How to Identify Competitor Websites How to Identify Competitor Websites’ Advantages

How to analyze competitor websites? 1: Webmaster data

Through webmaster tools, we can clearly see the basic data of competitor websites. What's the point?

1. SEO information: From here you can know what the so-called weight of the opponent's website is and where our gap is.

2. Domain name age: Many people say that old domain names have inherent advantages in ranking compared with new domain names. By looking at the age of your opponent's domain name, you can tell when your opponent started operating the website.

3. Domain name registration: Check whether the opponent's website is registered, and you can probably confirm whether the opponent's website is intentional or has a long-term or short-term operating mentality;

4. Keyword database: website The number of keyword libraries in long tools can determine the number of keywords of rival websites ranking in the top search engines;

5. Baidu Snapshot: Baidu Snapshot can reflect the updates of a website to a certain extent. degree. If the snapshot time of a website is far apart, it can be said that search engines crawl the website less;

6: Inclusion: Regardless of whether a website is ranked or not, it must be included first. Inclusion is the prerequisite for ranking a website; how much a website contains reflects to a certain extent whether the website has a lot of content, whether the content quality is good enough, etc.;

7: Historical collection: Historical collection reflects the quality of a website Staged situation. It depends on whether the historical collection is stable and showing an upward trend. These are all things to consider when looking at Webmaster Tools data.

Second: In-site

We can’t see the internal data of competitor websites, so what do we see on competitor websites?

1. Website structure

The structure of a website accounts for 5 points of SEO optimization. Observe what type, clarity, layering, etc. Competitor's website structure;

2. Page content

Observe whether the page style is reasonable, whether the page content is closely related to the theme, page articles, picture proportions, etc. How intensive is the update;

3: TDK

Whether the TDK website is set up and whether it is reasonable; on this basis, it is up to you to decide whether you have an advantage;

On the page content, whether the keywords are well arranged, and whether the keyword arrangement is reasonable, smooth, and dense;

5. Data What are the main types of pages containing

search engine indexed websites? What are the characteristics of pages that are included and bring traffic to the website? For example, keyword density, whether there are relevant recommendations, etc.

Three: Off-site data

Off-site promotion plays a key role in the brand and support of the website.

By studying competitors' off-site data, observe whether there are a large number of third-party platforms outside of competitors' websites, such as well-known industry forums, self-built blogs, website groups, B2B, industry information, etc.

Analyze Supor’s domestic and foreign competitors?

In a market with extremely homogeneous competition, if we want to get rid of our competitors, Supor still needs to take a more professional path.

Supor, which has been the leader in the cookware market for 7 years, has encountered unprecedented pursuers. "Supor today is the tomorrow of Aistar." This sentence came from the mouth of Chen Helin, chairman of Zhejiang Aistar Company, and it is clear that he is eyeing Supor. Although in terms of sales revenue, Supor's sales in 2003 were 1.4 billion yuan and Aisda's was 800 million yuan. There is still a gap in scale. However, in 2003 Aisda's sales in the non-stick pan and pressure cooker markets exceeded Supor's.

The competition between the two sides has entered a fierce state, and Supor may lose its first position in a moment.

Homogeneous fate

The newly opened Huapu Supermarket in Cuiwei Zhongli, Haidian District, Beijing, within two days of May 8th and 9th, most of the cooking utensil shelves on the third floor were occupied It was occupied by two brands. One is Supor and the other is Astar. The products of the two companies look very similar. Without the trademarks and price tags, consumers would not be able to tell which product comes from which company.

These are not the only places that are similar. Both Supor Group and Zhejiang Aistar Electric Co., Ltd. have been operating in the field of cookware for many years; both are located in Taizhou, Zhejiang, one in Yuhuan and the other in Wenling, dozens of kilometers apart. Supor invested in a new production base in Wuhan, Hubei, taking advantage of Wuhan's convenient transportation to save transportation costs. However, this base is only more than 100 kilometers away from ASD's production base in Anlu, Hubei.

Aista was once considered the fastest replicator of Supor products. Supor launched the "No Afraid of Frying" non-stick pan, and Astar launched the "No Afraid of Frying"; Supor launched the "IKEA" pressure cooker, and Astar launched the "Aijia" pressure cooker; Supor uses orange as the standard color, and Astar uses a very similar yellow.

