Competitive product analysis is the basic skill of product managers, and B-end product managers also need to do competitive product analysis frequently.
Competitive analysis of B-end products is more difficult, which is mainly reflected in the following aspects:
(1) Difficulty in obtaining information on B-end products
Product trial costs are high, unlike Internet products that can be downloaded and experienced at any time.
There is less public information, and many product information cannot be searched on the Internet.
(2) The standardization degree of B-end products is low
B-end products are affected by a variety country email list of factors (customer needs, industry specificity, organizational structure differences, business process differences, business models, regional characteristics, etc.), and B-end products of the same type are very different. For example, the ERP in the automobile industry is very different from the ERP in the hospital industry, and the ERP used in large hospitals is also very different from the ERP used in small hospitals.
The low degree of standardization of products will make it difficult to select competing products and make comparative analysis difficult.
(3) Business knowledge is required
B-end products serve the business of enterprises, so to understand the logic of B-end products, you need to have business knowledge. For example, when it comes to analyzing tax software, it is difficult to conduct in-depth analysis without business knowledge in the tax field.
These difficulties are great challenges for B-side product managers to analyze competitive products. Among them, the first point of information is the most difficult to obtain.
Next, this article will share some practical experience with you based on cases, hoping to help you do a good job in the competitive analysis of B-end products.
As mentioned in the author's last book "Effective Competitive Analysis", the process of competitive analysis can be divided into the following 6 steps: