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What is the specific method for waste paper baler companies to identify competitors

Feb 22, 2021

   Small waste paper baler companies can consider specific identification methods from two perspectives when selecting competitors.


   One is the viewpoint of market competition. Here we do not look at companies from the perspective of producing the same kind of small waste paper baler, but consider them as companies that strive to meet the needs of or serve the same customer group. For example, competitors in the typewriter industry can be computers, pens, and other industries that meet customer writing requirements. This point of view enables companies to see more actual and potential competitors in order to make longer-term market strategies and plans for small waste paper balers. The intelligence information it needs to collect includes the market size of small waste paper balers, market share, and the current capabilities, goals and strategies of possible competitors.


   The second is the viewpoint of industry competition. The industry here refers to a group of companies that provide one or a kind of close substitutes for each other, such as the steel industry, light industry, etc., which are commonly referred to, but cannot select all of their peers as effective competitors. Companies must understand the competitive dynamics of competitors, including the basic conditions of the company, corporate structure, corporate behavior, corporate performance, etc., and determine their true competitors.


Generally speaking, it is a simple task to identify and determine actual competitors. For example, companies that manufacture the same small waste paper balers or similar small waste paper balers can be regarded as competitors, and offer similar prices to the same customer group. Companies similar to small waste paper balers and services are regarded as major competitors, such as Nestlé and Maxwell, Kodak and Fuji. However, the identification of potential competitors is more difficult but more important for companies, because a company is more likely to be buried by potential competitors than the current clear competitors.


Generally speaking, it is a simple task to identify and determine actual competitors. For example, companies that manufacture the same small waste paper balers or similar small waste paper balers can be regarded as competitors, and offer similar prices to the same customer group. Companies similar to small waste paper balers and services are regarded as major competitors, such as Nestlé and Maxwell, Kodak and Fuji. However, the identification of potential competitors is more difficult but more important for companies, because a company is more likely to be buried by potential competitors than the current clear competitors.


   Small waste paper baler companies can consider specific identification methods from two perspectives when selecting competitors.


   One is the viewpoint of market competition. Here we do not look at companies from the perspective of producing the same kind of small waste paper baler, but consider them as companies that strive to meet the needs of or serve the same customer group. For example, competitors in the typewriter industry can be computers, pens, and other industries that meet customer writing requirements. This point of view enables companies to see more actual and potential competitors in order to make longer-term market strategies and plans for small waste paper balers. The intelligence information it needs to collect includes the market size of small waste paper balers, market share, and the current capabilities, goals and strategies of possible competitors.


   The second is the viewpoint of industry competition. The industry here refers to a group of companies that provide one or a kind of close substitutes for each other, such as the steel industry, light industry, etc., which are commonly referred to, but cannot select all of their peers as effective competitors. Companies must understand the competitive dynamics of competitors, including the basic conditions of the company, corporate structure, corporate behavior, corporate performance, etc., and determine their true competitors.