Seven years ago, Supor appeared in the cookware market as a challenger. It was defeated by the Hongshuangxi brand of Shenyang Shuangxi Pressure Cooker Manufacturing Corporation, which was the number one pressure cooker brand in the country at that time. The predecessor of Supor, Yuhuan Pressure Cooker Factory, was once the OEM manufacturer of Shenyang Shuangxi. In this competition, Supor Company's operating mechanism was flexible and it "entered the battle lightly". When Shenyang Shuangxi only had a profit of 1 yuan due to huge production management costs and "head fees", Supor was able to earn 17 to 20 yuan. .

But ASD is a stronger pursuer. Both companies are located in Taizhou. Regardless of raw material procurement, transportation or labor costs, there is not much room for adjustment by both parties. Aistar, which adopts a follow-up strategy, is even better than Supor in cost control.

In fact, the entry barrier to the cookware market is not very high, especially in a place like Taizhou with a relatively deep manufacturing foundation. What Supor can do, from producing parts to OEM for others, Aistar can also do. For Supor, the competition with Astar is almost destined to be homogeneous.

The important reason why Supor was able to defeat Shenyang Shuangxi back then was that it was accepted by state-owned commercial circulation channels as the only pressure cooker product that complied with the new national safety standards. But today, distribution channels dominated by supermarket chains are rising, which forces Supor to face new challenges. In the ranking of hot-selling products in hypermarkets, Supor has few opportunities to lead.

Take Carrefour as an example. The annual sales volume of Aistar brand reaches 50 to 60 million yuan. Three of the four Carrefour stores in Beijing have sales of five to six million yuan, and the smallest store near Fangzhuang has sales of more than one million yuan. It is reported that Wal-Mart is preparing to let Aista serve as the brand manager of cookware products. This role not only represents the status of the Aista brand in the supermarket, but also has strong negotiating power over the entry rights of other similar brands.

Channel siege

Compared with Aista's relative strength in the supermarket chain channel, Supor's influence in the traditional dealer system is greater. Liu Wenyuan, general manager of Beijing Jiemeile Department Store Co., Ltd., used to be a cadre in the Beijing business system. What troubled him the most was the various store entrance fees and management fees charged by some merchants. In 2003, his sales in a multinational supermarket were 4 million yuan, but 800,000 yuan was used to meet various charges. He feels that not only is the display area of ??manufacturers' products limited, but the layout of the counter also has many conditions, which puts forward many requirements in terms of product management.

In order to compete with Aistar, Supor began to develop specialty stores. Su Zengfu, chairman of Supor Group, believes that the advantages of specialty stores are very obvious. Compared with department stores and supermarkets, specialty stores have more complete product displays and are more personalized. In the Supor store in Beitaipingzhuang, Haidian District, Beijing, more than 100 products are on sale there. This method allows faster repayment and higher profits. Liu Wenyuan is currently cooperating with 78 shopping malls and supermarkets in Beijing to sell Supor products. The payment recovery status of these merchants is not ideal, with an average of about 70 to 90 days. In comparison, the store opened two years ago in Beitaipingzhuang, Haidian District, Beijing, is more cost-effective, with annual operating expenses of more than 600,000 yuan, and it has started to make profits a year later.

Although specialty stores can promote the brand image well and grasp first-hand information about consumers and the market in a timely manner, compared with hypermarkets, the volume of goods sold in specialty stores is still dwarfed. What's more critical is that chain supermarkets are increasingly becoming mainstream channels. If they cannot outperform their opponents here, it will have a negative impact on Supor's further development.

At present, Supor’s three major series of high-end products have arrived in the hands of dealers, including the Mojin series (about one thousand yuan), the Yinzhuo series (five to six hundred yuan), the Yuemu series (three to four hundred yuan), etc. . Almost at the same time, Aistar's Black Prince series of high-end products have also arrived in the hands of the Beijing branch, and are negotiating cooperation with stores. The price is very similar to Supor's products.

There was a sense of crisis in Su Zengfu's words: "Having a competitor is not a bad thing. But can we maintain the number one position for five years? Can we maintain our speed and physical strength in the future?"

Supor may have already realized this problem. When Zhejiang Supor Group was established in 1998, it began to diversify its efforts and got involved in other industries such as medicine, tourism and shipping through capital operations such as mergers and acquisitions. In 1998, it spent nearly 9 million yuan to acquire Corisian Pharmaceutical Company and invested one million yuan in research and development of the product, which was launched just five years later. Yiyuan Pharmaceutical Industrial Zone, established with an investment of 15 million yuan, has just started. In 2001, Supor Group invested tens of millions of yuan to purchase the "Fangzhu" luxury liner, renamed it "Sun God" No. 1, and entered the tourism industry. In June 2003, Zhejiang Supor Shipping Co., Ltd. was established with an investment of 12 million yuan.

