Focusing on the system of dominant ideas in the competing company helps you learn what projects have a decisive influence on the way your competitor operates by identifying the organisation's personality and analysing its strengths and weaknesses.

What It Does

Provides selected information on a competitor's overall "state of health".
* Examining your adversaries' strengths means having in-depth knowledge of their strong points and weak points so you can regulate your company's plans for the future on this basis. For example, you can hit their weak points by adopting a twofold strategy, one of creative imitation and one of "entrepreneurial judo". Or take advantage of competitors' ideas by imitating their moves in a timely, refined manner, evaluating the possibility of product redesign, government subsidies, technological innovation and production process automation, the acquisition of production capacity at advantageous costs, the experience curve, etc. The goal is to improve one's competitive position with respect to competitors by perfecting their product it and/or positioning it differently on the market, or choosing to differentiate from it clearly.

Who It's For

The service is aimed at those with "front line" management responsibilities for protecting and relaunching their companies.
It is designed for those in the company who have to think of ways of taking on the opposing forces in the field through in-depth knowledge of their activities, their objectives, their strengths and weaknesses: the entrepreneur and/or the entrepreneur's son, the business manager.

General Overview

A competitive advantage is defined by a company's distinctive ability to develop and defend a critical factor for market success with greater intensity and skill than a rival.

Constant, careful observation of the competitive situation is needed in order to orient the company's management sectors in the creative research activity through knowledge of selected information on the most incisive competitors who constitute a threat for the enterprise.

In management literature, especially on company strategies and policies and company culture and leadership, the concept of basic strategic orientation, as is defined in the competitor report, attention is focused variously on "where", "why" and "how" to be an enterprise.

Here is an example of value scale:

• Company mission: in short, means the field of activity in terms of product and market.
• Company key values: must reflect the way the specific entrepreneurial activity is conceived.
• Institutional strategy: defines the fundamental nature of the company.
• Company philosophy: must help one understand in what way one wants to do business or be a company.
• Company's system of dominant ideas: the ideas that have a decisive influence on the way the company operates and develops.
• Nature of the organisation: the organisation's "personality", its strengths and weaknesses in relation to the organisations it competes with.

The aim of the information report is not to deduce the above values, because that would be impossible, but to produce information that is nonetheless useful in this sense and strongly predictive – within the limits of the laws on business and industrial secrecy – capable of defining a competitor's strengths with a good degree of reliability and discerning between a dangerous competitor (one that is truly competitive) and a weak one.
The final aim of the report is to provide tools for evaluating the competitor that make it possible to keep watch over his actions in order to protect one's competitive advantages in the future.
The intention is to promote reflection on the value of knowing and on the desire to understand what is happening in the outside world, creating a constant drive to discover the truth about one's business situation through critical comparison and measurement against other organisations.