas podem considerar razoavelmente em um período de recessão econômica.

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. Perfis de concorrentes direcionados em regiões ou países selecionados

As empresas podem encomendar perfis de concorrentes direcionados em regiões ou países selecionados para monitorar a atividade de desenvolvimento de novos produtos dos concorrentes, planos de expansão, suas atividades de fusões e aquisições e suas iniciativas estratégicas.

3. Análise de oportunidades de mercado por setor de produto e por região geográfica

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

Alguns métodos de pesquisa econômicos:

• Instead of commissioning several countries or regions, do homework first and target specific regions or countries for the “low-hanging fruit”
• Visar a exportação dos seus produtos e serviços mais robustos, reduzir a expansão global de “todos os produtos e serviços”
• 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 Emirados 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. Lembre-se de fazer sua lição de casa – pois seus concorrentes continuarão a fazer sua lição de casa

This is an important message. Don’t neglect your homework or pesquisar 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. Colete inteligência de mercado muito acessível de seus escritórios de campo, nacional e globalmente

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.

Resumo

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.