However, diversification attempts did not bring explosive growth to Supor. "Our development in fields such as medicine and tourism is not as fast as that of cookware companies. Even if these are money-making industries, it is useless if the business does not develop." Su Zengfu said.

Back to the old road

Cooking equipment does not seem to be a field full of imagination. What is produced is the pots and pans that ordinary people use every day. But this does not mean that Supor has no room to continue pursuing.

At present, the top three cookware companies in the world are Neway from the United States, Tefal from France, and Meiya from Hong Kong. Neway has not yet entered the Chinese market. The Tefal brand belongs to the French Saeb Group, which already owns four major international brands, including Tefal, Good Fortune, Magnum and KRUPS. As the world leader in the field of small household appliances, the Cyber ??Group had a turnover of 2.4 billion euros in 2003. The Teful brand was founded in 1956, while Supor has only developed for more than ten years.

On the surface, the only difference between Supor and these internationally renowned brands is the scale of the company.

But in fact, the biggest difference lies in the degree of professionalization of the products, which can be seen at a glance on the counters of high-end shopping malls. International brands are far more meticulous about their products than domestic brands. Taking German Zwilling as an example, a 24cm extra-deep roasting pan and a 38cm Chinese-style wok are priced at more than 1,100 yuan. The pot design of this brand has a drip-free design, so users don’t have to worry about the soup flowing onto the pot body when pouring it out. At the same time, the distance between its handle and the pot body is also carefully calculated, so that your hands will not be burned when the water in the pot boils. Except for woks, all Zwilling pots use a three-layer bottom design, including two layers of stainless steel and a 6.4 mm thick aluminum block in the middle. This design can effectively control the changes in the thermal expansion and contraction of the pot bottom and minimize oil smoke. There is no doubt that Supor is still immature and rough in terms of the degree of professionalization of its products.

After experiencing less-than-successful diversification, Supor felt it had to go back to its old ways in the face of Aistar’s strong follow-up. "The core competitiveness of Supor's products still lies in making pots." Su Zengfu said, "Whether a product has core competitiveness depends on how much the company invests in high technology. The difference between Chinese companies and foreign companies lies in investment. We Some of the equipment placed abroad may be trash thrown away by others. "Su Zengfu pays more attention to research and development, and invests 95% of his annual profits in technological transformation and research and development.

Supor Group invests no less than 20 million yuan in research and development every year. Its cookware research and development strength is divided into two parts: one is the scientific research institute directly managed by the group, with more than 30 people; the other is the technical department under Supor Cookware Co., Ltd., with more than 20 people. As the first domestic cookware research institute so far, their research focuses on smart home appliances and new stoves, with an eye on the future market. This type of R&D is called second-line R&D at a strategic level by Supor.

Su Zengfu doesn’t want his R&D staff to stay at the level of lying on the drawing board and clicking the mouse. “I told the engineer that if you use a compass to draw circles on the drawing, the pot produced by this will not work. ” Seemingly ordinary household chores such as uncooked rice and rice without flavor are important aspects of their research. It was these steamed rice experiments that allowed scientific researchers to see from detailed data and experimental reports how water temperature, pressure and other factors affect the taste of rice. Su Zengfu said: "Cookware products are very regional and closely related to local eating habits. Foreign products are not the best examples to imitate."

"There is room for Supor to play in the field of cookware It’s still huge. The annual output value of foreign companies is six to seven billion US dollars, while Supor should strive to be the first in the world.” This is the goal set by Su Zengfu and the actual deadline for this goal. It's 5 years.

Can Supor, which knows how to make Chinese rice more fragrant, really be able to run faster on the road to competition?

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How to write the main advantages and disadvantages of Mao Ka’s competitors?

The main advantage of Mao Ka’s competitors is price advantage. Without the burden of branding, they can have more freedom in renting artificial venues and pricing, thus forming their own unique advantages. The main disadvantage of Mao Ka's competitors is their brand weakness. Most of the other competitors' brands are weak. No influence

What are the differences and connections between core competitiveness and competitive advantage?

Core competitiveness refers to the most critical force in competition. It is the competitive factor that distinguishes one party from the other. Competitive advantage refers to the factors that are advantageous in competition. What can be regarded as core competitiveness must be competitive advantage, but competitive advantage is not necessarily core competitive advantage. The scope is broader than core competitiveness. Core competitiveness is the advantage among advantages and is at the center.