Evaluate your competitor's price. Just because you have the same products as other businesses, doesn't mean everyone has the same price. Your own production costs greatly impact your pricing. If your price for a similar product is higher than your competitor's, then your market position is weaker; and if it's lower, then your competitive position is better.A temporary price decrease by a competitor might indicate nothing more serious than a transient need to move excess inventory. However, a trend of lowered prices may indicate that your competition is doing it to gain market share and improve production costs. It could also mean your rival is in financial trouble and has been forced to lower prices. It's in this type of situation that rumors and gossip become helpful. If there are rumors that a company is in financial trouble and you discover price fluctuations, it's more likely that there are problems. Be sure your analysis includes product/service charges added to the purchase price, such as installation or additional equipment required.
Gather Competitive Information Secondary sources of information are recommended as an excellent starting point for developing a competitive and industry analysis. Secondary sources include information developed for a specific purpose but subsequently made available for public access and thus alternative uses. For example, books are secondary sources of information as are articles published in journals. Marketing reports offered for sale to the general public also are considered secondary sources. Although, they have been created for a purpose other than your current need, they are still excellent sources of information and data. With the ever increasing speed of document identification and retrieval through electronic means, secondary sources are not only an inexpensive source of information but are readily available soon after publication. Sources of information include:
Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context to identify opportunities and threats. Profiling combines all of the relevant sources of competitor analysis into one framework in the support of efficient and effective strategy formulation, implementation, monitoring and adjustment.
Recently, I was working on a project in which I did a competitive analysis of a feature (collaborative meeting note-taking) that a client wanted to introduce in their web app. Note-taking is not exactly a new or highly innovative thing, so the biggest challenge I was facing was to make this functionality simpler and easier to handle, because the product I was working on was in the very early stages of development. The feature, in a nutshell, was to create a simple text document where some interactive action items could be added.
This emphasis on competition is related to the advent of game theory in the mid 20th century around the same time. The problem is that game theory is one mental model of many to help make decisions, not the only one (Ben Thompson from Stratechery has a good post on the Prisoner’s Dilemma that is a fundamental one). Even researchers are starting to point to the fact that there are no perfect solutions (such as a Nash equilibrium) to most situations.
Sales BrochuresSales brochures provide a wealth of product information. You can learn how your competitor is positioning their product and company and what features and benefits they're using to sell their product. Try to obtain all new sales brochures and literature your competitor publishes. Significant changes in the content will indicate that new strategies are being employed.
One thing you'll need to know right from the get-go is that none of these benefits is going to show up immediately. Content marketing is a wonderful example of what's referred to as flywheel marketing: At first, it takes quite a bit of effort just to get the wheel turning. Over time, though, the wheel's own momentum lessens the effort required of you to see the same results. Don't expect results tomorrow, and think now about whose expectations you may need to temper, and what that'll mean for your work. But don't let that fool you into thinking it isn't working.
Earning links from a diverse set of authoritative domains is the essence of increasing Domain Authority. One straightforward way to build external links is to search for resource lists that could realistically feature your content and link to you. So, if you’re running an SEO audit for a private school in Massachusetts, and you want to make recommendations for external link building:
If you’re writing something that doesn’t exactly fit your strategy, this doesn’t mean you shouldn’t try to make that content rank. You could still use it to rank for something related to the terms in the list of your keyword strategy. Use tools like Google Trends to choose which keyword you’d like to rank for. At least take some time to think about how to make your article or blog fit your strategy. After all, if you are writing valuable content, you might as well make it rank!
“Thin” content is content that fails to meet user needs. A 300-word blog post explaining a complex concept would be considered thin. That said, it’s not realistic to put 1000-2000 words on every page of your site. Pages closer to your homepage are going to be dominated by design work—hero images, icons, etc.—call-to-action buttons, and product-centric copy. So, what content should you be looking at?
Scanning competitor's ads can reveal much about what that competitor believes about marketing and their target market. Changes in a competitor's advertising message can reveal new product offerings, new production processes, a new branding strategy, a new positioning strategy, a new segmentation strategy, line extensions and contractions, problems with previous positions, insights from recent marketing or product research, a new strategic direction, a new source of sustainable competitive advantage, or value migrations within the industry. It might also indicate a new pricing strategy such as penetration, price discrimination, price skimming, product bundling, joint product pricing, discounts, or loss leaders. It may also indicate a new promotion strategy such as push, pull, balanced, short term sales generation, long term image creation, informational, comparative, affective, reminder, new creative objectives, new unique selling proposition, new creative concepts, appeals, tone, and themes, or a new advertising agency. It might also indicate a new distribution strategy, new distribution partners, more extensive distribution, more intensive distribution, a change in geographical focus, or exclusive distribution. Similar techniques can be used by observing a competitor's search engine optimization targets and practices. For example, by conducting keyword research, one may be able to determine a competitor's target market, keywords, or products. Other metrics allow for detection of a competitor's success. Little of this intelligence is definitive: additional information is needed before conclusions should be drawn.